Business Requirement Session

Veterans Integrated Service Network (VISN) 10/

Network Contract Office (NCO) 10

November 17-19, 2015

Overview

• Who We Are

• VISN 10 Sites

• Contracting

• Construction/Leasing Projections

• Logistics

• Resource Information

• Summary

• Q & A

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Who We Are

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Who We AreMarie Smith – Acting Director of Contracting, NCO 10*

Ron Stertzbach -- VISN 10 Capital Asset Manager*

Jodi Cokl -- VISN 10 Chief Logistics Officer*

Pak Sa Dewhurst -- Small Business Liaison, NCO 10*

Connie McKay -- Dayton Branch Chief, Supplies, NCO 10

Michael Anderson -- Dayton Branch Chief, Prosthetics, NCO 10

Steven Lee -- Dayton Prosthetics Representative

Scott Royse -- Chillicothe Acting Chief Logistics

Robert “Matt” Stonecash -- Cincinnati Chief Healthcare Technology

Shawn Huelsman -- Cleveland Assistant Chief of Sterile Processing

Angela Click -- Cincinnati Interior Designer

* - Presenter

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VISN 10VA Healthcare System

Serving Ohio, Indiana, and Michigan

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VISN 11 (Indiana and Michigan) VISN 10 (Ohio)

The Former V10 & V11

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The New VISN 10

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VISN 10 - Ohio

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9

Chillicothe VAMC

Athens CBOC

Cambridge CBOC

Marietta CBOC

Portsmouth CBOC

Lancaster CBOC

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Cincinnati VAMC

Georgetown CBOC

Lawrenceburg CBOC

Clermont County CBOC Bellevue CBOC

Hamilton CBOC

Florence CBOC

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Cleveland VAMC

Akron CBOC

Canton CBOC

Calcutta CBOC

Lorain CBOC

Mansfield CBOC

New Philadelphia CBOC

Ravenna CBOC

Warren CBOC

McCafferty CBOC Painesville CBOC Youngstown CBOCParma CBOC

Sandusky CBOC

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Dayton VAMC

Lima CBOC

Springfield CBOC Richmond CBOC

Middletown CBOC

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Columbus VAACC

Grove City CBOC

Newark CBOC

Marion CBOC

Zanesville CBOC

Contracting

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What We Procure

Construction

Professional Health Care & Staffing

Architect & Engineering (A&E)

Biohazard & Waste Collection

Safety & Security Alarm capabilities

Exterminating & Pest Control

Building Leases

Precision Equipment Repair &

Maintenance

IT Hardware & Software Solutions

Medical & Office Supplies (FSS)

Diagnostic Imaging services

Prosthetics capabilities

Specialized Transportation

Document Preparation & Shredding

Dry-cleaning and Linen services

Surgical Equipment

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FY12 - FY15 Obligations & Actions• FY12

• Contract Obligations: $360,418,836

• Contract Actions: 11,526

• FY13

• Contract Obligations: $335,149,289

• Contract Actions: 13,505

• FY14

• Contract Obligations: $318,972,856

• Contract Actions: 14,756

• FY15

• Contract Obligations: $386,586,632

• Contract Actions: 13,981 17

• Agency Inventories

• Other Agency’s excess inventory

• UNICOR

• Ability One

• GSA

• Mandatory Federal Supply Schedules

– Solution for Enterprise Wide Procurement (SEWP)

(IT purchases)

– Prime Vendors

VA Ordering Hierarchy

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• Non-mandatory Federal Supply Schedules

• Commercial Sources (Open Market)

– Service-Disabled Veteran-Owned Small Business

– Veteran-Owned Small Business

– 8(a) (Certified by SBA)

– HubZone (Certified by SBA)

– Woman-Owned

– Minority-Owned

– Small business with no special socioeconomic

category

– Large business

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• Service Disabled Veteran Owned Small Business (SDVOSB) -- 10% / 21.31%

• Veteran Owned Small Business (VOSB) -- 12% / 23.85%

• 8(a) & Small Disadvantaged Business (SDB) comb -- 5% / 10.99%

• Woman Owned Small Business (WOSB) -- 5% / 2.52%

• Historically Underutilized Business Zone (HUBZone) -- 3% / 0.64%

• Small Business -- 42% / 34.79%

Socioeconomic Goals VA & VISN 10

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Capital Assets Program

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Capital Asset Programs

Non-Recurring Maintenance (NRM)

Clinical Specific Improvements (CSI)

Minor

Major

Leases

High Cost - High Technical Equipment (Site Prep)

Strategic Capital Investment Plan (SCIP) 22

Non-Recurring Maintenance (NRM)Threshold: - $25,000 to $10,000,000

Program Definitions: - Less than 1,000 SF of new building space

- No limit for utility/building system projects

Focuses on correcting the Facility Condition Assessment, ensuring

the medical center meets applicable codes, and modernizes within

the existing constraints of the infrastructure to comply with current

standards of care.

Renovation, repair, maintenance & modernization of infrastructure

within existing sqft

New surface parking/roads

New utility buildings/structure

Stand alone demolition23

Clinical Specific Improvements (CSI)

Threshold: - $25,000 to $5,000,000

Program Definitions: - More than 1,000 SF of new building space

(except equipment site prep)

- Must support specific project categories

Projects addressing workload gaps and providing access within

the following VHA high profile categories:

Mental Health

High-tech/high cost Medical Equipment Installations

Women’s Health/PACT

Freeze the Footprint Reduction

Donated Building Site Preparation

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Minor Construction

Threshold: - $500,000 to $10,000,000

Program Definitions: - More than 1,000 SF of new building space

- Must support specific project categories

Projects addressing workload gaps, seismic deficiencies, and

providing access to care for our veterans.

Parking Structures

All land purchases

Seismic projects can be 100% renovation

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Major Construction

Threshold: - Greater than $10,000,000

Program Definitions: - Cannot be pure utility/infrastructure

projects

Improvements to medical centers to provide state-of-the art

healthcare

Real property acquisitions and corresponding required

improvements greater than $10M

Does not require new space can be 100% renovation

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Strategic Capital Investment Plan (SCIP)

10 Year Plan, linking planning efforts of the Administrations with both capital and non-

capital solutions.

– Access Gap: Ability for Veterans to access the services needed within a defined

geographical area (drive-time to the nearest facility for a specific type of care).

– Utilization/Workload Gap: Demand for services through future planning horizon.

– Space/Capacity Gap: Square footage needed (or in excess) to meet the demand.

– Condition Gap: Estimated of dollars needed to address deficiencies at the

facilities; derived from the Facility Condition Assessment (FCA) process.

– Energy Gap: Designed to identify the energy goals and targets outlined in executive

orders that are directly related to facility energy usage.

– Other Gaps: Security, Privacy, Parking, IT, etc.27

Logistics

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The NEW VISN10 Logistics Staff

• Former VISN 10:• Jodi Cokl (Chief Logistics Officer)

• Karen Williams (Network Material Manager)

• Rick Swinford (Logistics Staff Assistant)

• Joseph Boggs (TCF Trainee)

• Ashley Hornerlaw (TCF Trainee)

• Former VISN 11:• Karla Sandell (Chief Logistics Officer)

• Michael Wheeler (Supply Systems Analyst)

• Judd Fisher (Supply Systems Analyst)

• Responsibilities:• Supply Chain and Inventory Management• Equipment Management Program• Commodity Standardization 29

Logistics Purchase Trends• Combined, the NEW VISN 10 Spends an average of

$9 mil on Medical Surgical (Med/Surg) items each

month

• A minimum of 40% is purchased through the

Med/Surg Prime Vendor (MSPV)

• Vendor participation with the MSPV is

encouraged

• Future purchasing practices for other than MSPV

purchases will focus on standardization contracts

throughout the VISN

• Equipment needs are identified at the facilities,

approved by local and/or network committees and

must go through the contract process 30

Resource Information

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• Systems for Award Management: www.sam.gov

• The Center for Veterans Enterprise Web Portal: www.vetbiz.gov

• Federal Business Opportunities: www.fbo.gov or

www.fedbizopps.gov

• Office of Small and Disadvantaged Business Utilization and

VA’s Forecast of Contracting Opportunities:

www.va.gov/osdbu/index.asp

• U.S. Small Business Administration: www.sba.gov

• Acquisition Central: www.acquisition.gov

• VA Forecast of Contracting Opportunities(FCO):

www.vendorportal.ecms.va.gov/eVP/fco/FCO.aspx

• North American Industry Classification System (NAICS):

www.census.gov/naics

Resource Information

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How You Can Help• We need help with finding certified Woman-Owned or HUBZone

Small businesses that are also Service-Disabled Veteran-Owned or

Veteran-Owned Small Businesses

• For SVDOSB or VOSB – You must have solid business plans and be

a verified small business

• We still receive way too many protests which wastes time,

taxpayer dollars and causes extra work for all

• Trying to “cheat” the system puts the whole program in jeopardy

and risks your chances to ever participate again

• I have put my people on alert to report any suspicious

activity and report it to the OIG and/or VETBIZ

• Once verified – stay current – expires every 2 years

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Summary

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Summary

• Who We Are

• VISN 10 Sites

• Contracting

• Construction/ Leasing

Projections

• Logistics

• Resource Information35

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Thank You!

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