VBA Design Guide - All 20210303 (1).docx

VETERANS BENEFITS ADMINISTRATION

VA REGIONAL OFFICE SPACE PROGRAM CRITERIA

Space Program Criteria design guide March 2016 rev. March 2021

VA REGIONAL OFFICE

TABLE OF CONTENTS

TABLE OF CONTENTS

FOREWORD

The “VA Regional Office Design Guide” is the culmination of a partnering effort between the VBA Office of Administation and FacilitiesMission Support and VBA Office of Field Operations.

The focus of this Design Guide is to facilitate the schematic development and design of VA Regional Office building projects. Our intent is to ensureestablish a quality standard level of quality at a reasonable costthat meets VA mission goals and initiatives and is the most fiduciarily responsible for VA Regional Offices. This document will helpaide designers understandin the understanding of VBA’s business operations and requirements. The project architects and engineers remain responsible for developing project-specific data into a complete and accurate physical design that meets the users’ needs and appropriate code requirements.

Office of Administration and FacilitiesMission Support (20M3)

VETERANS BENEFITS ADMINISTRATION

INTRODUCTION

This Design Guide was developed as a design tool to assist developers and VBA staff to better understand design options and help designers understand the functional requirements necessary for proper operation of a VARO.

Developers and designers should utilize this information to provide the best solutions. VBA staff will find it helpful in defining needs and reviewing plans. The workstation typicals contained herein are intended as illustrations of VA's furniture and personnel space needs. They are not meant to limit design opportunities.

The included material is not intended to be project specific. While it does contain the majority of spaces required in a VARO, it is not possible to encompass all potential future requirements. Therefore, it is recommended that the project specific space program be the starting point for an individual project design. In addition, it is important to note that the workstation typicals are a generic graphic representation only. Equipment manufacturers should be consulted for actual dimensions and utility requirements.

VBA ORGANIZATION AND DESCRIPTION

Current Organization Comment by Gyulnazarian, Samuel, VBAVACO: This entire section will have to be written with input from the USB’s office to reflect Organization’s description exactly aligned with VBA’s current mission. For example the part which describes VBA’s ambition to achieve paperless environment / facility is largely accomplished already. VBA has successfully digitized veteran files and as a result filing needs are no longer current.

The Veterans Benefits Administration (VBA) is one of three federal agencies that together form the U.S. Department of Veterans Affairs (VA). As the second largest Department within the federal government, VA provides services to Veterans of the U.S. military and their families. The Veterans Health Administration (VHA) is home to the largest integrated health care system in the nation. The National Cemetery Administration (NCA) maintains National Cemeteries that provide dignified burial services for military Veterans and eligible family members. In partnership with VA’s health and cemetery administrations, VBA provides benefits and services to military Servicemembers, Veterans and their families in recognition of their service to the Nation.

The Veterans Benefits Administration (VBA) provides a variety of benefits and services to Servicemembers, Veterans, and their families. Below are some of the major program offices within VBA.

· Compensation Service: Oversees the delivery of disability compensation, a tax-free monetary benefit paid to Veterans with disabilities that are the result of a disease or injury incurred or aggravated during active military service.

· Pension and Fiduciary Service: Provides program oversight that helps wartime Veterans, their families, and survivors with financial challenges by providing supplemental income through Veterans Pension, Death Pension, and Dependency and Indemnity Compensation. Protects the benefits paid to our most vulnerable beneficiaries who, because of disease, injury, or infirmities of advanced age, are unable to manage their VA benefits.

· Insurance Service: Maintains life insurance programs that give financial security and peace of mind for Servicemembers, Veterans, and their families.

· Education Service: Administers VA's education programs that provide education and training benefits to eligible Active Duty, National Guard, and Reserve Service members, Veterans, and dependents.

· Loan Guaranty Service: Provides oversight of the VA Guaranteed Home Loan Program that guarantees home loans in varying amounts. Ensures Veteran's rights are protected when purchasing a home under this program. Oversees administration of specially adapted housing grants for certain severely disabled Service members and Veterans so they can adapt or acquire suitable housing.

· Office of Transition and Economic Development: Partners within and outside of VA and with numerous federal agencies to advance the economic empowerment and independence of service members, Veterans and their families through increasing access to VA benefits, programs and services that support a seamless transition from military service to civilian life.

· Veteran Readiness & Employment (VR&E) Service: Assists Service members and Veterans with service-connected disabilities to prepare for, obtain, and maintain suitable employment; start their own business; or receive independent-living services. Oversees their education and provides career counseling to help guide career paths and ensure the most effective use of VA benefits.

· Office of Field Operations: Provides operational oversight to the district offices and 56 regional offices within the United States, Puerto Rico, and the Philippines. OFO also facilitates outreach and public contact services across the administration and ensures quality and training for VBA employees who engage with Service members, Veterans, and their families through client services such as the National Call Center.

· Appeals Management Center: Responsible for implementing the Veteran Appeals Improvement and Modernization Act of 2017. The Appeals Modernization Act modernizes the current claims and appeals process, includes three review options for disagreements with decisions, requires improved notification of VA decisions, provide earlier claim resolution, and ensure you receive the earliest effective date possible.

VBA has centralized much of the claims processing activity to specific locations across the country. Veterans Service Centers (VSC) are located at all Regional Offices and complete claims for disability compensation for Veterans in the jurisdiction of each Regional Office (usually within state lines). Vocational Rehabilitation and Employment (VR&E) services are provided at all Regional Offices and at many out-based offices to better provide counseling services to Veterans in need, and career and job assistance to enable Veterans to obtain and maintain employment. Pension work has been consolidated to three Pension Management Centers (PMC). Education services has been consolidated to two Regional Processing Offices (RPO) with an Education Liaison presence in each Regional Office. Home loan services has been consolidated to eight Regional Loan Centers (RLC) with a Loan Guaranty Liaison presence in each Regional Office. Life insurance services are consolidated to one insurance center.

A typical Regional Office will house two business lines, one for disability claims processing through a VSC and one for counseling through a VR&E office. To support the region’s operations, a Support Services Division (SSD) will maintain financial accounting and facilities, Human Resources (HR) will manage personnel issues and Director’s office staff will provide executive direction and monitor performance. The size of the Regional Office often depends on the Veteran population of the office’s jurisdiction, to support the number of claims received from the jurisdiction. The VSC will require the largest share of employees (over 60 percent), with SSD and VR&E requiring approximately ten percent each and the remaining staff required by HR and the Director’s staff. Comment by Timothy Werner: Is this still accurate?

VBA is a dynamic organization, constantly changing with new initiatives, emerging technologies, and varying work requirements. To accommodate changing work processes and align organizational functions, VA Regional Offices should have built-in flexibility. Office spaces are segregated into three categories: Public, Semi-Public, and Private. Each of these requires a specialized work environment.

Public and Semi-Public spaces are designed for direct contact with customers, such as hearing rooms and conference rooms. Private spaces are designed for business operations, administrative and management functions. Each regional office will divide its workspace among the various divisions present. All Regional Offices will include a Veterans Service Center which has implemented a Lean Six Sigma approach to the workload and includes an Intake Processing Center (IPC) where work flows from that center to teams organized based on specialized case management functions. VR&E offices will require individual Semi-Public spaces where Veterans will meet in private offices, with counselors. Some Semi-Public private offices will be reserved for shared use among the remaining divisions. Access to these Semi-Public areas should be directly accessible from the public space on one side and from the secure office areas on the other. The remaining divisions will require separate secure office spaces, incorporating an open, collaborative layout with some specialization needed for functions such as the National Call Centers. Comment by Timothy Werner: What does this tell the reader in practical terms?

Building security for both employees and customers is an important consideration. Each Regional Office utilizes an HSPD-12 compliant Physical Access Control (PAC) system.

VBA has a partnership and alliance with Veterans Service Organizations (VSO) and provides Semi-Public space for their staffs. VSOs assist Veterans in submitting requests for benefits and serve as Veterans’ representatives. These areas should be directly accessible from the public space.

Each Regional Office provides space for staff of the Office of Information and Technology (OI&T) to implement and manage the local information processing systems and oversee the computer room and IDF closets on Station.

Each Regional Office provides space for the Information Security Officer (ISO) VBA may also provide space for other VA activities such as Inspector General, Office of Public Affairs, National Cemetery Administration, Office of Regional Counsel, and Office of Resource Management.

VBA Transformation With an influx of disability compensation claims received through law changes and Veterans returning from the Global War on Terror, VBA is operating in a unique environment where more than 40 change initiatives will support the organization to become a streamlined, high-tech administration to enable VBA to complete claims more efficiently. The initiative has rolled out across all Regional Offices in phases. All ROs have completed this transformation. VBA’s transformation plan is focused on how the VBA is organized and trains its employees, how VBA does its work, and the systems VBA uses to deliver benefits. Comment by Timothy Werner: Is this necessary? What does it say about the present organization?

The implementation of the Veterans Benefits Management System (VBMS) allows VBA to complete disability compensation claims in the VSC electronically, similar to the other VBA programs such as Education and Home Loans. As the VSC is the largest program and is located in all 56 Regional Offices, an electronic system has introduced a new environment where claims processing strategy is not limited to a Regional Office located geographically nearby the Veteran.

The national brokering strategy has revolutionized the strategy to become a national work queue, where jurisdictional lines of claims are less defined as claims are assigned to the next available employee for efficiency and may result in claims being assigned to employees in offices across historical jurisdictional lines. Comment by Maxine Karam: How much of a paper world do we have? How accurate is this statement today? Comment by Timothy Werner: Has this been completed or still in progress?

Workflow reengineering, training, information technology, and improvements to physical infrastructure all contribute to creating a VA claims system that is superior to that of the past. Access to VBA is heavily oriented toward electronic claims processing and self-service based approaches to the Veteran community.

Future Trends The physical size, number, and location of Regional Offices will change in relation to Veteran demographics and VBA’s electronic national work queue approach to manage incoming claims. VA will become more dependent upon technology and Veterans will become more comfortable with electronic processing of claims. This may result in fewer Veterans visiting Regional Offices for services. Employees will work from alternative work sites in greater numbers. Ultimately, the VBA Transformation will focus on improving the disability claims process and eliminate lengthy wait times for a decision on a Veteran’s claim. Comment by Maxine Karam: Can this be removed? Comment by Timothy Werner: Is work from home common due to COVID? Will this remain as an option in the future? Comment by Timothy Werner: Is this a past event or ongoing?

VETERANS BENEFITS ADMINISTRATION ORGANIZATIONAL CHART

Principal Deputy Undersecretary for Benefits (201) Deputy Director (397) Chief Production Officer Appeals Management Office (397) Operations (21C) Policy & Procedures (21C) Medical Disability Examinations (21C) Loan Guaranty Service (26) Compensation Service (21C) Insurance Service (29) Vocational Rehabilitation & Employment Service (28) Pension and Fiduciary Service (21PF) Education Service (22) Office of Transition & Economic Development (23) Office of Deputy Under Secretary for Field Operations (20F) Deputy Chief of Staff (20A) Office of Strategic Initiatives and Collaboration (20S) Northeast District (20F3) St. Louis Continental District (20F4) Denver Southeast District (20F2) Nashville Pacific District (20F5) Phoenix National Contact Centers (20F) Outreach and Stakeholder Engagement (20F) National Work Queue (20F) Office of Financial Management (24) Office of Performance Analysis & Integrity (20B) Office of Business Process Integration (20C) Office of Talent Management (20M1) Office of Mission Support (20M3) Chief of Staff (20A) Undersecretary for Benefits (20)

VETERANS AFFAIRS REGIONAL OFFICE ORGANIZATIONAL CHART Comment by Gyulnazarian, Samuel, VBAVACO: will have to be verified by input from the USB’s office and/or OFO to reflect Organization’s description exactly aligned with VBA’s current mission. Plus end users validation.Assistant Director Human Resource Management Public Contact Team Information Processing Center Service Organizations American Legion America’s Sensory Impaired Veterans Organization Tenant Space

AMVETS

(American Veterans) Blinded Veterans Association Disabled American Veterans Military Order of Purple Heart Paralyzed Veterans of America State Department of Veterans Affairs Veterans of Foreign Wars Vietnam Veterans of America Director VACO Liaisons Veterans Service Center Veteran Readiness and Employment ServiceVocational Rehabilitation and Employment Service Support Services Division CORE Team Express Team Quality Review Team Appeals Team Non-Rating Team Special OPPS Team Rehabilitation Counseling Employment Services Facilities Finance Administration Office of Information and Technology Information Security Officer Loan Guaranty Service Liaison Education Service Liaison Fiduciary Service Liaison Insurance Service Contracting Officer Pension Management National Call Center

LEASE AND CONSTRUCTION (GSA AND VA)

GSA Space Assignment

The Federal Property and Administrative Services Act, as amended, (Title 40 U.S.C., Section 471 et. esq.), gives General Services Administration (GSA) the authority to procure and manage real property and assign it to Federal agencies. Space is assigned in accordance with Federal Property Management Regulations (FPMR) Part 101-17, Assignment and Utilization of Space. Leases must be procured through competitive procedures set forth in the Federal Acquisition Regulations and General Services Administration Acquisition Regulations. Contracting officers are required to comply with applicable Executive Orders (EO) including EO 12072, Section 1-103, that states consideration must be given to the centralized business area in determining delineated area of competition.

GSA looks first to fulfill agencies needs through vacant federally owned space or space in GSA’s inventory. If none exists, then GSA will solicit for a new lease assignment. The typical process begins at 42 months with notification of the upcoming lease process. At 36 months to 29 months the strategic requirements are needed. This process involves the following steps:

· VBA develops space requirements package. VBA identifies delineated area. VBA will consult with GSA’s leasing contracting officer to ensure all delineated requirements are met.

· VBA prepare Request for Lease Proposal (RLP) customized to VARO requirements.

· GSA issues RLP.

· GSA advertises in the Federal Business Opportunities (FBO)/Beta SAM along with Ads in local newspaper and Commerce Business Daily

· GSA/VBA Conducts market survey of buildings offered for lease.

· GSA determines the Best and Final Offers.

· GSA executes lease.

· VBA develops Design Intent Plans when a VBA architect is available. When a VBA architect is not available then the lessor’s architectural team will develop the Design Intent Plans with VBA and GSA input.

· Plumbing, electrical, telephone, partition locations

· VBA develops the furniture Plans when feasible. Additionally, VBA will have GSA or the lessor develop the furniture plans. VBA also has an IDIQ contractor that they utilize for this service.

· GSA develops Construction Documents.

· GSA oversees Construction.

· VBA completes activation. VBA does utilize MOVE services from GSA to facilitate the removal of furniture and the installation of furniture in a lease.

It is important for the VARO to designate a project coordinator to work with the VBA Headquarters project manager in the Office of Administration and Facilities and with GSA. The project manager and project coordinator function as the focal point for both GSA and internal organizations ensuring that all of the necessary agency actions are coordinated and completed on time.

The project manager and/or the project coordinator, jointly with GSA representatives, will review and approve the RLP; participate in the market survey; inspect progress of build out; develop milestones; track delivery schedules for furniture, equipment, and telecommunications; and finally, coordinate the move. The furniture, equipment and move services can be procured by either VBA, GSA or IDIQ contractor.

GSA provides a range of customer services including: Real estate planning, space design, interior design, furniture, security, moving, and special consulting. In recent years, GSA revised its pricing policy to align rates with private sector markets and adopted the Building Owners and Managers Association (BOMA) Floor Standard for space measurement.

Refer to the VARO-GSA Relocation – Generic Schedule chapter of this Space Program Criteria.

VA Lease Procurement

Effective October 1996, GSA re-delegated to Federal agencies, the authority to lease their own space when the following conditions are met:

· Letter of notification to GSA of the need for “general purpose” space and the agency’s intent to exercise the authority granted in the delegation.

· Suitable government-controlled space is not available and cannot be provided to the agency.

· The congressional committees, pursuant to the Public Buildings Act of 1959, must approve a prospectus when the annual rental for the lease contract, excluding services and utilities, exceeds the prospectus level threshold, as adjusted annually in accordance with section 102-73.35 of the Federal Management Regulation (FMR) Fiscal Year 2020 threshold is $3.095 and for alterations in leased buildings $1.547 million.

· Delegation may be made to qualified lease contracting officers.

· Federal agencies must acquire and utilize space in accordance with all applicable laws and regulations, including, but not limited to, the Competition in Contracting Act, Federal Property Management Regulations, Executive Order 12072, Executive Order 13006, Davis Bacon Act, and the General Services Administration Acquisition Regulations.

· Agencies periodically provide GSA with leasing performance information.

· All leasing delegation authorization must be submitted to GSA.

§102-72.30 CFR Title 41 Public Contracts & Property Management Delegations related to real estate leasing include the following:

(a) Categorical space delegations and agency special purpose space delegations (see 102-73.140 of this title).

(b) The Administrator of General Services has issued a standing delegation of authority (under a program known as “Can’t Beat GSA Leasing”) to the heads of all Federal agencies to accomplish all functions relating to leasing of up to 19,999 rentable square feet of general purpose space for terms of up to 20 years and below prospectus level requirements, regardless of geographic location. This delegation includes some conditions Federal agencies must meet when conducting the procurement themselves, such as training in lease contracting and reporting data to GSA.

(c) An ACO delegation, in addition to lease management authority, provides Federal agencies with limited contracting officer authority to perform such duties as paying and withholding lessor rent and modifying lease provisions that do not change the lease term length or the amount of space under lease.

VA CONSTRUCTION

An alternative to leasing through GSA is constructing a VA owned facility on VA property. This can be accomplished through VA construction appropriations. VA generally uses the Design-Build method of delivery. This is a two-step process in which an Architect/Engineer firm (A/E) is selected to develop a Request for Proposal (RFP). The RFP conveys the design concept, applicable standards, performance specifications, design development drawings, interior finish package, and exterior enclosure package. The A/E may also assist VA in preparing the solicitation for a construction contractor, review the design-build submittals, and participate in inspections.

VA selects the Design-Build contractor who prepares design and construction documents and oversees the construction process.

Design-Build Bridging Delivery Template

SQUARE FOOTAGE TERMS AND ILLUSTRATIONS

UsableTENANT 1

TENANT 2

ELEV

JAN

LOBBY

RESTROOM

RESTROOM

STAIRS

Comment by Timothy Werner: These diagrams appear to be correct. What additional information needs to be conveyed? Comment by Gyulnazarian, Samuel H., VBAVACO: I think these diagrams are little misleading. Needless information such as columns, walls, windows doors etc. can be misleading and raise more questions. I suggest to get rid of needless graphics and simplify diagram in order to clearly define USF, RSF and Gross. If AE feels that we need to add something then make a suggestion. In order to clarify why I challenge graphics misleading characterization let me bring an example. Walls, columns, windows are not entirely in USF or RSF although present graphic puts them all in USF, but then in RSF as well. I understand that getting into formulas how columns, walls, windows and doors are divided between USF and RSF is not objective of this Space, and it is not what we need her. Thus not showing them will help to avoid getting into questions like that. Graphics must be focused on the illustration of concept of USF RSF and Gross SF only. Again if AE feels that we need to get into further dividing components of buildings we can discuss.

Usable square footage includes only space for staff, support and interdepartmental circulation. Usable space is also referred to as Program Net. This area is calculated from the inside face of the exterior walls to the center of common walls.

RentableTENANT 1

TENANT 2

ELEV

JAN

LOBBY

RESTROOM

RESTROOM

STAIRS

Rentable square footage includes the Usable space above, plus a proportional amount of the common areas: lobby, restrooms, storage, telephone/electrical and janitor closet, etc. This area is calculated from the inside face of the exterior walls to the center of common walls.PROPORTIONAL

GrossTENANT 1

TENANT 2

ELEV

JAN

LOBBY

RESTROOM

RESTROOM

STAIRS

Gross square footage includes the Rentable space above and all major vertical penetrations. Gross is computed by measuring the exterior finished surface of permanent building walls.

SPACE PROGRAM AND DESIGN CRITERIA

The VA has developed a Space Programming/Requirements template according to the criteria provided in this Design Guide.

The Developer A/E will further refine the space program, establishing the project scope and space parameters for the proposed facility. The program data will be gathered through interactive interviews with major components of the VARO. The space program provides qualitative and quantitative information, as well as objectives, adjacencies, and operational needs. Special space requirements are also identified, such as health unit, fitness center, break rooms, ATM, building support, and parking.

This Design Guide facilitates the necessary data for developing a space program. A space program includes the following:

· An organizational chart.

· Adjacency requirements between staff and support spaces.

· All physical space requirements for staff, office support, and special function areas.

· All special construction, electrical, mechanical, and data requirements.

· A comprehensive personnel listing arranged by division, position title, and grade.

· A complete inventory of equipment that will be relocated.

Estimating and planning for adequate circulation within the interior office environment, as well as within the public egress areas, are issues that should not be overlooked, and is included on the summary sheet of the Space Programming/Requirements template.

For interior space, especially those spaces with a high percentage of modular workstations, an interdepartmental circulation factor of 35 percent is recommended for work area only. This allowance provides for flexible interior planning and code-compliant clearances for access between workstation pods and for path of travel throughout the interior spaces. This factor is incorporated into the Space Program database as a standard when calculating total assignable square feet required. When planning the building shell and core design, a net-to-gross factor of 25 percent will be used by the database to calculate the gross square footage for the building. However, net-to-gross factor will vary depending on complexity of building geometry, number of tenants, and efficiency of the core relative to the shell design.

The “Standard Method for Measuring Floor Area in Office Building,” published by the Building Owners and Management Association (BOMA) and approved by the American National Standards Institute (ANSI) is an excellent resource and should be utilized by the development and architectural teams during the Schematic Design phase.

WORKSTATION PHILOSOPHY Comment by Gyulnazarian, Samuel, VBAVACO: Need end user validation

A professional space planner should be part of the Architectural Design Team from the onset of the project. It is the responsibility of the project architect, the space planner, and the local management team to confirm that the overall furniture layout can be successfully accommodated within the floor plate and around the core elements and other building features. This is accomplished with test fit layouts. When designing the furniture layout, it is important to adhere to the selected workstation allowances.

Modular workstations are the primary workspace in Regional Office open office environments. Consideration must be given to ergonomic requirements, monitor dimensions, keyboard trays, wire management, panel heights, sound absorption, worksurface dimensions, lighting, aesthetic expectations, ADA requirements, and of course, the available budget. The goal is to create efficient individual workspaces and a pleasant overall environment. With a focus on electronic claims processing, paper files folders have been replaced with scanned documents for review by the employee. Therefore, all workplaces shall be equipped with dual 21” monitors, as the standard. In order to maximize desktop workspace in 90-degree worksurfaces, straight corners are advisable.

Workstation typicals and standard components are detailed in later chapters of this Guideline.

There are four workstations sizes presented for the majority of the technical staff; Workstation A is 36 SF, Workstation B is 48 square feet, Workstation C is 56 square feet and Workstation C1 is 20 SF. Workstation C1 is used for Hoteling / Desk Sharing. As the paperless environment is implemented, Workstation A, 6’ x 6’, shall become the most frequently specified workplace. Care should be given when planning the workplaces to convert to the smaller Workstation A design in the future. As the VBA desires more shared conference and training space, smaller Huddle Rooms for smaller meetings, management may opt for the smaller workstation for some technical positions. The space program has been designed so that if the smaller workstation is selected, then the overall conference and training space for the Regional Office is increased accordingly. The panel height in workstations should not exceed 54”. Higher partitions between workstations might be required in call centers to provide improved privacy for potential constant telephone conversations with customers in every neighboring station. The need for overhead storage has been greatly reduced with all required manuals now being electronic. The specification of storage towers with a valet, small shelving unit, and a two-drawer pedestal eliminates the need for overhead storage components. Panel mounted, adjustable, or freestanding task lights may be used for workstations needing additional lighting. Articulating keyboard platforms with a mouse attachment, left or right, are superior to drop down or sliding keyboard trays. Selecting well designed, ergonomic task chairs cannot be over emphasized. Where possible, utilizing adjustable height desktops, from a seated position, to provide sit/stand capability is a superior ergonomic design. Adjustable height workstations must meet a minimum of 10% requirement to a desirable maximum of 100%. VBA is encouraged to hire physically challenged Veterans. Both public areas, as well as secure office areas should follow all ADA guidelines for accessibility. Comment by Gyulnazarian, Samuel, VBAVACO: Revise after work space name conventions are finalized in the program and the guidelines. Comment by Timothy Werner: This seems low. Is this a VBA standard?

Obtain professional design services, when possible, to develop a color palette that unifies the Regional Office. Up front planning will result in cost savings over the long term. Furniture and panels should be interchangeable and easily reconfigured. This can be accomplished by procuring quality furniture in the selected color palette from one manufacturer, purchasing worksurfaces of a consistent depth, and panels of a consistent height. Panels that provide accessible wire management and power trays at desk height (Beltline) are recommended. Panels with an open base may be preferable to a raceway base, to allow better air flow from workstation to workstation. In open base workstations and all other applicable situations, a special attention must be given to avoid conflicts of power / data outlets at beltline with adjustable height worksurfaces.

Noise can often be a problem in an open office design. Special attention to sound absorption properties is essential in ceiling tiles and workstation panels. Panels play an important role in achieving the desired environment. Low panels with stacking glass tiles where additional privacy is required, offer better visual management, facilitate natural light distribution, and promote team interaction; while higher panels provide individual privacy, maximize sound absorption, and promote a quieter environment. When selecting the panel height, these two seemingly contradictory qualities must be weighed for their importance within a team structure. A panel series that offers stackable, segmented panel capability may be a solution. Panel segments may be added or deleted as needed.

The maximum benefit from natural light and air distribution can be achieved if open spaces are created along the perimeter with private offices near the building core. Installing side light windows will allow natural light to reach interior offices. The lighting layout, utilizing direct/indirect recessed fluorescent fixtures, or pendant light fixtures should be planned as an overlay to the furniture layout with the intent to minimize glare and maximize even light distribution.

Modular Workstation

SPACE TYPES

See the associated page for more information related to each space: (XX)

Public Spaces

Public spaces are areas with a high concentration of public visitor traffic:

Semi-Public Interactive Spaces

Semi-public spaces are areas that have limited or escorted specialized visitor traffic:

Private Spaces

Private spaces are secured and receive little or no escorted visitor traffic:

Functions at select Regional Offices

Functions at Central Office.

• VBA Contracting (Office of Acquisitions) (38)

Other VA Functions.

VBA REGIONAL OFFICE RELATIONSHIP DIAGRAM Comment by Timothy Werner: Needs end user review and validation. Needs new diagram with revised bubbles and colors. Comment by Gyulnazarian, Samuel H., VBAVACO: Some components are missing (mail room, interview rooms?), some use wrong color (finance, Loading Dock. Simplify graphics, geometry is very confusing.

Reception Lobby Food Service Security eBenefits VRE Services Center (Job Lab) Hearing Room Credit Union Veterans Service Organizations Office of Regional Counsel Human Resource Management Administrative (Mail, Publications) Computer Room / OI&T Employee Lounge Insurance Center National Call Center Office of the Director Pension Management PIV Room Training Room Veterans Service Center Loan Guaranty Legend Semi-Private Public Private Close Proximity Essential VRE Counselor Spaces Education VSC Counselor Spaces Loading Dock / Bulk Storage Finance

Comment by Maxine Karam: Public area: missing interview rooms that are part of VSCs. Semi-private Education is private.

Add job lab or is this eBenefits? Comment by Timothy Werner: Job Lab is VRE Services Center

ADJACENCY MATRIX

OFFICE OF THE DIRECTOR Comment by Gyulnazarian, Samuel, VBAVACO: Needs end user review and validation.

Program Responsibility

The Director is responsible for the operation of the Regional Office, program administration of Veterans’ benefits and services mandated by law and for public relations. The Director interacts with all operating elements within the Regional Office structures. HRM operations fall within the Office of the Director.

The station training room is managed by the Regional Office’s Training Manager who is assigned to the Director’s office, and reports to the Assistant Director. The station training room should be convenient to Regional Office employees with access from a main corridor. If only one training room is at the Regional Office, the room should be of sufficient size to install desktop computers for classroom training. Locate the training room near stacked plumbing if a small alcove for a sink and refrigerator are provided.

Location

The Director's suite should be located away from public areas but be easily accessible for escorted visitors. The suite should portray an executive image. Provide private offices as called for in criteria and open office areas for support staff. A secure workroom for all IT equipment, copier, fax, supply storage should be included to protect Veteran and employee PII, as this office receives outside visitors.

Layout

The Director’s private office suite should have an inviting reception and waiting area, and second means of egress, preferably into an egress corridor. A small kitchenette near the conference room is desirable. The Director’s Conference Room located adjacent to the Office of the Director is desirable. The Director’s Conference Room should be located with access to a common corridor.

OFFICE OF THE REGIONAL COUNSEL Comment by Gyulnazarian, Samuel, VBAVACO: Needs end user review and validation.

Program Responsibility

The Office of Regional Counsel is not part of VBA but is a separate VA entity that may be provided space within the VARO facility. The Office of Regional Counsel consists of a nationwide network of Regional Counsel Area offices and Out-stationed Regional Counsel staff. Their mission is to provide training and advice to VA employees and to provide financial disclosure to the public.

Location

Locate the Office of the Regional Counsel away from public areas. Visitors should be escorted to the office area from the main intake area.

Layout

The law library/conference room should be equipped with perimeter or double-faced shelving, if the library has not been electronically imaged, reference/conference table and a computer with modem for electronic referencing. Ceiling high partitions are required for the Regional Counsel, Assistant, Attorneys and Law Library. In most cases the law library is now electronic, only a minimum number of reference books are kept on site.

OFFICE OF INFORMATION AND TECHNOLOGY Comment by Gyulnazarian, Samuel, VBAVACO: Needs end user review and validation.

Program Responsibility

VA’s Office of Information and Technology (OI&T) provides network support to each VBA Regional Office through the local OI&T division. OI&T is responsible for the development, implementation, and management of local information processing systems, resource allocation for equipment and supplies, and providing IT training programs. This division ensures the station is in compliance with all VA IT security procedures and provides liaison with users of telecommunications services. The OI&T staff reviews and tests all revised IT releases prior to installation and provides help desk support for all out-based clients. In addition, the division conducts work process studies to identify and design efficient use of all IT equipment and software.

Location

The OI&T Division is located adjacent to the computer room if possible, and away from the public areas. This area has no public access and visitor traffic is limited to authorized Regional Office staff and vendors. Space for equipment staging and repair with a work bench is needed in close proximity as well as a secure storage area for incoming and outgoing equipment. Each Regional office requires a Computer Training Room equipped to support mandatory IT training.

OI&T maintains a VBA Regional Office computer room and IDF closets that house all of the information technology equipment that serves users at the Regional Office and out-based clients.

Layout

The OI&T office space should be an open office with secure card reader entry. Workstations should be designed to house a minimum of two computers with duel screen monitors.

The Computer Room should be located away from windowed exterior walls and public areas to ensure maximum security but should be allowed clear access from the loading dock, or freight elevator, to receive large pieces of equipment, if practical. OIT, Computer Room and IDF closets shall be designed in compliance with NSC-ER-TR Infrastructure and Inside Plant and VA Enterprise Facility IT Support Infrastructure Standard.

VETERANS SERVICE CENTER Comment by Gyulnazarian, Samuel, VBAVACO: Needs end user review and validation.

Needs new diagrams

Program Responsibility

The Veterans Service Center (VSC) processes disability compensation claims for Veterans and their families. VSC employees support the Veteran community by providing information and assistance on the claims process through extensive and targeted outreach to vulnerable communities, walk-in assistance, correspondence, and electronic correspondence through eBenefits web portal. Once the claim is received, the VSC processes the claim in the Veterans Benefits Management System (VBMS).

The VSC is organized into cross-functional teams, so all the employees required to complete a claim are in close proximity, to improve communication and build efficiency. VSC teams are organized into segmented lanes to group claims with similar attributes together within the lane. Each team is focused on one lane or group of claims to build efficiency. Figure 1 below illustrates the VSC intake process flow.

Intake Processing Center Quickly and accurately control claims; strong leadership and oversight required

Comprehensive Screening Effective at sorting cases for each lane, and reducing logistical burden allows VSRs to concentrate on actionable work

Cross-functional teams:

A foundational element of the new operating model where cross-trained VSRs and RVSRs co-locate to increase knowledge transfer, speed and accuracy

Non-rating team Stand-alone non-rating claims and all rating promulgation and authorization resides here. Once cross-trained, promulgators will return to cross functional lanes.

Quality Management

Public Contact

Intake Processing Center

Comprehensive Screening

Appeals Special Ops Core Express Non-Rating

Quality Management Establish Quality Review Team: new quality team unites training, local quality review and National STAR review

Figure 1 – VSC Intake Process Flow

Location

The Public Contact area receives the most visitor traffic and will require public access. It is ideally located with direct access from the reception / waiting area. The area is used for interviews with Veterans and claimants; therefore, it should be located on a different floor or separate from than the main, private secure VSC work space. The Public Contact area will be staffed by personnel who will interview Veterans and visitors in an environment with enough privacy to have a private conversation regarding benefits and counseling. A hearing room will be used by various staff to provide information to Veterans and their representatives and should be located near the Public Contact area. An eBenefits area should be included in the Public Contact intake area.

The Veterans Service Center Manager’s front office should be centrally located in the secure office space with easy access to all teams.

The Intake Processing Center (IPC) will be comprised of mail sorting structures and staffed by a combination of clerical staff and file review staff who will require the same workstation as the regular teams, but in an open area near the mail sorting structures. As the Regional Offices has moved into a paperless environment, this team has decreased in size. It should be located in an area easily re-purposed for other RO functions. Comment by Gyulnazarian, Samuel, VBAVACO: Revise

The processing structure of the Veterans Service Center includes five teams that require the same physical workstation layout. The teams include Non-Rating, Express, Core, Special Ops, and Appeals. Each of these teams will have a unique mix of positions working on the team, but all positions will require the same workstation positioned in a semi-collaborative, open environment to be used for computer work and reviews of any paper files. Comment by Gyulnazarian, Samuel, VBAVACO: Revise Comment by Gyulnazarian, Samuel, VBAVACO: Revise as needed

The Quality Management Team should be located separate from the five teams above, as this team reviews the work of the VSC staff on station. The staff should have easy access to training rooms.

Layout

The Public Contact reception/waiting area should be appropriately sized for Veterans and accompanying family members. The design should be comfortable, pleasant, and have a second means of egress, as required to inhibit visitors from wandering into secure office areas. The reception desk must be equipped with a silent duress alarm. The main intake desk and Security Guard desk should be located in the Public Contact reception area.

Interview rooms should have slab to deck walls, doors, one for the visitor, one for the interviewer on opposite sides of the room to open into a secure corridor, or into secure office space. Where possible glazed walls and doors are advised for improved visibility / security. For security purposes, these rooms must be equipped with a silent duress alarm and observation windows. The room should have sound attenuation to provide privacy and to shield from exterior noise. Add convenience outlets at interview rooms so veterans can power up their devices if need be. Typically, these rooms should be 120 SF. Where access for two visitors in wheelchairs is necessary, provide 150 SF.

The Hearing Room should be readily accessible to visiting Veterans near the waiting area or along a public corridor. VSC staff should have easy access to the hearing room. For security purposes, the room must be equipped with a silent duress alarm. If two doors are provided, they should be at opposite sides of the room with public access on one side and the other into a secure corridor or into secure office space. The doors should be lockable from the outside, as video conference and recording equipment will be housed in the room. The room should have sound attenuation to provide privacy and to shield from exterior noise.

All enclosed offices are required to have either glass door or side lite for improved visibility / security.

Private offices are required for the VSC Manager and Assistant in the Front Office. Additional private area surrounding the VSC Manager and Assistant’s offices for management staff or a management conference room nearby is…