INNOVATION. EXCELLENCE. SUCCESS.

Facility Master Planning

KAL was engaged by the VHA (OCFM) to conduct one of two VISNs (1 and 17) pilot planning projects integrating VISN-wide service planning with facility master planning. Five sites in VISN 17 (Waco, Temple, San Antonio, Kerrville and Harlingen) were selected for this pilot study resulting in a phased facility master plan that specifically related to the VISN service delivery plan and existing/proposed Strategic Capital Improvement Planning (SCIP) actions.

The pilot project included health care system strategic and capital planning for a forecasted enrollment of 498,500 veteran enrollees (projected for year 2025) presently receiving service through 40 federal points of care. It was organized into three primary tasks: Service Delivery Planning, Existing Capital Asset Evaluation, and Facility Master Planning:

 

TASK 1 – Service Delivery Planning -

Our effort established a framework for the VISN to evolve its health care delivery system while guiding and establishing priorities for the ensuing facility master planning effort. The Facility Master Planning effort was guided at two levels, (1) where should facility master planning take place and (2) what services at these locations have the greatest deficiency relative to capacity for future requirements. In order to provide this framework and guidance, the Service Delivery Planning effort included an evaluation of the VISN’s existing service delivery model, development of an ideal (data-driven) service delivery model, a comparison of the two models to developing an optimal delivery model and then a final comparison of the optimal delivery model to existing assets. This final comparison allowed for a priority determination relative to facility and service capacity and space gaps.
Evaluation of the existing service delivery model included documentation of services, existing workload, staff and key characteristics at each VHA operated point of care. It included comparison of services, population served and workload provided to projected demand for care.

 

TASK 2 – Existing Capital Asset Evaluations -

KAL, as part of their Existing Capital Asset Evaluation, reviewed existing facility deficiency reports, assessed healthcare functionality and the facilities long term viability relative to existing and future missions.

 

TASK 3 – Facility Master Planning -

 

The KAL planning Team developed phased solutions for these locations that were recom­mended for integration into the national Strategic Capital Improvement Planning (SCIP) process. In addition to Master Plan priorities, the primary care service areas were prioritized for development effort and funding. The pilot project, as envisioned and completed, has developed a planning process, resulting in a VISN 17 strategy-led evolutionary service delivery model, with integrated facility master planning and “going forward” capital and non-capital recommendations. Five Campuses were selected for the Facility Master Planning and included 1) Central Market: (Waco VAMC and Olin E. Teague VAMC Temple, 2) South Market: San Antonio VAMC and Kerrville VAMC, and 3) Valley Coastal Bend Market: Harlingen HCS.