1. IPR VW International, Inc

2.  Background & Scope  Approach to Study  Conceptual Definitions – Past Lessons  Results…  Questions

3.  Mod performed to the HFPO Guide (wiki) update process with the idea to incorporate the results/processes into the Guide.  The scope is to evaluate, determine, and recommend the optimal way for HFPA Construction Management Division (CMD) to support the initial outfitting/facility provisioning and transition of operations for all projects within HFPA’s construction program.

4.  Specific requirement was to provide recommendations regarding: Programming of funds and resources Staffing / Organization of CMD, Project Offices, and local MTF’s transition committees Development of IO&T budget requirements, management of funds, and execution tracking Transition, IO planning, consulting support & execution management IO procurement and management Development of policies, procedures, checklists and other items to document the plan Other functions and actions required to provision and transition operations into the new facility.

5. Ft Detrick (2) FY07-13 $735.0M Ft Hood (2) $16.5M Germany (1) $13.0M Legend Medical MILCON In Construction Korea (2) $62.0M Medical MILCON Program FY 07-13 Total Projects: 10 Total PA: $372.1M Total Projects: 26 Total PA: $1,596.3M / $46.7 MCA Ft Irwin (1) FY07 $6.0M Ft Hood (1) FY07 $18.0M Ft Sam Houston (1) FY09 $11.0M Camp Bullis (1) FY08 $7.4M Ft Benning (1) $7.1M Ft Drum (1) FY07 $9.7M Aberdeen (2) FY09-13 $381.0.0M Italy (1) FY07 $52.0M ($29.5M MCA) Ft Richardson (1) FY07 $37.2M ($17.2M MCA) Ft Wainwright (1) $215.0M Ft Leonard Wood (1) FY09 $20.0M Ft Carson (1) FY13 $3.1M Pike’s Peak (1) FY12 $4.2M Tripler (1) FY13 $35.0M Ft Stewart (1) FY13 $4.0M Ft Benning (2) FY12-13 $153.0M Ft Lewis (1) FY13 $8.0M Ft Riley (1) FY13 $20.0M Ft Bragg (1) $4.3M NOTE: From TMA FY08-13 POM Submission Camp Zama (1) FY13 $6.7M Korea (1) FY13 $11.8M White Sands (1) FY13 $8.0M Germany (3) FY12-13 $65.2M Ft Detrick (2) FY06 $54.2M 07 08 10 12 FY 09 11 13

6.  Study and recommend best approach for HFPA to support the Initial Outfitting and Transition of the incoming Construction workload

7.  Analyze available historical data for resourcing patterns  Create model to determine tasks  Extrapolate scale given input parameters: $, location, FY, type, quantities  Research task suitability for contracting  Consolidation by location, type of activity, design- build options  Estimate alternatives  Identify risks due to capacity issues

8.  Determine the distribution of total requirements as defined by the anticipated construction program  Determine funding model using construction program as input parameter (pie-sizer)  Create a Task Allocation model (pie- slicer)  Propose a model of task consolidation based upon timing and location

9.  Utilizing data from BAMC and Basset AHC  Analyze and catalogue expenditures into task groupings.  Determine allocation of funds expended by Task Category  Arrive at a model as to how to slice the IO&T resource pie into Task Slices, which could then be addressed as requirements

10.  Analyze prospective from three aspects: time (FY), location, and scale.  Determine size of each project’s pie.  Group the pies (by location & time).  Slice each pie into tasks.  Group the task “slices” into new “requirements pies”.

11.  A look back to Brooke Army Medical Center (as detailed data source)  Conceptual definitions

12. Transition Funds

13.  Investment Supports all costs required to move the “steady state” of the facility from the current level to the newly proposed level of the project. Currently MEDCOM and HFPA IO& transition budgets pay some of these costs.  Transition Supports all costs that are temporal in nature, and that do not result in a change of the “steady state.” Currently MEDCOM and HFPA transition budgets pay for more than this category.  Operations Supports annually recurring costs required to sustain the new “steady state.” Currently MEDCOM and HFPA transition budgets pay some of these costs.

15.  Certification & Commissioning  Dual Operations  Phasing  Planning  Post-BOD Initiatives  Preparation  Project Management  Promotion  Provisioning  Military Construction / Renewal  Moving  Operations/Sustainment  Training  Reclamation

16.  Certification & Commissioning Testing building systems, safety inspections-assessments.  Construction/Renewal The actual project appropriation, i.e MILCON, BRAC, or Renewal.  Dual Operations Operating two physical plants during occupation phase from BOD through FOD.  Phasing Operating costs incurred due to phasing through the project period (temp buildings, moving of functions temporarily, etc.)  Planning Actions not directly related to project management but which are generated by the project existence (i.e. backfill plans for old facility).  Post-BOD Initiatives Initiatives not part of the original scope but identified to make the facility meet user operational desires/needs (may be ECPs).

17.  Preparation Making the facility ready for occupation but excluding provisioning tasks. ie. pest control, initial pre-cleaning, IBS floor sealing.  Project Management Management tasks required to support construction and all other tasks required to move in and operate it (excludes RE and tasks that would be considered normal medical operational management ie. strategic planning)  Promotion Any promotional actions: dedication ceremony, tours, advertising/marketing materials. Does not include staff training support materials.  Provisioning The bulk of the project support costs. Procurement costs to equip, and install those new items. If part of a central contract, some project management costs may be here.

18.  Moving The task of physically moving from the old to the new, may become blurred with phasing costs in a total renovation project.  Operations/Sustainment Tasks and costs associated with operating the plant, may be higher or lower than current dependent upon adaptation of business practice to new facility.  Training Staff training actions, i.e. orientations, systems hands- on training, TDY  Reclamation Getting out of the old facility prior to release to post. e.g. disposal of old equipment, cleaning, potentially environmental clean-up.

19.  BAMC Costs - last year of project, partial data.  Minimal Operational cost information.  Transition Cost managed by HFPA  Investment costs - mixed management, includes MILCON  Approximately $297M in addition to MILCON

20. Programs consist of: Investment, Transition & Operational costs. Total: $454,907,502

21. Programs consist of: Investment, Transition & Operational costs.

22. Applied to some projects :  121 Hospital Korea, PA: $7.1M Transition$0.738M Investment$4.217M Operational$0.866M  Beach Education Center, PA:$24M Transition$ 2.496M Investment$14.256M Operational$ 2.928M  Ft Wainwright Hospital, PA:$117M Transition$12.198M Investment$69.498M Operational$14.274M 4.4% PM 6.0% Transition 9.2% Investment 32.5% MEDCASE 12.2% Operational 17.7% IM Investment

23. Excludes construction costs, except Cat E ($18M), percents of task costs not total project cost.

24. 1997 look

31. NOTE: Location sites ( ) from TMA FY08-13 POM Submission Western RegionEastern Region

32. Status QuoTurn-KeyMXHFPA Teams Requirements ID1213 Procurement Timeliness 1313 Procurement Correct 2333 Receipt/Storage2322 Installation1211 Totals715812 1 – Creates a Challenging Management Efficiency 2 – Is an Acceptable Management Efficiency 3 – Creates an Improved Management Efficiency