Request for Information: Strategies to Improve Delivery of Construction of Healthcare Facilities
Veterans Healthcare Administration is the largest integrated health care system in the United States, providing care at 1,255 healthcare facilities including 170 hospitals, 1,074 outpatient clinics serving over 9 million Veterans enrolled in the VA health care program. The VA healthcare facilities portfolio’s average age building is over 60 years old. Recapitalization of the portfolio will require a significant capital infrastructure investment. VA is seeking industry feedback to improve quality, schedule, and cost performance through alternative acquisition and delivery methods and construction techniques.
- What barriers does industry encountered working with the VA healthcare facility design, construction, or leasing?
2. What acquisition models and strategies have effectively increased speed to market while controlling cost growth in delivery of construction or leasing of Healthcare Facilities? Please provide examples.
3. Have other government agencies been successful increasing speed to market for Health Facilities? Please provide examples.
4. To what degree might standard designs for building types (e.g. hospitals, clinics, community living centers) improve cost and schedule performance. Please provide examples.
5. How does standard designs and modular designs for healthcare facilities increase speed to market and control cost growth in delivery?
6. To what degree might modularization of hospital building components (e.g. beds, exam rooms) improve cost and schedule performance? Please provide examples.
7. What is the advantage of strategic sourcing of construction materials? Please provide examples.
8. What is the advantage of strategic sourcing professional services (e.g architect/engineers, general contractors, construction management, etc.)? Please provide examples.
9. If VA were to standardize construction processes (for example modular construction) for construction Healthcare Facilities, how would that impact schedule of delivery of those facilities?
10. What successes have you had with alternative delivery methods for Healthcare Facilities:
- Design Build,
- Construction Management at Risk,
- Integrated Project Delivery,
- Guaranteed Maximum Price,
- Design, Build, Operate/Maintain
Please provide examples.
11. How would you recommend VA integrate facility activation into the design and construction contracts?
12. Are there alternative ownership models (e.g. Build-Operate-Transfer, Public/Private Partnerships, etc.) that reduce cost and increase speed to market?
13. Are there currently procurable designs for standardized models such as large, medium, small hospitals and clinics available for site adaption on a national scale? Please provide examples.
14. What are the advantages and disadvantages of utilizing multiple-award task order contract vehicles to deliver multiple units of standardized health facilities (e.g. hospitals, clinics, community living centers)?
15. What are the advantages and disadvantages of CFM implementing sustainability policies, including:
– Requirements for all new Major Construction projects to meet LEED version 4.0 or Green Globes version 2013?
– Requirements for all design, construction, and design/build teams on CFM contracts must have LEED© or Green Globes© accredited professionals?
16. Is there anything else VA should consider not mentioned in the above questions in efforts to increase speed to market with controlled cost growth?
*Please provide all responses electronically to Rusty.Stevenson@va.gov by NLT April 9, 2021. Be advised this RFI (36C10F21Q0034) includes the same questions as RFI (36C10F21Q0033). The point of contact for both RFIs is Rusty.Stevenson@va.gov.
Senior Contracting Officer, Acquisition Support, Western Region (003C)
Office: 650-493-5000 Ext. 65207
This RFI is issued solely for information and planning purposes only and does not constitute a solicitation. All information received in response to this RFI that is marked as proprietary will be handled accordingly. In accordance with FAR 15.201(e), responses to this notice are not offers and cannot be accepted by the Government to form a binding contract. Responders are solely responsible for all expenses associated with responding to this RFI.