Attachment B - Alternatives Analysis Sample.pdf
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- Solicitation number
- 36C77626Q0133
About this file
This is an Alternatives Analysis template document for Department of Veterans Affairs (VA) major construction projects. The document evaluates seven alternatives for addressing facility needs at a VA Medical Center (VAMC): Status Quo (no action), New Construction (preferred alternative), Renovation, Lease, Contract Out, Purchase Existing Facility, and DoD Collaboration. The analysis applies six primary decision criteria categories with multiple subcriteria to compare alternatives.
The evaluation framework assesses alternatives across: (1) Safety and Security improvements including compliance, physical security, and seismic considerations; (2) Fixing What We Have through facility condition assessments; (3) Increasing Access by expanding Veteran services, internal customer access, support structures, and addressing workload gaps; (4) Right-Sizing Inventory including new space construction/renovation/leasing, facility disposal, collocation opportunities, and footprint reduction; (5) Ensuring Value of Investment through cost-saving strategies and best-value solutions with estimated life-cycle costs; and (6) Departmental Strategic Goals alignment with VA priorities including easy access, customer service, business transformation, accountability, DoD collaboration, and energy standards such as LEED Silver for Healthcare certification. The document indicates that Alternatives #2 (Renovation), #5 (Purchase Existing Facility), and #6 (DoD Collaboration) have been preliminarily excluded from quantitative analysis due to market research confirming no suitable existing facilities or DoD sharing opportunities in the delineated market area. Alternative #1 (New Construction) is designated as the preferred alternative, with total life-cycle costs estimated to exceed the Lease alternative, while the Lease alternative is identified as providing the lowest total life-cycle cost at approximately $[X].
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Alternatives Analysis: City, State, Project Title – Major Construction
Status Quo
Alternative #1 New Construction
(Preferred Alternative) Alternative #2
Renovation Alternative #3
Lease Alternative #4
Contract Out Alternative #5
Purchase Existing Facility Alternative #6 DoD Collaboration
Draft – Month Year Page 1 of 6
Decision Criteria
1. Improve Safety and Security 1.1 Safety/Compliance
• This alternative does / does not propose any safety/compliance improvements in the existing [City] VAMC.
• This alternative proposes to construct an approximately [x] gross square feet (GSF) state-of-the-art facility that meets all VA safety and compliance criteria.
• This alternative proposes to renovate existing VA-owned space on the [City] VAMC campus that will meet all VA safety and compliance criteria.
• For this alternative to be viable, VA would need to own a building, both within the same geographical area and with a floor plan able to accommodate the requirements as proposed in this project. Local VA planners have confirmed that there are no existing VA-owned facilities that are suitable for renovation that fit the project requirements.
• This alternative proposes to lease an approximately [x] net usable square feet (NUSF) (equivalent to approximately [x GSF) state-of-the-art facility that meets all VA safety and compliance criteria.
• This alternative proposes to contract out the functions currently operating in the existing clinics to healthcare providers in the local community.
• Selected healthcare providers’ facilities would be required to meet VA safety and compliance criteria.
• This alternative would disrupt the continuity of care Veterans currently receive from VA providers and would likely reduce teaching programs and clinical research opportunities.
• This alternative assumes VA can purchase an existing facility within the delineated market area that either currently meets or can be renovated to meet all VA safety and compliance criteria.
• However, high-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project.
• This alternative proposes a joint facility with DoD within the delineated market area that meets all VA and DoD safety and compliance criteria.
• However, according to Veterans Health Administration’s Office of Interagency Health Affairs - Office of VA-DoD Coordination, there are currently no facility sharing opportunities in the vicinity of the proposed project.
Therefore, this is not a viable option and has been excluded from the quantitative analysis.
1.2 Physical and Building Security/Emergency Preparedness
• This alternative does not propose to upgrade existing security systems or emergency preparedness plans at the existing clinics.
construct a new facility that meets all physical and building security as well as emergency preparedness requirements.
renovate an existing VA-owned building that meets all physical and building security as well as emergency preparedness requirements.
lease a new facility that meets all physical and building security as well as emergency preparedness requirements.
contract out all services to healthcare providers in the local community. Control of the safety and security of Veterans would be reduced as VA would not be in direct control of the building's security.
• This alternative assumes VA can purchase an existing facility within the delineated market area that meets all physical and building security as well as emergency preparedness requirements.
• However, high-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project.
• This alternative proposes a joint facility with DoD within the delineated market area that meets all physical and building security as well as emergency preparedness requirements.
• However, according to Veterans Health Administration’s Office of Interagency Health Affairs - Office of VA-DoD Coordination, there are currently no facility sharing opportunities in the vicinity of the proposed project.
Therefore, this is not a viable option and has been excluded from the quantitative analysis
1.3.
Seismic
• This criterion is not applicable to the proposed project since [City, State] is in a low-risk seismic area.
• This criterion is not applicable to the proposed project since [City, State] is in a low-risk seismic area.
• This criterion is not applicable to the proposed project since [City, State] is in a low-risk seismic area.
• This criterion is not applicable to the proposed project since [City, State] is in a low-risk seismic area.
• This criterion is not applicable to the proposed project since [City, State] is in a low-risk seismic area.
• This criterion is not applicable to the proposed project since [City, State] is in a low-risk seismic area.
• This criterion is not applicable to the proposed project since [City, State] is in a low-risk seismic area.
2. Fixing What We Have 2.1 Facility Condition Assessment
• This alternative does not propose to address any functional issues with the existing facilities.
• This alternative proposes to construct a new building that is compliant with VA standards.
• This alternative proposes to address FCA deficiencies by renovating space in an existing VA-owned building.
lease a new building that is compliant with VA standards.
contract out program functions in the local community, in locations fully compliant with VA standards.
• This alternative would disrupt the continuity of care Veterans currently receive from VA providers and would likely reduce teaching programs and clinical research opportunities.
• This alternative proposes to purchase an existing facility that is compliant with VA standards.
• However, high-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project.
• This alternative proposes a joint facility with DoD that is compliant with VA and DoD standards.
• However, according to local VA planners and VHA’s Office of Interagency Health Affairs – Office of VA-DoD Coordination, there are currently no additional DoD facility sharing opportunities for the proposed project in the local community.
(Preferred Alternative) Alternative #2
Renovation Alternative #3
Lease Alternative #4
Contract Out Alternative #5
Purchase Existing Facility
Draft – Month Year Page 2 of 6
2.2 Other Self-Defined Gaps
• This alternative does not propose to address any Other Self-Defined Gaps.
• This alternative does not propose to address any Other Self-Defined Gaps.
• This alternative does not propose to address any Other Self-Defined Gaps.
• This alternative does not propose to address any Other Self-Defined Gaps.
• This alternative does not propose to address any Other Self-Defined Gaps.
• This alternative does not propose to address any Other Self-Defined Gaps.
• This alternative does not propose to address any Other Self-Defined Gaps.
3. Increasing Access 3.1 Veteran Access to Services
• This alternative does /does not address Veteran access to services.
• The new facility will provide expanded space to accommodate projected growth over the next 20 years.
renovate an existing VA-owned building that will provide expanded space to
• The new lease will provide expanded space to address Veteran access to services.
• This alternative would disrupt the continuity of care Veterans currently receive from VA providers and would likely reduce teaching programs and clinical research opportunities.
• This alternative proposes to purchase an existing facility that will provide expanded space to accommodate projected growth over the next 20 years.
• However, high-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project.
• This alternative proposes a joint facility with DoD within the delineated market area that will provide expanded space to accommodate projected growth over the next 20 years.
• However, according to local VA planners and VHA’s Office of Interagency Health Affairs – Office of VA-DoD Coordination, there are currently no additional DoD facility sharing opportunities for the proposed project in the local community.
3.2 Customer (Internal)Access to Services
• This alternative proposes to maintain the current level of [X] Full Time Equivalent Employees (FTEEs) at the existing clinic. Expanded services that cannot be accommodated at the existing clinic will be contracted out in the local community.
increase the level of FTEEs from [X] to [Y}.
• High-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project. Therefore, an FTEE analysis is excluded from this alternative.
increase the level of FTEEs from [X] to [Y].
• This alternative proposes no change to the level of FTEEs at the [City] VAMC as all new services will be contracted out to healthcare providers in the local community.
• This alternative would disrupt the continuity of care Veterans currently receive from VA providers and would likely reduce teaching programs and clinical research opportunities.
• High-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project. Therefore, an FTEE analysis is excluded from this alternative.
• According to local VA planners and VHA’s Office of Interagency Health Affairs – Office of VA- DoD Coordination, there are currently no additional DoD facility sharing opportunities for the proposed project in the local community. Therefore, an FTEE analysis is excluded from this alternative.
3.3 Support Structures
• This criterion is not applicable for this alternative.
• This alternative proposes to construct a new facility with all necessary support structures such as parking spaces and public restrooms to ensure Veterans have access to services while at the facility.
• This alternative proposes to renovate an existing VA-owned facility with all necessary support structures such as parking spaces and public restrooms to ensure Veterans have access to services while at the facility.
lease a new facility with all necessary support structures such as parking spaces and public restrooms to ensure Veterans have access to services while at the facility.
• This criterion is not applicable for this alternative.
• This alternative proposes to purchase an existing facility with all necessary support structures such as parking spaces and public restrooms to ensure Veterans have access to services while at the facility.
• However, high-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project.
• This alternative proposes to construct a new joint facility with all necessary support structures such as parking spaces and public restrooms to ensure Veterans and DoD personnel have access to services while at the facility.
• However, according to local VA planners and VHA’s Office of Interagency Health Affairs – Office of VA-DoD Coordination, there are currently no additional DoD facility sharing
(Preferred Alternative) Alternative #2
Renovation Alternative #3
Lease Alternative #4
Contract Out Alternative #5
Purchase Existing Facility
Draft – Month Year Page 3 of 6
3.4 Utilization/Workload
• This alternative does / does not propose to address the current and projected workload gaps.
• This alternative proposes to address the current and projected workload gaps by constructing a suitable new mental health facility.
address the current and projected workload gaps by renovating a VA-owned building to be a suitable new mental health facility.
projected workload gaps by leasing a suitable new mental health facility.
projected workload gaps by contracting out these services in the local community.
• This alternative would disrupt the continuity of care Veterans currently receive from VA providers and would likely reduce teaching programs and clinical research opportunities.
• This alternative proposes to address the current and projected workload gaps by purchasing a new facility that is suitable for use as a mental health facility.
• However, high-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project.
• This alternative proposes to address the current and projected workload gaps through a joint facility with DoD.
• However, according to local VA planners and VHA’s Office of Interagency Health Affairs – Office of VA-DoD Coordination, there are currently no additional DoD facility sharing opportunities for the proposed project in the local community.
4. Right-Sizing Inventory 4.1 Space – New Construction/ Renovation/New Lease
• This alternative does not propose to lease, construct or renovate any new space.
• This alternative proposes to construct an approximately [X] GSF facility within the delineated market area.
renovate a VA-owned building with [X] GSF.
lease an approximately [X] NUSF (equivalent to approximately [Y] NUSF) facility within the delineated market area.
propose to lease, construct or renovate any new space.
• This alternative assumes VA can purchase an existing facility of [X] GSF within the delineated market area.
• However, high-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project.
• This alternative proposes a joint facility with DoD in a building with at least [X] GSF of VA space within the delineated market area.
• However, according to local VA planners and VHA’s Office of Interagency Health Affairs – Office of VA-DoD Coordination, there are currently no additional DoD facility sharing opportunities for the proposed project in the local community.
4.2 Space – Disposal
• This alternative does not propose to dispose of any VA-owned or leased space.
• This alternative proposes to dispose of [X] GSF at the [City]
VAMC.
• This alternative proposes to dispose of [X] GSF at the [City]
VAMC.
• This alternative proposes to dispose of [X] GSF at the [City]
VAMC.
• This alternative does not propose to dispose of any VA-owned or leased space.
• This alternative proposes to dispose of [X] GSF at the [City]
VAMC.
• This alternative proposes to dispose of [X] GSF at the [City]
VAMC.
4.3 Space – Collocation
• This alternative would not collocate other VA functions (VBA, NCA, Staff Offices, OIT).
• This alternative would not collocate other VA functions (VBA, NCA, Staff Offices, OIT).
• This alternative would not collocate other VA functions (VBA, NCA, Staff Offices, OIT).
• This alternative would not collocate other VA functions (VBA, NCA, Staff Offices, OIT).
• This alternative would not collocate other VA functions (VBA, NCA, Staff Offices, OIT).
• This alternative would not collocate other VA functions (VBA, NCA, Staff Offices, OIT).
• This alternative would not collocate other VA functions (VBA, NCA, Staff Offices, OIT).
4.4 Space – Footprint Reduction
• This alternative does not propose to reduce the VA footprint.
• This alternative does not propose to reduce the VA footprint.
• This alternative does not propose to reduce the VA footprint.
• This alternative does not propose to reduce the VA footprint.
• This alternative does not propose to reduce the VA footprint.
• This alternative does not propose to reduce the VA footprint.
• This alternative does not propose to reduce the VA footprint.
(Preferred Alternative) Alternative #2
Renovation Alternative #3
Lease Alternative #4
Contract Out Alternative #5
Purchase Existing Facility
Draft – Month Year Page 4 of 6
5. Ensure Value of Investment 5.1 Cost Saving Strategies
• This alternative does /does not maximize efficiencies in VA-occupied facilities.
• VA proposes to use detailed construction cost estimating and the latest construction technologies in the completion of this alternative. However, overall operating costs will increase due to necessary expansion not addressed in the Status Quo.
• VA proposes to use detailed construction cost estimating and the latest construction technologies in the completion of this alternative. However, overall operating costs will increase due to necessary expansion not addressed in the Status Quo.
• VA proposes to use detailed construction cost estimating and the latest construction technologies in the completion of this alternative. However, overall operating costs will increase due to necessary expansion not addressed in the Status Quo.
• This alternative does not help maximize efficiencies in VA-occupied space.
• VA proposes to use detailed construction cost estimating and the latest construction technologies in the completion of this alternative. However, overall operating costs will increase due to necessary expansion not addressed in the Status Quo.
• However, high-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project.
• VA proposes to share space or services with DoD, use detailed construction cost estimating, and the latest construction technologies in the completion of this alternative. However, overall operating costs will increase due to necessary expansion not addressed in the Status Quo.
• However, according to local VA planners and VHA’s Office of Interagency Health Affairs – Office of VA-DoD Coordination, there are currently no additional DoD facility sharing opportunities for the proposed project in the local community.
5.2 Best Value Solutions
• This alternative does/ does not provide the best value for the [City, State] market.
• This alternative has an estimated baseline cost of $[X].
• This alternative provides VA with the most cost effective that can support VA’s strategic goals and objectives and close gaps identified by the SCIP process in a timely and efficient manner to provide high-quality, reliable, accessible, timely and efficient care to Veterans.
• The total life cycle costs are estimated to be [$X], which exceed those of the Lease alternative.
• Local VA planners have confirmed that there are no existing VA-owned facilities that are suitable for renovation that fit the project requirements.
Therefore, this is not a viable option and has been excluded from the quantitative analysis.
• The total life cycle costs for this alternative are estimated to be approximately $[X].
• This alternative does not provide the best value solution for the [City, State] market.
• The total life cycle costs for this alternative are estimated to be $[X].
• However, high-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project.
• Therefore, this alternative has been excluded from the quantitative analysis.
• This alternative proposes a joint facility with DoD within the delineated market area that meets all VA and DoD safety and compliance criteria.
• However, according to local VA planners and VHA’s Office of Interagency Health Affairs – Office of VA-DoD Coordination, there are currently no additional DoD facility sharing opportunities for the proposed project in the local community.
Therefore, this alternative has been excluded from the quantitative analysis.
(Preferred Alternative) Alternative #2
Renovation Alternative #3
Lease Alternative #4
Contract Out Alternative #5
Purchase Existing Facility
Draft – Month Year Page 5 of 6
6. Departmental Strategic Goals 6.1 Easy Access and Greater Choice
• This alternative does not propose to address any agency priority goals.
• This alternative proposes to address two agency priority goals:
• VA understands Veterans’ needs throughout their lives to enhance their choices and to improve customer experience.
• VA ensures Veterans are informed of, understand, and can get the benefits, care, and services they earned, in a timely manner.
address two agency priority goals:
• VA understands Veterans’ needs throughout their lives to enhance their choices and to improve customer experience.
• VA ensures Veterans are informed of, understand, and can get the benefits, care, and services they earned, in a timely manner.
address two agency priority goals:
• VA understands Veterans’ needs throughout their lives to enhance their choices and to improve customer experience.
• VA ensures Veterans are informed of, understand, and can get the benefits, care, and services they earned, in a timely manner.
• This alternative does not propose to address any agency priority goals.
• This alternative proposes to address two agency priority goals:
• VA understands Veterans’ needs throughout their lives to enhance their choices and to improve customer experience.
• VA ensures Veterans are informed of, understand, and can get the benefits, care, and services they earned, in a timely manner.
• However, high-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project.
• This alternative proposes to address two agency priority goals:
• VA understands Veterans’ needs throughout their lives to enhance their choices and to improve customer experience.
• VA ensures Veterans are informed of, understand, and can get the benefits, care, and services they earned, in a timely manner.
• However, according to local VA planners and VHA’s Office of Interagency Health Affairs – Office of VA-DoD Coordination, there are currently no additional DoD facility sharing opportunities for the proposed project in the local community.
6.2 Excellent Customer Service and Highly Reliable and Integrated Care
• This alternative does not propose to address any agency priority goals.
• This alternative proposes to contribute to one agency priority goal:
• VA has collaborative, high-performing and integrated delivery networks that enhance Veteran well-being and independence.
contribute to one agency priority goal:
• VA has collaborative, high-performing and integrated delivery networks that enhance contribute to one agency priority goal:
• VA has collaborative, high-performing and integrated delivery networks that enhance propose to address any agency priority goals.
• This alternative proposes to contribute to one agency priority goal:
• VA has collaborative, high-performing and integrated delivery networks that enhance Veteran well-being and independence.
• However, high-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project.
• This alternative proposes to contribute to one agency priority goal:
• VA has collaborative, high-performing and integrated delivery networks that enhance Veteran well-being and independence.
• However, according to local VA planners and VHA’s Office of Interagency Health Affairs – Office of VA-DoD Coordination, there are currently no additional DoD facility sharing
(Preferred Alternative) Alternative #2
Renovation Alternative #3
Lease Alternative #4
Contract Out Alternative #5
Purchase Existing Facility
Draft – Month Year Page 6 of 6
6.3 Transform Business Operations
• This alternative does not propose to address any agency priority goals.
• This alternative proposes to address one agency priority goal:
• VA’s infrastructure improvements, improved decision-making protocols, and streamlined services enable VA to adapt to changing business environments and Veteran needs.
address one agency priority goal:
• VA’s infrastructure improvements, improved decision-making protocols, and streamlined services enable VA to adapt to changing business address one agency priority goal:
• VA’s infrastructure improvements, improved decision-making protocols, and streamlined services enable VA to adapt to changing business propose to address any agency priority goals.
• This alternative proposes to address one agency priority goal:
• VA’s infrastructure improvements, improved decision-making protocols, and streamlined services enable VA to adapt to changing business environments and Veteran needs.
• However, high-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project.
• This alternative proposes to address one agency priority goal:
• VA’s infrastructure improvements, improved decision-making protocols, and streamlined services enable VA to adapt to changing business environments and Veteran needs.
• However, according to local VA planners and VHA’s Office of Interagency Health Affairs – Office of VA-DoD Coordination, there are currently no additional DoD facility sharing opportunities for the proposed project in the local community.
6.4 Improved Trust, Accountability, and Transparency
• This alternative does not propose to address any agency priority goals.
• This alternative does not propose to address any agency priority goals.
• This alternative does not propose to address any agency priority goals.
• This alternative does not propose to address any agency priority goals.
• This alternative does not propose to address any agency priority goals.
• This alternative does not propose to address any agency priority goals.
• This alternative does not propose to address any agency priority goals.
6.5 Department of Defense Collaboration
• This alternative does not result in any increased opportunities for DoD collaboration and/or sharing.
• This alternative does not result in any increased opportunities for DoD collaboration and/or sharing.
• This alternative does not result in any increased opportunities for DoD collaboration and/or sharing.
• This alternative does not result in any increased opportunities for DoD collaboration and/or sharing.
• This alternative does not result in any increased opportunities for DoD collaboration and/or sharing.
• This alternative does not result in any increased opportunities for DoD collaboration and/or sharing.
• This alternative results in increased opportunities for DoD collaboration and/or sharing.
• However, according to local VA planners and VHA’s Office of Interagency Health Affairs – Office of VA-DoD Coordination, there are currently no additional DoD facility sharing opportunities for the proposed project in the local community.
6.6 Energy Standards
• This alternative does not propose to address VA energy goals.
• The constructed mental health facility would be built to meet LEED Silver for Healthcare certification.
• Existing VA-owned space would be renovated to meet LEED Silver for Healthcare certification.
• The leased mental health facility would meet LEED Silver for Healthcare certification.
propose to address VA energy goals.
• This alternative assumes VA can acquire an existing facility within the delineated market area that is either LEED Silver for Healthcare certified or can be renovated to meet LEED Silver for Healthcare certification.
• However, high-level market research and interviews with local VA planners have indicated that a suitable facility for purchase and subsequent renovation does not exist in the delineated market area of the proposed project.
• The new facility would be built to meet LEED Silver for Healthcare certification.
• However, according to local VA planners and VHA’s Office of Interagency Health Affairs – Office of VA-DoD Coordination, there are currently no additional DoD facility sharing
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