DRAFT Statement of Work VISN 6 Master Planning.pdf

DRAFT DOCUMENT (2/6/2026)

SOURCES SOUGHT 36C24626Q0332

VA MID-ATLANTIC HEALTHCARE NETWORK (VISN 6)

VISN 6 MASTER PLANNING PART 2

STATEMENT OF WORK (SOW)

Scope of Work: Contractor shall develop a Facility Master Plan for the Asheville, Durham, Fayetteville, Hampton, Richmond and Salisbury medical centers, including their leased properties, within the VA Mid-Atlantic Health Care Network (VISN 6) as outlined below. Note:

The Salem VAMC/NW Market was completed under a previous contract. The Master Plan shall cover a five through ten-year planning time horizon. The Facility Master Plan development is expected to be collaborative in nature, with the Contractor developing an understanding of the Veterans Affairs (VA) wide organizational culture and priorities along with the VISN (Veterans Integrated Services Network) and local facility goals and priorities. Contractor shall perform an overall analysis of the facility’s mission and delivery of patient care, ancillary, diagnostic, research, and support services. The Contractor shall identify key service lines, including interaction and adjacency of relevant programs, both internal and external to the facility. The Contractor shall analyze the allotment and configuration of existing space and acreage and recommend changes to meet the facility’s strategic planning goals, including facilitation of both patient care and support operations. The Contractor shall identify specific capital initiatives such as construction projects and or leases required to implement these changes (to include the development of a realistic timeline and order of magnitude cost estimates). This analysis shall be performed with the involvement of key VISN and facility staff. The Contractor shall analyze and integrate input and direction provided by facility and network level Strategic/Capital Asset Plans, medical center staff input, data on veteran population, workload demand and projection forecasts located in the VA’s Pyramid website, Veterans Support Service Center (VSSC) Space Calculations, Facility Condition Assessment (FCA), and site-specific community and stakeholder issues.

V. Master Plan Development Concepts:

A. Gap Closure:

Contractor shall complete a new Master Plan for each identified site. The Contractor will ensure all strategic gaps are addressed/closed. Strategic gaps shall include, but not be limited to, those typically used by the VA when developing the Strategic Capital Investment Plan (SCIP) and include geographic access (drive time), condition, space, utilization, wait times, inpatient privacy, parking, Sterile Processing Department (SPD) functionality, Operating Room (OR) functionality, safety and security, Information Technology (IT) initiatives, and Emergency Preparedness. In addition, the Contractor shall include any facility specific goals and initiatives.

To support the contract timeline and data gathering efficiencies, the contractor will be granted access to the VISN 6 SCIP Automation Tool (SAT) and VISN 6 will support PIV sponsorship for needed contractors to ensure access to VA data systems and databases (Power-BI, CAI database, etc.) as requested and agreed to.

B. Physical Space:

Lease evaluation – Each facility utilizes leases or service agreements to meet access, space, utilization, and wait time gaps. Contractor shall review locations and sizes to determine if appropriate for each parent facility to meet the current and projected workload demand and space gaps based on the Capital Asset Inventory (CAI) space inventory, Veterans Support Service Center (VSSC) Space Calculator, and SCIP projected gaps. Review facilities for any non-Community-Based Outpatient Clinics (CBOC) lease opportunities and evaluate feasibility of each consolidation.

Incorporation of any lease initiative must be concurred by Point of Contact (POC) and VISN prior to including in Master Plan.

o In order to address above LEASE EVALUATION tasks, the contractor will complete a study (known as TASK 1 – market assessment) that includes a review, analysis, workload reallocation, and validation as follows:

• Contractor will review official demand projections (VA geographic projections data) for each market by VA Health Service Planning Category (HSPC). The total number of HSPC’s to be evaluated is limited to 45 HSPCs and will be determined and jointly agreed to with VA. The HSPCs can be inpatient or outpatient to make up the 45 involved in the study.

• Contractor will complete a workload reallocation of demand for each SPC to all existing and future sites within each market based on enrollment and expected utilization in the immediate area surrounding each site (developing smaller clinical catchment areas).

• VA SCIP gaps and space calculations are workload driven and based on in-house workload, the market assessment and workload reallocation will focus on in-house workload reallocations only (not Care in the Community as this will increase the SCIP gap space and utilization and not align with SCIP processes).

• Contractor will validate VA demand projections for each involved HSPC based on the need to improve access and incorporate planned initiatives such as new or expanded sites of care (CBOCs, annex’s, and outreach clinics). The validation will take into account Veteran geographic “origination” data as it relates to enrollment and expected utilization in the market.

• Based on the origin of care, contractor will assess and determine the number of providers to support the utilization using the VA’s RVU proficiency factors, as well as the nearest facility to provide the care for the specific HSPCs mapped. Contractor will define the amount of demand and determine the appropriate number and location of sites/services to best meet future demand based on these assessments.

• Demogrpahic Mapping Support – Contractor will develop demographic mapping support of data as needed. Demographic data sets may require county or ZIP code mapping and display.

Mapping methodology will display different data density levels as well as access criteria as needed to support the study. Mapping will utilize mapping software Maptitude.

• The contractor will work with facility planning to come to consensus on workload reallocations and final reallocated workload models (prior to meeting #2). Contractor will provide to the VA, draft market maps and workload reallocation models as well as a list of reallocation assumptions.

• The final reallocated workload from the above study (TASK 1 – market assessment) will be utilized in the facility master planning process (known are TASK 2).

o Departmental Space – Analyze and compare existing departmental space configuration and capacity with needed future departmental space allocations based on VSSC Space Calculator and Strategic Planning Categories.

Analyze the impact of any “in progress” projects including approved but not started construction and demolition on space needs. Contractor should consider utilities when adding buildings or SF on campuses. Specific calculations are not needed but consideration of items such as required stand-alone chillers, generators, etc. would need to be considered when placing new additions/buildings on campus to ensure a sufficient footprint is available.

VA Mid-Atlantic Healthcare Network (VISN 6) Master Plan - Statement of Work

Layout – Evaluate layout and perform functional analysis of space utilization for each department/service. Use latest Reduce the Footprint space requirements and VA Space Planning Criteria as baseline for requirements.

o The contractors functional analysis of space utilization for each department/service is limited to the VAMCs and includes a review of existing space adjacencies and facility service adjacencies with master plan projects and recommendations to support space utilization/adjacency improvements.

Adjacencies – The Contractor shall determine the functionality and efficiency of existing space (functional adjacencies) to ensure ease of access, patient flow, and continuity of care.

Overall Space – Initiatives for the master plan will be developed based on Space Calculator. This space program is 100% workload driven with no other inputs. The Space Calculator departments include multiple services that may need contractor work on further breakdown of space with facility support in gathering data. The master plan shall create initiatives to close out all space gaps.

o In order to address above OVERALL SPACE tasks, the contractor will re-run a VA space calculator for all sites involved in TASK 1 (all existing and future sites) using the final reallocated workload models and workload reallocations for TASK 1.

• The contractor will use the re-run VA Space Calculators for each site to develop the specific facility master plans (known as TASK

2) and leverage the data for the:

• Detailed specific space needs of the VA Medical Centers.

• Space needs of the off-site locations and leases/replacement leases/etc.

o To complete above tasks, VA will provide the contractor with a blank and current VA Space Calculator for use.

Analyze – Assess condition/economic feasibility of existing space (age, condition, and architectural constraints that might make replacement via lease or new construction more cost effective than renovation).

C. Operational/Management Initiatives

Governmental Principals – Assess strengths and weaknesses, identify VA “legacy” items that cannot or should not be provided outside of VA, and identify Care in the Community (CITC) opportunities (make or buy analysis for each SPC/clinical function in the clinical inventory for the site/market).

o In order to address Care in the Community opportunities, the contractor will complete an analysis of the existing VISN 6 active community care provider network. This will be completed by using VA provided data from their network (Optum or TriWest) for assessment. VA will provide the contractor an excel listing of their existing active VA Community Care (VACC) network providers.

This excel listing should provide all data available related to the community care providers within the markets including but not limited to provider name, location name, physical locations address (with county and ZIP code), and provider specialty or taxonomy name. This is a “canned” export report that is required for the assessment. Data to be provided by VA will be complete and in the contractors requested excel format for use. Contractor will organize the data so that it can be utilized to understand the number of active community care provider options (count of providers) within key geographical areas in the market.

o The make or buy analysis is limited to the 45 agreed upon HSPCs as part of TASK 1, and only applies to outpatient services. The make or buy assessment will utilize VA provided cost data from the VA “Cost and Workload for Selected DSS Clinic Stop/Credit Stop” database to understand in-house VA costs. This data will be provided in excel to the contractor and will provide a full annual cost data sheet including but not limited to station name, stop code name, credit stop name, total clinic cost, total encounters, etc. This data will provide a total number of encounters as well as an encounter cost by HSPC (once stop codes names are cross walked using a VA provided stop code to HSPC crosswalk). This data will then be compared to VA market utilization baseline RVUs to calculate an average of RVUs per encounter. Next for a MAKE calculation the contractor will take projected market RVUs and divide it by RVUs per encounter (to get a number of calculated encounters) and finally multiply this figure by the cost per encounter. Next for BUY, the contractor will take the same projected market RVUs and simply multiply by an agreed upon wRVU Medicare rate. The comparison of the findings will provide the baseline of the make or buy analysis. All data will be provided by VA from VA datasets to complete the make vs buy analysis. This analysis is strictly data driven and cost driven and will not account for other factors related to quality or wait times. If these other factors need to be assessed it will require additional discussions and fee.

Non- Capital Opportunities – Determine opportunities resulting from staffing efficiency, creation of regional centers of excellence, extended hours of operation, Telehealth, Telework, etc. Adjustments to gaps should be made for non-capital inputs.

o Non-capital opportunities will be identified and agreed to with VA and associated utilization/space impacts for gap purposes will be calculated using the VA Space Calculator “alternative” scenario feature.

o Contractor will compete a high-level staffing assessment and will be completed for only those 45 HSPCs identified and assessed within TASK

1. This staffing analysis will be the only staffing analysis efforts completed as part of this contract. This staffing analysis will take VA provided utilization projections (RVUs) for each HSPC and calculate the needed provider Full Time Equivalent (FTE) for the HSPC. The calculations will show the current need and the projected staffing requirements for providers only. This staffing analysis is limited to provider FTE requirements and does not detail support or ancillary staff needs that may be required for the providers or service line. Contractor will use the data driven calculations to identify the current provider need, contractor will not gather organizational charts or conduct staffing assessments/interviews to gather current actual or existing staffing at sites of care.

• To complete this high-level staffing assessment effort, VA will provide their latest Productivity Standards from the VA OPES that details all VA provider benchmarks by medical center complexity and service. If a HSPC benchmark is missing, it will be identified by the contractor and the VA will provide the missing benchmark for use in the staffing assessment.

Cost Analysis – Perform make versus buy cost comparisons for the preferred capital option.

Sharing Resources (Internally) – Review all facilities for sharing opportunities within each facility or with other VISN 6 facilities. Sharing opportunities shall be for improved operations, improved efficiencies, or improved cost savings with minimal impact to operations. A minimum of 10 opportunities across the VISN is required.

Each shall show a scoring methodology including likely buy-in of key stakeholders, likely success/associated risk, implementation cost, and timeframes.

Sharing Resources (Externally) – Review each initiative to determine if any are potential candidates for joint ventures with other government agencies. Consult with facility POC and if concurrence is reached on any identified initiative, contact other agency. Provide a point of contact and a brief narrative and a ranking of the likelihood they would proceed with the joint venture based on discussion.

Compliance issues – Contractor must be aware of VA project compliance rules and ensure identified initiatives help maintain compliance. For example, phased initiatives are required to be stand-alone projects and not dependent on other phases to be operational.

D. Facility Master Plan Initiatives Overall – Develop a capital strategic plan (list of specific clinical/programmatic initiatives) to meet the site-specific demand for each site [includes non-capital, NRM (non-recurring money), minor, Clinical Specialty Initiatives (CSI), leases, sharing agreements, Enhanced Use (EU) proposals, etc.]. The Contractor shall develop campus Site Development Drawings and building level stacking plans along with Gantt Chart or other developed list of proposed initiatives that clearly demonstrates timeframes and alternative paths.

Addressing Gaps o SCIP Gaps – All identified initiatives shall describe their impact to SCIP gaps.

When bringing pre-defined gaps to zero, adjustments to gaps can be made, but must be separated into two categories, capital and non- capital. Detailed description and justifications must be provided for each adjustment.

o Non SCIP Gaps – All identified initiatives should describe their impact to resolving gaps associated with meeting the Physical Security Design Manual and other facility identified gap.

o FCA – Assess and identify infrastructure related initiatives that will be required to maintain condition of site and structures for the planning horizon (roofs, equipment, roads, parking, electrical and mechanical systems, etc.).

Primarily, the Contractor will review each parent facility’s condition through evaluation of the most current Facility Condition Assessment and incorporate correction of the D and F deficiencies into the planned capital improvements.

Add initiatives within the master plan time cycle for all projected future D’s and F’s based on equipment life expectancy (for example, if an AHU is currently graded as C, but will be significantly beyond its life expectancy within the master plan time lines, it is reasonable to assume the C will become a D or F within the Master Plan cycle). Distinguish initiatives addressing assumptions from other initiatives by color coding or other means.

• Contractor will use latest FCA report for project and cost development purposes, contractor is not required to conduct any further FCA investigation efforts.

• Contractor will not complete any detailed capacity/load assessments of critical systems (chillers, boilers, steam, etc.) as part of the master plan project developments. Contractor may note the need for such studies as part of the master plans (if needed) as it relates to potential new footprint or new buildings proposed under the master plan. These detailed capacity/load assessments of critical systems will be concluded at a later time and are not part of this project.

o Emergency Preparedness – Assess and identify infrastructure related initiatives necessary for an Emergency Preparedness Sustainment Plan based on The Joint Commission (TJC) standards and VA regulations.

Phasing/Dominos – Identify predecessor/successor relationships for all initiatives in the master plan.

Project efficiencies – Review each initiative for potential combining. Discuss pros and cons of project combining with VISN COR and facility POC prior to completing this task. Discuss other potential strategic project concepts such as when to phase projects and when not to at same meeting. Strategy should be based on

Construction Program Requirements (for example, every project must be stand alone), dollar thresholds and ease of implementing/managing the projects.

Timeline – Develop a timeline for each initiative in the master plan to balance budget reality with priority needs. Contractor needs full understanding of award timelines for various initiatives to be able to create a realistic timeline.

Cost – Develop Rough Order of Magnitude (ROM) cost estimates for each capital initiatives in the master plan.

o Contractor will use VA cost estimating templates that are available for ROM cost estimating purposes.

Options – Often, capital needs can be met through different capital programs within the VA. Obtaining approved projects within the various programs can often be difficult and therefore drives the need to create options for executing capital plans.

Therefore, the Contractor shall provide one preferred and at least one feasible alternative planning option to address the needs identified incorporating various strategies (such as lease versus purchase and phased Minor and CSI initiatives versus Major Construction projects).

E. Infrastructure Portfolio Management

Manage vacant underutilized space that currently exists or will exist in the future as a result of workload projected for each site. Underutilized space shall show an initiative to improve utilization.

VI. Master Plan Development Process To accomplish the Scope of Work, the Contractor shall meet a minimum of four (4) times with key leaders at each of the Medical Centers along with VISN CAM (Capital Asset Manager) and Planning staff. Contractor preferred deviations to this approach shall be approved by VISN CAM before any deviation takes place.

A. VISIT 1:

1. The first meeting will be a “kick-off” meeting for review of information/material gathering, knowledge transfer, guideline establishment, objective identification, schedule review, constraint discussion, and format review. Meeting #1 will occur on-site with 3-4 contractors. Meetings will be held as follows:

a) Southeast Market and Facilities Meeting #1 covering the SE market, Durham VAMC, and Fayetteville VAMC (3 days on-site).

b) Southwest Market and Facilities Meeting #1 covering the SW market, Asheville VAMC, and Salisbury VAMC (3 days on-site).

c) Northeast Market and Facilities Meeting #1 covering the NE market, Hampton VAMC, and Richmond VAMC (3 days on-site.

2. Prior to the first site visit, the VA will provide the Contractor with the following:

a) Any planned new programs for the parent facility not in the current clinical inventory.

b) List of all existing and planned leases (new and expansion) for the parent facility.

c) A summary of the projected workload for each Strategic Planning Category

(SPC). This will be provided in an Excel format comparing the baseline year, the projection year, and the percentage change from the baseline year for each SPC.

d) A draft space projection for the facility. The space projections will be by Departmental Gross Square Footage (DGSF) and will be predicated on the official workload projections for each department. The space projections will also provide an estimate for your total facility space needs.

e) The VA will provide a space comparison (space gap analysis) that will compare the projected space needed for each department with the actual space existing for each department.

f) Latest SCIP submission

B. VISIT 2:

1. Prior to the second site visit, the Contractor will complete an analysis of the VA information and provide VA with the following:

a) Overview of space gaps by department based on space calculator and list of planned requested information to be provided by facility to break space categories down to further levels.

b) A list of identified program offices/departments at each facility with which they wish to conduct a tour of the service and a face-to-face interview during the site visit. The list shall include proposed meeting times, but the Facility POC will alter as needed to minimize patient care interruptions.

c) The Contractor shall coordinate with the local facility planner/site visit lead the agenda as well as the logistics for the site visit including, but not limited to, the schedule for the physical walk through; the schedule for face-to-face interviews with program offices at each facility, and the schedule for the entrance and exit meetings with your facility management.

d) All of the above materials, including the agenda, shall be provided to the medical centers and shared with appropriate content experts at the facility at least four (4) weeks in advance of the second site visit.

e) The Contractor shall coordinate with the site visit lead a conference call no later than one (1) week in advance of the scheduled site visit to go over the agenda and previously referenced data and any other issues that need to be addressed prior to the site visit.

2. Prior to the second meeting the VA will:

a) Provide electronic version of the most recent updated space drawings available by building that show the department boundaries and the existing space (sf) assigned to each department on each floor.

• Each VAMC will provide all the Capital Asset Inventory (CAI) departmental drawings for all requested facilities to the contractor, contractor is not expected to develop and produce manual drawings (if contractor is asked to provide CAI drawings an additional fee will need to be negotiated). The contractor will not need to verify or field check the provided drawings, provided drawings are to be presumed as accurate upon receipt from VA.

• Each VAMC will provide accurate Capital Asset Inventory (CAI) aligned departmental space drawings in Revit or DWG format for use. Any format not aligned with above or CAI drawings that are not accurate and require additional efforts by the contractor will require additional fee and negotiations.

b) Update the list of identified programs with schedule times and any additional services.

3. In the second meeting, the Contractor shall meet with the leadership group to review:

a) VSSC and Office of Capital Asset Management (OCAM) workload data, VSSC/OCAM reallocated workload models, current spatial allocations, functional/delivery parameters, future plans, and VA intent for future facility development, use, and allocation.

b) Conduct walks through of space. They will evaluate aesthetics, functionality layout, adjacencies, and visible code issues.

c) At end of each walk through, Contractor will have a face-to-face meeting with each individual service to discuss workload prioritized department head concerns, needs and issues.

d) Review current strategic and capital plans.

e) Obtain historic and projected budget allocations for each of the VA’s capital programs (note that current discussion of NRM and Minor threshold increases are being discussed).

f) Meeting #2 will occur on-site with 3-4 contractors. Meetings will be held as follows:

• Durham VAMC Meeting #2 (4 days on-site).

• Fayetteville VAMC Meeting #2 (4 days on-site).

• Asheville VAMC Meeting #2 (4 days on-site).

• Salisbury VAMC Meeting #2 (4 days on-site).

• Hampton VAMC Meeting #2 (4 days on-site).

• Richmond VAMC Meeting #2 (4 days on-site).

4. Following the meeting and prior to the third site visit, the Contractor shall:

a) Develop written information for each change in service delivery and each space change describing backfill and move requirements, phasing, optimal locations for each change, and cost estimates (based on VA cost data) to support each project.

b) Changes in service delivery or administrative services will be made considering historic and anticipated capital resources of the Medical Center. While Major Construction projects (currently for projects over $10,000,000 in new space) are to be considered, the likelihood of Major Projects getting approved is extremely small. Emphasis should be placed on station and VISN level NRM, CSI, Minor and leasing programs.

c) An initial list of individual projects/leases to support any changes in spatial arrangements and for new or expanded off site locations of care will be developed not to exceed $25,000 station level, $10,000,000 NRM, and $10,000,000 Minor projects. Leases should be grouped and categorized as under $1,000,000 annual rent and greater than $1,000,000 annual rent.

d) An initial list of NRM projects to correct Facility Condition Assessment (FCA) deficiencies.

C. VISIT 3 and 4:

The remaining two (third and fourth) meetings will take the form of a four-day session and will be conducted following the internal review of plans by VA Leaders. Follow up documentation will be discussed at these two meetings which will include a more developed and refined versions of the options developed in the second meeting, and incorporating initial internal VA review. At each of these meetings, the options will be reviewed for further development and inclusion in the final report.

a) In the first of these two meetings, a final report outline format will be chosen.

b) Also in the first of these two meetings, the Contractor shall provide a draft list of initiatives to close out gaps. After the initiatives are defined by the Contractor and accepted by the facility, the facility will select their top ten initiatives (these will be defined and provided back to consultant within two weeks of the third meeting closeout). The Contractor shall continue developing a complete master plan for the fourth visit.

c) Meeting #3 will occur on-site with 3-4 contractors. Meetings will be held as follows:

• Southeast Market and Facility Meeting #3 covering the SE market, Durham VAMC, and Fayetteville VAMC (4 days on-site).

• Southwest Market and Facility Meeting #3 covering the SW market, Asheville VAMC, and Salisbury VAMC (4 days on-site).

• Northeast Market and Facility Meeting #3 covering the NE market, Hampton VAMC, and Richmond VAMC (4 days on-site.

d) Meeting # will occur on-site with 3-4 contractors. Meetings will be held as follows:

• Southeast Market and Facility Meeting #4 covering the SE market, Durham VAMC, and Fayetteville VAMC (4 days on-site).

• Southwest Market and Facility Meeting #4 covering the SW market, Asheville VAMC, and Salisbury VAMC (4 days on-site).

• Northeast Market and Facility Meeting #4 covering the NE market, Hampton VAMC, and Richmond VAMC (4 days on-site).

e) In the final meeting, the required Draft Facility Level Strategic Capital Master Plan Strategic Assessment and Service Delivery Improvement Plan will be delivered.

• Contractor will provide a stand-alone Strategic Assessment and Service Delivery Improvement Plan related to each market (4 total).

• The Facility Level Strategic Capital Master Plan shall be provided in electronic format with needed hyperlinks and quick access links, this deliverable is intended to be utilized as an electronic document. No hard copies or print deliverables will be provided, however document will be set up for printing if report or sections prints are sought of the VISN or station after delivery.

f) Contractor will provide a stand-alone Facility Level Strategic Capital Master Plan related to each VAMC (7 total).

D. Final Presentation: High level presentation of master plans is to be presented by

Contractor at the VISN Office. Target audiences are VISN personnel with vested interest in Master Plan but have not been a part of the development and Front Office staff from the facility. Contractor shall schedule time for facilities to review final document and concur that all changes have been made prior to scheduling (two weeks after submission of final documents). Contractors will present at the VISN Office at the end of each markets master planning deliverables. Each meeting taking place over 1 day on-site with 3-4 contractors as follows:

E. VISN Meeting #1 - Southeast Market (covering the SE market, Durham VAMC, and Fayetteville VAMC) (1 day on-site).

F. VISN Meeting #2 - Southwest Market (covering the SW market, Asheville VAMC, and Salisbury VAMC) (1 day on-site).

G. VISN Meeting #3 - Northeast Market (NE market, Hampton VAMC, and Richmond VAMC) (1 day on-site).

VII. Deliverable: The contractor shall provide detailed Facility Level Strategic Capital Master Plans for all identified facilities.

A. The final Master Plan Report will comprise a written document with extensive charts and graphical material describing chronologically the identified facility needs related to program objectives, strategies, options considered, and a detailed development of the recommended options with cost estimates and an implementation plan. Plan to be reviewed with individual facility Master Plan Steering Group as a complete package prior to final presentation. The master plan will include an executive summary which summarizes the major workload and space gaps along with proposed capital projects to solve the identified gaps as well as the pros and cons of the preferred option by the VA.

Other components of the final report will include:

1. Updated topographical and site utility drawings for each VAMC campus [Health Care

Centers (HCCs), CBOCs, and other utilized spaces are not required].

• Each VAMC will provide their topographical and site utility drawings for inclusion in the final deliverable to the contractor, contractor is not expected to produce such drawings (if contractor is asked to provide full topographical and site utility surveys and produce full drawings an additional fee will need to be negotiated).

• Note: The Scope of Work for topographical and site utility drawings includes Durham, Fayetteville, Hampton and Richmond only; Asheville, Salisbury and Salem are already completed.

2. Site Development Drawings that will illustrate existing buildings by categories (clinical essential, administrative, support, out leased, vacant, etc.) along with new and expanded space, disposals, and timeframes for execution.

3. Existing and proposed stacking plans for each building.

4. Current space allocations per the Capital Asset Inventory compared to 5 and 10-year needs based on VA projections of workload and the VSSC Space Calculator.

5. Logistical schedule of moves and temporary space requirements.

6. Listing of approved and planned projects by capital program category (Major, Minor, NRM, CSI, leasing, etc.) needed to accomplish the plan within projected funding allocation to include a cost analysis (construction cost assumptions and overall project costs). Each project will show impact on SCIP gaps.

7. A detailed implementation timeline using MS Project Schedule (Gantt Chart) or equivalent shall be provided that will identify all capital and non-capital task, task duration, task schedule (timing of activation to meet projected demand), task phasing (successor/predecessor relationships).

8. Gross cost distribution assumptions over time relative to program resources required for accomplishment (NRM, Minor, CSI, Major, Lease, Disposal, etc.).

B. Contractor shall provide support materials that may be necessary to display demographics (e.g. charts, tables, and graphs). Presentation media will vary and may include full size (approximately 40 inches by 48 inches) color maps on foam boards, smaller half size versions of the full-size maps, and electronic presentation materials.

Contractor shall provide the VA with three (3) electronic versions (on CDs) of the final Master Plans for each facility. The Facility Level Strategic Capital Master Plan shall be provided in electronic format with needed hyperlinks and quick access links, this deliverable is intended to be utilized as an electronic document. No hard copies or print deliverables will be provided, however document will be set up for printing if report or sections prints are sought of the VISN or station after delivery. This will include such items as: PowerPoint presentations, Excel spreadsheets, AutoCAD files, Access files, Word documents, Story/Presentation Boards, etc. The formats used shall be such that changes or updates can be added by the VA after the contract is completed.

VIII. Collaboration: Contractor shall meet with key VA staff at appropriate points throughout the process, including the facility Director, Associate Director, Chief of Staff, Facility Planner, Engineering representatives, and impacted service chiefs. The VA key staff will form a Master Plan Steering Workgroup or IPT to assist the Contractor by providing needed data as well as other information and with the development of the planning options. Onsite user meetings will be scheduled as necessary in order to develop/review the preliminary planning options with the facility Master Plan Steering Workgroup, with follow-up telephone conferences as necessary.

IX. Performance Period: The Contractor shall have 400 calendar days from notice to proceed (NTP) to complete this project. The Contractor shall develop an agreed upon timeline outlining the milestones for each specified task of the study and associated deliverables.

X. Schedule:

Master Planning Documents – Contractor shall work on Master Planning for two facilities and only two facilities concurrently. So that meetings do not fall on same week for both facilities, one facility timeline can be offset up to three weeks. The Contractor cannot start on the Master Plans for the next two facilities until the prior two facilities are 100% complete and accepted by the Point of Contact (POC) and VISN prior to including in Master Plan. Each Master Plan shall take 164 days to complete. The second meeting of each facility shall take place 60 days after the kickoff meeting and each subsequent meeting shall take place every 30 days:

Master Plan Kick-off meeting 1 day Agenda for 2nd meeting 45 days Conference call 7 days 2nd meeting 7 days 3rd meeting 30 days 4th meeting 30 days Final Report 30 days Final Presentation 14 days