Inactive

This is a SOURCES SOUGHT ANNOUNCEMENT ONLY. It is neither a solicitation announcement nor a request for proposals or quotes and does not obligate the Government to award a contract. Requests for a sol... This is a SOURCES SOUGHT ANNOUNCEMENT ONLY. It is neither a solicitation announcement nor a request for proposals or quotes and does not obligate the Government to award a contract. Requests for a solicitation will not receive a response. Responses to this Sources Sought must be in writing. The purpose of this Sources Sought Announcement is for market research to make appropriate acquisition decisions and to gain knowledge of potential qualified Businesses interested and capable of providing the services described below. Documentation of technical expertise must be presented in sufficient detail for the Government to determine that your company possesses the necessary functional area expertise and experience to compete for this acquisition. Responses to this notice shall include the following: (a) company name (b) address (c) point of contact (d) phone, fax, and email (e) SAM Unique Entity ID Number (f) Cage Code (g) Tax ID Number (h) Type of small business, e.g. Services Disabled Veteran Owned small Business, Veteran-owned small business, 8(a), HUB Zone, Women Owned Small Business, Small disadvantaged business, Small Business HUB Zone business, or Other than Small Business, and (i) must provide a capability statement that addresses the organizations qualifications and ability to perform as a contractor for the work described below: The Long Beach VA Health Care System (VALB) located at 5901 E. 7th St, Long Beach, California, 90822, has a requirement for Master Plan Consulting Services. Important information: The Government is not obligated to, nor will it pay for or reimburse any costs associated with responding to this sources sought synopsis request. This notice shall not be construed as a commitment by the Government to issue a solicitation or ultimately award a contract, nor does it restrict the Government to a particular acquisition approach. The Government will in no way be bound to this information if any solicitation is issued. No sub-contracting opportunity is anticipated. The North American Classification System (NAICS) code for this acquisition is 541611 ($16.5 Million). Notice to potential offerors: All offerors who provide goods or services to the United States Federal Government must be registered in the System for Award Management (SAM located on the web at www.sam.gov). Additionally, all Service-Disabled Veteran Owned Businesses or Veteran Owned Businesses who respond to a solicitation on this project must be registered with the Department of Veterans Affairs Center for Veterans Enterprise VetBiz Registry located at https://www.vip.vetbiz.gov. All interested Offerors should submit information by e-mail to: timothy.harris5@va.gov. All information submissions to be marked Attn: Timothy M. Harris, Contracting Specialist and should be received no later than 3:00 pm EST on May 17, 2022. After review of the responses to this announcement, the Government intends to proceed with the acquisition and a subsequent solicitation will be published. MASTER PLAN CONSULTING SERVICES LONG BEACH VA HEALTH CARE SYSTEM (LBVA) PURPOSE: The Long Beach VA Health Care System (VALB) located at 5901 E. 7th St, Long Beach, California, 90822, has a requirement for Master Plan Consulting Services. BACKGROUND: As outlined in the Department of Veteran Affairs FY 2018 2024 Strategic Plan, to deliver on the Department of Veteran Affairs (VA) priorities Outlined in order in the Letter from the Secretary as Customer service, MISSION Act Implementation, Replacing the Electronic Health Record (EHR), and VA Business Systems Transformation. , the VA must seize opportunities driven by rapid advancements in technology and groundbreaking research to provide Veterans cutting-edge treatment and means to access care, benefits, and services. To better adapt to future operational challenges, including the growing and changing Veteran demand for services, the VA will modernize its practices to become a more efficient and agile provider of benefits and care. The facilities and the care provided therein must be modernized and updated to not only serve the Veterans of today, but to also serve the Veterans of tomorrow. To meet those requirements, the VA Long Beach Healthcare System (VALBHS) will need a professional, continuous evaluation and assessment program that focuses on the evolving needs of current and future Veterans. The VA Long Beach (VALB) Master Plan does that by creating a direction for VALBHS and allowing the hospital to maximize options for influencing the future environment. The Master Plan involves both new construction projects and renovations of existing buildings. These modifications will leverage new technology, implement new operational flow and healthcare delivery, and upgrade infrastructure to ensure the facility is able to deliver modern care for the 21st century. Projects range from small remodeling or repair projects to multi-million-dollar new buildings or renovations of major existing buildings. These projects also account for the temporary displacement of Services while maintaining their capability to provide for Veterans. Because of the multi-disciplinary nature of the components of the Master Plan, the dedicated team that develops it will have to have subject matter expertise in myriad areas including, but not limited to architecture, modern clinic operations, environmental engineering, value engineering, cost estimation, risk analysis, strategic planning, quality assurance/control, construction administration, medical, and healthcare administration. The VALB Engineering Department is not staffed to have in-depth technical expertise in all of the eclectic fields described previously. SCOPE: Consultation and Related Professional Services. Contractor to provide professional strategic planning consultation services, to include current state analysis of the facilities on VALB, annual review and update of the VALB Master Plan, annual deep dives into various construction/maintenance/repair projects, and periodic review of the use of space by various departments on VALB. The projects may be single or multi-disciplinary including, but not limited to, performance or various studies, archeological, environmental, traffic, architectural, space assessments, flow planning, schematic concepts, and cost estimating. The consulting agency should have experience with commercial healthcare master planning for hospital systems, and preferably have experience with hospital master planning with the Veteran s Health Administration (VHA). The consulting agency shall have, either in-house or through consultants, licensed/registered professionals in the following disciplines: Architect; Structural; Civil; Electrical; Environmental; Value Engineer; Cost Estimator; Risk Analyst; LEED or Green Globe Certifier; Strategic Planning Consultant; Quality Assurance/Quality Control; Drafting; and Construction Administration. To achieve these objectives, the contractor shall provide professional staffing services to support the Engineering Department of VALB. The professional staff contractors shall work with the Planning Section, reporting to the Chief of Planning in support of medical center master planning. The professional staff contractors shall be responsible for independently planning and carrying out the assigned tasks to meet the objectives of the Service. The contractor shall take into consideration the work environment such as the space, people, function, and design. The contractor shall provide all personnel, training, protective gear, and supervision necessary unless specific differently in the Statement of Work (SOW). This agreement will consist of a one-year base period and four option years to be exercised at the Government s prerogative. The consultation services will be required primarily in Long Beach, on an as-needed basis, for specific projects or requirements in the VA Long Beach Healthcare System (VALBHS), which encompasses the Tibor Rubin VA Medical Center in Long Beach, and six Community-Based Outpatient Clinics (CBOCs) in Anaheim, Laguna Hills, Santa Ana, Santa Fe Springs, Gardena, and Villages at Cabrillo in Long Beach. 4. Specific Tasks. 4.1. Task 1 Conduct Current State Analysis (One Time Task) 4.1.1. Subtask 1-1 Assess current state of hospital support, laydown, and space. Collaborate with the VALB Planning Team to maintain awareness of VALB space management issues. The contractor will identify deficiencies and inefficiencies across the spectrum of patient care as it relates to facility planning. Items to look at should include, but are not limited to, patient flow, logistics flow, maintenance areas, accessibility, front/back of the house laydown, security, and parking. This will involve Project Mobilization, weekly space management meetings, leading and participating in working groups with hospital services, and performing database research. At the conclusion of this task, the contractor will compile a formal report documenting the current state of the hospital, and highlighting the opportunities for improvement regarding construction or space moves. 4.1.2. Subtask 1-2 Determine ideal space requirements for hospital services. Based on various requirements, including the formal report from Subtask 1-1, the contractor will assist VALB in determining what the ideal space for different hospital services should be. The assessment should look at if the Service has too much or too little space, if the location best serves patient and/or hospital needs, and how could the existing space be optimized. The ideal space will be based on the VA s Space Equipment Planning System (SEPS), as well as analysis of both feedback from the hospital services and requirements of industry and how they allocate space. These ideal space needs should be determined looking out 15-30 years. 4.1.3. Subtask 1-3 Assess VALB s Implementation of VISN and VACO Priorities. Contractor will work with VALB planning team to assess how well VALB is adhering to VISN (Veterans Integrated Service Network) and VACO (VA Central Office) priorities. Contractor will look at the current VISN and VACO visions and priorities, determine which ones apply to VALB, and assist VALB in translating those visions and priorities into tangible metrics. This task should also consider recommendations and findings from official reports, like the AIR (Asset and Infrastructure Review) Commission and MAHSO (Market Area Health System Optimization). The current state of VALB will be measured against those tangible metrics and the contractor will produce a report of how well to which they were adhered, using a visual reference that is easy to read and understand, like a green-yellow-red stop light system. The subtask will conclude with a formal report documenting what VALB s priorities should be over the next 15 years. Task 1 Deliverables: 1. Project Charter 2. POA&M 3. Formal report about the current state of the hospital (covers requirements for short and long-term planning, circulation considerations, and potential issues over the next 15 years). 4. Ideal space calculations based on SEPS, hospital services input, and industry standards. 3. Formal report about recommended VALB s priorities over 15 years. 4.2. Task 2 Review and Update VALB Master Plan (Reoccurring Task) 4.2.1. Subtask 2-1 Review Current VALB Master Plan. Provide the technical expertise to review the existing VALB Master Plan every year. Areas of review should include the facility s use of space, compliance with new VA or other Federal requirements, comparison of past projections to current state, and analysis of future projections and their veracity. This should also include data analytics support for key metrics related to space planning and compliance. 4.2.2. Subtask 2-2 Update Future Planning Requirements with VALB Planning Team. Coordinate with VALB stakeholders to ensure that the future projections and associated projects are still valid and accurate. Activities will include participating in an initial working group to review new requirements (from previous year), working groups with hospital services to determine their assessment of the new requirements, finalizing the plan of action for the master plan, translating space requirements into project plans, and determining yearly space moves out to 15 years based on updates. 4.2.3. Subtask 2-3 Update the VALB Master Plan. The contractor will update the VALB Master Plan based on the outputs of the previous sub-tasks. This will involve preparing a summary of changes to be made to the Master Plan for review, assisting in decision brief to leadership, updating the 15-year VALB Master Plan brief, updating the timeline for the VALB Master Plan with the major projects over the next 15-years, and updating the VALB Master Plan floor area diagrams (as needed) for major moves - out to 15-years. The Master Plan diagrams will require a stack plan for every building. The different services and room functions should be identified on the stack plan. Additionally, the 15-year update should include a visualization of space moves, renovations, and construction projects across time and space that shows the interdependencies between different actions (i.e., we should be able to see the second and third order impacts in time and space for when projects overrun or when services are displaced). Task 2 Deliverables: 1. Targeted list of focus areas for potential change in the Master Plan. 2. Plan of action for how to update Master Plan. 3. List of projects and rough timeline for them over the next 15 years. 4. List of projected space moves over the next 15 years. 5. Written and graphical document of the recommended projects and large space moves over the next 15 years, including the sequencing (time and space) and inter-relatedness between the different projects. 6. Updated renderings and powerpoint brief for Master Plan. 7. Updated Master Plan timeline. 8. Updated Master Plan floor plans. 4.3. Task 3 Deep Dives (Reoccurring Task with Options) 4.3.1. Subtask 3-1 Develop Project Plan for Deep Dive. Every year, VALB will identify one or two Deep Dive topics for further analysis. Deep Dives could be consultations for upcoming displacements of Services or major renovations/ construction across the VALBHS, and may consist of researching eclectic topics, analyzing data, conducting cost benefit analyses, and presenting different options to VALB. Based on the requirements of those Deep Dives, the contractor will develop the plan to complete them. This plan should include the Project Charter, Communications Plan, and Project Plan. 4.3.2. Subtask 3-2 Provide Consultations on Deep Dive Topics. Based on the meetings and working groups in Subtask 3-1, the contractor will provide written and graphic consultations to VALB with recommendations on how to best address the issues. The contractor will have the correct subject matter experts (SMEs) on hand to provide guidance on topics, will provide data analytics support, and provide project management support (if required). 4.3.3. Subtask 3-3 Assist in Development of Formal Documents to Support Future Planning. Based on the consultations in Subtask 3-2, the recommendations may result in a formal project for VALB to submit. If a business case is required, the contractor will provide assistance to developing the components of the business case, to include, but not limited to, the project justification, project description, cost estimate/cost-effective analysis (CEA) template, environmental impact, gap support (energy, condition, space, utilization, functional), and Space Equipment Planning System (SEPS) Program for Design (PFD). 4.3.4. Subtask 3-4 Accelerate Select Projects. For selected projects from Subtask 3-3, if required, the contractor will define project funding stream and approval acceleration options and create key performance indicators. They will identify stakeholder engagements and priorities. This will involve developing decision briefs for leadership and developing a communications strategy for the project. Task 3 Deliverables: 1. Draft Project Charter. 2. List of SMEs with alignment to the project timeline. 3. Final Project Charter 4. Project Plan. 5. Monthly Update Report. 6. Graphs, excel spreadsheets, or other data visualization as required. 7. Assistance in filling out tabs on SCIP Action Plan. 8. Assistance filling out SCIP pre-planning questionnaire. 9. SEPS program for design (PFD). 10. Cost estimate and CEA Template. 11. Decision Briefs for Leadership. 12. Communications Strategy. 5. Performance Monitoring The COR will monitor contractor performance and certify the work done by using the project performance indicators, which will be conveyed to the contractor through the Quality Assurance and Surveillance Plan (QASP). Once the project is initiated, the COR will develop a Schedule of Performance Monitoring that will assist in the QASP s implementation. The Schedule of Performance Monitoring will provide a comprehensive and interactive schedule of all the monitoring and evaluation tasks that will occur over the project lifespan. It will be updated regularly as new performance monitoring and evaluation tasks arise, and reflect any changes in timeframes and responsibilities. The Schedule of Performance Monitoring will include what data is going to be collected and assessed, how it is going to be collected, how the quality will be assessed, and when stakeholder meetings will occur to discuss contractor performance. 6. Security Requirements. N/A 7. Government-Furnished Equipment (GFE)/Government-Furnished Information (GFI). No GFE will be provided to the contractor. 8. Other Pertinent Information or Special Considerations. a. Applicable Reference Standards. 1. Patient, mission, and business process requirements as assessed and documented by Informatics. 2. Strategic Capital Investment Planning (SCIP) process, as set forth in VA HANDBOOK 0011, STRATEGIC CAPITAL INVESTMENT PLANNING PROCESS, August 8, 2011. 3. Project Management methodology, terminology, processes, and documents by the Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK) Guide. b. Hours of Work. Work performed in the performance of this contract shall be conducted during the hours as outlined below: 1. Work on site at VALB and outlying CBOCs will be conducted between the hours of 0700 and 1700 Pacific Time Zone (Greenwich Mean Time, GMT 08:00, or GMT 07:00 for daylight savings time). 2. Meetings, working groups, and other virtual gatherings will be conducted between 0800 and 1600 Pacific Time Zone. a. Identification of Possible Follow-on Work. N/A b. Identification of Potential Conflicts of Interest (COI). N/A c. Identification of Non-Disclosure Requirements. N/A d. Packaging, Packing and Shipping Instructions. N/A e. Inspection and Acceptance Criteria. The Evaluation Plan and the Schedule of Performance Monitoring will be used to inspect and accept the deliverables. 9. Risk Control. N/A 10. Place of Performance. Day to day work will be performed at VALBHS. The SMEs will be expected to travel to VALBHS for up to two work weeks, and can provide additional services remotely, as needed.