Loren Data's SAM Daily™

FBO DAILY - FEDBIZOPPS ISSUE OF APRIL 06, 2017 FBO #5613
DOCUMENT

C -- VISN 19 Veterans Affairs Integrated Planning (VAIP) - Attachment

Notice Date

4/4/2017
 

Notice Type

Attachment
 

NAICS

541310 — Architectural Services
 

Contracting Office

Department of Veterans Affairs;Office of Construction and;Facilities Management (003C4D);3001 Green Bay Road;Washington DC 20420
 

ZIP Code

20420
 

Solicitation Number

VA10117R0331
 

Response Due

5/4/2017
 

Archive Date

8/2/2017
 

Point of Contact

Scott Hurst
 

E-Mail Address

0-3536<br
 

Small Business Set-Aside

Service-Disabled Veteran-Owned Small Business
 

Description

ALL INFORMATION NEEDED FOR INTERESTED PARTIES TO SUBMIT A STANDARD FORM 330, ARCHITECT ENGINEER QUALIFICATIONS IS CONTAINED HEREIN. 1. CONTRACT INFORMATION: This contract is being procured in accordance with the Brooks A-E Act (Public Law 92-582) as implemented in FAR Subpart 36.6. Firms will be selected for negotiations based on demonstrated competence and qualifications for the required work. This project is 100% SET ASIDE FOR SERVICE DISABLED VETERAN OWNED SMALL BUSINESSES (SDVOSB) ONLY. The Department of Veterans Affairs (VA), Office of Construction & Facilities Management (CFM), Central Region proposes to obtain services for integrated master planning in support of the Department of Veterans Affairs. VA anticipates awarding to one SDVOSB for the CFM Central Region in support of the integrated plan in VETERANS INTEGRATED SERVICE NETWORK (VISN) 19, also referred to as the VA Rocky Mountain Network, consisting of 8 Medical Center campuses (Denver CO, Grand Junction CO, Muskogee OK, Oklahoma City OK, Fort Harrison MT, Salt Lake City UT, Cheyenne WY, and Sheridan WY) and numerous outpatient clinics, providing comprehensive health services to Veterans in 8 geographic market areas (Eastern Colorado, Grand Junction, Eastern Oklahoma, Oklahoma City, Montana, Salt Lake City, Cheyenne, and Sheridan). The contract is anticipated to be awarded in 2017 and completed by 2019. North American Industrial Classification System (NAICs) codes are Architect or Architect/Engineer Firms with an approved NAICS Code of 541310 which has a size standard of $7,500,000 in average annually. This announcement is being competed as 100% Set-Aside for Service Disabled Veteran Owned Small Businesses. To be eligible for contract award, a firm must be registered in the System for Award Management (SAM) database. Representations and Certifications must be completed electronically via this site as well. Register via the SAM Internet site at www.sam.gov or by contacting the SAM Customer Service at 1-866-606-8220. The SDVOSB must be listed in the Vendor Information Pages database (http://www.VetBiz.gov) as a certified SDVOSB. Additionally firms must supply type(s) and amount of insurance along with insurance carrier(s). 2. PROJECT INFORMATION/STATEMENT OF WORK: The selected A/E firm shall provide professional A/E services to include health systems delivery planning, medical facility planning, architecture, engineering, data analyses, and related services including technical and administrative support services as necessary to accomplish the contract requirements via site visits, site investigation of existing facilities and infrastructure, existing as-builts. The selected A/E firm shall lead site visits and meetings and provide necessary drawings, surveys, mapping, calculations, comprehensive planning documents, program management, concept designs, and reproduction expenses. This contract is for licensed architectural, multi-disciplined engineering and design (A/E) services for the VISN 19, and includes the following elements: Integrated Strategic Planning Campus master planning Medical Space Studies/Planning Medical Equipment Space Integration Planning Facility Condition Assessment Facility Life Cycle Planning/Capital Assessments Health Service Delivery Planning Demographic/Population Trend Evaluations Site Studies/Planning Schematic Design Cost Estimates Mechanical Studies; Electrical Studies; Infrastructure Studies; Seismic Studies Interior Space Planning The Integrated Plan (IP) will be performed in Two (2) TASKS: Service Delivery Planning (SDP) for the Eastern Colorado Health Care System (ECHCS) which includes an Economic Assessment for the Denver service area. IP for all of VISN 19, including the Facility Master Plan (FMP) portion of the ECHCS. The VISN 19 Strategic Planner and ECHCS Planner shall provide the contractor with the VA Data Set (as defined in the VA IP Handbook) containing all information required to perform the tasks noted in the contract based on this SOW. TASK 1: DENVER IP (Complete within 150 days of NTP) PART 1: Eastern Colorado HCS Kick-off- Preliminary Requirements and Introduction The Contractor shall facilitate a combined Leadership and Kick Off meeting (1 meeting only) to: (1) explain and discuss the steps in the process and the need to develop market Service Delivery Guiding Principles before starting facility and capital planning; (2) introduce the need to establish program thresholds and productivity standards in order to create a data-driven ideal delivery model; (3) begin the process of understanding the existing service delivery system so it may be compared to the data driven model later in the process, and (4) discuss the importance of VA coordinators, working with existing committees or boards, and the development of communication plans as a part of the process. During this introductory phase, procedures for obtaining input, data and information from VA participants will be established through questionnaires and/or interviews. Deliverable 1.1: Establish an accessible electronic storage site. Due one week after award of contract. The electronic storage site shall be utilized for both task 1 and task 2. Deliverable 1.2: Master Schedule posted on the electronic site. Due two weeks after Leadership meetings. The schedule shall include both task 1 and task 2. Deliverable 1.3: Introductory presentation materials for the Kick-Off meeting (Task 1, Part 1) are due one week prior to the Kick-Off meeting. Deliverable 1.4: Weekly Status Teleconferences and minutes. Due 2 days after each teleconference. Deliverable 1.5: Leadership Vison and Mission Report describing input including surveys and interview summaries. Due 3 weeks after Leadership meeting. PART 2: Eastern Colorado HCS Analysis-Analyze Data and Determine Guiding Principles The Contractor shall facilitate the Data Driven Service Delivery Plan (SDP) Guiding Principles Meeting to agree on, and document, the program thresholds and productivity standards to develop the data-driven model. This step also develops a common understanding of the VA Data Set, existing transportation network and community partnerships. Deliverable 2: A report detailing the agreed upon Guiding Principles with any changes annotated. Due 2 weeks after meeting. PART 3: Data-Driven Service Delivery Model The contractor shall apply the Guiding Principles to Veteran demographics and VA enrollee and utilization projections, and develop and document a data-driven delivery model to be used as a stretch goal in the process. Deliverable 3: A package of information that conveys the results of the model and can be utilized to assess service delivery in the markets. Due 2 weeks prior to Comparison Meeting. PART 4: Eastern Colorado HCS Existing Service Delivery Model Assessment The Contractor shall review the existing clinical inventory and delivery system and assess condition, functionality, capacity and site constraints of all VA-owned and leased physical assets (real property and infrastructure), identifying and documenting the assets using the Handbook Asset Assessment Tool, and determining the capacity of the current delivery system. The Contractor shall conduct a room-by-room survey of all buildings on the ECHCS campus, documenting the occupants of each space and identify the boundaries of each department. Deliverable 4: A package of information that conveys the results of the model and can be utilized to assess service delivery in the markets. Due 2 weeks prior to Comparison Meeting. PART 5: Eastern Colorado HCS Comparison The Contractor shall then facilitate the Comparison Meeting using the data-driven model with the current delivery system. The Comparison presents Primary Care Service Areas (PSA) with potential Points of Care (POC) determined by population forecasts, existing / planned transportation network, third party Healthcare Facilities, sharing agreements, medical school affiliations, and referral patterns. These discussions and work session with administration and clinical leadership compare the existing model to a data driven ideal, highlighting mismatches between what is and the desired end-state. The discussions will generate strategic direction, with emphasis towards non-capital opportunities. The Contractor shall develop conceptual cost analyses to facilitate strategic direction. The Contractor shall translate these findings into a conceptual Healthcare Service Delivery Plan (HSDP) for the Market utilizing VAIP Handbook templates, which will serve as the foundation of the ECHCS Focused assessment. Deliverable 5.1: Report summarizing existing and potential service delivery capabilities by each market area and each facility. Due 2 weeks prior to Comparison Meeting. Deliverable 5.2: A report of the review and analysis of the physical structures and infrastructure at each site and identification of potential uses and weaknesses of each structure. Due 2 weeks after the last site visit. PART 6: Eastern Colorado HCS Focused Assessment, Economic and Market Analysis of the Denver Medical Center Catchment Area: Provide analysis and in-depth market research on current and future enrolled Veteran healthcare demand and capacity of federal and non-federal healthcare providers to meet the demand in the Denver Medical Center market. Prepare a snapshot summary of all major commercial and VA healthcare providers in the catchment area. Establish baseline FY2014 and FY2015 YTD capacity for inpatient admissions, primary care visits, and specialty care visits, as available. Develop 10-year scenario analysis of demand for health care based on current VA workload projections. Identify and utilize a published source of future local health care delivery capacity for inpatient admissions, primary care visits, and specialty care visits for purposes of analysis. Prepare a gap analysis highlighting future surplus/deficit capacity including understanding the impact of VA, DoD and local community projects that are approved and under construction as well as potential projects. Prepare a general estimate of utilization and cost by strategic planning category level for additional care in the community under the new Veterans Choice Program. This will consist of an analysis of estimated commercial payer data compared to Medicare rates by VA strategic planning category, as available. Make recommendations as to the appropriate mix of VA and community-provided care for the population of enrolled Veterans projected in the Denver Medical Center catchment area; including needed VA facility modifications (as-is and traditional construction scenarios) and new construction to complement what is likely to be available in the community. Present the findings of the focused assessment at an onsite meeting. Deliverable 6.1: Presentation materials and draft reports for (Task 1, Part 6) are due 1 week prior to the Focused Assessment meeting. Deliverable 6.2: Final IP document. Due 2 weeks after presentation at the Focused Assessment meeting (Task 1, Part 6). PART 7: Eastern Colorado HCS Service Delivery Planning The Contractor next facilitates the Service Delivery Planning (SDP) Meetings to define strategic market direction proposed through detailed evaluation of assumptions and limitations addressing asset mismatches. The Contractor develops SDPs, including Research Programs, to address the mismatches identified during the Comparison (Step 5), presenting recommendations to provide specific services at locations that improve access. The Contractor shall put greater efforts into non-capital recommendations over capital solutions. Non-capital recommendations will be evaluated by VA and incorporated into strategic direction. Each proposed point of care shall include projected program distribution over time and workload re-allocation based on space calculator and Guiding Principles workload assumptions. Deliverable 7.1: Preparation materials for the meeting(s). Due 1 week prior to each meeting. Deliverable 7.2: Service Delivery Plans based on the results of the meeting(s). Due 2 weeks after the Comprehensive SDP Meeting. TASK 2: VISN 19 IP (Commence within 120 days of NTP, complete within 365 days of starting this task) PART 1: VISN-wide Kick-off, Preliminary Requirements, and Introduction The Contractor shall facilitate Leadership and Kick Off meetings to: (1) explain and discuss the steps in the VAIP process and the need to develop market Service Delivery Plan Guiding Principles before starting facility and capital planning; (2) introduce the need to establish program thresholds and productivity standards in order to create a data-driven ideal delivery model; (3) begin the process of understanding the existing service delivery system so it may be compared to the data driven model later in the process, and (4) discuss the importance of VA coordinators, working with existing committees or boards, and the development of communication plans as a part of the process. During this introductory phase, procedures for obtaining input, data and information from VA participants will be established through questionnaires and/or interviews. Deliverable 8.1: Introductory presentation materials for the VISN Kick-Off meeting (Task 2, Part 1) are due one week prior to the Kick-Off meeting. Deliverable 8.2: Weekly Status Teleconferences and minutes. Due 2 days after the teleconference. Deliverable 8.3: Leadership Vison and Mission Report describing input including surveys and interview summaries. Due 3 weeks after Leadership meeting. PART 2: Analysis-Analyze Data and Determine Guiding Principles The Contractor shall facilitate the Data Driven Service Delivery Plan (SDP) Guiding Principles Meeting to agree on, and document, the program thresholds and productivity standards to develop the data-driven model. This step also develops a common understanding of the VA Data Set, existing transportation network and community partnerships. Deliverable 9: A report detailing the agreed upon Guiding Principles with any changes annotated. Due 2 weeks after meeting. PART 3: Data-Driven Service Delivery Model The contractor shall apply the Guiding Principles to Veteran demographics and VA enrollee and utilization projections, and develop and document a data-driven delivery model to be used as a stretch goal in the process. Deliverable 10: A package of information that conveys the results of the model and can be utilized to assess service delivery in the markets. Due 2 weeks prior to Comparison Meeting PART 4: Existing Service Delivery Model Assessment The Contractor shall review the existing clinical inventory and delivery system and assess condition, functionality, capacity and site constraints of all VA-owned and leased physical assets (real property and infrastructure), identifying and documenting the assets using the Handbook Asset Assessment Tool, and determining the capacity of the current delivery system. The Contractor shall conduct a survey of buildings on each VAMC campus in VISN 19, identifying the boundaries of each department. See paragraph C.2 above regarding assessment of the Muskogee and Oklahoma City markets. Deliverable 11: A package of information that conveys the results of the model and can be utilized to assess service delivery in the markets. Due 2 weeks prior to Comparison Meeting. PART 5: Comparison The Contractor shall then facilitate the Comparison Meeting using the data-driven model with the current delivery system. The Comparison presents Primary Care Service Areas (PSA) with potential Points of Care (POC) determined by population forecasts, existing / planned transportation network, third party Healthcare Facilities, sharing agreements, medical school affiliations, and referral patterns. These discussions and work session with administration and clinical leadership compare the existing model to a data driven ideal, highlighting mismatches between what is and the desired end-state. The discussions will generate strategic direction, assessment and non-capital opportunities. The Contractor shall develop conceptual Cost analyses to facilitate strategic direction. The Contractor shall translate these findings into a conceptual Healthcare Service Delivery Plan (HSDP) for each Market utilizing VAIP Handbook templates. Deliverable 12.1: A report summarizing existing and potential service delivery capabilities by each market area and each facility. Due 2 weeks prior to Comparison Meeting. Deliverable 12.2: A report of the review and analysis of the physical structures and infrastructure at each site and identification of potential uses and weaknesses of each structure. Due 2 weeks after the last site visit. PART 6: Service Delivery Planning The Contractor next facilitates the Service Delivery Planning (SDP) Meetings to define strategic market direction proposed through detailed evaluation of assumptions and limitations addressing asset mismatches. The Contractor develops Conceptual Healthcare SDPs, including Research Programs, to address the mismatches identified during the Comparison Step 4, presenting recommendations to provide specific services at locations that improve access, and highlight investigation towards solutions in specific non-capital recommendations. Non-capital recommendations will be evaluated by VA and incorporated into strategic direction. Each proposed point of care shall include projected program distribution over time and workload re-allocation based on space calculator and Guiding Principles workload assumptions. See paragraph C.2 above regarding SDP for the Muskogee and Oklahoma City markets. See paragraph H.5 (Additional Requirements) below for additional detail and analysis to be considered as part of the SDP development. Deliverable 13.1: Preparation materials for the SDP meetings (Task 2, Part 6) are due 1 week prior to each meeting. Deliverable 13.2: Service Delivery Plans based on the results of the meeting(s). Due 2 weeks after the Comprehensive SDP Meeting. PART 7: VISN 19 Facility Master Plans Following SDP approval, the Contractor shall develop Facility Master Plan (FMP) in accordance with VA IP Handbook for each VA-owned campus. The Contractor shall assume 3-4 visits per campus, and total no more than 10 days on-site. Visits shall entail physical walk-through, staff interviews, understanding departmental concepts of operation, and collaborative work sessions with staff through consensus building Charrette processes. Plans shall reflect SDP programs and workload projections and incorporate historic, environmental, infrastructure and related site considerations and impacts from centralized services. Cost models shall compare the FMP proposal with latest SCIP submission. The FMP will also prioritize and time phase recommended projects. See paragraph C.2 above regarding FMP for the Muskogee and Oklahoma City markets. Deliverable 14.1: FMPs for each identified VISN campus. Due 2 weeks prior to final FMP presentation. Deliverable 14.2: A VISN-consolidated list of prioritized capital projects listed by year and by category, e.g. Major, minor, NRM, lease. Due 2 weeks prior to final FMP presentation. PART 8: Final Integrated Planning Report Final Report is a narrative addressing ECHCS Focused assessment (Service Delivery Plan), Facility Master Plans and a Strategic Capital Assessment to address Service Delivery, and explain assumptions, how gaps will be reduced and the significant investments, policies (such as footprint reduction), recommendations, strategies and recapitalization/sustainment rates. To the extent practicable, the Contractor shall follow the IP Report outline in the VA Integrated Planning Handbook appendix. The report serves as the basis for a final presentation to stakeholders. Present the findings of the report at an onsite meeting. Deliverable 15.1: Presentation materials and draft reports for Task 2, Part 8) are due 1 week prior to the onsite meeting. Deliverable 15.2: Final IP document. Due 2 weeks after presentation at the onsite meeting. PART 9: Lessons Learned Following the final IP presentation, the Contractor will shall conduct a meeting to review and discuss the IP process with the intent to improve the process. The Contractor shall collaborate with VA on the refinement of the IP process by documenting Lessons Learned, including: recommendations for process improvements related to work methods and techniques used by the Contractor; and additional, if any, information requested for inclusion in the VAIP Data Set. Lessons Learned shall be tracked and identified by the Contractor and the VA PM as the project progresses so that improvements can be incorporated immediately into this and other efforts as applicable. Deliverable 16.1: Identification of potential process improvements. Due at time of identification, no less than every 3 months during the performance of the task order, until Part 8 (final Integrated Planning Report) is completed. Deliverable 16.2: Presentation materials for Task 2, Part 9 are due 1 week prior to the Lessons Learned meeting. Deliverable 16.3: Documentation. Due 2 weeks after the Lessons Learned meeting. PART 10: Executive Level VACO Presentation The Contractor shall provide a Final Presentation at VA Central Office which shall include: overview of Integrated Plans (services and facilities) for the entirety of VISN 19, noting significant changes in patient and service distribution; overview of how proposed services and facilities actions will work to achieve key VA strategic goals; overview of the facility master plans describing the nature, scope, cost and time-frame for projects; and, overview of environmental, historic and related impacts and issues. Deliverable 17: Presentation materials for Task 2, Part 10 are due 1 week prior to the VACO presentation meeting. PERFORMANCE PEROID: TASK 1 (Eastern Colorado HCS Service Delivery Planning) of this task order shall be completed within 150 calendar days of NTP. TASK 2 (VISN-wide IP) of this task order shall commence within 120 days of NTP, and be completed within 365 days following start of TASK 2. Standards: Work will be prepared in compliance with VA/CFM standards, guidelines and criteria, which can be found on the VA/CFM Technical Information Library (http://www.cfm.va.gov/til/index.asp) Successful firm must be able to demonstrate experience and success in working with these standards, or similar system wide standards from other Federal, State, private healthcare systems or corporations. 3. SELECTION CRITERIA: Firms will be selected for award based on the Brooks Act and FAR 36.6. Proposals will be evaluated on each of the criteria factors listed below. Each factor will be assigned a rating from outstanding to unsatisfactory based on the risk to the Government that the offeror will successfully perform the factor being evaluated. Award will be made to the most highly qualified firm with which a mutually satisfactory contract can be negotiated. Information for each factor should be submitted for the office and/or employee performing the work in response to this announcement. The technical evaluation factors are of equal importance and the sub-factors are of equal importance within the factor. Technical Capabilities Key Personnel: Key personnel are required to be licensed, registered, and/or certified in the discipline for which they are filling. Resumes for qualified personnel should be presented in Section E of the SF 330 for the following key personnel: architect, planner, structural engineer, civil engineer, mechanical engineer, electrical engineer, historical preservation engineer, medical equipment planner, space planner, cost estimator/engineer and environmental engineer. Resumes shall be provided for other key personnel as follows: project manager Registration or certification for all is encouraged. All key personnel shall be shown on the organizational chart. The evaluation will take into account the qualifications of key personnel. The offeror must provide the information requested at paragraphs (a), (b), and (c) of this section for technical qualifications evaluation or affirmatively state that it possesses no relevant, directly related, or similar qualifications. The offeror agrees to assign to the contract those persons whose resumes, personnel data forms or personnel qualification statements were submitted as part of the proposal. No substitution or addition of personnel shall be made unless the following procedure is used: If personnel for whatever reason become unavailable for work under the contract for a continuous period exceeding thirty (30) days or are expected to devote substantially less effort to the work than indicated in the proposal, the Contractor shall propose a substitution of such personnel. All proposed substitutions shall be submitted, in writing, to the Contracting Officer at least fifteen (15) days prior to the proposed substitution. Each request shall provide a detailed explanation of the circumstances necessitating the proposed substitution, a complete resume for the proposed substitute and any other information required by the Contracting Officer to approve or disapprove the proposed substitution. All proposed substitutes shall have qualifications that are equal to or higher than the qualifications of the person being replaced. (a) Key Personnel Professional Qualifications: Submit a matrix of proposed design team(s), including alternatives, that contain the following data about the members assignment: member s name, firm name, office location, proposed team assignment, percent of time to be spent on this team, education level/discipline (example: Bachelor of Science, mechanical engineering), preference will be provided for key personnel with advanced degrees and/or credentials in healthcare administration and planning state(s) of professional registration, number of years of professional experience, and number of years with the firm. Also, for project managers and team leaders, identify the number of teams (design, consultants and joint venture partners) they have managed over the past five years. (b) Specialized and Technical Experience: Using the tasks described at Paragraph 2: Project Information/Statement of Work, provide a description of relevant, recent projects, with clients, for which the team members provided a significant technical contribution. Additionally, indicate which projects the key personnel worked as a Team. Work on these projects must have been in the last five years. Describe the firms' experience with Building Information Modeling (BIM) for planning and integration of concepts documentation. (c) Membership or certifications and accreditations: Provide a list of membership or certifications and accreditations for key personnel. Examples of these associations are the following: American College of Healthcare Executives (ACHE); The American Academy of Healthcare Interior Designers (AAHID); American College of Healthcare Architects (ACHA); American Society of Healthcare Engineers; Evidence-based Design Accreditation and Certification (EDAC) from CHD, Green Building Certification Institute (GBCI), International Facility Management Association (IFMA), National Council for Interior Design Qualification (NCIDQ); Planetree Visionary Design Network (VDN); U.S. Green Building Council s Leadership in Energy and Environmental Design (LEED) Green Building Rating Systems. II) Past Performance: Provide a minimum of three but no more than five examples of similar work. Include as a minimum, a description of the work (including role played), the project size, cost, type of contract (e.g. task order) and duration. Additionally, provide a tabular listing of all excellent performance ratings and letters of commendation from both private and Government clients, including VA (designate your role: prime, consultant or joint venture partner). These ratings should include the following data: current client contacts, project due date, design completion date and final cost estimate compared to the contract award amount (note whether bid or negotiated). Interested firms must list on the SF 330, Part II, block 10, the type, amount and dates of all fees for relevant A/E Services awarded and negotiated with awards between 2010 and the present. III) Firm s Professional Qualifications: The qualifications must demonstrate reputation and standing of the firm and its principal officials with respect to professional performance, general management, and cooperativeness.   Firms shall provide qualifications that are relevant and recent to the work within the Solicitation Paragraph 2: Project information/Statement of Work. In addition to this information, the firm shall provide the following: Current Master Planning Contracts and task orders issued to the firm including total capacity Volume: Volume of work previously awarded to the firm by the Department of Veterans Affairs. Interested firms must list in block 11 of the SF 330 the amount and dates of all VA fees for A/E Services awarded and negotiated with awards pending between 2010 and the present. Awards received by the firm IV) Location (Geographic Proximity): Successful firms will have a strong local presence in the VISN 19 area of responsibility, and a history of local affiliations. Provide a list of relevant projects completed by the firm or joint venture partners and appropriate subcontractors in the areas of responsibility (VISN 19) in the past five years (projects in construction can be included). Provide appropriate information on Part II of SF 330 for all offices (or branch offices) which may be supporting this contract. V) Service Disabled Veteran Owned Small Business Participation: The Service Disabled Veteran Owned Small Business must include with the proposal, a summary of how the offeror plans to comply with performing at least 50% of the effort in accordance with VAAR 852.219-10(c)(1). This should include what key personnel, by discipline, are proposed to be employees of the firm, and those that may be provided by subcontractors. The 50% performance summary will be evaluated on the extent to which the proposal demonstrates conforming to the limitations in subcontracting (performing at least 50% of the project) in terms of the total value of the acquisition, including options and the realism of the proposal to meet the proposed performance. VI) Capacity: The A/E shall demonstrate it has the necessary capacity to accomplish contract requirements. The A/E shall provide details of all of its current work (public/private) including the duration of the contracts, and how it anticipates on taking on additional work required by CFM. 4. SUBMISSION REQUIREMENTS: Interested sources are invited to respond to this announcement by providing two (2) CD s, one (1) original hard copy and three (3) hard copies of the submittal package including an original SF 330, Parts 1 and 2, for the prime and an SF 330 for each subcontracted consultant proposed. Please include the firm s DUNS, CAGE, and TIN numbers in Block 30 of the SF330. Provide evidence of the firm s capability to accomplish the work described within Section 2, Project Information/Statement of Work, Tasks 1-2. Provide information in response to Section 3, Selection Criteria. Provide evidence that the firm is permitted by law to practice the professions of architecture or engineering, i.e., state registration number. All respondents to this notice shall additionally include a narrative addressing their ability to adequately coordinate and accomplish all required engineering services for projects described above in local area. In this narrative, the respondents shall identify specific expertise retained in-house and also services that would be subcontracted out. The CDs and hard copy submittal package must be received not later than 2:00 p.m. Central Time on May 4, 2017. Submittals received after this date will be considered late. The NAICS Code is 541310 and the Size Standard is $7.5M. Offerors must be registered in the System for Award Management (SAM) and Vendor Information Pages (https://www.vip.vetbiz.gov/database) in order to participate in this procurement. Include contact name, phone number, fax number and email address on SF 330. Submit one (1) original, three (3) copies, and two (2) CD s. Questions concerning submissions should be directed to Scott Hurst at scott.hurst2@va.gov by April 24, 2017. Personal visits for the purpose of discussing this announcement are not permitted. If documents are being hand delivered via postal services, or sent via a carrier the physical address is Department of Veterans Affairs, Office of Construction and Facilities Management, ATTN: Scott Hurst, 3001 Green Bay Road, Building 48, Room 215, North Chicago, IL 60064. Facsimile or electronic transmissions will not be accepted. Submissions must be received no later than 2:00 p.m. Central Standard Time (CST) on May 4, 2017. Any submissions received after the stated time will be considered late. Note 1: If the combining of two or more companies (joint venture (JV)) for the purpose of this requirement, then include each company's role under Part I, Item H of the SF 330. If the JV partners have never worked together on similar jobs, so indicate. The JV will be evaluated as one. The experience of each JV partner will be evaluated based on each partner's role in cited past projects and in the proposed JV role for this project. To identify the JV, provide the DUNS number for each entity and the JV entity. Additionally, submit a signed JV agreement. Failure to submit a signed copy of the JV agreement will result in the JV's submission being excluded from consideration for award. Note 2: The firms will be ranked at the conclusion of the consensus rating. At that point the evaluation team may consider interviews with a minimum of three (3) of the most highly qualified firms. After the interviews, the evaluation team will provide the source selection authority a final ranking of the most highly qualified firms. Note 3: If selected for this contract and if contractor has recent Defense Contract Audit Agency (DCAA) audit results supporting proposed overhead and G&A rates the contractor will be required to submit them. All sub-contractors not listed in the initial proposal must be approved by the Contracting Officer prior to issuance of any task order. Pricing for hourly rates and overhead are not due with the initial proposal. The firm with the highest rated technical proposal will be asked to submit pricing after review of initial proposals. Please note, any firm selected will be audited for the rates.
 

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