california prison health care receivership … · request for q ifications and proposal integrated...

CALIFORNIA PRISON HEALTH CARE RECEIVERSHIP N

OFFICE OF THE RECEIVER

REQUEST FOR Q IFICATIONS AND PROPOSAL

INTEGRATED PROJECT DELIVERY AND DESIGN-BUILD SERVICES

OF

NEW CALIFORNIA CORRECTIONAL HEALTH CARE FACILITIES

QUALIFICATIONS AND PROPOSALS DUE: 2:00 PM PST, MONDAY, JUNE 9, 2008

SUBMITTAL PACKAGES SHOULD BE ADDRESSED TO:

Lyndee Berg, Contracts and Procurement Manager California Prison Receivership Program URS/BLL Joint Venture 2400 Del Paso Road, Suite 255 Sacramento, CA 95834

CORPORATIO

UAL

FOR

APRIL 15, 2008

TABLE OF CONTENTS

Page

…………. 3 ………….. 3

……………………. 5 4. RE …………... 7

…………. 8 N

…………… 8 ………...... 9 ………….. 10 ………… 19

………….. 20 ………….... 21 …………... 25

13. RFQP SUBMITTAL FORMAT ………………………………………… 27 FQP SCHEDULE ………………………………………………………. 27

…………. 28 ………… 28

………….. 29

…………. 30 2. Appendix 2 – Preliminary Site Reviews (by Addenda) …………………….33 3. Appendix 3 – Work Breakdown Structure ……………………………...… 34 4. Appendix 4 – Preliminary Milestone Schedule for the

First Three (3) Facilities (to be provided by Addenda) …………… 36 5. Appendix 5 –Table of Contents of Draft Facility Program Statement ……. 37 6. Appendix 6 – Links and Resources ……………………………………….. 38

SECTION 1. INTRODUCTION ……………………………………………2. DEFINITIONS .………………………………………………3. BACKGROUND ……………………………………

QUEST FOR QUALIFICATIONS AND PROPOSALS5. PRE-SUBMITTAL CONFERENCES ………………………6. SCOPE OF SERVICES PART I - PRELIMINARY DESIG

AND VALIDATION PHASE .………………………7. KEY CPR VALUES ..…………………………………………8. INTEGRATED PROJECT DELIVERY ……………………9. CO-OPETITION DELIVERABLES …………………………10. PROJECT GOVERNANCE …………………………………11. RFQP SUBMITTAL CONTENTS …………………………12. TEAM SELECTION PROCESS ……………………………

14. R15. NO PUBLIC OPENING ………………………………………16. GENERAL RULES ……………………………………………17. RESERVATION OF RIGHTS ………………………………

Appendixes

1. Appendix 1 – Project Description ………………………………

RFQP IPD Coop – XXX -4/15/2008 2 of 38 CPR__MHA_URS BLL _Final v2.2_RFPQ_for_Integrated_Project_Delivery 041408 LB 1075838v3 36363/0001

1. INTRODUCTION

g the design and out the State of

("RFQP") is for ibed and defined ver the proposed

ent planning, design and pre-construction services d in a cooperative and integrated effort and contemplates a subsequent award for

ocess of constructing electronic models ite.

vern the function and operation of the

of a facility. It consists of at a minimum, the Program the lead IPD Team designer, and the lead IPD Team

tocol is described in Section 8.3.3.3.

2.7. Element Team is defined in Section 8.3.3.

y CPR to guide the design and construction of the facilities and will be provided at the outset of the Co-

tition.

2.12. Integrated Project Delivery (IPD) is a project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively and concurrently harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, procurement, fabrication, construction and commissioning. Integrated Project Delivery requires constant close

The California Prison Health Care Receivership Corporation ("CPR") is planninconstruction of new clinical healthcare facilities at various locations throughCalifornia in accordance with its authority to provide adequate health care services to Californiastate prison inmate patients. This Request for Qualifications and Proposals Integrated Project Delivery (“IPD”) & design build services as more fully descrherein. This RFQP is one of several anticipated solicitations required to delifacilities. It focuses on all required initial elemto be performefinal design and construction services.

2. DEFINITIONS

2.1. Building Information Modeling (BIM) is a prof facility’s building(s) and s

2.2. Component is defined in Section 8.3.3.

2.3. Co-Opetition is defined in Section 8.2

2.4. Core Group. The core team is responsible to godesign and construction Manager Project Lead(s),construction representative(s).

2.5. Document Production Pro

2.6. Element is defined in Section 8.3.3.

2.8. Facility is defined in Section 8.3.3

2.9. Facility Program Statement (FPS) is described in Section 8.3.3.2.

2.10. First-Fastest Facility is defined in Section 6.

2.11. Guiding Principles means a statement of those principles adopted b

ope


and concurrent collaboration between the owner, architect/enginesuppliers ultimately

ers, builders and responsible for construction of the project, from early design

f the proposer to furnish the services described in this RFQP, to consist of all the designers, contractors, and major suppliers necessary to

he user security lated operational decisions, and staffing in one unified document.

ed by the Lean

D means the "Leadership in Energy and Environmental Design" Green Building Rating System developed by the U.S. Green Building Council.

Certification means a rating of "silver" under the applicable LEED

rogram manager

anager to have

facility. During the Preliminary Design and Validation Phase, each person serving in eed.

ssion of CPR in the outset of the

m of scheduling that relies on requests from individual IPD t performers upon whom the requester's work is

ers to deliver the required information as y created phase plans. The Last

2.22. Receiver is described in Section 3.

2.23. RFQP Submittals are defined in Section 11. 2.24. Senior Management Group is the team of senior executive representatives from each

Core Group member responsible to provide oversight and executive support to the Core Group and the IPD Team (see Section 10 for a detailed description).

through project handover.

2.13. IPD Team is the entire team o

provide IPD services as described herein.

2.14. Integrated Security Plan (ISP) is a design document, which records tsystems, their re

2.15. Last Planner System™ is a system of "pull" scheduling develop

Construction Institute. 2.16. LEE

2.17. LEED Silver

program.

2.18. Program Manager means URS/BLL Joint Venture or any successor pdesignated by CPR.

2.19. Program Manager Project Lead is the person designated by Program M

overall project-level responsibility for management of the design and construction of a

this role will be designated on or before issuance of the Notice to Proc

2.20. Project Mission Statement means a statement of the fundamental mithe design and construction of the facilities and will be provided at Co-opetition.

2.21. Pull Scheduling is a syste

Team members to other projecdependent and commitments by such performagreed. This method includes milestone schedules, collaborativelschedules, look-ahead “make-ready” schedules, and weekly work Planner System ™ is a system of Pull Scheduling.


2.25. Target Cost is a set of goals for the cost of a facility and its compo

drive innovation in designing a facility to mnents created to

aximize cost savings and add value to the

st, schedule, and structability (including work structuring, offsite fabrication, modularization, etc.)

ribed in Section

Value Design Plan is the IPD Team's plan to facilitate Target Value Design, as

medical care to t of California a prison medical 2006, the Court

d Rehabilitation and financing of rovide essential

ction law suit n should refer to Appointment of er" for further

he powers and found on CPR's

facility, as more particularly described in Section 8.3.3.

2.26. Target Value Design is a discipline that ensures that project values, coconare basic components of the design criteria, as more particularly desc8.3.3.

2.27. Targetmore particularly described in Section 8.3.3.

3. BACKGROUND

As a result of the State of California's ongoing inability to provide adequateprison inmates, the United States District Court for the Northern Districestablished a Receivership to assume the executive management of the Californisystem and raise the level of care to proper standards. On February 14, appointed a Receiver who was granted, among other powers, the authority to exercise all powers vested by law in the Secretary of the California Department of Corrections an("CDCR") as they relate to the administration, control, management, operation, the California prison medical health care system. The Receiver formed CPR to pstaff and implement the Receiver's mission.

The Court's actions stem from the case of Plata v. Schwarzenegger -- a class abrought on behalf of the CDCR's adult inmates. Respondents to this solicitatiothe Court's October 3, 2005, "Findings of Fact and Conclusions of Law Re Receiver" and the Court's February 14, 2006, "Order Appointing Receivinformation regarding the conditions underlying the Receivership and tresponsibilities of the Receiver. These and other relevant documents can be website at: http://www.cprinc.org/materials.htm.

As a result of a 1995 court order in the case of Coleman v. Wilson, CD“Supplemental Bed Plan” dated August 20

CR has filed a 07 that outlined the actions to be taken for

ental Bed Plan l health housing t combining the ional benefits to

ents need mental health support and many of the mental health patients require medical services. Therefore, both the medical and the mental health

s program.

As a core component of the plan to bring the level of health care services up to required standards as expeditiously as practicable, the Receiver is supervising the construction of the new CDCR clinical health facilities and housing to serve approximately ten thousand (10,000) inmates, whose medical and/or mental health conditions require separate housing to facilitate appropriate access to necessary health services.

improvements to the mental health care and housing of inmates. The Supplemidentified additional beds that will be required to be built to satisfy the mentaneeds. As the Receiver's planning effort progressed, it became apparent thamedical and mental health needs into one set of health care facilities has operatthe State. Many of the medical pati

requirements have been incorporated into CPR'


The need for medical beds is described in the Abt Associates, Inc. report entitleLong-Term Care in California Prisons: Needs Assessment – Final Report; AMental Health bed needs are described in the Navigant study, entitled "CDCR SPlan Report – August 2007" which includes a study entitled "Mental Health Bed Needs Study –

d, "Chronic and ugust 31, 2007." upplemental Bed

y be found listed

d open the new quiring sites, the sting institutions the presence of access to larger

limited capacity s, the new health

consists of the planning, programming, site selection, design, construction and commissioning

son inmates, the nd dental health

").

gram Manager to ent and other management services with respect to the

es of design and of the 10,000 Bed Program.

Pro . CDCR will not serve i Pro ing for the new faci

currently under ty assessments have been completed and detailed

an analysis to .

ental y, to determine

ental impacts and necessary mitigations which will be incorporated into the facility design and construction plans.

3. Engineering analysis of existing infrastructure systems - Preliminary engineering alysis of the condition and capacity of existing on-site and off-site systems is

underway. Water, waste water, storm drainage, electrical service, communications systems and other essential infrastructure systems are being examined and engineering recommendations are being prepared to specify improvements and expansion requirements.

Based on Spring 2007 Population Projections; July 2007". These documents main Appendix 6 “Links & Resources”.

Design and construction planning are underway on a schedule to complete anfacilities as fast as reasonably possible. In order to reduce the complexity of acReceiver has determined the new facilities shall be located on the grounds of exiunder the control of CDCR, where the communities have already accepted correctional facilities. In addition, the sites should be near urban centers to allowpools of medical/mental health professionals and custody staff. Because of theof existing CDCR facilities to provide infrastructure or other supporting servicecare facilities are being planned as "stand-alone" facilities. Thus, CPR's "10,000 Bed Program"

for new medical and mental health beds for approximately 10,000 state pridiagnostic treatment and support facilities for the inmates' medical, mental acare, and all related site infrastructure and outbuildings (the "10,000 Bed Program

CPR selected the URS/BLL Joint Venture as the owner's representative and Proprovide and perform program managem10,000 Bed Program. Program Manager is responsible for providing these services during the Preliminary Design and Validation Phase, as well as during the remaining phasconstruction of the 10,000 Bed Program. CPR is in the role of owner

gram Manager will coordinate with CDCR as determined necessary by CPRn the role of the “Owner” of the program.

gram Manager, along with selected specialty consultants, is currently plannlities. Seven (7) major concurrent activities are underway as follows:

1. Site analysis and selection – Eight (8) existing CDCR sites areconsideration. Preliminary feasibiliengineering evaluations of available land are underway, includingdetermine the best candidate sites for the earliest possible construction

2. Environmental impact analysis and reports - Preliminary environmassessments and the associated engineering analysis are underwapotential environm

an


4. Facility planning - The needs assessment studies prepared by AbNavigant have been analyzed and a team of medical and mental heaCPR, CDCR, and Coleman Office of the Special Master, led by planfrom the Program Manager have been meeting since September 200intensive planning sessions. They are finalizing

t Associates and lth staff from the ning consultants 7 in a series of

an "Options Analysis Report" and gram Statement.

for design and . This phase of

Project Delivery Section 8) including selected design-build components. Facility

in an integrated soon as each site

acility planning livery of clinical riate facilities to ations will be health facilities.

l/transition planning will be required to prepare for opening and ility design and onal procedures, and equipment,

and other activities to assure the facility is prepared to open immediately upon

capital program , the schedules,

gement controls.

ted parties from s to provide integrated design, preconstruction, and

with supporting ix 1 – "Project

d integrated with

. It is contemplated that similar facilities, based upon the prototypical loped during the IPD process, will be constructed on at least three and possibly as

many as seven locations throughout the State. The contract awarded by CPR is anticipated to be in at least two parts – an initial award to three (3) IPD Teams to participate in an intensive Preliminary Design and Validation Phase (“Part I”) with a subsequent award for Design and Construction (“Part II”) made to one or more of the IPD Teams. It is currently anticipated that this RFQP process will result in selection of three IPD

upon approval of recommended options, will prepare a Facility ProThe anticipated contents of the FPS are included in Appendix 5.

5. Design and construction delivery planning - The selection processconstruct teams for the first three facilities is underway via this RFQPdesign and preconstruction will be conducted using an Integrated process (seeprogramming and design-build planning will proceed concurrently manner, in order to prepare for the start of on-site construction as becomes available.

6. Operational/Transition planning - CPR has determined that the fprocess must address the need both for improving the function and dehealth care services to provide proper care, and for providing appropaccommodate those services. The buildings and their operfundamentally different from existing CDCR medical and mental Detailed operationaoperating each site's facilities as intended. Concurrent with facconstruction, the operational/transition planners will prepare operatistaff plans, staff recruitment and training, procurement of furniture

completion of construction.

7. Program management planning - Program Manager is coordinatingrequirements for the Receiver and is preparing the overall programbudget estimates, management procedures, contracts, and other mana

4. REQUEST FOR QUALIFICATIONS AND PROPOSALS

CPR requests qualifications and proposals no later June 9, 2008 from intereswhich it intends to select three IPD Teamconstruction services for prototypical campuses of clinical healthcare facilitiesinfrastructure on existing CDCR sites as described in the attached AppendDescription." The services provided by the IPD Teams will be coordinated anthe planning, programming, and site assessments being prepared by Program Manager for the10,000 Bed Programdesigns deve


Teams to participate concurrently in a collaborative and competitive process during Part I. Based upon each IPD Team's participation in and work product dthat phase, CPR will select and award the first site for design and construction tTeams according to selection criteria to be established by CPR and Program Mthat the other two teams have performed adequately in the Preliminary DesignPhase and that an agreement can be reached on price, schedule, and te

("Co-opetition") eveloped during o one of the IPD anager. Provided and Validation

rms, CPR may, at its the teams an opportunity to complete design and construct

the 10,000 Bed Program when future sites are available.

DENDA)

ties is scheduled ____ in NORTHERN

nterested parties e terms, process

ications.

ties is scheduled __ at _________________ in SOUTHERN

allow interested r with the terms, /Qualifications.

s scheduled for ix – Gateway

ramento, CA, located at 2890 Gateway Oaks Dr., Sacramento, CA 95833 at which Program Manager and CPR will present information and answer

presentative of all team members must

discretion, give one or both ofidentified facilities at other sites in 5. PRE-SUBMITTAL CONFERENCES

5.1. INFORMAL OUTREACH SESSIONS (NON-MANDATORY) (BY AD

5.1.1. A non-mandatory Informal Outreach Session for interested parfor _______ local time on _______ at _____________CALIFORNIA. This meeting will be an open workshop to allow ito ask questions in an informal setting and become familiar with thand project in more detail prior to submitting their Proposals/Qualif

5.1.2. A non-mandatory Informal Outreach Session for interested parfor _______ local time on _____CALIFORNIA. This meeting will also be an open workshop to parties to ask questions in an informal setting and become familiaprocess and project in more detail prior to submitting their Proposals

5.2. MANDATORY PRE-SUBMITTAL CONFERENCE

5.2.1. A mandatory pre-submittal conference for interested parties i10:00 AM local time on May 13, 2008 at the University of PhoenOaks Drive, Sac

questions regarding this RFQP and the 10,000 Bed Program. A reprime contractors and design firms, joint venturers, and otherdesignated to serve in a lead role for any project component, attend this

to submit a

TION PHASE

rocess described s. The multiple

disciplines working concurrently will require close coordination and early development of design acilitate concurrent progress in all areas of design and pre-construction planning.

IPD Teams will provide services that align with and support the IPD process as outlined below in Section 8.2.

It is anticipated that each IPD Team will be highly integrated, self-assembled, and include all required design disciplines, including expertise in medical planning, correctional housing and security, urban design, infrastructure support facilities and all logistics support required for the complete design of the Project. As part of the IPD process described more fully below, all team

mandatory pre-submittal conference to be eligible Proposal/Qualifications.

6. SCOPE OF SERVICES PART I - PRELIMINARY DESIGN AND VALIDA

The services to be performed by the IPD Teams are characterized by the IPD pherein and are not necessarily to be considered in traditional phased milestone

concepts to f


members including general contractors, architect(s), engineering consultants, and suppliers will be expected to openly share information and cooperatively cobenefit of the 10,000 Bed Program, both intern

trade contractors llaborate for the

ally and with the other IPD Teams selected to

anticipating that one of these sites will be selected for the design and construction of the first facility (the "First-Fastest Facility"). Final

ot include all or any of these eight (8) sites.

r key values and

participate in the Preliminary Design and Validation Phase.

Currently, eight (8) sites are under consideration,

site selection may n 7. KEY CPR VALUES

In addition to meeting the basic programmatic needs provided by CPR, otheobjectives of CPR include the following:

7.1. Schedule to Completion – The purpose of the 10,000 Bed Program is shortage of acceptable health care facilities that are needed to provide hstate inmate patient population. The Court has determined that apinmate per week is perishing as the result of inadequate medical determined that in order to significantly improve the quality of health inmate patients, it is essential to design and construct modern facilitiepatients and to

to meet a critical ealth care to the

proximately one care. CPR has care provided to s to house these

deliver the required level of care. As a result, the 10,000 Bed Program goal is to complete the Preliminary Design and Validation Phase in approximately 120

construction of liminary Design

ith Part II for the

days after the notice to proceed with Part I, and to complete design andthe First-Fastest Facility within 24 months after completion of the Preand Validation Phase and subsequent issuance of a notice to proceed wFirst-Fastest Facility.

7.2. Cost – The total budget for this Project, of which design and constrcomponent, must be kept to a minimum given the overall fiscal impactof California. To achieve this goal, it is anticipated and expected thatdevelop design and construction implementation strategies that will result in the lowest po

uction is only a to the taxpayers each team will

ssible first cost of construction balanced with the highest long term operating and cluding energy

acilities that s. Staffing and

of the facilities. strategies that

osts while preserving the safety and welfare of patients and staff at all times.

7.3. Patient/Staff Safety

maintenance efficiency demonstrated by life-cycle cost analyses, inmodeling and staff optimization analysis. The ultimate goal is to develop fhave lowest cost over time, including both first time and operating costhuman resources represent the majority of operating costs over the lifeAll solutions must acknowledge this and successfully incorporateminimize these c

– The facility must be a safe environment for patients and staff and promote optimal outcomes for the patients served. Safety is a key metric in

determining the quality of the care model and shall be optimized wherever possible. This safe environment objective, in conjunction with the efficiency objective articulated below, envisions a "work smarter" rather than a "work harder" approach to both safety and staffing efficiency.

must


7.4. Efficiency – The facility will provide medical and mental health caemphasizing tightly integrated clinical services optimized for patient carstaffing, spatial utilization, patient flow and facilities operations must aDesign strategies such as minimizing patient movement and travel distances,

re treatment by e. Efficiency in ll be addressed.

standardizing spaces, and incorporating information technologies are keys to successfully achieving this objective.

7.5. Sustainability – The Governor has established a statewide minimum goal of LEED selected facility Silver Certification for selected state facilities. It is anticipated that

elements should pursue at minimum LEED Silver Certification.

7.6. Creativity – This Project is not a typical CDCR facility. The IPD Teamto develop design solutions that creatively respond to the CPR’s Keywithout having to be restrained by past CDCR

s are challenged Values and needs

standards. Also, the IPD process will iples. Finally, the

del. All of these require the participants to become familiar with and practice IPD princCPR Key Values incorporate a very aggressive cost and schedule mofactors will demand considerable creativity and innovation.

7.7. Team Attitudes and Behaviors – This program’s success will be highthe attitudes and behaviors of the individuals and teams involved. Therefore, CPR

ly dependent on

vanced problem-ndividuals and

those who do not. the Health

Problem and issue identification is part of any creative process. Individuals and teams s to carefully considered solutions deliberately and

uld push beyond the barrier of “This is not how we did it

desires to foster an environment that will reward positive thinking, adsolving skills, a “can do” attitude and highly collaborative behavior. Iteams that display these attributes will likely be more successful thanCPR believes that these attitudes and behaviors will be vital to the success ofCare Construction Program and the IPD Teams involved.

will need to move through problemcollaboratively. Teams shobefore” and explore new ideas and approaches. Individuals and teams will need to think and relate differently than in traditional construction projects in order for CPR to

ill more efficiently address its goals of timing, cost, quality and innovation for the 10,000 Bed Program than a traditional design-bid-build process. Integrated Project Delivery is a project delivery

at integrates people, systems, business structures and practices in a process that ely harnesses the talents and insights of all participants to reduce waste and

optimize efficiency through all phases of design, fabrication and construction. (See AIA

achieve its goals for speed, innovation and low cost.

8. INTEGRATED PROJECT DELIVERY

8.1. General Overview

CPR has determined that an Integrated Project Delivery (“IPD”) process w

approach thcollaborativ

California Council publication “Integrated Project Delivery – A Working Definition”) IPD relies on seven essential principles including mutual respect, mutual benefit, early goal definition, enhanced communication, clearly defined standards, appropriate technology and high performance.


IPD alters the traditional approach to design and construction. Insteadrelationship wherein the contractors and suppliers are introduced to the projesubstantially completed, IPD involves the contractors and suppliers from the planning and design process. The combination of all disciplines workiconcurrently provides for a constant and continuous exchange of ideas between the design and preconstruction teams. This exchange of ideas during the design phase allows the team to make design decisions with futheir impact on cost, schedule and other critical factors. The intende

of a sequential ct after design is beginning of the ng together and and information and information ll knowledge of

d result of this process is outset and does

ation.

work together in erative environment characterized by trust, tolerance and

practiced by all, pen manner that

d cost model is to be criteria for budget goals of and shared, the ntinuous budget epts. Systems,

are analyzed and compared for both first cost antly updated as

ential part of this eveloping design

e informed by cost and schedule. This in turn allows the IPD Team to select ptions at the last responsible moment.

this RFQP are ivery and Target and Resources.

Program. As noted above, the CPR intends to select three teams from the RFQP process to participate in Part I, the Preliminary Design and Validation Phase. This phase, calling for both collaboration and competition, is referred to herein as the Co-opetition. Three IPD Teams

assigned to work together during the Co-opetition, under the guidance of the Program Manager, to develop two (2) proto-typical facilities (one which incorporates a single-story housing component and one which incorporates a two-story housing component), including the elements and components within each facility. At the completion of the Co-opetition each IPD Team will submit separate and competing design-build

a design that meets the program, cost, schedule and quality goals from thenot encounter costly delays associated with late discovery of important inform A fundamental aspect of a successful IPD process is that all team members a collaborative and cooptransparency. Mutual respect and harmony are promoted by the leaders and so that all members are encouraged to constantly exchange ideas in an oelicits the best ideas for the project. In order to accomplish the integration of budget with design, a validateestablished as early as possible. Establishing an early cost model allows costthe design team. The architect and engineers are equally responsible to thethe project as all other team members. As design ideas are developed contractors and their subcontractors and suppliers provide accurate and coupdates that illustrate the impact on the budget of various design concmaterials and sub-components of the designand lifetime cost efficiency. This process results in a cost model that is constthe design process unfolds and keeps pace with the evolving design. An essprocess is that the contractor and its subcontractors collaborate in dsolutions that arthe ‘best of all’ o Firms preparing to submit qualifications and proposals in response toencouraged to obtain additional information regarding Integrated Project DelValue Design. Sources for such information are listed in Appendix 6, Links

8.2 Specific Application

The IPD process has been adapted to the specific needs of the 10,000 Bed

shall be


proposals to construct the First Fastest Facility, including the deliverables defined below in

orative and provide d construction ertise and to

de range of project xpects IPD Teams

e projects, housing and t Delivery. IPD

s.

on Phase include beyond that held by

dition to including IPD Team

ral contractor for one or experience or

P. Teams are and/or expand the

limited by traditional organizational structures. While it is conceivable that one architectural firm or one general

possess all the necessary qualifications and capabilities to meet the ements and Components, it is

just as likely that a highly integrated, multi-party team would provide superior qualifications components.

d into the following categories:

1. Facilities – A facility encompasses all construction at a given site. is a group of similar buildings or activities within a facility.

tivity within an element.

s:

ION/INFRASTRUCTURE

Components within Element 1

a. HAZARDOUS WASTE ABATEMENT b. DEMOLITION c. SITE CLEARING AND GRUBBING d. OFFSITE INFRASTRUCTURE e. WATER TREATMENT (POTABLE)

Section 9. Each IPD Team is expected to demonstrate the ability to be highly collabvalue-added, creative performance, while eliminating waste from design anoperations. Each IPD Team will be expected to assemble the necessary exporganize in a way that promotes innovation and collaboration across a widelivery activities. Given the breadth of the Program components, CPR eto meet the need for expertise in correctional facilities, healthcartreatment facilities, Building Information Modeling, and Integrated ProjecTeams must also be prepared to openly collaborate with the other IPD Team The designs to be developed through the Preliminary Design and Validatimajor elements that may call for design, contractor or supplier expertise the lead architect or the primary IPD Team constructor. In that case, in adtrade contractors and engineering consultants for the project components, anmight include a lead design professional and/or a designated genemore of the sub-projects. In addition, certain team members may not haveexpertise in certain approaches or delivery techniques described in this RFQencouraged to look for complementary expertise and experience to balance overall qualifications of the proposed IPD Team and not be

contractor might architectural and general contracting demands of all program El

and capabilities, especially given the variety of the program

8.3 Detailed Description

8.3.1 The 10,000 Bed Program has been divide

2. Element – An element3. Component – A component is a specific building type or ac

The elements and components are as follow

ELEMENT 1 – SITE PREPARAT


f. WASTE TREATMENT RASTRUCTURE

CING AND SALLY PORTS j. ROADS AND PARKING

ERVICES & SUPPORT

C AND TREATMENT SERVICES SUPPORT SERVICES

c. WELLNESS/THERAPY FIELDS TION

E HOUSING

USING

HEALTH HOUSING

T BUILDINGS

t 4

b. FIRE STATION

d. DAY LABOR SUPPORT

Manager will provide the IPD Teams during Part I with the following documentation:

Draft Facilities Program Statement 2. Site reviews and analyses (including geotechnical reports) 3. CEQA Approvals and Mitigations 4. Preliminary Integrated Security Program 5. Draft Standard Performance Criteria Design Guidelines 6. Budget format 7. Guiding Principles

g. ONSITE INFh. CENTRAL PLANT i. SECURITY FEN

k. SECURE PERIMETER

ELEMENT 2 – PATIENT S


a. DIAGNOSTIb. PATIENT PROGRAMS &

d. ADMINISTRA

ELEMENT 3 – HEALTH CAR


a. MEDICAL HOb. MENTAL

ELEMENT 4 – SUPPOR

Components within Elemen

a. WAREHOUSING

c. ARMORY/LOCKSHOP

e. VEHICLE MANAGEMENT ANCE f. PLANT MAINTEN

g. LAUNDRY STAGING

8.3.2 The Programinformation and

1.


8.3.3 An overview of the schedule of activities during the RFQP and Co-opetition is

illustrated below.

IPD Team will onstruction team (an "Element Team") to each of the

ll collaborate and r particular element

laborate and cooperate ated solutions. At

the end of the Co-opetition, each IPD Team will separately prepare a final competitive proposal, reflecting its own determination of which combination of design ideas

resents the ‘best’ design and cost model. Due to the timing and schedule of overall Program activities, site specific information that may affect design of the prototypical element designs may not be available until late in the Co-opetition process or thereafter. The Program Manager will engage geotechnical consultants to investigate and report on soils conditions at the individual

During the Co-opetition, or Part 1, the CPR envisions that each dedicate one full design and pre-cElements. The three Element Teams (one from each IPD Team) shacooperate, individually and together, to develop the design of theithroughout the Co-opetition. The Element Teams shall also colwith teams responsible for other Elements in order to provide integr

rep


sites to inform design. In order to develop early infrastructure desigwill be required to produce information and overall capacitie

n, the IPD Teams s and loads necessary to

ities.

nd deliverables, or two purposes: design and the design solutions the design and

essarily selecting design solutions

and constructed by the IPD of an IPD Team m to resolve the .

rience of all participants, the specific structure and ities during the Co-opetition shall be sufficiently flexible at

s. However, in order to accomplish th IPD process will fo

8.

All three teams will participate in sessions to explore and understand the

ission Statement, Guiding Principles and Key CPR Values. During these meetings the teams will participate in a detailed discussion to clarify the

It is anticipated meetings at the

8.

ogram Statement that

in which the IPD shall meet with

on of the ideas and requirements contained with the FPS as well as allow individual IPD Team members to ask questions pertaining to the program. During the Co-opetition, the IPD Teams shall continuously compare their designs to the requirements of the FPS. Although departure from the requirements established in the FPS requires separate review and approval, the IPD Teams are encouraged to examine all potential design solutions that appear to meet or address the intent of the FPS yet deliver greater cost efficiency,

define and calculate the capacities of all upstream and downstream util After the IPD Teams have submitted their Co-opetition proposals aCPR and its consultants will evaluate the proposals and deliverables f(1) to select the IPD Team that CPR will award the remaining construction of the First Fastest Facility; and (2) to determine which will be utilized for the First Fastest Facility. CPR may award construction of the First Fastest Facility to an IPD Team without necall the design solutions proposed by that team. CPR may select proposed by other IPD Teams to be further developedTeam selected for the First Fastest Facility. Following the selection for the First Fastest Facility, CPR will then negotiate with that teaterms of an agreement to design and construct the First Fastest Facility In the spirit of integrating the expetiming of the detailed activthe outset to incorporate the input of the IPD Team

e goals of the Co-opetition in the short period of time allocated, the llow a structure as generally outlined below.

3.3.1 Project Goals Confirmation

Project M

desired results of the Co-opetition and the measures of success.this will involve approximately one (1) week of all day beginning of the Co-opetition.

3.3.2 Program Review

The Program Manager will provide a Draft Facilities Prdefines functional space and other Project parameters withTeams’ designs shall be developed. The Program Managereach Element Team and provide a detailed explanati


reduced schedule duration or other added value, and to suggest any changes to

ay meetings for ings shall be for all Element Team members plus at

least one Core Team member and shall be formatted as a review of all meters.

8.

tion services

ilities one which h incorporates a

ously. Each Element Team will with

this RFQP that

progress, exchange design ideas, estimates, constructability reviews and all

f the Program. It is bi-weekly basis as each

sign, cost models

ated that several alysis and among the IPD

g the IPD Teams at e overall selection

cess. Teams will be encouraged to share all ideas during these sessions. If one or more of the IPD Teams propose solutions in their final proposal not

erves the right to e proposed new D Teams to ormation, and

evised proposals recommence the review and selection process. While not all team members will be expected to attend the entirety of all sessions, it is anticipated that a representative of each IPD Team's Core Group will be present throughout all collaboration meetings in order to promote a thorough understanding of all aspects of design and assure that all information developed in these sessions is communicated to all team members who would benefit from the information.

the FPS that would facilitate such design solutions. It is anticipated the program review will involve two (2) full deach element. These meet

applicable programming para

3.3.3 Preliminary Design and Preconstruction

IPD Teams will proceed with preliminary design and preconstrucfor all elements and components of two (2) prototypical facincorporates a single-story housing component and one whictwo-story housing component simultaneestablish its own schedule of activities (see Section 8.3.3.5) that will alignand support the Preliminary Milestone Schedule included inmay, from time to time, be updated. Element Teams are expected to assemble and meet regularly to review

other relevant information for the overall betterment oanticipated these meetings shall occur on a weekly orteam determines is most suitable for development of the deand schedule models. In addition to the meetings of Element Teams, it is anticipmeetings will be convened among all IPD Teams to share anproposed solutions in order to promote learning between andTeams. The openness, innovation, and collaboration amonall of these various meetings will be evaluated as part of thpro

previously shared in the collaborative sessions, then CPR ressuspend the RFQP review and selection process, distribute thsolutions to the other IPD Teams, allow additional time for IPrevise and resubmit their proposals in response to the new infupon receipt of the r


Traditional methods of producing design documentation invwaste. Under IPD, the focus is on defining value from the and minimizing wasteful processes while maximizing those thaThe users of the preliminary design documents include CPR astakeholders, who need to assess whether the proposed solutneeds and expectations; the constructors to assess cost

olve significant user's perspective

t add value. nd its

ions will meet their , quality, schedule, and

ign efforts; and urposes.

m member from yet available,

sumption' basis to arameters, including, for example,

equired out of 'normal' final design

duction

lity in an efficient manner. The Document Production Protocol should

provide the team's analysis, including value stream mapping or similar analysis evelopment of the

oducing the design construction of the

ork in the form arametric 3D

and to provide pliance reviews of

m shall also test and t model to performance by ) and also to

or spreadsheet parametric database

ically in a matching format. For work in the disciplines of architecture, structural engineering, mechanical engineering, electrical engineering, and plumbing engineering, the models shall produced either using Revit or a software solution that is approved by the Program Manager. For any additional electronic model information that is not supported by the Revit or the primary software solution approved by Program Manager, and for constructing 4D models, the IPD Team shall utilize NavisWorks software (Roamer, Publisher, Presenter, Clash Detective, and TimeLinner) to create and utilize .nwd files. In order to assure a

constructability; designers and engineers to facilitate their desProgram Manager for program, planning and management p In instances when information is required by one design teaanother to meet critical milestones and the information is notdesign teams provide concept designs based on a 'best asestablish space and system performance pfoundation, structural or infrastructure improvements rsequence of design. Such assumptions will be replaced with requirements as soon as such information is available. For each element, an IPD Team shall deliver a "Document ProProtocol" based on using BIM that describes the IPD Team's plan for defining and producing the design deliverables for the First Fastest Faciintegrated and

as appropriate, as to the most effective method of pursuing ddesign documentation, together with the actual plan for prdocumentation correlated with the anticipated phasing of the First Fastest Facility.

Each IPD Team shall utilize a BIM system to submit design wof electronic models of the facility’s buildings and site in a pformat in order to fully coordinate the design of the facility interference checking (clash detection) as well as code comthe facility within that electronic format. Each IPD Teamodify the proposed construction schedule and the project cosoptimize the project delivery options for best overall value andlinking the parametric 3D model to the electronic schedule (4Dconstruction cost information stored in an electronic database (5D). The BIM shall be a bidirectional comprehensivemodel or series of linked parametric models that are built electron


consistent product that can be equally utilized by all of the vamembers, each IPD Team shall obtain and maintain the approp

rious IPD Team riate number of ware packages.

n and identify ing construction anufacturing, or

in Part II, IPD cost estimating, n is progressing mplete, accurate

nd coordinated from a contractor's perspective. The IPD Teams must seek out systems that may

s from Program ith each IPD

g needed sultants that provided

t possess nding of the Program's requirements.

cle cost analyses h options provide the best balance

between first cost and operating costs. These shall take into account first costs,

etings to review e, make comments and ensure cross functional

communications between separate Element Teams.

lements, each IPD Team ign Plan that n and the

e provided and finalized early in the Co-opetition. The systematic application of Target Value Design and proactive value analysis during the facility design creates the foundation for effective financial management and the elimination of waste throughout the design and construction process. The intent is to avoid the costly cycle of draw, estimate, conclude over-budget, redraw, re-estimate, etc. In the IPD process, the budget becomes a major component of the design criteria rather than the outcome of

licenses under annual subscription for each of the necessary soft IPD Teams should frequently review the current desigopportunities to improve cost, quality, schedule or safety durby means of design modifications, work structuring, off-site mother innovations. During the Co-opetition and continuingTeams will conduct continuous constructability reviews andkeeping pace with the design progress, to assure that the desigwithin the expected cost and the drawings are sufficiently coaalternative construction materials, sequences, details and result in a cost or time savings, increased quality, or improved construction safety During the Co-opetition, it is contemplated that representativeManager and other CPR consultants will directly participate wTeam by providing information in support of the proposed design solutions, commenting on contemplated design solutions, and obtainininformation from representatives of CPR, CDCR, the conthe underlying planning and programming, and other firms thainformation necessary for a full understa The IPD Teams will be required to perform complete life-cyon multiple systems to determine whic

operating costs and facility permanent staffing costs. The Program Manager will conduct regular Core Group meprogress, provide guidanc

In addition to preparing the preliminary design of the emust submit as a Co-opetition deliverable a Target Value Desmeets CPR's basic criteria. The details of Target Value Desigexpected components of the Target Value Design Plan will b


design. The staffing model submitted in the Co-opetition deliverables must the Target Value Design Plan.

8.

oned above, the IPD Teams will, at the end of the Co-opetition phase, are and submit a proposal for the design and construction of the First est Facility.

8.

ms will provide schedules for their services during the Co-opetition

onform to and s updated from

IPD Teams will also produce and continuously update schedules for all services

ction, ss the overall within the facility.

Schedules shall contain sufficient detail to accurately plan, design and estimate

overall facility and each element within the facility. Schedule report formatting will be discussed and selected by the Core

duling using the alent.

rables for two (2) building types pletion of the Co-opetition phase:

ogram – interim and final

and final) el (with updates and final)

ototypical facilities including the following: a. General narrative b. Square footage allocation and summary

Floor plans d. Exterior elevations e. At least two sections per building type f. Specifications (level of detail to be defined in Co-opetition phase) g. Structural systems description h. Structural concept plans

interrelate with and be supported by

3.3.4 Design and build proposals

As mentiprepFast

3.3.5 Schedules

IPD Teaand will provide updates as necessary. These schedules shall csupport the Preliminary Milestone Schedule attached hereto (atime to time).

and work after the Co-opetition, including design, pre-construprocurement and construction. These schedules shall addrefacility construction as well as each element and component

the cost of theprograms andGroup. Scheduling for all phases will be based on Pull ScheLast Planner System™ or equiv

9. CO-OPETITION DELIVERABLES The IPD Teams will provide the following Co-opetition deliveeither during or upon com

1. Functional space pr2. Space program comparison diagram3. Design and construction milestone schedule (with updates 4. Maximum expected cost mod5. Preliminary design of pr

c.


i. MEP systems descriptions

ion

n sets or were cription of why such items were rejected red including operational and sustainable cost

the design and construction phases 9. Target Value Design Plan

tem approved by all be properly

lidation Phase cally authorized to resentation on any

or team of origin is rogram. CPR reserves the right, and each

authorizes CPR, to include aspects of any submittal developed as part plemented by

the extent that is not retained, that team and/or firm shall

ore Group, with

on of the design Group shall be facilitated by the Program Manager

Project Lead. The Core Group shall exercise its authority in the best interest of the 10,000 Bed Program. Each Core Group representative is expected to attend all Core Group meetings and fulfill his or her responsibilities as a Core Group member. It is anticipated that Core Group members will be the most senior individuals with full-time, day-to-day responsibility for the

. The Core Group may invite other IPD Team members to designate a ember and approve any member's designation of an alternate representative. Any

proposed replacement of a Core Group representative shall be subject to the Core Group's approval, which shall not be unreasonably withheld.

j. MEP concept plans k. A room data sheet indicating functl. Security systems description m. Electronic model of each component building

6. Alternative system designs that are either being carried forward as desigrejected by the IPD Team, including a des

on each system conside7. Life cycle analysisanalyses

8. Staffing model for

10. Document Production Protocol 11. Constructability Reviews

All design and engineering shall be prepared using a BIM documentation sysCPR (see Section 8.3.3.3 for detailed requirements). All design professionals shequipped to utilize this system. All deliverables developed during the course of the Preliminary Design and Va(and subsequent phases) shall be the property of CPR and CPR shall be specifiuse the designs, systems, solutions, and ideas contained in any submission or pprojects within the 10,000 Bed Program, whether or not the individual, firm, retained to perform that portion of the 10,000 Bed Pteam member specificallyof the Preliminary Design and Validation Phase in the final facility solution as imany project team selected to complete the project delivery phase for any site. Toitems are used on projects for which a team or firmhave no liability for performance of the design on such project. 10. PROJECT GOVERNANCE

The functioning and operation of the IPD services shall be governed by the Coversight and assistance from the Senior Management Group.

The Core Group is the core team responsible to govern the function and operatiand construction of a facility. The Core

work of the IPD TeamCore Group m


The Core Group shall endeavor to make decisions by consensus. In the evenCore Group may enlist the help of the Senio

t of impasse, the r Management Group to assist the Core Group in

xecutive support to the (including Senior

me, day-to-day ent with the IPD

tative will serve in that up representatives

de level within rogram are

adership, nior Management Group will serve to

nd extraordinary performance by the Core Group and the IPD orm periodic project assessments to assure

nd responding

posal (the "RFQP that includes the

letter must ersonnel

mittal. The letter should certify that the information contained in e RFQP Submittal is true and correct. Please also indicate the contact person(s) for the

2. g information:

bers, including

(b) Identify the proposed team members that the IPD proposer believes are best suited to r the services consistent with the IPD process outlined herein. The proposed team

should identify all firms and key leadership personnel proposed to be included in the IPD Team's Core and Senior Management Groups. Proposed team members must be available to be assigned to the work. No replacements will be allowed without the express written consent of CPR prior to the replacement. If multiple firms have been identified for construction phase work based upon the geographic location of the work, then these alternate firms should be identified in the RFQP Submittal. Firms may

resolving the impasse in the best interests of the Project.

Each Core Group will be supported by a Senior Management Group.

The role of the Senior Management Group is to provide oversight and eCore Group and the IPD Team. It is anticipated that each Core Group member Program Manager) will have a company representative approved by CPR on theManagement Group. Senior Management Group members will not have full-tiresponsibility for the work, but will have direct oversight and periodic involvemTeam’s work. It is anticipated that a Senior Management Group represenrole until project completion. CPR expects that the Senior Management Growill, at a minimum, have full authority at a regional, business-unit, or state-witheir respective organizations. The challenges presented by the 10,000 Bed Punprecedented and dynamic. The breadth of experience, access to resources, lementoring and coaching that will be provided by the Sepromote creativity, innovation, aTeam. The Senior Management Group should perfthat the team is continuously improving, adjusting to the dynamic environment, ato the challenges as the project's future unfolds in unexpected ways.

11. RFQP SUBMITTAL CONTENTS Each interested IPD Team shall submit their Qualifications and ProSubmittals") to participate in the Preliminary Design and Validation Phasefollowing:

1. Cover Letter: A cover letter signed by an officer of the IPD proposer, or signed by another person with authority to act on behalf of and bind the IPD Team. The covercontain a commitment to provide the required Services described with the pspecified in the RFQP Subthselection process along with contact information. Demonstration of the IPD Team’s Qualifications: Please provide the followin

(a) The IPD Team proposer’s name, business address and telephone numheadquarters and local offices.

delive


participate in multiple proposals only in reliance on separately identifiedwithin the firm. For example, an architectural firm would need to istudios – including planners, designers, and project architects – for ea

resources from dentify separate ch proposal and

for each team. The goal is for teams to be

ld include

tor t

Component lead

e contractors

data consultant

ical engineer al engineer

rvice consultant • low voltage electronics

• materials and logistics

nning expertise

s, trades, or consultants that the IPD Team proposer ng the Preliminary Design and Validation

d expertise of the firms and key individuals committed to

ative process ertise

ource availability mpus based facilities

d mental health experience in a secure environment d nursing facilities

(medical & mental health)

ties

• Proven track record of success at both a corporate and key individual level • Ability and willingness to be "team players" • Firm history, size and growth • Firm location (headquarters and remote offices) • Distinguishing factors or differentiation features

(d) Provide an IPD Team organization chart and matrix of responsibilities for each IPD team member, both firms and individuals. Demonstrate how this chart and members'

would need to identify separate key personnel optimized from the outset.

The proposed team shou , but not be limited to:

• Facility prime contrac• Facility prime architec• Element or Component lead

contractors • Element or

designer • major trad• structural engineer • telephone, audio visual and

managers • equipment pla

together with any other discipline

• mechan• electric• fire protection engineer • food se

engineer

believes are important team members duriPhase.

(c) Provide the qualifications anthe IPD Team with specific emphasis on:

• Experience in Integrated Project Delivery • Commitment to collabor• Balance and breadth of team experience/exp• Staff res• Master planning of large ca• Medical an• Long-term skille• Clinical facilities • Housing for health care patients• Administration • Patient treatment and support facili• Parking structure • Central utility plant • Service support buildings


responsibilities will integrate with and support the IPD process. Submitfor a

current resumes ll key individuals, consultants, project managers, lead estimators and Element Team

dividuals, of ongoing of the services

ty of key personnel.

evel

experience with

xperiences not to repeat.

(h) A description of the IPD Team’s experience in working with program management

personnel.

graphic depiction as appropriate, to explain how the process for the

. Be as specific as possible with respect to unications, and

e programming

holders into the ort will build on the work completed to date,

t process.

ding schedule, budget, and cost control; quality control.

or processes will foster creativity and innovation during both design and construction.

3. Discuss the IPD Team’s expertise and experience using Integrated Project Delivery. Demonstrate that the IPD Team is capable of working in a non-traditional delivery format and environment.

4. Discuss how your team would approach managing the multiple elements of a facility and any past experience that qualifies members of the IPD Team's leadership group to successfully manage this effort.

leaders. (e) Provide a list from each IPD Team member, both firms and innational commitments that might run concurrent with any portion provided hereunder. Indicate the approximate value, general nature and expected duration of such commitments and how they impact availabili (f) Demonstrate Team’s capability to provide conceptual and schematic lconstruction, plant operations, and staff cost estimating.

(g) Provide clear examples that demonstrate the IPD Team’s level of incorporating the use of Building Information Modeling (BIM), LEED Certification, Sustainable Design, etc., including lessons learned and e

oversight on fast, multiphase projects. (i) History of prior working relationships among IDP Team firms and key (j) Project Implementation Provide a written description, using IPD Team will approach implementing the Integrated Project DeliveryPreliminary Design and Validation Phaseindividual assignments, methods, practices, processes, meetings, commcapabilities. At a minimum, address the following topics:

1. Discuss the IPD team's approach to:

i) the interrelationship between the functional spacprocess and preliminary project design.

ii) the integration of the input of users and other stakedesign process. Since this effthe IPD Team is expected to streamline the remaining inpu

iii) project control, incluconstruction administration; and design and constructionInclude experience and approach to Target Value Design.

2. Discuss how the IPD Team’s structure and/


5. Describe what your team perceives to be the major obstacles to success.

stinguishes your team from your competitors.

f the IPD Team, eached the level ute, describe the

ed, the nature of the dispute, and the amount in dispute. Identify any ies that may constitute a real or perceived

( quirements for IPD Teams

lead design firms

t five (5) years for the

t five (5) years cost, final

iginal design schedule, final

ity, ambulatory stem overview for

cal, electrical, plumbing

ion or aximum). This in California.

cts. 3.

alidation Phase the First Fastest reimbursables.

role during each get of probable

ts used only to assist in evaluating the teams understanding of the scope and IPD approach. Compensation for the Preliminary Design and Validation Phase shall be on a time and expense basis not-to-exceed an amount set at selection of the IPD Teams. The actual cost of the Co-opetition will be added to and included in each IPD Team’s

sal for the First-Fastest Facility. The budget shall not include any amounts which the IPD Team may expend in negotiating an agreement for design and construction of the First Fastest Facility after being selected as the winning IPD Team (the selected IPD Team will be separately compensated for any costs incurred during this negotiation phase).

6. Briefly explain what di

(k) Suits; Claims; Conflict of Interest.

For each lead design firm and general contractor listed as a member odescribe all instances of project disputes that, in the last five (5) years, rof formal arbitration, or litigation with any project owner. For each dispparties involvexisting financial relationships with other partconflict of interest.

Additional Mandatory Rel)

1. Gross revenues by year for the past five (5) years for theand general contractors.

2. Gross revenues by building type by year for the paslead design firms and general contractors.

3. Name the three (3) most comparable projects over the passhowing the firm's role on project, contracted constructionconstruction cost, gross square feet, net square feet, orschedule, final design time, original constructionconstruction time, patient load, diagnostic workload activvisits, full departmental list, architectural/engineering sybuilding envelope, roofing, structural, mechanisystems, program manager, contractor, major subcontractors, all construction project managers, and past and present litigatarbitration related to the project (one (1) page per project mshould include projects outside of California as well as with

4. Provide the staffing of those projects by name and title. 5. Provide the manhours billed by staff for those named proje

Fees

Provide a total estimated budget for the Preliminary Design and Vservices requested herein (through the selection of an IPD Team for Facility). Include a month-by-month estimate of expenditures andProvide a breakdown of estimated hours expended for each individual orstage of the Co-opetition. This shall be considered a non-binding budcos

propo


For each proposed member of the IPD Team, provide rates for houmonthly charges for personnel anticipated to be involved in the Co-opetibe all-inclusive of overhead, mark-up, benefits, tax contributions, saleother costs associated with staff time and costs. Services during the Prand Validation Phase will be invoiced on the basis of time expended at thfor each individual or classification. Actual hours are to be invoiced exceed cap that will be the same for each IPD Team. In addition, IPDentitled to reimbursemen

rly, weekly, and tion. Rates shall s taxes and any

eliminary Design e approved rates

against a not-to- Teams will be

t of reimbursable expenses at cost, subject to an agreed-upon d beyond 'normal' costs for travel,

4. P

Provide any proposed changes to the form of Agreement for Integrated Project Delivery R prior to final selection for the Preliminary Design and Validation

the RFQP Submittals. After iews. Either

ther information s selecting three

the initial award will be for participation in the Preliminary Design and Validation ticulated in the

rative approach, ultiple future

cope and cost can be

d to enter into an tantially in the form o the “Prelim for Integrate y CPR prior to fi an

T ed to, he following Evaluation Criteria in making its s E

budget and pre-approval for any charges above anaccommodations and other items.

roposed Changes to Form of Agreement for Integrated Project Delivery

to be provided by CPPhase (to be provided by Addenda).

12. TEAM SELECTION PROCESS

The RFQP selection process will begin with an evaluation ofevaluating the RFQP Submittals, CPR may, in its discretion, elect to hold intervwith or without interview, and based upon the RFQP Submittals and all oavailable, including information furnished by any references, CPR contemplateIPD Teams to participate in the Preliminary Design and Validation Phase.

AlthoughPhase, IPD Teams that furnish Co-opetition deliverables that achieve the goals arFPS and CPR Values and who also demonstrate a strong, innovative, collaboboth internally and between the competing teams, will likely be awarded one or mprojects within the facility provided that mutually agreeable terms for sagreed upon.

Each IPD Team will be expecteinary Agreement

agreement with CPR subsjec er ovf d Pro

Validation Phase. t Deliv y” to be pr ided b

nal selection for the Preliminary Design d

he CPR will consider, but is not limit telection.

valuation Scoring Table Evaluation Criteria RATED ON A SCALE OF 1-5 Team Design Construction Weight1 General qualifications of IPD Team Firms 5 2 General qualifications of Key Personnel,

including Leadership Group 3

3 Knowledge and experience of IPD Team Firms with the IPD process

3

4 Knowledge of Key Personnel with the IPD process

3


Evaluation Criteria Cont’d Team Design Construction Weight5 eam

ll desi n-build 3 Knowledge and experience of IPD T

Firms with both bridged and fuproject delivery

g

6 th both t delivery

3 Knowledge of Key Personnel wibridged and full design-build projec

7d de ention

3 Knowledge and experience of IPD Team Firms with similar health care an t facilities

8 with similar acilities

3 Knowledge of Key Personnel health care and detention f

9 Knowledge and experience of IPDTedesign and construction of large sc

a with ale

es

3 m

multiple building campus faciliti

1 design and le building

3 0 Knowledge of Key Personnel with construction of large scale multipcampus facilities

11 Capability to work collaboratively wi in xcha ge of

d information both internally and

5 thlarge teams and engage in open eideas an

n

with other IPD Teams.

1 2 2 Creativity in providing design and construction solutions

13 Sufficient available staff resources wi in 3 thteam firms

1 ility to do conceptual and schematic a staff

2 4 Capablevel construction, plant operations ndcost estimating

15 IPD Team’s presentation and respo during oral interv

ns to iews

5 eCPR’s questions

16 Completeness and Compliance of the 2 Responses

17 IPD Team Firms’ History, Size and Growth 1 1 tal Requirements 1 8 Mandatory Submit 1 ng Factors of IPD Team 2 9 Distinguishi 20 Proposed Project Implementation Approach 3 21 IPD Team References 2 22 Suits, Claims, Conflict of Interest 1 23 Communication skills 3 24 Prior working relationships among IPD Team

Firms and Key Personnel 2

GRAND TOTAL 66


13. RFQP SUBMITTAL FORMAT

The RFQP Submittals should be clear, concise, complete, well organized and deIPD Team’s qualifications and its ability to follow instructions. Information

monstrate the must be organized to

support the evaluation of the RFQP Submittals with regard to team, design and construction

als bound together in um 10pt font. At least one (1) copy must contain

qualifications and experience. Eight (8) copies of the RFQP Submittals should be provided, with all materia package of approximately 8-1/2" x 11", minimoriginal signatures and be marked ORIGINAL. Do not include marketing materiaunbound copy must be included for reproduction purposes.

ls. One (1)

de the cover,

(pdf) format on CD,

as the printed submissions. Each section of the RFQP Submittal

The RFQP Submittals shall be placed in a sealed envelope or box with the submitting firm's

ase tab each

omply with the r rejection of RFQP Submittals.

R reserves the right to waive any informality in any RFQP Submittal and/or to reject any or all RFQP Submittals. CPR reserves the right to seek clarification of information submitted in

FQP during the evaluation and selection process. The Committee may solicit relevant information concerning the firm’s rec performance from previous clients or consu ve worked with the ResponALL C UBMITTAL WILL BE CONSIDERED THE PROPERTY OF CPR.

14. RF

Event Date QP Issued April 15, 2008

RFQP Submittals are limited to fifty (50) pages, including the cover letter, photos, and graphic materials contained in the body and any appendices. The 50 pages do NOT inclutitle page, blank tab pages, or resumes. Pages must be numbered.

The entire package of RFQP Submittals shall also be submitted in electronicorganized in the same mannershall appear as a separate file in the electronic submittal.

name on the outside of the envelope. All respondents are requested to follow the order and format specified below. Plesection of the RFQP Submittal to correspond to the required content. Respondents are advised to adhere to RFQP Submittal requirements. Failure to cinstructions of this RFQP may be cause fo CP

response to this Rord of past

ltants who ha dent. ONTENTS OF THE RFQP S S

QP SCHEDULE

RFInformal Outreach Sessions (non-mandatory) Northern California Session Southern California Session Mandatory Pre-Submittal Conference May 13, 2008 Deadline for questions regarding RFQP May 22, 2008 Final Addendum issued May 30, 2008


RFQP Submittals due 9, 2008 June Evaluate/Short-List Teams – 23, 2008 June 12 Interviews/Oral Presentations June 30 & July 1, 2008 Selection Announced July 7, 2008 Negotiate/Execute Co-Opetition Ag 25, 2008 reements July 7 to July NTP issued for Co-opetition July 28, 2008 Co-Opetition Collaboration Phase r 31, 2008 August 4 to OctobeD/B Submittal Preparation er 20, 2008 October 31 to NovembD/B Submittals Due November 20, 2008 Evaluation/Selection of Team(s) November 20 to December 15, 2008 Negotiate/Execute Agreement(s) December 15, 2008 to January 22, 2009 Issue NTP D/B First Fastest Facility January 22, 2009

Any questions regarding the RFQP should be submitted to the CPR in writing as provided below. CPR will, at its discretion, respond to questions in an addendum. Any necessary information not

g to the RFQP will bmitted will be

wered.

o all known applicants. If the Respondent did not receive this RFQP a by April 30,

responses to this RFQP. However, after a contract is awarded all R makes no guarantee that any FQP Submittal is marked “co 16.

Team.

2. RFQP Submittals received after the deadline will not be considered. 3. This is an RFQP, not a work order. All costs associated with a response to this RFQP, or negotiating a contract for the Preliminary Design and Validation Phase, shall be borne

proposing IPD Team. 4. The CPR’s failure to address errors or omissions in the proposals shall not constitute a waiver of any requirement under this RFQP.

included in this RFQP that CPR deems necessary and relevant to respondinalso be issued in an addendum. CPR makes no guarantee that all questions suans Addenda will be sent tdirectly from the CPR, notify CPR in writing of a request to receive any addend2008.

15. NO PUBLIC OPENING

There will be no public opening of RFQP Submittals may be made available for public review. The CPor all of the RFQP Submittals will be kept confidential, even if a R

nfidential,” “proprietary,” etc.

GENERAL RULES

1. Only one RFQP Submittal will be accepted from each proposing IPD

by the


17. RESERVATION OF RIGHTS The e, at its discretion:

hnical error in any

t or modify all or certain aspects of

eans.

nts for services defined in this RFQP, or the required contents or format of the RFQP Submittals prior to the due date.

P, including the date epting RFQP Submittals.

e of the proposers.

t liability, and negotiate with other

9. Award a contract to any proposer.

Technical Inquiries in regard to this RFQ should be addressed to:

[email protected]

CPR reserves the right to do the following at any tim

1. Reject any and all RFQP Submittals, or cancel this RFQP. 2. Waive or correct any minor or inadvertent defect, irregularity or tecRFQP Submittal.

3. Request that certain or all candidates supplementheir respective RFQP Submittals or other materials submitted. 4. Procure any services specified in this RFQP by other m 5. Modify the requireme

6. Extend or modify the schedules and/or dates specified in this RFQfor acc

7. Negotiate with any or non 8. Terminate negotiations with a proposer withouproposers.


Appendix 1

e arrangement with ities. Housing will provide buildings comprised of approximately 1,500

vice the facility will also be provided. The new

ained through a

alized General Population of dormitories and ve functional

es (e.g., vision, ition).

lity housing for "low assessment, monitoring,

n for less than three raightforward IV antibiotics (e.g. for osteomyelitis), straightforward wound care regimen

or supervision or limited assistance with ADLs. Approximately nine percent (9%) will consist of y r "hig tients who have the following needs; IV

hydration for more than three days, complex or high-risk medication regimen or blood plex wound care regimen, and extensive assistance with ADLs (or totally

Patient Type % of Total % of Dorms % of Rooms

Project Description The Project is currently planned to consist of buildings in a “compact campus” stylrelated site development and utilhealth care beds. Consolidated support facilities to serfacilities will have a 100-year useful life.

• Building Area: Approximately 900,000 Gross Square Feet • Site Area: Approximately 65 acres

The approximately 1,500-bed facility (on a site to be determined) will be a prototypical design in respect to the future adaptation of the various buildings. The approximately 1,500-beds are gcombination of medical and mental health beds as listed below:

• Medical: Of the total beds, seventy-three % (73%) will be for Speci(SGP) patients. Seventy-five percent (75%) of the SGP housing will consisttwenty-five percent (25%) in lockable rooms. SGP patients are those who haimpairments or chronic conditions requiring ready access to health care servichearing, or mobility impairment, pregnancy, frailty due to age or medical condApproximately eighteen percent (18%) will consist of assisted-living-quaacuity" patients who require RN availability 8 to 16 hours per day forand/or management. These patients may need the following: IV hydratiodays, st

nursing home qualit housing fo h acuity" pa

transfusion, comdependent).

Medical Beds

Specialized G.P. 73% 75% 25%

Low Acuity 18% 75% 25%

High Acuity 9% -- 100%

• Mental Health: Sixty-eight percent (68%) of the housing will consist of dormitories and seventeen percent (17%) in lockable rooms for the "Enhanced Out Patient (EOP) population" patients who require structured treatment activities, medication management by a psychiatrist,


and weekly individual therapy. The remaining fifteen percent (15%) of the patients will require individual lockable rooms.

% of Total % of Dorms % of Rooms Patient Type

Mental Health Beds

EOP 68% 100% --

EOP-High Custody 17% 0 100% %

MHCB 4% 0 100% %

ACUTE 2% 0 100% %

ICF 6% 0% 100%

ICF-High Custody 3% 0% 100%

The facility will provide protection for the public with its secure perimeter to guard against escapes, and unity. The intent

programs to abate al to the facility's

nal environment, with its Unit Management Plan and Direct Supervision operational elements of fear, rganization of the

ed as pleasant and humane in the public areas. The environmental requirements will be reinforced by contemporary line-of-sight housing designs with direct

of open dormitories

Centralized patient services will be the rule (vs. decentralized services on the housing unit), for those pand internally and

erated above. ill be responsive to the needs of the patient and the community. The facility's

programming will promote literacy, positive patient attitudes and values for both short- and long-term patients.

erging technology (to approved levels of sophistication) should be apparent in its positive application to staff and patient needs. Technological advances will be applied to patient services (such as food), data processing, information systems, long distance visiting, and telecommunications. As cost containment is an overriding issue, the facility’s design and projected operation will reflect the full utilization of built space.

appropriate transitional separation (edge) between the facility and the surrounding commis also to create and maintain a positive impact on the community through information the public fear and normalization of the public use environment, both external and internperimeter. The facility's interphilosophy, will promote feelings of safety for staff and patients by moderating theaggravation, and hostile activity; be conducive to programming and therapy in the ofacilities program elements; and be perceiv

supervision plans and normalized housing environments through the extensive useand some secure rooms.

patients that are not confined to their housing units, including the ability to exexternally, to multiply the availability of public use areas. A full range of patient programming will be available with respect to the principles enumPatient programming w

The use of em


Support Buildings (Core) - The following listing applies to the approximate 1,500-bfacility

ed health care as a stand-alone, prototype facility. The variables with a collocation plan will be addressed at a

• Perimeter - The facilities lows:

eening Administration

istrative Suite

ng t Records

trative Support ea

enance

Structures

Misc Structures (Wells, Electrical Vaults, etc)

Perimeter Fencing Towers

Armory & Lockshop Parking Vehicle Sallyport

• Inside the Perimeter - The facilities functions:

Population Housing Low Acuity Housing

ient Program Housing

ient Program Housing (EOP) - High Custody

isis Beds Housing CB)

Housing

rmediate Care Facility Housing (ICF) - High Custody

re Housing Medicine and Rehabilitation

aboratory armacy

Clinics

gency/Urgent Care (TTA)

grams

s & Dining Facilities Receiving & Release Distribution & Services Center Clothing Exchange Hair Care Staff Services/Training Inside Administration Board of Parole Hearings (BPH) Central Control Room

later date.

Outside the are as fol

Public Access Public Entry

Security ScrOutsideAdminBusiness Services Procurement AccountiPatienAdminisWellness ArTraining Area

onnel PersWarehousingMail Plant MaintCentral Power Plant Vehicles Laundry ExchangeFire Station UtilityWaste Treatment Plant

fall into the following

Specialized General High Acuity Housing

Enhanced Outpat(EOP)

Enhanced Outpat

Mental Health Cr(MH

Intermediate Care Facility (ICF)

Inte

Acute Caal Physic

Diagnostic Imaging L Ph Dialysis Outpatient Dental Services Emer Visiting Education Recreational Therapy

o Religious Pr Library Food Service


ix 2 e Reviews

(to be provided by Addenda)

AppendPreliminary Sit


x 3

Work Breakdown Structure

Appendi


Appendix 4 Prelimina r the First Three (3) Facilities

(to be provided by Addenda) ry Milestone Schedule fo


Appendix 5 Table of Contents of Draft Facility Program Statement

DRAFT FACILITY PROGRAM STATEMENT PROPOSED TABLE OF CONTENTS

X ARY

1.0 IN

LINES or Classification

3.0 FACILITY CONSIDERATIONS

t Description

ach 3.4

4.0 U ATIVES

ons

5.0 CTIONS

Staffing

6.0 IN ECURITY PLAN (ISP) - 25% Draft

es 6.4 Control Components

ns

.0 CONSTRUCTION DATA Building Systems

7.2 Civil Engineering 7.3 Central Plant 7.4 Maintenance Access 7.5 Low Voltage Systems

8.0 ROOM DATA SHEETS

SIGN OFF SHEET

CREDIT PAGE

E ECUTIVE SUMM

TRODUCTION

2.0 OPERATIONAL GUIDE2.1 Patient Profile and/2.2 Planning Guidelines

3.1 General Projec3.2 Patient Work Programs 3.3 Facility Security Appro

Facility Space Listing

F NCTION NARR4.1 Legend 4.2 Basic Connecti4.3 Descriptions of Coded Functions

STAFFING PROJE5.1 Introduction 5.2 Summary 5.3 Projected

TEGRATED S6.1 Introduction 6.2 Security Policy 6.3 Function Narrativ

6.5 Workstatio

77.1


Appendix 6 – Links and Resources

p Corporation www.cprinc.org

California Prison Health Care Receivershi www.aia.org/nwsltr_tap.cfm?pagename=tap_a_20051230_models National Institute of Building Sciences – many related articles on Integrated ProBuilding Information Modeling.

ject Delivery, www.facilityinformationcouncil.org/bim/publications.php

U.S. General Services Administration – the Nation’s largest facility owner and manager’s program to use innovative 3D, 4D, and BIM technologies to complement, leveeasing technologies to achieve major

rage, and improve quality and productivity improvements. www.gsa.gov/bim

IPD including www.aiacc.org

The American Institute of Architects, California Council – resources related Frequently Asked Questions.

onstruction – source for design and construction industry information regarding .asp

McGraw-Hill CIPD. www.construction.com/newscenter/technologycenter/headlines/archive/2006/enr_1009

Construction Users Roundtable (CURT) – owners’ views on the need for Integrated Project

Delivery. www.curt.org Open Standard Consortium for Real Estate – standards related to information sharing/BIM. www.oscre.org LEAN Construction Institute – a non-profit corporation dedicated to conducting research to

n, engineering nstruction.org

develop knowledge regarding project based production management in the desigand construction of capital facilities. www.leanco

tudies related to Design Build Institute of America (DBIA) – Library of information and case sdesign build. www.dbia.org Abt Associates, Inc. report entitled, "Chronic and Long-Term Care in California Prisons: Needs Assessment – Final Report; August 31, 2007", available at http://www.cprinc.org/docs/court/Exh9to6thR.dpf Navigant study, entitled "CDCR Supplemental Bed Plan Report – August 2007" which includes a study entitled "Mental Health Bed Needs Study – Based on Spring 2007 Population Projections; July 2007", available at http://www.cprinc.org/docs/court/5000MedBedProjectInitiativeApp2_3_Part2_111507.pdf


http://www.facilityinformationcouncil.org/bim/publications.php

http://www.gsa.gov/bim




http://www.oscre.org/

http://www.oscre.org/

http://www.leanconstruction.org/



http://www.dbia.org/

http://www.dbia.org/

http://www.cprinc.org/docs/court/Exh9to6thR.dpf

http://www.cprinc.org/docs/court/Exh9to6thR.dpf

http://www.cprinc.org/docs/court/5000MedBedProjectInitiativeApp2_3_Part2_111507.pdf



california prison health care receivership … · request for q ifications and proposal integrated...

Documents