Exhibit B_VBA Design Guide - Space Program Criteria 2021.pdf

Space Program Criteria

March 2016 rev. March 2021

VETERANS BENEFITS ADMINISTRATION

VA REGIONAL OFFICE

VA REGIONAL OFFICE SPACE PROGRAM CRITERIA

TABLE OF CONTENTS

TABLE OF CONTENTS

FOREWORD ..................................................................................................................................................... i

INTRODUCTION .............................................................................................................................................. ii

VBA ORGANIZATION AND DESCRIPTION

VETERANS BENEFITS ADMINISTRATION ORGANIZATIONAL CHART

VETERANS AFFAIRS REGIONAL OFFICE ORGANIZATIONAL CHART

LEASE AND CONSTRUCTION (GSA AND VA)

SQUARE FOOTAGE TERMS AND ILLUSTRATIONS

SPACE PROGRAM AND DESIGN CRITERIA

WORKSTATION PHILOSOPHY

SPACE TYPES

VBA REGIONAL OFFICE RELATIONSHIP DIAGRAM

ADJACENCY MATRIX

OFFICE OF THE DIRECTOR

OFFICE OF THE REGIONAL COUNSEL

OFFICE OF INFORMATION AND TECHNOLOGY

VETERANS SERVICE CENTER

EDUCATION DIVISION

SUPPORT SERVICES DIVISION

HUMAN RESOURCE MANAGEMENT

LOAN GUARANTY DIVISION/REGIONAL LOAN CENTERS

VETERAN READINESS AND EMPLOYMENT DIVISION

NATIONAL CALL CENTER

PENSION MANAGEMENT CENTER VA PENSION BENEFITS

FIDUCIARY (FID-HUB)

VBA INSURANCE CENTER

VBA CONTRACTING

INFORMATION SECURITY OFFICER

VETERANS SERVICE ORGANIZATIONS

AUXILIARY SERVICES

BUILDING SUPPORT

WORKSTATION AND SUPPORT AREA CRITERIA

TELEWORK

WORKPLACE TYPICALS

WORKPLACE COMPONENTS

GLOSSARY

ABBREVIATIONS

VARO-GSA RELOCATION – GENERIC SCHEDULE

MOVE CHECKLIST

i

FOREWORD

FOREWORD

The “VA Regional Office Design Guide” is the culmination of a partnering effort between the VBA Office of Mission 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 establish a quality standard that meets VA mission goals and initiatives and is the most fiduciarily responsible for VA Regional Offices. This document will aide designers in 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 Mission Support (20M3) ii

INTRODUCTION

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

VBA ORGANIZATION AND DESCRIPTION

Current Organization

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.

https://www.benefits.va.gov/compensation https://www.benefits.va.gov/pension/index.asp https://www.benefits.va.gov/fiduciary/index.asp https://www.benefits.va.gov/insurance/ https://www.benefits.va.gov/gibill https://www.benefits.va.gov/homeloans/ https://www.benefits.va.gov/BENEFITS/oted.asp https://www.benefits.va.gov/vocrehab/index.asp

VBA ORGANIZATION AND DESCRIPTION

• 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.

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, https://www.benefits.va.gov/benefits/offices.asp https://www.benefits.va.gov/benefits/offices.asp https://www.benefits.va.gov/benefits/offices.asp https://www.benefits.va.gov/benefits/appeals.asp

VBA ORGANIZATION AND DESCRIPTION

incorporating an open, collaborative layout with some specialization needed for functions such as the National Call Centers.

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.

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.

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.

VBA ORGANIZATION AND DESCRIPTION

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.

VETERANS BENEFITS ADMINISTRATION ORGANIZATIONAL CHART

VETERANS BENEFITS ADMINISTRATION ORGANIZATIONAL CHART

Undersecretary for Benefits (20)

Principal Deputy Undersecretary for Benefits (201)

Chief of Staff (20A)

Office of Strategic Initiatives and Collaboration (20S)

Compensation Service (21C)

Pension and Fiduciary Service (21PF)

Education Service (22)

Office of Transition & Economic Development (23)

Loan Guaranty Service (26)

Vocational Rehabilitation & Employment Service (28)

Insurance Service (29)

Appeals Management Office (397)

Deputy Chief of Staff (20A) Office of Deputy Under

Secretary for Field Operations (20F)

Southeast District (20F2) Nashville

Northeast District (20F3) St. Louis

Office of Talent Management (20M1)

Continental District (20F4) Denver

Office of Mission Support (20M3)

Pacific District (20F5) Phoenix

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)

National Contact Centers (20F)

Chief Production Officer

Medical Disability Examinations (21C)

Operations (21C)

Policy & Procedures (21C)

Deputy Director (397)

VETERAN AFFAIRS REGIONAL OFFICE ORGANIZATIONAL CHART

VETERANS AFFAIRS REGIONAL OFFICE ORGANIZATIONAL CHART

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

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)

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.

o 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.

o 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.

LEASE AND CONSTRUCTION (GSA AND VA)

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 http://www.gsa.gov/portal/ext/public/site/FMR/file/Part102-_73.html/category/21859/#wp2016615

LEASE AND CONSTRUCTION (GSA AND VA)

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

Task Name Duration Sequence 924 Days

6 120 157 73 568

Pre-Design (6 Days) ____

Schematic Design (120 Days) ________________________

Request for Proposal (157 Days) -------------------------------------------

Offer and Award (73 Days) ---------------------------------

Design Build (568 Days) ------------------------------------------------------------------

SQUARE FOOTAGE TERMS AND ILLUSTRATIONS

SQUARE FOOTAGE TERMS AND ILLUSTRATIONS

Usable

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.

Rentable

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.

Gross

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.

TENANT 1 TENANT 2

ELEV JAN

LOBBY RESTROOM RESTROOM

STAIRS

PROPORTIONAL

TENANT 1 TENANT 2

ELEV JAN

LOBBY RESTROOM RESTROOM

STAIRS

TENANT 1 TENANT 2

ELEV JAN

LOBBY RESTROOM RESTROOM

STAIRS

SPACE PROGRAM AND DESIGN CRITERIA

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

WORKSTATION PHILOSOPHY

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.

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

WORKSTATION PHILOSOPHY

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

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:

• Public Contact reception areas for general information (21)

• Veteran Readiness & Employment Employment Services Center for job training and resume development. If space allows, this area may be specified in semi-public space in the VR&E Division. (21)

• eBenefits area for Veteran online access (21)

• Veterans Service Organization staff offices and interview areas (40)

• Food Service Areas (41)

• Security Guard Station (21)

Semi-Public Interactive Spaces

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

• Loan Guaranty Division (Interview space may be provided in Public Contact moving Loan Guaranty to private space) (30)

• GSA or landlord provided service areas

• Credit Union (41)

• Veteran Orientation Room (May be combined with a VR&E Conference Room) (31)

• Veteran Readiness & Employment offices for counseling appointments, - VRC office / interview rooms. (31)

• Career Development Center (31)

• Interview rooms for benefits counseling (21)

• Education Division (ED) interview space to be provided in Public Contact (27)

• Veterans Service Organizations (40)

• Health Unit (41)

• Union Office

• VRE Orientation Conference Room (31)

• Hearing Rooms for case reviews with Veterans and representatives (21)

SPACE TYPES

Private Spaces

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

• Office of the Director (18)

• Veterans Service Center (VSC) secure office space (21)

• Mail Room Intake Processing Center (IPC) (21)

• Support Services Division (SSD) (28)

• Veteran Readiness & Employment (VR&E) if not Centralized Interview Rooms (31)

• Information Security Officer (ISO) (39)

• Fitness Center (41)

• Education Division (27)

• Office of Information and Technology

• (OI&T) Staff and Computer Room (20)

• EEO Officer

• PIV Room (41)

• Staff Training/Conference Rooms (41)

• Human Resource Management (HRM) liaisons (29)

• Contracting Officer Liaison (38)

• Loan Guaranty Liaisons (30)

• Fiduciary/Field Examiners Liaisons (36)

Functions at select Regional Offices

• Education Service Centers (27)

• National Call Centers (NCC) (34)

• Pension Management Center (PM) (35)

• Insurance Centers (IC) (37)

• Area Human Resource Management Centers (AHRMC)

• FID-HUB (36)

Functions at Central Office.

• VBA Contracting (Office of Acquisitions) (38)

Other VA Functions.

• Office of the Inspector General (3)

• Regional Counsel (3) (19)

• Office of Public Affairs (3)

• Office of Resource Management (3)

VBA REGIONAL OFFICE RELATIONSHIP DIAGRAM

VBA REGIONAL OFFICE RELATIONSHIP DIAGRAM

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

ADJACENCY MATRIX

ADJACENCY MATRIX

PR PR SP PR PR SP SP PR PR PR SP PU PR PR SP PR PR PR PR SP SP

Legend

A Close Proximity Essential

B Close Proximity Desirable

C No Spatial Relationship

D Separation Desirable

E Separation Essential

PU Public

SP Semi-Private

PR Private

Page

PR Administrative Section (Mail, Publications) 27

PR Computer Room /OI&T 19 C

SP Credit Union 45 C C

PR Education Division 25 B B C

PR Employee Lounge 45 C C C B

SP Finance Section 27 B C C C C

SP Hearing Room 20 C C C C C C

PR Human Resource Management 32 C C C C C C C

PR Insurance Center 41 C C C C C C C C

PR Loading Dock / Bulk Storage 47 A C C E C D E D C

SP Loan Guaranty Div. 33 C C C C C C C C C D

PU Main Reception/Interview 20, 35 D E C C D C B B C E B

PR National Call Center 38 C C C C C C C C C C C C

PR Office of the Director 17 C C C C D C E A C E C E C

SP Office of the Regional Counsel 18 C C C C C C D C C E C D C C

PR Pension Management 39 C C C C C C C C C C C C C C C

PR PIV Room 45 C C C C C A C B C C C C C C C C

PR Training Room 45 C C C B C C C C C D B D C B C C C

PR Veterans Service Center 20 A B C C B D B C C D C E C C C B C A

SP Veterans Service Organizations 44 C E C C C C A C C C C A C E D C C E C

SP Veteran Readiness & Employment Services 35 C C C C C C C C C D C A C D C C C B B B

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OFFICE OF THE DIRECTOR

OFFICE OF THE DIRECTOR

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

OFFICE OF THE REGIONAL COUNSEL

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.

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

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

OFFICE OF INFORMATION AND TECHNOLOGY

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.

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.

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

VETERANS SERVICE CENTER

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.

Figure 1 – VSC Intake Process Flow

Quality Management

Comprehensive Screening

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

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

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

Intake Processing Center Public Contact

Express Non- Rating

Special Ops

Appeals Core

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 Establish Quality Review Team:

new quality team unites training, local quality review and National STAR review

VETERANS SERVICE CENTER

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.

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.

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.

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.

VETERANS SERVICE CENTER

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 desired for private management conversations to occur. All other support workplaces for the Front Office should be cubicles to meet the criteria of the space program.

The Intake Processing Center (IPC) should be located in, or adjacent to the mail room, if the mail room is managed by the Veterans Service Center. The mail room is required to be secure and accessible to only essential personnel. If the mailroom is managed by a different division, IPC should be located near the mail room to efficiently route mail to the various VSC teams.

All other space is open office for clustered teams, files, processing areas and meeting spaces. Printers and faxes should be located in team areas as required by the business line.