United States 

Department of 

 Veterans A

 

ffairs 

5-YEAR CAPITAL PLAN 

2004-2009 

June 28, 2004 



VA 5-Year Capital Plan FY 2004 – 2009

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LEGISLATIVE AND EXECUTIVE REQUIREMENTS MET BY THE PLAN .......................................... III

EXECUTIVE SUMMARY ........................................................................................................1 

1. VA’S CAPITAL ASSET MANAGEMENT PROGRAM ..............................................................7 

LIFE CYCLE APPROACH TO CAPITAL MANAGEMENT .........................................................10 

VA CAPITAL INVESTMENT PROCESS...............................................................................12 

VA’S CORPORATE APPROACH .......................................................................................17 

RESULTS OF THE FY 2005 CAPITAL INVESTMENT PROCESS.............................................19 

Summary of CARES FY 2004 and 2005 Capital Projects ..........................................21 

Summary of Non-CARES FY 2005 Capital Projects ..................................................22 

2. VETERANS HEALTH ADMINISTRATION ............................................................................23 

THE PROJECTED FUTURE OF VA HEALTH CARE ..............................................................25 

HOW CARES PROJECTS WERE SCORED AND PRIORITIZED..............................................27 

FY 2004 AND 2005 SUMMARY PROJECT INFORMATION ...................................................29 

FY 2004 AND 2005 DETAILED PROJECT INFORMATION ....................................................30 

MAJOR CONSTRUCTION PROJECTS THROUGH FY 2010...................................................43 

POTENTIAL PROJECTS FOR FY 2006 - 2010 ...................................................................44 

PRIORITIZED MINOR CONSTRUCTION PROJECTS FOR FY 2004.........................................46 

LEASES (AUTHORIZATION AND NOTIFICATION REQUIREMENTS).........................................52 

PORTFOLIO INVENTORY OF CURRENT PROJECTS.............................................................53 

TOP-TWENTY MAJOR MEDICAL FACILITY PROJECTS ........................................................54 

3. VETERANS BENEFITS ADMINISTRATION ..........................................................................57 

FY 2004 AND 2005 SUMMARY PROJECT INFORMATION ...................................................60 

FY 2004 AND 2005 DETAILED PROJECT INFORMATION ....................................................60 

FY 2004 MINOR CONSTRUCTION PROJECTS...................................................................62 

FY 2005 MINOR CONSTRUCTION PROJECTS - SUMMARY.................................................64 

PORTFOLIO INVENTORY OF CURRENT PROJECTS ............................................................65 

POTENTIAL PROJECTS FOR FY 2005..............................................................................65 

POTENTIAL PROJECTS FOR FY 2006 – 2009 ..................................................................66 

4. NATIONAL CEMETERY ADMINISTRATION ........................................................................67 

FY 2004 AND 2005 SUMMARY PROJECT INFORMATION ...................................................70 

FY 2004 AND 2005 DETAILED PROJECT INFORMATION ....................................................71 

FY 2004 MINOR CONSTRUCTION PROJECTS...................................................................79 

FY 2005 MINOR CONSTRUCTION PROJECTS...................................................................80 

FY 2006 - 2009 POTENTIAL MINOR CONSTRUCTION .......................................................81 

LEASES........................................................................................................................90 

Potential Leases for FY 2006 – 2009 .........................................................................90 

Portfolio Inventory of Current Projects .......................................................................91 

Potential Projects for FY 2004 – 2009........................................................................94 

5. STAFF OFFICES...........................................................................................................97 

FY 2004 MINOR CONSTRUCTION PROJECTS.................................................................100 

FY 2005 MINOR CONSTRUCTION PROJECTS.................................................................101 

FY 2006 – 2009 POTENTIAL MINOR CONSTRUCTION PROJECTS ....................................101 

Leases......................................................................................................................101 

6. INFORMATION TECHNOLOGY.......................................................................................103 

FY 2004 AND 2005 SUMMARY PROJECT INFORMATION .................................................108 

FY 2004 AND 2005 PROJECTS DETAILED INFORMATION ................................................109 

PORTFOLIO INVENTORY OF CURRENT PROJECTS...........................................................130 

POTENTIAL PROJECTS FOR FY 2006 - 2009 .................................................................131
VA 5-Year Capital Plan FY 2004 – 2009

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7. MANAGEMENT TOOLS ................................................................................................133 

CAPITAL ASSET MANAGEMENT SYSTEM........................................................................135 

ENHANCED-USE LEASING PROGRAM ............................................................................136 

CURRENT ENHANCED-USE LEASING PROJECTS ............................................................138 

Awarded Enhanced-Use Leases ..............................................................................140 

8. OTHER CAPITAL INITIATIVES.......................................................................................141 

COLLABORATION WITH THE DEPARTMENT OF DEFENSE..................................................143 

ENERGY.....................................................................................................................145 

9. CONCLUSION.............................................................................................................147 

10. APPENDICES ...........................................................................................................151 

APPENDIX A - GLOSSARY OF TERMS ............................................................................153 

APPENDIX B – FACILITY CONDITION ASSESSMENTS .......................................................161 

APPENDIX C – CAPITAL DECISION CRITERIA..................................................................163 

APPENDIX D - REFERENCES........................................................................................165 

APPENDIX E – CAPITAL INVESTMENT DECISION MODELS................................................169 

APPENDIX F – VHA MINOR CONSTRUCTION PROJECTS FY 2004 ...................................173 
VA 5-Year Capital Plan FY 2004 – 2009

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LEGISLATIVE AND EXECUTIVE REQUIREMENTS MET BY THE PLAN

This 5-Year Capital Plan meets the following Congressional requirements: 

FY 2004 

• Public Law 108-170 requires VA to submit a report describing the major 

construction projects the Secretary proposed in carrying out CARES 

implementation. The law also provides that VA may carry out the projects 

included in the plan 45 days after submission to the Authorization Committees. 

• Conference report language (House Report 108-401) accompanying Public 

Law 108-199 reiterated House and Senate language that VA submit a 

comprehensive CARES plan. 

• Senate Report 108-143 states that VA should submit a 5-year strategic plan 

for capital asset management, construction, and improvements of all VA 

infrastructure needs. 

• United States Code Title 38, Section 8104 addresses authorization requests 

for major medical facility projects, major construction and lease projects. 

• Public Law 108-199 Administrative Provision, Section 111 addresses 

notification requirements for leases over $300,000. 

• Executive Order Federal Real Property Asset Management, dated 2/4/2004. 

FY 2003 

• Conference report language (House Report 108-10) accompanying Public Law 

108-7 reiterated House and Senate language that VA should submit a 5-year 

strategic plan for capital asset management, construction, and improvements 

of all VA infrastructure needs. 

• Senate Report 107-222 requires VA to submit a 5-year strategic plan that 

describes the implementation of CARES, criteria for priority setting and 

estimated funding costs by year for all VA infrastructure needs. 

• United States Code Title 38, Section 8104 addresses authorization requests 

for major medical facility projects, major construction and lease projects. 

• Public Law 108-7 Administrative Provision, Section 111 addresses notification 

requirements for leases over $300,000. 

The plan also responds to the following other congressional requirements: 

• United States Code Title 38, Section 8104 addresses notification of intent to 

obligate in excess of $500,000 for advance planning funds for CARES 

projects. 

• United States Code Title 38, Section 8107 addresses the top-twenty medical 

facility projects. 
VA 5-Year Capital Plan FY 2004 – 2009

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VA 5-Year Capital Plan FY 2004 – 2009

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EXECUTIVE SUMMARY
VA 5-Year Capital Plan FY 2004 – 2009

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VA 5-Year Capital Plan FY 2004 – 2009

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The Department’s 5-year capital plan is the ultimate product of VA’s capital investment 

process which reflects trade-offs between funding the operational expenses for existing 

assets and the acquisition of new assets by the most cost-effective and beneficial 

means. The VA capital plan includes the highest priority capital investments that were 

vetted through a comprehensive capital investment process to ensure the assets fully 

support the mission, vision, and goals of the Department. The plan also includes 

descriptions of other initiatives and capital asset management tools VA has utilized or is 

in the process of developing in order to better manage its large capital portfolio. 

VA’S CAPITAL ASSET MANAGEMENT PROGRAM 

VA is a Cabinet-level department whose primary mission is to serve America’s veterans 

and their families, ensuring that they receive medical care, benefits, social support, and 

lasting memorials. VA has a vast holding of diverse capital assets consisting of VAowned buildings and real estate, VA-leased buildings, enhanced-use and sharing 

agreements pertaining to capital assets, major equipment, and information technology 

(IT) infrastructure and software. Assets include hospitals, clinics, cemeteries, office 

buildings, and medical and non-medical equipment. 

VA is committed to a comprehensive, corporate-level approach to capital asset 

management. This approach helps VA closely align asset decisions with its strategic 

goals, elevate awareness of its assets, and employ performance management 

techniques to monitor asset performance on a regular basis through the entire lifecycle 

of an asset. Each significant capital investment is tracked through its lifecycle from 

formulation to execution, steady-state, and disposal. 

Over the past several years, VA has undertaken some major initiatives in order to 

improve and strengthen the capital asset management program. VA has integrated 

best practices into the fabric of the capital investment process, learning from the best 

planning and performance measurement found in government and private industry. 

Initiatives include the CARES program, creation of the Office of Asset Enterprise 

Management, the reorganization of the Office of Management, and creation and 

deployment of the Capital Asset Management System. These initiatives are briefly 

described below. 

ORGANIZATIONAL IMPROVEMENTS

The need for a comprehensive corporate-level capital asset management function in the 

Department had been known for some time and was validated by VA’s own internal 

experiences as well as external bodies such as OMB, GAO, and independent 

consultants. As a result, the Department created the Office of Asset Enterprise 

Management (OAEM) in July 2001 under the auspices of the Office of Management. In 

response to this new corporate perspective, the Veterans Health Administration (VHA) 

developed the Capital Asset Management and Planning Service (CAMPS) within the 

Office of Facilities Management, and focal points were also established in the Veterans 

Benefits and National Cemetery Administrations. 

In November 2002, the VA Secretary approved the Office of Management’s plan to 

implement a major reorganization of finance, acquisition, and capital asset functions 

throughout VA into regional centers with unmistakable delegations of authority and 
VA 5-Year Capital Plan FY 2004 – 2009

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increased responsibility and accountability. By combining multiple functions into a 

single office of business oversight and streamlining field operations to a manageable 

size via regional offices, VA can realize both efficiencies and improvements in its 

business activities. 

THE CAPITAL INVESTMENT PROCESS

VA utilizes a multi-attribute decision hierarchy methodology to impose a disciplined 

approach to the decision-making and prioritization process for major capital asset 

investments. VA used two distinct decision models during the FY 2005 capital 

investment planning cycle, one for VHA CARES projects and another for non-CARES 

(VBA, NCA, and staff office) projects, to accommodate the CARES process and 

timeline, and allow VHA CARES projects to be evaluated on criteria with greater health 

care specificity. The CARES capital investment decision process resulted in the 

identification of the highest priority CARES projects that were reviewed by the CARES 

Senior Resources Group and approved by the Secretary. The 2004 – 2010 decisions 

are provided in the VHA chapter (2). The non-CARES capital investment decision 

process resulted in the identification of the following highest priority non-CARES 

projects that were reviewed by the VA Senior Management Council and approved by 

the Secretary and are included in chapters 3 and 4. 

CAPITAL ASSET MANAGEMENT TOOLS

Capital Asset Management System 

VA is striving to utilize information technology and established capital asset 

management principles to improve the management of its capital resources. For 

example, VA created a portfolio management system called the Capital Asset 

Management System (CAMS), which is an integrated, Department-wide system, 

enabling VA to analyze, monitor, and manage VA's portfolio of capital assets. CAMS 

extracts key capital asset-related data from several data sources within the Department. 

Data is organized and presented to strategically monitor performance against capital 

asset goals within and across asset types and the VA Administrations. 

The CAMS initiative supports the President's Management Agenda. CAMS improves 

financial performance and expands electronic government. Additionally, CAMS 

significantly improves budget and performance integration within the Department and 

improves the overall management of VA’s real property assets. 

Enhanced-Use Leasing 

VA utilizes a unique capital asset management tool called enhanced-use leasing. The 

initial results of this program include significant cost savings, substantial private 

investment, new long-term sources of revenues as well as jobs or tax revenues for the 

local, state and federal sectors. 

Under the enhanced-use leasing authority, VA may lease land or buildings to the private 

sector for up to 75 years. The leased property may be developed for non-VA uses that 

are consistent with the mission of the Department. The leased property may be 

developed for non-VA and/or VA uses, and in return for the lease, the Department 

obtains fair consideration in the form of revenue, facilities, space, services, or other 

considerations. 
VA 5-Year Capital Plan FY 2004 – 2009

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VA is currently exploring ways to expand the use of this capital asset management tool 

and streamline the process. The enhanced-use leasing process was recently evaluated 

by the CARES Commission. The commission recommended that in order to maximize 

the efficiency of this capital asset management tool, VA must initiate improvements to 

streamline the process. In response to these recommendations, VA is engaged in 

numerous improvement activities. 

OTHER CAPITAL INITIATIVES

Collaboration with the Department of Defense 

President George W. Bush established a task force to identify the forces that present 

challenges to cooperation. The President’s Task Force to Improve Health Care for Our 

Nation’s Veterans was established by Executive Order 13214 on May 28, 2001. To 

formalize this goal and institutionalize collaboration between Departments, the 

President made VA/DoD Collaboration one of the 14 President’s Management 

Initiatives. 

In pursuit of the President’s Management Agenda and in concert with the Task Force’s 

organizing principles, the VA/DoD Capital Asset Planning and Coordination (CAPC) 

Steering Committee was created under the VA/DoD Joint Executive Council. The 

CAPC Steering Committee was established to provide formalized structure to facilitate 

cooperation and collaboration in achieving an integrated approach to capital 

coordination that considers both short-term and long-term strategic capital issues and is 

mutually beneficial to both departments. 

The Capital Budget Workgroup was established under the CAPC, to review each 

departments’ overall capital asset planning process in order identify opportunities and 

challenges to capital collaborations for FY 2005 through 2009 as well as establishing 

overarching funding principles applicable to joint collaborations. Some of the larger 

VA/DoD projects are proposed in Las Vegas, Nevada and Denver, Colorado and 

detailed in the plan. 

Energy 

Energy conservation and program management have come to the forefront of the 

consciousness of federal agencies. Efficient energy management and increased 

energy conservation allow more of VA’s limited resources to be directed toward 

providing high quality services to veterans. 

The Department has revitalized its energy conservation program (ECP) to encompass 

all major VA entities to maximize energy conservation efforts. Beginning in FY 2004, 

VA will report agency-wide energy achievements in concert with VA’s commitment to 

agency-wide asset and portfolio management. The VA ECP has five essential 

components: energy goals and requirements, energy commodity acquisition, energy 

investments, energy data reporting, and a broader category of management tools. 

Currently it is projected that there is over $1 billion of energy conservation and efficiency 

needs throughout VA’s infrastructure. With the Department-wide ECP in place, VA’s 

goal and charge will be to provide policy and procedures to correct those needs and 

deficiencies, whether it be through appropriations or alternative financing methods 

(enhanced-use leasing), to achieve the mandated federal energy goals as well as the 

energy goals within VA. 
VA 5-Year Capital Plan FY 2004 – 2009

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CONCLUSION

The 5-year capital plan is a dynamic plan that will be adjusted and updated each year to 

reflect decisions concerning adding new assets and retiring old assets or in-process 

acquisitions that are not meeting pre-established goals. This plan is the central 

document that describes the selection of the Department’s key capital acquisitions using 

a formal executive review process based upon criteria (which is closely linked to our 

strategic plan) developed by senior management and approved by the Secretary. 

The plan also contains brief descriptions and justification of the significant projects and 

explains how each investment assists VA in achieving our central mission—to meet 

veterans’ health care, benefits, and burial needs. A more comprehensive and compete 

analysis (including alternatives, cost-effectiveness analysis, and risk) is also developed 

for each over-threshold project. Over-threshold projects are reviewed by the executive 

review boards and submitted to OMB each year for approval in the form of the business 

case application that includes Exhibit 300 requirements. 

The plan illustrates how the Department has made significant improvements in 

managing its capital assets by fully embracing the life-cycle approach. VA no longer 

focuses primarily on the formulation stage; emphasis is now placed on all stages of an 

asset’s life-cycle from its inception through disposal. VA has also adopted innovative 

approaches such as developing a portfolio management system and establishing capital 

portfolio goals in order to track asset performance. In addition, VA continues to utilize 

the capital management tools mentioned above in order to maximize its resources and 

enhance service to veterans. 
VA 5-Year Capital Plan FY 2004 – 2009

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1. VA’S CAPITAL ASSET

MANAGEMENT PROGRAM
VA 5-Year Capital Plan FY 2004 – 2009

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VA 5-Year Capital Plan FY 2004 – 2009

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INTRODUCTION

VA is a Cabinet-level department whose primary mission is to serve America’s veterans 

and their families, ensuring that they receive medical care, benefits, social support, and 

lasting memorials. VA consists of the Veterans Health Administration, the Veterans 

Benefits Administration, the National Cemetery Administration, and six staff offices, 

which provide support to the Administrations. VA capital investments are closely 

aligned with the Department’s mission, vision, and strategic and enabling goals, which 

are listed below: 

MISSION

“To care for him who shall have borne the battle and for his widow and his orphan.” 

These words, spoken by Abraham Lincoln during his Second Inaugural Address, reflect 

the philosophy and principles that guide VA in everything we do, and are the focus of 

our endeavors to serve our Nation’s veterans and their families. 

VISION

We will strive to meet the needs of the Nation’s veterans and their families today and 

tomorrow by: 

• Becoming an even more veteran-focused organization, 

functioning as a single, comprehensive provider of seamless 

service to the men and women who have served our Nation; 

• Cultivating a dedicated VA workforce of highly skilled employees 

who understand, believe in, and take pride in our vitally important 

mission; 

• Continuously benchmarking the quality and delivery of our 

service with the best in business and using innovative means 

and high technology to deliver world-class service; and 

• Fostering partnerships with veterans service organizations, the 

Department of Defense and other federal agencies, state and 

local veterans organizations, and other stakeholders to leverage 

resources and enhance the quality of services provided to 

veterans. 

STRATEGIC AND ENABLING GOALS

Strategic Goal 1 - Restore the capability of veterans with disabilities to the greatest 

extent possible and improve the quality of their lives and that of their families. 

Strategic Goal 2 - Ensure a smooth transition for veterans from active military 

service to civilian life. 

Strategic Goal 3 - Honor and serve veterans in life and memorialize them in death 

for their sacrifices on behalf of the Nation. 
VA 5-Year Capital Plan FY 2004 – 2009

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Strategic Goal 4 - Contribute to the public health, emergency management, 

socioeconomic well-being, and history of the Nation. 

Enabling Goal - Deliver world-class service to veterans and their families by applying 

sound business principles that result in effective management of people, 

communications, technology, and governance. 

The FY 2005 VA budget request includes a capital budget of $4.064 billion. The 

programs that make up this budget are provided in the chart below: 

FY 2005 VA Capital Budget

($4.064 billion)

Major

$459

Minor

$231

Lease

$239

NRM*

(VHA)

$459

Information

Technology

$1,610

Equipment

$1,066

* Non-recurring maintenance

VA has a vast holding of 

diverse capital assets 

consisting of VA-owned 

buildings and real estate, VAleased buildings, enhanceduse and sharing agreements 

pertaining to capital assets, 

major equipment, and IT 

infrastructure and software. 

Assets include hospitals, 

clinics, cemeteries, office 

buildings, and medical and 

non-medical equipment. The 

table below summarizes VA’s 

vast array of capital holdings. 

VA Capital Holdings 

Total # of operating leases 997 

Total # of leased square feet (net usable square feet) 10,959,275 

Total # of owned buildings 5,566 

Total # of owned gross square feet 144,536,638 

Total # of owned acres 31,975 

VA is committed to a comprehensive, corporate-level approach to capital asset 

management. This approach helps VA closely align asset decisions with its strategic 

goals, elevate awareness of its assets, and employ performance management 

techniques to monitor asset performance on a regular basis through the entire lifecycle 

of an asset. At the core of VA’s capital asset business strategy is value management – 

striving to return value to VA’s business and managing existing value for greater return. 

LIFE CYCLE APPROACH TO CAPITAL MANAGEMENT

Each significant capital investment is tracked through its entire lifecycle from formulation 

to execution, steady-state, and disposal (Figure 1). The formulation phase involves 

defining a specific concept or need, obtaining fund authorization, and eventually gaining 

appropriations (or non-appropriated funding) to obtain a needed capital asset. The 
VA 5-Year Capital Plan FY 2004 – 2009

11

execution phase focuses on the expenditure of the appropriations obtained in the 

previous phase and on the actual award of a contract through the build-out or 

completion of the asset. The steady-state phase involves the typical operations and 

maintenance of an asset through its expected life span. The disposal phase is the final 

stage of an asset’s lifecycle and involves the proper and orderly retirement and 

liquidation of a federal asset. These stages are explained further in the following 

paragraphs. 

Figure 1: Capital Investment Lifecycle

Concept definition t

funding authorization

budget appropriatio

The retirement and

disposal of assets

o

&

Maintenance in the 

operational state

Project award through

build-out

Formulation Execution Steady-state Disposal

n

r

o, examining

ll significant assets at every life cycle stage, in concert with VA portfolio goals and 

strategic goals. C in transitioning

om the traditional single asset management style to corporately managing our vast 

to

tal investment planning and decision-making has undergone profound 

hanges during the last decade as a result of the Government Performance and Results 

(1994);

investment 

ound

se but

Investment protocols and standards have been developed to provide guidelines fo

each major phase/milestone in the life cycle of a capital asset decision. All capital 

assets are monitored and evaluated against a set of performance measures (including 

capital assets that are underutilized and/or vacant) and capital goals to maximize 

highest return on the dollar to the taxpayer. 

In addition, by utilizing VA’s performance management system, the Capital Asset 

Management System (CAMS), VA monitors its entire capital asset portfoli

- - - -

-

a

AMS has assisted VA in achieving a major milestone

fr

portfolio of holdings. Only through this corporate portfolio perspective can VA begin

achieve its overall capital asset business strategy of value management. 

VA’S CAPITAL ASSET MANAGEMENT PROGRAM

Federal capi

c

Act (GPRA); Clinger-Cohen Act (1996); Federal Acquisition Streamlining Act

OMB’s Capital Programming Guide (Supplement to Part 3 of OMB Circular A-11); 

Executive Order, Federal Real Property Asset Management; and other Federal 

initiatives. 

VA began its pursuit of a comprehensive capital asset planning process and 

management strategies in earnest in 1997. VA developed a structure that facilitated a 

comprehensive system-wide integrated capital investment planning process. The 

fundamental goal of the new process was to ensure that all major capital

proposals, including high-risk and/or mission-critical projects, were based upon s

business and economic principles; promoted the One-VA vision by linking diver

complimentary objectives; were aligned with the overall strategic goals and objectives of

VA; addressed the Secretary’s priorities by emphasizing program objectives in support

of internal goals; and supported the President’s Management Agenda. 
VA 5-Year Capital Plan FY 2004 – 2009

12

 Senior 

investment 

roposals that exceed certain thresholds, represent a high risk or high visibility, or are 

crosscutting. capital 

investment proposals; evaluates, scores, and prioritizes proposals; and makes 

recommendations to the SMC or S w provides the capital investment 

thresholds by asset categories that require review by the SMC or SRG. 

sholds for Capital Investments Requiring SMC/SRG Approva

Total Ac ition Costs 

VA’s structure includes the Strategic Management Council (SMC), which is the 

governing body responsible for overseeing effective and efficient capital asset 

management. The Capital Asset Realignment for Enhanced Services (CARES)

Resources Group (SRG) was recently formed to provide additional support to CARESrelated initiatives. The SMC and SRG oversee the approval of all capital 

p

Both of these bodies have a panel that assesses and reviews

RG. The table belo

Thre l* 

quis

Categories VHA VBA3 NCA Staff Offices 

Infrastructure Proposals1 $7M $7M $7M $2M 

Medical Equipment $1M/piece N/A N/A N/A 

Non-Medical Equipment $500,000/piece $500,000/piece $500,000/piece $500,000/piece 

Information Technology: 

Total acquisition cost or $10M or $2M or $1M or 

$3M 

$1M or 

Life-Cycle Costs $30M $6M $3M 

Leases/GSA Space $600,000 $600,000 $600,000 $600,000 

Energy Savings Performance 

Contracts 

$7M/Facility or 

$10M/Multiple 

$7M/Facility or 

$10M/Multiple 

$7M/Facility or 

$10M/Mu

$7M/Facility or 

Facilities2 Facilities2 ltiple 

Facilities2 $10M/Multiple Facilities2

selected for inclusion in the 

Department’s budget submission. Throughout the phases of formulation, information is 

provided to trategic 

goals and approved c

et will be me sured against once it enters execution. 

1

Threshold includes the Construction and Medical Care (NRM) appropriations. 2”Multiple facilities” means more than two facilities, with not one of the involved facilities value in the task order exceeding $7.0M. 3

A business case application is required for all new regional office buildings (at new or existing sites) in excess of $4.0M; these are 

reviewed by the Office of Management as part of the operating budget plan approval process. 

As stated previously, each significant capital investment is tracked through its entire 

lifecycle from formulation to execution, steady-state, and disposal. Formulation is the 

process by which significant capital assets are ranked and 

 key VA decision-makers regarding how the projects meet agency s

apital criteria. The formulation stage also provides the original or 

baseline data the project or ass a

Descriptions of the three phases of formulation are below. 

VA CAPITAL INVESTMENT PROCESS – FORMULATION STAGE

Functional Development Phase

The functional development phase is at the operational level, and depending on the VA 

ped and 

oncept papers are completed. 

administration, it may occur either at the Central Office or field level where needs are 

realized, gap analyses are completed, proposals are developed, and solutions are 

ultimately applied. In this phase, initial ideas for capital investments are develo

c
VA 5-Year Capital Plan FY 2004 – 2009

13

Proposals undergo review first within each administration. A decision is made whether 

to pass the proposal back for further development, decline the proposal, or pass the 

proposal forward for higher-level consideration by the SMC and CARES SRG. 

UTechnical Review Phase

In the technical review phase, approved proposals have been developed into either 

planning or acquisition applications and receive technical and financial scrutiny from 

Department-wide councils or Administration boards, as well as initial prioritization within 

the owner organization. 

• Non-CARES proposals that do not pass a technical review are sent back 

for further development, while proposals that do pass are forwarded to the 

VA Capital Investment Panel (VACIP) and then the SMC for strategic 

review. 

• CARES proposals are reviewed by the CARES SRG Panel and then the 

CARES SRG. 

UStrategic Review Phase

In the strategic review phase, proposals of all asset types, from all across the 

Department are reviewed. Proposals are submitted using a web-based application in 

CAMS. A multi-disciplinary team – the VACIP and CARES SRG Panel – validates and 

then scores the proposal applications. The scoring results in a prioritized list of 

investments across asset types. CARES projects are ranked based on six criteria, 

including service delivery enhancements; safeguarding assets (patient life safety 

projects); special emphasis (e.g., spinal cord injury, blindness, serious mental illness); 

capital asset priorities/portfolio goals; Departmental alignment (DoD collaboration and 

strategic alignment); and financial priorities. Non-CARES projects are scored using 

some of the same criteria with the exception of service delivery enhancements and 

special emphasis criteria; however, a customer service criteria was added to the nonCARES model. Brief descriptions of the criteria utilized for both models are included in 

Attachment C. 

A multi-attribute decision methodology, the Analytic Hierarchy Process (AHP), is used to 

score the proposals. It accommodates the more judgmental factors and imposes a 

disciplined approach to the decision-making and prioritization process. A hierarchical 

approach helps to structure the problem and break it down into specific components. 

These components are called decision criteria. Multi-attribute decision modeling is a 

technique that allows evaluators to consider a number of diverse criteria in reaching a 

decision. AHP uses a hierarchical model comprised of a goal, criteria, sub-criteria, and 

alternative outcomes or conditions for each problem or decision. Such models combine 

evaluations or decisions using both quantitative and qualitative criteria. 

The panels use their specific capital investment decision model and decision software to 

perform necessary calculations to evaluate investment proposals, based on the effect a 

particular proposal has with respect to each sub-criterion. All panel members score 

each capital investment proposal that has passed the validity assessment. The scores 

are generated by the decision software and result in a list of investments ranked in 

priority order. This provides the SMC/SRG with a Department-wide view of projects that 
VA 5-Year Capital Plan FY 2004 – 2009

14

r 

omer needs. Along with 

takeholder suggestions, veteran eds and en ironmental factors are monitored in 

order to modify the decision mode needs and priorities. VA 

revisits its decision model and re-evaluates the criteria and sub-criteria on an annual 

sts at each 

hase of the projects initiation. Performance indicators have been or will be developed 

and tracked for each type of ass nstruction projects which 

have actual obligations in excess of their planned amount will be clearly identified in the 

 asset lifecycle is called steady state. Steady state is entered 

nce a project becomes fully functional or operational. An asset is no longer is 

vel rather 

he established cost threshold. CAMS is structured to 

xtract valid, reliable, useful real property data from existing corporate data systems. A 

apital 

epartment’s capital asset portfolio and provide for informed corporate decisionaking. The following table lists VA’s seven portfolio goals along with subsidiary 

erformance goals and specific metrics, all by asset type. The specific targets for each 

oal are under development. Descriptions of the asset categories are also provided. 

contribute to the accomplishment of VA’s diverse strategic goals. The SMC\SRG

recommends approval of scored proposals, and then submits them to the Secretary fo

final approval. 

The strength of the VA capital investment planning process is that it encourages 

continual improvement and refinement as a response to cust

s ne v

l to address changing

basis to ensure the decision model is meeting these needs. 

EXECUTION STAGE

Once a project is approved by OMB and receives funding by Congress it enters the 

execution stage of its lifecycle. Here the emphasis is on measuring planned and actual 

schedules (design and construction awards, and activation dates) and co

p

et. For example, major co

CAMS portfolio management system which is further discussed below. 

STEADY STATE STAGE

The next stage of a capital

o

monitored based on its own milestones and health, but is merged into facility 

operations. The tracking of health in steady state is thus done at the facility le

than at the project level. 

VA developed CAMS as a corporate portfolio management tool for a wide array of 

capital assets (e.g., leased and owned real property, information technology, 

agreements, equipment) above t

e

set of specific capital asset portfolio goals provides VA with the appropriate corporate 

portfolio perspective and allows for achievement of the overall capital asset business 

strategy of value management. 

VA’s corporate portfolio goals are generally focused on the steady-state phase of c

asset lifecycles. VA strives to leverage its assets to achieve these corporate portfolio 

goals. These goals allow VA senior management to monitor the overall health of the 

D

m

p

g
VA 5-Year Capital Plan FY 2004 – 2009

15

Capital Portfolio and Performance Goals 

 Affected Asset 

Portfolio Goal Performance Goal Performance Metric 

Leases 

Agreements 

Bldgs & Land 

Equipment 

IT 

Decrease by % operating costs to 

commercial benchmarking 

Operating Costs X X X X 

Decrease number of sources of asset data 

eliminating redundancy 

Number of asset data 

sources X 

Decrease assets by % exceeding useful 

economic life 

Number of assets 

exceeding useful life X X X 

1. Decrease 

operational 

costs 

Decrease by % total cost of ownership Total cost of ownership X X X X 

Increase renewable energy usage by % 

total energy utilization 

Renewable energy usage X X 

Decrease by % total energy consumption 

(volume) 

Total energy 

consumption X X 

Decrease by % energy unit costs Energy unit costs X X 

2. Reduce Energy 

Utilization 

Increase % of Self Generation (Co-gen.) Total self generation X X 

Decrease by % underutilized assets Number of underutilized 

assets X X X 

Decrease by % vacant space Total vacant space X X 

3. Decrease 

underutilized 

capacity 

Increase asset sales by % and return 

funds to meet VA service delivery needs 

Asset sales X 

Increase % of assets shared across VA 

business lines 

Number of assets shared 

across VA business lines X X X X 4. Increase intra/interagency and 

community 

based sharing 

Increase % of assets shared with DOD, 

other federal agencies, state & local 

communities 

Number of assets shared 

with DOD, etc X X X X X 

5. Increase 

Revenue 

Opportunities 

Increase revenues by % for agreements 

and use funds to meet VA service delivery 

needs 

Revenues from 

agreements X 

Decrease by % designated high-risk 

assets 

Number of assets 

designated as high risk X X X 6. Safeguard assets 

 Increase compliance of assets by % to 

safety, security, accessibility & 

accreditation 

Number of assets in 

compliance with safety, 

security, accessibility, 

and accreditation 

X X X 

Increase number of agreements for asset 

exchanges/sales to acquire replacement 

property better suited for mission purposes 

Number of agreements 

for asset 

exchanges/sales 

 X X X 

Increase # of agreements to ensure full 

utilization and optimum performance of 

assets 

Number of agreements 

 X 

7. Maximize 

highest and best 

use 

Balance spending distribution (e.g., new, 

enhancements, maintenance, research) by 

% to ensure portfolio management and 

leveraging of investments or combination 

Spending distribution 

X X X 

Asset Categories 

VA portfolio management efforts encompass the following asset categories: 

1. Buildings and Land

• Buildings (Infrastructure Projects) and Land – Building systems, additions, 

new construction, renovation, parking garages, acquisitions and disposal of 

properties. This would also include site acquisitions. 
VA 5-Year Capital Plan FY 2004 – 2009

16

2. Equipment 

• Medical Equipment – Any diagnostic or treatment modality used in the 

delivery of health care. This would include items such as cardiaccatheterization lab equipment, MRI, or linear accelerators. 

• Non-Medical Equipment – Non-recurring equipment items which are used by 

non-medical administrations or offices. This would include generators or 

heavy equipment used in burial activities. 

3. Information Technology 

Any equipment or interconnected system or subsystems of equipment that are 

used in the automatic acquisition, storage, manipulation, management, 

movement, control, display, switching, interchange, transmission, or reception 

of data or information by the executive agency. 

4. Leases/GSA Space Assignments 

• Lease – A contract vehicle that enables VA to become a tenant and rent 

space and accompanying building services for a specified period at a 

negotiated rate. Also known as a direct lease. 

• GSA Space Assignment – Leased space acquired from GSA. 

5. Agreements 

• Energy Savings Performance Contracts (ESPC) – A program developed by 

the Department of Energy designed to reduce energy consumption in 

federally owned and operated facilities. It is assumed that by reducing 

energy consumption, the demand for constructing additional generation 

plants will not be necessary. A typical ESPC contract consists of VA hiring a 

private developer who invests their capital in high-technology energy 

improvements, which results in VA significantly reducing energy 

consumption. 

• Enhanced-Use – Leasing underutilized VA property on a long-term basis to 

non-VA users for uses compatible with VA programs. The Department will 

be able to obtain facilities, services, and/or money for VA requirements that 

would otherwise be unavailable or unaffordable. 

• Enhanced Sharing Agreement – Allows individual facilities to contract out for 

services with any health-care provider, or other entity or individual. These 

contracts can be made for acquisition of infrastructure, equipment, IT 

services, and personnel services. There are no maximum dollar limitations 

for the investments.

DISPOSAL STAGE

The final stage is disposal; VA will track significant disposal activity in CAMS. The 

Department is also pursuing disposal authority that would allow VA to retain proceeds 

from the sale, transfer or exchange of VA assets to be used for other non-recurring 

capital needs. Currently there is little or no incentive for VA to dispose of its 

underutilized assets as these properties may be transferred to other public entities 

without VA obtaining any benefit. However, the Department may be required to pay 
VA 5-Year Capital Plan FY 2004 – 2009

17

r costs related to the disposal such as any related environmental costs which can 

be very expensive. 

s 

ce 

n of the Office 

f Asset Enterprise Management, a reorganization of the Office of Management, and 

d 

e needs of veterans. This process identified the necessary infrastructure to provide 

ical 

lant capacity, community health care capacity, facility condition assessments, and 

ed 

t 

y 

d the 

apital 

egies. The creation of OAEM has improved the 

al 

A’s 

fo

VA’S CORPORATE APPROACH

VA’s comprehensive, corporate-level approach helps VA closely align asset decisions 

with its strategic goals, elevate awareness of its assets, and employ performance 

management techniques to monitor asset performance on a regular basis through the

entire lifecycle of an asset. VA has strived to continuously improve and strengthen it

capital asset management program. VA has integrated best practices into the fabric

of the capital investment process, learning from the best planning and performan

measurement found in government and private industry. VA has undertaken some 

major initiatives over the past several years in order to make continuous quality 

improvements. These initiatives include the CARES program, creatio

o

creation and deployment of the Capital Asset Management System. 

As a part of VA’s overall capital asset management activities, VA initiated an 

important strategic planning process called Capital Asset Realignment for Enhance

Services (CARES). The CARES process provided a data-driven assessment of 

veterans’ health care needs within each market, the condition of the infrastructure, 

and the strategic realignment of capital assets and related resources to better serve 

th

high-quality health care to veterans where it is most needed now, and in the future. 

Through CARES, VA based its plan for enhanced health care services on objective 

criteria and analysis, as well as cost-effectiveness, and in some cases, significant 

capital asset restructuring. These plans take into account future directions in health 

care delivery including changes in technology, demographic projections, phys

p

workforce requirements. CARES is further discussed in the VHA chapter (4). 

The need for a comprehensive corporate-level capital asset management function in 

the Department of Veterans Affairs had been known for some time and was validat

by VA’s own internal experiences as well as external bodies such as OMB, GAO, and

independent consultants. As a result, the Department created the Office of Asse

Enterprise Management (OAEM) in July 2001. OAEM serves as the principal polic

office and business advisor to the Assistant Secretary for Management an

Secretary regarding the acquisition, management and disposal of all Department 

capital assets. Specifically this office has focused on recommending and 

promulgating capital asset policy; establishing, analyzing and monitoring VA’s c

asset portfolio; overseeing VA’s capital asset performance management system; and

leading future investment strat

Department’s ability to conduct comprehensive and cohesive corporate-level capit

asset management activities. 

In response to this new corporate perspective, VHA developed the Capital Asset 

Management and Planning Service (CAMPS) within the Office of Facilities 

Management. CAMPS serves as a focal point for interfacing with OAEM on VH
VA 5-Year Capital Plan FY 2004 – 2009

18

 policies 

 centers 

lize 

al 

e 

N) Deputy Network Director who will oversee and have direct line 

uthority over a Chief Financial Officer, Chief Logistical Officer, and Capital Asset 

d 

well as 

ny corrective action plans to bring capital assets into compliance and adherence 

lans. 

with appropriate linkages to financial, programmatic, 

rocurement, and strategic planning elements to effectuate a fiscally sound VISN 

MS 

es 

l 

improved decision-making and service delivery to veterans. In FY 2004, VA also 

behalf. CAMPS plays an integral role by facilitating conformity to Department

and guidelines; instituting internal procedures for investments above threshold 

investments; coordinating submission of VHA’s long-term capital asset plan; 

contributing to and participating in maintenance of VA’s portfolio of existing assets; 

and maintaining operational responsibility for asset management activities. 

In November 2002, the Secretary approved implementation of a major reorganization 

of finance, acquisition, and capital asset functions throughout VA into regional

with clearer delegations of authority and increased responsibility and accountability. 

By combining multiple functions into a single office of business oversight and 

streamlining field operations to a manageable size via regional offices, VA can rea

both efficiencies and improvements in its business activities. The business office 

concept also helps to provide a stabilizing influence in creating uniformity in VA’s 

operations and enforcing corporate discipline in business practices. Each region

office is establishing a business office that will include a Veterans Integrated Servic

Network (VIS

a

Manager. 

The VISN Capital Asset Manager (CAM) will provide corporate (VISN) leadership, 

directing activities relating to the planning, acquisition, management and disposal of 

capital assets. This includes management of all capital programs including major an

minor construction, non-recurring maintenance, enhanced-use leasing, sharing 

agreements, leasing, real property, major medical and non-medical equipment, and 

energy conservation/savings initiatives and associated resources. It also involves 

developing and monitoring VISN capital program goals and performance as 

a

with VISN and national benchmarks and portfolio performance standards. 

The CAM is responsible for developing the VISN level 5-year capital asset plan and

ensuring it is consistent with and supports VHA national and Departmental p

The CAM structure will facilitate effective management of an efficient capital asset

management program 

p

capital asset portfolio. 

VA is striving to utilize information technology and established capital asset 

management principles to improve the management of its capital resources. For 

example, VA’s CAMS is an integrated, Department-wide system, enabling VA to 

analyze, monitor, and manage VA's portfolio of capital assets. VA maximizes CA

technology to extract key capital asset-related data from several key data sourc

within the Department. Data is organized and presented to strategically monitor

performance against capital asset goals within and across asset types and VA 

Administrations. This innovative technology integrates asset management and 

governance at multiple levels by limiting redundancy and promoting One-VA and 

sharing opportunities; improves financial and analytical capability by tracking actua

performance against planned, allowing commercial benchmarking and providing 

dashboard presentation and multi-dimensional views; and improves performance 

management by tracking VA’s seven Department-wide portfolio goals. This leads to 
VA 5-Year Capital Plan FY 2004 – 2009

19

created a Web-based OMB Exhibit 300 application for significant capital assets. This 

online system allows staff to complete business case applications electronically within 

CAMS. 

VA will continue to be a leader in the federal capital asset arena and work to further 

improve the management of its nationwide portfolio of capital assets by: 

• Developing capital asset standards and/or benchmarks such as level of 

investment and cost of asset ownership. Management of VA’s portfolio will 

include guidance on gap analysis, performance management, and asset 

disposal. 

• Enhancing the automated performance management system (CAMS) to 

oversee VA’s capital asset portfolio that ties into the Department’s financial 

system. With this system, VA will track and monitor key milestones such as 

cost, schedule, and performance of newly acquired assets through their entire 

life cycle. 

• Increasing opportunities to initiate enhanced-use leases. By leveraging its 

assets, VA is able to acquire facilities or obtain goods and services that might 

otherwise be unavailable or unaffordable, or conversely, convert underutilized 

property into an asset that generates revenue, achieves consolidation, or 

reduces costs. 

• Working towards improving collaboration and partnership with the Department 

of Defense regarding capital projects. 

• Establishing capital policies to ensure that the Department has consistent 

investment strategies and that all capital activities are accomplished in concert 

with the Department’s strategic goals. 

• Achieving compliance with the Executive Order, Federal Real Property Asset 

Management – meeting all requirements of the Federal Real Property Council, 

including development of an agency asset management plan, reporting on 

Government-wide performance measures, and providing information to be 

included in the Government-wide real property inventory. 

RESULTS OF THE FY 2005 CAPITAL INVESTMENT PROCESS

The following section is the result of VA’s application of its multi-attribute hierarchical 

methodology to the FY 2004 and 2005 major capital investments. As previously 

mentioned, VA used two distinct decision models during the FY 2005 capital 

investment planning cycle, one for VHA CARES projects and another for nonCARES (VBA, NCA, and staff office) projects, to accommodate the CARES process 

and timeline, and allow VHA CARES projects to be evaluated on criteria with greater 

health care specificity. The following table illustrates the FY 2005 decision hierarchy 

and specific sub-criteria for each of the major criteria for CARES and non-CARES 
VA 5-Year Capital Plan FY 2004 – 2009

20

RES and non-CARES capital decision models for the 

FY 2005 planning process. 

FY 2005 Decision Criteria 

NON-CARES DECISION CRITERIA CARES DECISION CRITERIA 

projects. Appendix C provides definitions of each of the criteria and appendix E 

graphically illustrates the CA

Major Criteria Sub-Criteria Major Criteria Sub-Criteria 

DoD Collaboration DoD Collaboration 

Strategic Alignment Strategic Alignment DEPARTMENTAL 

ALIGNMENT

AL 

VHA/VBA/NCA ALIGNMENT

Collaborative 

Opportunities 

DEPARTMENT

Cost-Effectiveness ctiveness 

Analysis 

Cost-Effe

Analysis 

Alternatives Analysis Alternatives Analysis 

Risk Analysis Risk Analysis 

Risk Control Plan Risk Control Plan 

Savings/Cost Avoidance Savings/Cost Avoidance 

FINANCIAL PRIORITIES FINANCIAL PRIORITIES

Exit Strategy Exit Strategy 

Increase In Community munity 

Based Sharing 

Increase In Com

Based Sharing 

Decrease Underutilized Underutilized 

Capacity 

Decrease 

Capacity 

Decrease Operational se Operational 

Costs 

Decrea

Costs 

Reduce Energy ergy 

Utilization 

Reduce En

Utilization 

Increase Revenue nue 

Opportunities 

Increase Reve

Opportunities 

CAPITAL PORTFOLIO 

GOALS

Highest And 

PORTFOLIO 

GOALS

Maximize ighest And 

Best Use 

CAPITAL

Maximize H

Best Use 

Safety/Security Safety/Security SAFEGUARD ASSETS

ic 

SAFEGUARD ASSETS

Seism Seismic 

New 

Customers/Increase In 

 ent/Mission 

Change 

Customers 

Realignm

Customer Satisfaction CUSTOMER SERVICE Size of Gap/Demand

Customer Access Volume of Veterans 

Served/Services 

Provided 

Access to Health Care 

VBA/NCA Opportunities

 

Y 

ENHANCEMENTS

ucture 

Enhancements 

SERVICE DELIVER

Quality – Infrastr

The CARES capital investment decision process resulted in the identification of the 

following highest priority CARES projects that were reviewed by the VA Senior Resources 
VA 5-Year Capital Plan FY 2004 – 2009

21

Group and approved by the Secretary. Below are the FY 2004 and 2005 projects for which 

VA is requesting authorization and appropriation approval from Congress to proceed. 

Summary of CARES FY 2004 and 2005 Capital Projects 

Year VISN Location Project Title – Brief Description Priority #

Budget 

Request 

($000) 

2004 12 Chicago IL Bed Tower * $98,500

2004 12 North Chicago IL Joint VA and Dept of Navy Medical Project * $13,000

2004 21 Palo Alto CA Seismic Corrections Bldg. 2 1 $34,000

2004 10 Cleveland OH Cleveland-Brecksville Cons., Ph 1 Design 2 $15,000

2004 4 Pittsburgh PA Consolidation of Campuses, Ph 1 Design 3 $20,000

2004 23 Minneapolis MN SCI & SCD Center 4 $20,500

2004 22 Las Vegas NV 

New Federal Medical Facility, Design and 

Land Purchase 6 $60,000

2004 8 Gainesville FL Correct Pt. Privacy Def., Ph 1-Design 7 $8,800

2004 11 Indianapolis IN 7th & 8th Fl. Wards Modernization Addition 8 $27,400

2004 18 Tucson AZ Mental Health Clinic 9 $12,100

2004 19 Denver CO New Federal Medical Facility, Ph 1 Design 10 $30,000

2004 17 San Antonio TX Ward Upgrades and Expansion 11 $19,100

2004 8 Orlando FL Bed Tower, Phase 1 Design 12 $25,000

2004 8 Tampa FL Upgrade Essential Electrical Dist. Systems 13 $49,000

2004 10 Columbus OH Construction of Outpatient Clinic 14 $94,800

2004 6 Durham NC Renovate Patient Wards 15 $9,100

2004 22 Long Beach CA 

Seismic Corrections-Bldgs 7,126, Phase 1 

Design 16 $10,300

2004 20 Anchorage AK Outpt. Clinic/Regional Office, Ph 1 Design 18 $11,760

2004 Various Line Items $64,378

Total $622,738

2005 8 Tampa FL SCI Expansion 5** $7,100

2005 16 Pensacola FL Joint VA and Department of Navy OPC 17*** $55,500

2005 17 Temple TX Blind Rehab and Psychiatric Beds 19 $56,000

2005 8 San Juan PR Seismic Corrections-Bldg. 1, Ph 1 Design 20 $15,000

2005 2 Syracuse NY Construct Addition for SCI Center 21 $53,900

2005 7 Atlanta GA Modernize Patient Wards 22 $20,700

2005 21 Menlo Park CA 

Seismic Corrections-Geropsych. NH 

Replacement (Bldg. 324) 23 $33,239

2005 21 San Francisco CA Seismic Corrections-Bldg. 203 24 $41,500

2005 22 Los Angeles CA 

Seismic Corrections-Bldgs. 500 & 501, Ph 

1 Design 25 $8,000

2005 8 Lee County FL Outpatient Clinic Land Purchase 26 $6,510

2005 23 Des Moines IA Extended Care Building 27 $25,000

2005 22 San Diego CA Seismic Corrections-Bldg. 1 29*** $48,260

2005 Various Line Items $30,091

Total $400,800

*Projects approved in the pilot CARES study for Network 12 – Chicago/Wisconsin 

**Delayed pending results of further SCI study 

*** Priority numbers 17 and 18, and 28 and 29 are reversed to maximize the utilization of the funding 

as requested in the 2004 and 2005 budgets 

The non-CARES capital investment decision process resulted in the identification of 

the following highest priority non-CARES projects that were reviewed by the VA 
VA 5-Year Capital Plan FY 2004 – 2009

22

Senior Management Council and approved by the Secretary. They were included in 

the Department’s FY 2005 budget submission and are currently being considered by 

the Congress. 

Summary of Non-CARES FY 2005 Capital Projects 

Year Admin Location Project Title – Brief Description Priority 

Budget 

Request 

($000) 

Acquisition Business Case Applications 

2005 NCA Vacaville CA 

Sacramento Area New 

Cemetery Phase 1 

Development 

1 $21,600

2005 NCA Bushnell FL Cemetery Expansion 2 $20,000

2005 NCA Rock Island IL Moline Cemetery Expansion 3 $10,200

2005 VBA Huntington WV New GSA Lease 4 $3,700

2005 VBA Reno NV VARO Reno GSA Lease 5 $1,000

Planning Business Case Applications (Requesting Design Funds) 

2005 NCA San Diego CA Ft. Rosecrans Cemetery 

Annex at Miramar (Design) 1 $1,000

2005 NCA Riverside CA Cemetery Expansion (Design) 2 $1,400

2005 NCA Gustine CA San Joaquin Valley Cemetery 

Expansion (Design) 3 $800
VA 5-Year Capital Plan FY 2004 – 2009

23

2. VETERANS HEALTH ADMINISTRATION
VA 5-Year Capital Plan FY 2004 – 2009

24
VA 5-Year Capital Plan FY 2004 – 2009

25

VA will remain a national integrated system of health care delivery, increasingly 

characterized by a shift from provider and facility-centered health care to patientcentered health care that is driven by data and medical evidence. 

By focusing on providing services that are uniquely related to veterans’ health or 

special needs, VA will provide comprehensive services to an expanding patient base, 

including a broad range of primary, secondary, and tertiary care. The CARES capital 

project prioritization process placed an emphasis on achieving service delivery goals, 

safeguarding assets (including ensuring patient safety), and enhancing special 

emphasis programs. The projects that received the highest priority ranking were 

those which best reflected the goals and mission contained in VA’s Strategic Plan 

described below: 

THE PROJECTED FUTURE OF VA HEALTH CARE

Health care delivery will become more patient-centered. The future will include 

veterans being seen by a health care provider based on their medical need, often 

determined through in-home care or interactive technology instead of a predetermined schedule. This patient-centered approach will better serve veterans and 

will be more cost-effective in the long term. 

Patient-centered integrated health care system for veterans 

VA will strive to maintain a fully integrated health care system, driven by its central 

mission of service to veterans. Integrated information systems will allow seamless 

movement of patients across the system and ensure consistent execution of policy. 

VA’s approach to health care delivery is shifting from a provider-centric system to a 

patient-centric system for veterans. This patient-centered approach may be 

characterized as follows: 

• Care is based on patient needs and healing relationships 

• The patient is the source of health care control 

• Knowledge is freely shared with patients who have access 

to all of their health care information 

• Care requires an increased patient role in maintaining 

their health status 

Leader in understanding and providing services in special emphasis areas that 

are uniquely related to veterans’ health care 

VA will always maintain its leadership role in medical services for conditions uniquely 

related to veterans’ health care in special emphasis areas including spinal cord injury, 

blindness, amputation, traumatic brain injury, post-traumatic stress disorder, serious 

mental illness, homelessness, substance abuse, Gulf War illness, and illness related 

to Agent Orange. Through readjustment counseling, VA will help veterans become 

fully reintegrated into their communities with minimal disruption to their lives. VA 

conducts outreach activities and transition assistance to separating service members. 

VA will conduct aggressive outreach in some special emphasis areas (homeless, 

seriously mentally ill) and preventive intervention regarding life style changes for 

issues such as smoking, obesity, and chemical dependency. A key factor in these 

efforts will be patient education and the promotion of patients’ responsibility in health 

maintenance and prevention. 
VA 5-Year Capital Plan FY 2004 – 2009

26

Continuously improving cost-effective care through a dedicated, well-qualified 

staff 

VA will maintain its leadership role in improving patient and employee safety through 

technological innovation, improved practices, and workforce development programs. 

VA will develop cost-effective alternatives to inpatient care such as long-term care in 

non-institutional settings. Capital assets will be reallocated based upon veteran 

demographic trends to maximize efficient use. VA will maintain its focus on the core 

mission of delivery of health care services to veterans. Non-core patient care support 

services will be reviewed for competitive sourcing and will be outsourced if cost 

efficiency and high quality can be maintained for such areas as food service, building 

and grounds maintenance, laundry, and other services. 

VA will support training programs in health care professional shortage areas. VA will 

utilize advances in information technology training for education and employee 

development. VA and DoD will also continue to explore initiatives for sharing 

educational opportunities for their health care providers. 

Leader in the use of health information technology (IT) 

Health IT leadership will include a fully developed electronic patient record deployed 

via a Web-based patient information system. IT initiatives such as HealtheVet allow 

veterans access to their medical records through secure on-line applications and to 

input health status information, such as weight, on a daily basis to allow remote 

coordination and monitoring of patient status. HealtheVet and other telehealth 

technologies will facilitate the shift to patient-centered care. VA will continue its 

partnership with DoD to develop an interoperable VA/DoD medical information 

system. In consultation with DoD and the Department of Health and Human Services 

(HHS), VA will also continue to investigate the development of a national clinical 

research database. 

Coordinate publicly funded health care for the benefit of veterans 

VA will attempt to broaden its patient base and develop multiple alternative funding 

sources for veterans’ health care, which will allow the Department to ultimately serve 

more veterans. VA will work to integrate in-house health care with care provided by 

alternate providers such as state veterans homes and expand long-term care 

capacity by increasing non-institutional long-term care. VA is also partnering with the 

Indian Health Service to extend VA care to Native Americans; an MOU was signed on 

February 26, 2003. VA will continue seeking to diversify its funding base. VA health 

care will be available to veterans over age 65 through a Medicare health maintenance 

organization (HMO). VA will expand its ability to bill HMO and health plan enrollees 

who use VA medical services. VA will strive to maximize appropriate third-party 

revenues through improved business practices. 

Leader in expanding the evidence base for health care and translating it into

changes in delivery

VA will support evidence-based research in health promotion and diseases affecting 

veterans. The Quality Enhancement Research Initiative (QUERI) demonstrates VA’s 

commitment to evidence-based quality improvement. As part of this initiative, 

collaboration on the development of clinical practice guidelines that are evidencebased, valid, reliable, cost-effective, clear, and flexible leads to overall improvement 

in outcomes important to veterans. 
VA 5-Year Capital Plan FY 2004 – 2009

27

Major contributor to national emergency response 

As the Nation’s largest integrated health care provider, VA will play a major role in 

national disaster and emergency response, providing community support for regional 

disasters, and response to threats of terrorism and weapons of mass destruction. VA 

will be a provider of DoD non-mission critical services, and will play a key role in DoD 

contingency planning. 

HOW CARES PROJECTS WERE SCORED AND PRIORITIZED 

Development of CARES and Associated Weights

The Deputy Secretary formed a Department-wide workgroup to provide 

recommendations on the criteria to be used to prioritize CARES capital projects. The 

definition and weights (a criteria’s importance) of the CARES criteria were developed by 

the CARES Senior Resources Group and approved by the Secretary. These weights 

were slightly adjusted to conform with CARES criteria established in Public Law 

108-170, which was signed in December 2003. The modifications to the criteria 

included assigning increased weight to the “safeguarding assets” criteria, as it includes 

a patient life-safety component. (Brief descriptions of the criteria and the CARES 

decision model are found in appendices C and E, respectively). 

Business Case Applications 

Over 100 CARES concept papers and business case applications were submitted 

and reviewed through VA’s capital investment process using criteria approved by the 

Secretary and in compliance with Public Law 108-170. Business case applications 

(OMB Exhibit 300’s) were completed locally using a web-based application for each 

proposed project. The projects were proposed in order to meet the performance 

gaps identified through the CARES process. The workload and space requirements 

for proposed projects were also based on the requirements found in CARES. These 

applications specifically addressed the six CARES criteria and included other 

elements such as project description, justification, and alternative, risk, and cost 

effectiveness analysis. A multi-disciplinary, Department-wide panel was convened to 

score and rank the CARES projects based on how well they met each of the 

established CARES criteria. The scores and overall ranking of projects were 

approved by the Secretary. 

The Department will proceed with planning and construction once Congressional 

requirements are met. Per Public Law 108-170, the Secretary may carry out the major 

construction projects specified in the final CARES report 45 days after submittal of a 

report to the Authorizations Committees (the authority for which will expire in December 

2006). In accordance with this law, and congressional report language that appeared in 

appropriation bills, an interim plan was submitted to the Committees on May 20, 2004. 

The 5-year capital plan also complies with The Veterans' Health Care Eligibility Reform 

Act of 1996, Public Law 104-262, section 206(c), as it serves notice to the Congress of 

the Department's intent to obligate advance planning funds for projects planned for FY 

2004-2005. Typically, when the construction cost of a project exceeds $12,000,000, the 

advance planning costs exceed $500,000 and require this notification. 
VA 5-Year Capital Plan FY 2004 – 2009

28

Provided on the following pages are the summary and detailed project information of 

VA’s major capital investment priorities for FY 2004 and 2005. VA is adhering to the 

rigor of its capital investment methodology by funding projects in priority order except 

where additional analysis is pending or to maximize utilization of each year’s 

appropriation. VA anticipates the CARES process will require additional investment of 

approximately $1 billion per year for the next 5 years in order to improve VA’s 

infrastructure and enhance veterans’ access to care. Our estimates for out-year funding 

streams will be determined as future budgets are developed. 

In order to optimize funding availability and maximize management flexibility, 

construction projects with a total estimated cost in excess of $65M are split-funded, 

meaning design (usually 10 percent) is funded in one year and construction is funded in 

a subsequent year. A complete list of VA’s top 48 priorities and those projects that will 

be developed for prioritization and consideration in subsequent 5-year capital plan 

submissions is also provided. 

It is important to note that this is the first iteration of the CARES-specific project 

needs. The following page lists the capital requirements needed to implement 

CARES for FY 2004 through 2010. The projects were identified through the CARES 

planning process in order to meet the challenges of the provision of veterans’ health 

care in the 21st century. While VA will assess and re-evaluate funding estimates in 

future budgets, VA anticipates the process will require additional investments of 

approximately $1 billion per year for at least the next 5 years, with substantial 

infrastructure investments then continuing for the indefinite future. An updated 5-year 

capital plan will accompany the annual budget request each year and will reflect the 

most current costs, phasing, and priorities of the Department. 
VA 5-Year Capital Plan FY 2004 – 2009

29

FY 2004 AND 2005 SUMMARY PROJECT INFORMATION

Major Construction

FY VISN Location Project Title – Brief Description 

Total 

Acquisition 

Cost ($000) 

Page 

# 

2004 12 Chicago IL Bed Tower $98,500 30

2004 12 N. Chicago IL Joint VA and Dept of Navy Medical Project $13,000 30

2004 21 Palo Alto CA Seismic Corrections Bldg. 2 $34,000 30

2004 10 Cleveland OH Cleveland-Brecksville Consolidation, Ph 1 

Design $105,000 31

2004 4 Pittsburgh PA Consolidation of Campuses, Ph 1 Design $190,800 31

2004 23 Minneapolis MN SCI & SCD Center $20,500 32

2004 22 Las Vegas NV New Fed Med Facility, Design and Land 

Purchase $325,000 32

2004 8 Gainesville FL Correct Patient Privacy Deficiencies, Phase 1 

Design $87,800 33

2004 11 Indianapolis IN 7th & 8th Floor Wards Modernization Addition $27,400 33

2004 18 Tucson AZ Mental Health Clinic $12,100 34

2004 19 Denver CO New Federal Medical Facility, Ph 1 Design $328,460 34

2004 17 San Antonio TX Ward Upgrades and Expansion $19,100 35

2004 8 Orlando FL Bed Tower, Phase 1 Design $253,600 35

2004 8 Tampa FL Upgrade Essential Electrical Dist. Systems $49,000 35

2004 10 Columbus OH Construction of Outpatient Clinic $94,800 36

2004 6 Durham NC Renovate Patient Wards $9,100 36

2004 22 Long Beach CA Seismic Corrections-Bldgs 7 & 126, Ph 1 

Design $149,700 37

2004 20 Anchorage AK Outpatient Clinic and Regional Office, Ph 1 

Design $77,600 37

2005 8 Tampa FL SCI Expansion $7,100 38

2005 16 Pensacola FL Joint VA and Department of Navy OPC $55,500 38

2005 17 Temple TX Blind Rehabilitation and Psychiatric Beds $56,000 38

2005 8 San Juan PR Seismic Corrections-Bldg. 1, Ph 1 Design* $15,000 39

2005 2 Syracuse NY Construct Addition for Spinal Cord Injury (SCI) 

Center $53,900 39

2005 7 Atlanta GA Modernize Patient Wards $20,700 40

2005 21 Menlo Park CA Seismic Correct -Geropsych NH Replacement 

(Bldg. 324) $33,200 40

2005 21 San Francisco CA Seismic Corrections-Bldg. 203 $41,500 40

2005 22 Los Angeles CA Seismic Corrections-Bldgs. 500 & 501, Ph 1 

Design $79,900 41

2005 8 Lee County FL Outpatient Clinic Land Purchase $65,100 41

2005 23 Des Moines IA Extended Care Building $25,000 42

2005 22 San Diego CA Seismic Corrections-Bldg. 1 $48,260 42

*Total project scope and acquisition cost to be determined 
VA 5-Year Capital Plan FY 2004 – 2009

30

FY 2004 AND 2005 DETAILED PROJECT INFORMATION

Fiscal Year FY 2004 

BA Requested (Capital) $98.5M 

Planned Project Name Bed Tower 

Project Location Chicago, IL 

Asset Type Major Construction 

Project Description

This project requires $98.5M FY 2004 budget authority. This project will consolidate the two-inpatient 

sites of care, Lakeside, and West Side that are located in 50-year old facilities approximately five miles 

apart. Construction includes a new bed tower to house all inpatient beds and operating rooms, at the 

West Side Division. The building will be connected to Building 1, the existing hospital where ancillary 

support and diagnostic functions will remain. Building 1 renovations will provide consolidated inpatient 

support services. The VISN 12 CARES study for veterans health care needs for 2010 and beyond 

determined that two separate inpatient care units so close to one another represented unnecessary 

duplication of services and that significant operating inefficiencies could be eliminated and cost savings 

achieved by consolidating inpatient care at a single site. This project will reduce operating costs for 

services and supplies. In addition, there will be improved patient satisfaction by providing veteran 

patients with a level of care that meets or exceeds community standards and cannot be provided in two 

separate 50-year old facilities. 

Fiscal Year FY 2004 

BA Requested (Capital) $13M 

Planned Project Name Joint VA and Department of Navy Medical Project 

Project Location North Chicago, IL 

Asset Type Major Construction 

Project Description

This project requires $13M FY 2004 budget authority This project will provide new surgical facilities, 

including operating rooms and support space, and upgraded Urgent Care/Emergency Services to be 

staffed by the VA and utilized by both VA and DOD (Navy) beneficiaries. A new Operating Room Suite 

will be constructed and the existing Post Anesthesia Recovery area will be renovated. The VISN 12 

CARES review encouraged increased collaboration between the North Chicago (NC) VAMC and Naval 

Hospital Great Lakes. The joint Surgery and Urgent/Emergency Care units will address some of the 

existing unnecessary duplication of services (these Federal hospitals are less than a mile apart). It 

appears that consolidating these services at a single site should result in considerable savings (about 

$3,600,000 a year, mostly due to the minimum staffing required at separate facilities). 

This project will reduce overall operating costs for VA and Navy by consolidating VA and DoD inpatient 

care. It will utilize vacant patient care space at the NCVAMC. Additionally, VA beneficiaries would have 

increased access to surgical procedures closer to their homes and families. 

Fiscal Year FY 2004 

BA Requested (Capital) $34M 

Planned Project Name Seismic Corrections Bldg 2 

Project Location Palo Alto, CA 

Asset Type Major Construction 

Project Description

This project requires $34M in FY 2004 budget authority. This project would construct an 80-bed acute 

inpatient psychiatric replacement facility, approximately 76,000 GSF, at VA Palo Alto Health Care 

System's (VAPAHCS) Palo Alto Division (PAD). It would replace an obsolete, functionally deficient and 

seismically unsafe inpatient psychiatric building, (building 2) which was identified as the second most 

seismically critical building in the system. Today, VAPAHCS maintains four separate acute inpatient 
VA 5-Year Capital Plan FY 2004 – 2009

31

psychiatric wards (92-beds), located in three separate buildings (Buildings 2, 5, and 348) on two different 

campuses (Palo Alto Division and Menlo Park Division). By constructing the proposed 80-bed acute 

psychiatric replacement facility, VAPAHCS would successfully consolidate all four acute inpatient 

psychiatric wards into a single state-of-the-art treatment facility to maximize economies of scale and 

achieve significant operational efficiencies. Prior to construction, approximately 200 parking spaces, 

impacted by the proposed 80-bed facility, would be relocated to minimize the impact on patients and staff. 

Upon completion of the 80-bed acute psychiatric inpatient facility, VAPAHCS would relocate impacted 

Building 2 programs, not included in the proposed 80-bed acute psychiatric inpatient replacement facility, 

such as Psychology Service, Lodger Program, warehousing, research labs and ancillary services, to 

other PAD facilities. Impact funds are included in this CIP to renovate vacant space for these programs. 

Once completed, Building 2, which is 77,100 GSF, would be razed and the parcel would be converted to 

patient parking. This project includes Building 2 asbestos abatement and site restoration. Landscape 

and exterior revisions will also be required. Completion of this project would eliminate an Exceptionally 

High Risk (EHR) seismically deficient building that fails to meet current Life/Safety, Uniform Federal 

Accessible Standards (UFAS) as well as Federal and State seismic statutes. 

Fiscal Year FY 2004 

BA Requested (Capital) $15M 

Planned Project Name Cleveland-Brecksville Consolidation, Ph 1 Design 

Project Location Cleveland, OH 

Asset Type Major Construction 

Project Description 

This project requires $15M FY 2004 budget authority to complete phase I design, with an estimated total 

acquisition cost of $105M. This project will consolidate and co-locate all clinical and administrative 

functions of a two division medical center at the Wade Park VAMC. This consolidation aligns itself as a 

top priority for construction due to the closure of the Brecksville VAMC and achieves the objective of 

CARES to realign and decrease the amount of infrastructure maintained and operated by the VA by 

931,454 gross square feet. This project will require new construction of 268,546 gross square feet at the 

Wade Park VAMC. The scope of this project includes additional chillers, emergency generators, and 

boilers as well as the associated incoming utility connection for the new space. Space efficiencies are 

gained in several ways for the aforementioned items that do not require the new construction of space: 1) 

There is existing space in the penthouse of the Wade Park VAMC that can accommodate the new chillers 

and (2) The current energy center is expandable by 1,800 square feet. This project requires the 

Enhanced Use Lease of 102 acres at the Brecksville VAMC in exchange for property adjacent to the 

Wade Park VAMC. Under the Enhance Use Lease agreement, the lessor will construct a 120 bed 

Domiciliary, a 1,200 space parking garage, and administrative space adjacent to the Wade Park VAMC 

that will provide the additional infrastructure needed for the consolidation of the Brecksville VAMC at the 

Wade Park VAMC. The consolidation at the Wade Park Division of The Louis Stokes Cleveland VAMC 

will allow for the complete vacancy and closure of the Brecksville VAMC. The cost savings of this project 

are anticipated to exceed $23 million annually and the quality of clinical care will be significantly 

enhanced to the more than 80,000 veterans that receive care at these medical centers annually. 

Additionally, there is the potential consolidation of VHA and VBA that will promote a One VA through 

efficient processing of VBA claims requiring medical support from VHA for the more than 500,000 

veterans residing in Northern Ohio. 

Fiscal Year FY 2004 

BA Requested (Capital) $20M 

Planned Project Name Consolidation of Campuses, Phase 1 Design 

Project Location Pittsburgh, PA 

Asset Type Major Construction 

Project Description

This project requires $20M FY 2004 budget authority to complete phase I design, with an estimated total 

acquisition cost of $190.80M. This project would consolidate (547,000 sq ft) a three division health care 

delivery system into two divisions, by adding sufficient space at the University Drive and H. John Heinz III 

divisions to accommodate the current and projected workload. Specifically, this proposal identifies 

closure and divesture/enhanced use of the Highland Drive division, a fifty-year-old campus-style facility, 
VA 5-Year Capital Plan FY 2004 – 2009

32

composed of more than 20 buildings on 169 acres. The principle benefit of this consolidation is to 

improve care by providing state-of-the-art care environment and reducing operating expenses, therefore 

realigning those assets to enhance services. 

Expected outcome at project completion: 1) Permanent closure of 850,000 square feet on 169 acres; 2) 

Construction of 186,000 sq ft and a 900 car parking structure at University Drive; 3) Construction of 

361,000 sq ft at H.J. Heinz-Net closure of 348,000 sq ft.; and 4) Estimated annual savings of $15,000,000 

in operational expenses to be invested in care enhancements. 

Fiscal Year FY 2004 

BA Requested (Capital) $20.5M 

Planned Project Name SCI and SCD Center 

Project Location Minneapolis, MN 

Asset Type Major Construction 

Project Description

This project requires $20.5M FY 2004 budget authority. This project will establish a Spinal Cord 

Injury/Disease (SCI/D) Center for VISN 23. It will construct a two story structure (plus basement); a 30 

inpatient bed unit with Outpatient Clinics and administrative space. A connection to the main facility 

would be required and is planned to occur at each level of the new structure; the new SCI/D Center will 

have a separate street level entrance and dedicated parking. Currently, outpatient SCI exams are done 

in the Physical Medicine and Rehabilitation (PM&R) Exam area 2.5 days per week. With the current 

shortage of PM&R space, and potential expansion of the pain clinic, there would be no space to backfill 

once the new SCI Center is built as the current outpatient space is already utilized by PM&R. A VISN 23 

SCI Center is supported by the CARES planning model and the draft national CARES plan, as well as the 

VHA SCI Program Office. 

Fiscal Year FY 2004 

BA Requested (Capital) $60M 

Planned Project Name New Federal Medical Facility Design and Land Purchase 

Project Location Las Vegas, NV 

Asset Type Major Construction 

Project Description

This project requires $60M FY 2004 budget authority to complete phase I design, with an estimated total 

acquisition cost of $325M. VA will collaborate with DoD for a mutual solution to provide up to 90 inpatient 

beds, a 120 bed Nursing Home Care Unit, Ambulatory Care Center, administrative and support functions, 

and provide space for collocated Veterans Benefits Administration offices. The Medical Center will 

provide a “One Stop Shopping” approach for the veteran whose health care needs cross the continuum of 

services including primary and specialty care, surgical services, mental health, rehabilitation and 

extended care. The consolidation of clinical and administrative support will increase efficiencies, allow for 

the sharing of expertise and coordination across all levels of care, ensuring that patients are provided 

optimum care in the most appropriate setting. The proposed facility will be approximately 700,000 square 

feet and require 50-55 acres to allow for adequate parking and future growth potential. Workload 

projections are consistent with the CARES planning model and Clark County growth trends. This project 

will close significant service delivery gaps identified in the CARES process. A gap of 270,699 (2012) and 

241,595 (2022) Outpatient stops was identified during the CARES process, representing increases of 

65% over current workload levels and an inpatient bed gap of 56%. In order to maximize flexibility and 

reduce cost, 50% of projected Primary Care and Mental Health workload has been removed from the 

space program and will be placed in multiple locations throughout the Las Vegas metropolitan area. This 

improves patient access for Primary Care services and allows for a scalable infrastructure to quickly 

adapt to significant changes in workload. The project enhances the Joint Venture with the Air Force 

through expanded capacity and increased scope of services providing both VA and DoD beneficiaries a 

comprehensive health care environment and cost effective alternative to contracted services. 
VA 5-Year Capital Plan FY 2004 – 2009

33

Fiscal Year FY 2004 

BA Requested (Capital) $8.8M 

Planned Project Name Correct Patient Privacy Deficiencies Ph1 Design 

Project Location Gainesville, FL 

Asset Type Major Construction 

Project Description

This project requires $8.8M FY 2004 budget authority to complete phase I design, with an estimated total 

acquisition cost of $87.8. The Veterans Administration Medical Center (VAMC) Gainesville, Florida, an 

acute care facility, was dedicated in 1967, and is currently 37 years old. The inpatient medical, surgical, 

and psychiatric wards, as originally constructed, consist of mostly 5 bed rooms, with some 1, 2, and 3 bed 

rooms, and congregate baths. The inpatient wards received a CARES Functional Score of 1.0, which 

indicates the inpatient wards are non-functional, virtually no privacy standards are met, and conditions 

indicate that compliance will be expensive and difficult. Accordingly, the inpatient wards are in noncompliance with the Health Insurance Portability and Accountability Act (HIPAA), Public Law 104-191. 

Several alternatives were explored and considered as means to increase the Functional Score. It was 

determined that the most viable alternative is a 241,103 gross square feet (gsf) addition to the Medical 

Center. This equates to 185,463 departmental gross square feet (dgsf). The addition will consist of four 

floors, plus a basement level, with connecting corridors to the existing Medical Center. The addition will 

house 238 in-patient beds consisting of 120 medical beds, 60 surgical beds, 58 psychiatric beds, support 

space, and Veterans Benefits Administration (VBA) collocation. This project includes renovation of space 

for expansion of Specialty Care Clinics consisting of Cardiology, Dermatology, Nephrology/Dialysis, 

Hematology, Otolaryngology, Audiology, Ophthalmology, Urology, Orthopedics, and Vascular Surgery. 

Construction of the new bed tower addition will free up the existing inpatient ward space to partially 

address the 144,504 dgsf Specialty Care space gap identified by the CARES Functional Space Survey 

data. Approximately 4,000 gsf of space is also being included in the new addition for collocation of VBA. 

The project will correct non-functional space, patient privacy deficiencies, handicap deficiencies, and 

code deficiencies that currently exist in the in-patient wards. 

Fiscal Year FY 2004 

BA Requested (Capital) $27.4M 

Planned Project Name 7th & 8th Floor Ward Modernization Addition 

Project Location Indianapolis, IN 

Asset Type Major Construction 

Project Description

This project requires $27.4M in FY 2004 budget authority. This project will correct the multiple 

deficiencies that prevail on the inpatient wards/bedrooms, 23-hour observation unit, and the inpatient 

pharmacy. Improvements include the addition of approximately 80,000 gross square feet of space on the 

7th and 8th floor of the A-wing of Building 1, along with ancillary utility support. The project replaces all 

medicine, surgery, and intermediate beds. It provides 52 private and 22 semi-private rooms, negative 

and positive isolation rooms with the appropriate anterooms, a new inpatient pharmacy, new medical 

education space and other support space. Within the room allotment, the project replaces 11 beds and 

allocates an additional 12 beds for 23-hour observation, expanding specialty outpatient capacity. The 

design will provide the capability for patients to be dialyzed within each patient room providing an 

opportunity to increase the outpatient dialysis treatment capacity within the existing unit through the 

elimination of the need for inpatient treatment space. Additional educational space will be added on each 

floor to support the teaching mission of this medical center. It will benefit medical residents, other 

trainees, and medical center staff by providing a place for learning, a forum for sharing information, and a 

location for digital capability for distance learning. These rooms will greatly improve the communication 

and treatment of the patients by providing space for didactic training and learning literally around the 

corner from the practical application of that training. Three vacated wards will be designed and backfilled 

through this project for outpatient primary care and specialty care space. Design of the backfill will occur 

during the construction of the vertical addition with backfill beginning upon activation of the new inpatient 

space. This will add 24,000 square feet of outpatient space, which was included as part of the VISN 11 

CARES plan for the Indiana market. 
VA 5-Year Capital Plan FY 2004 – 2009

34

Fiscal Year FY 2004 

BA Requested (Capital) $12.1M 

Planned Project Name Mental Health Clinic 

Project Location Tucson, AZ 

Asset Type Major Construction 

Project Description

This project requires $12.1M in FY 2004 budget authority. This proposal will create approximately 42,485 

gross square feet (gsf) of new construction for mental health programs to be located west of the current 

mental health inpatient building (Bldg 67) and will enhance an associated 8,983 gsf of renovated backfill 

space in Building 2, allowing for a six-bed expansion of inpatient mental health facility. Completion of this 

project will provide appropriately sized and configured space for all outpatient mental health services that 

are presently scattered throughout the 116 acre campus in Buildings 2, 7, 66, and 67. This project will 

house the Mental Health Clinic, Drug and Alcohol Rehabilitation, Day Treatment, Vocational 

Rehabilitation, Seriously Chronically Mentally Ill (SMI), Post Traumatic Stress Disorder (PTSD), Family 

Mental Health, Biofeedback Therapy, Gero-psychiatry, Mood Disorder, Psychosis, Compensated Work 

Therapy (CWT), Outpatient Psychiatry Resident Program, Psychology Intern Program, Social Work 

Program, Women's Trauma, and the Homeless programs, as well as providing needed space for overall 

programmatic administrative areas for mental health. In addition, the new facility will create space to 

effectively continue VA-DoD sharing programs for both inpatient and outpatient mental health services. 

This project will add space for two additional mental health primary care teams and allow for an 

expansion of telepsychiatry program, as well as permit development of a telepsychiatry center of 

excellence, which will enhance delivery of mental health outpatient services to our Community Based 

Outpatient Clinics. The new building will be located on the main campus of the Southern Arizona VA 

Health Care System (SAVAHCS) in Tucson, AZ. Completion of this project will address existing service 

gap and presently forecasted CARES service gaps of 54% in FY 2012 and 23% in FY 2022. CARES 

analyses indicated space deficiencies for all years through 2022. Backfill of vacated Building 2 space will 

include enhancement and expansion of the existing mental health inpatient activities in the adjacent 

Building 67, including six additional beds, group rooms, and associated necessary programmatic spaces, 

as well as utilization of the remaining space for other CARES identified space deficient functions. 

Fiscal Year FY 2004 

BA Requested (Capital) $30M 

Planned Project Name New Federal Medical Facility, Ph 1 Design 

Project Location Denver, CO 

Asset Type Major Construction 

Project Description

This project requires $30M in FY 2004 budget authority to compete phase I design, with an estimated 

total acquisition cost of $328.46M. This project provides approximately 1,060,000 square feet for a Joint 

Federal Facility at the University of Colorado's Fitzsimmons campus. The VA Eastern Colorado 

Healthcare System and the Air Force have developed the frame work for a joint use federal medical 

center. The new facility will accommodate the existing Eastern Colorado Healthcare System Tertiary 

Care functions along with research and the medical contingent with associated workload for the Buckley 

Air Force Base. The new federal facility will include a VA tower with ambulatory care on ground floor and 

additional floor(s) as needed. Acute inpatient medicine, surgery and psychiatry beds would be located on 

floors above outpatient care. This VA/ Federal building will be located on the original ambulatory care 

footprint directly connected to the University of Colorado Hospital core service area. There will be 188 

beds. In addition to the core inpatient beds this initiative calls for a sixty bed NHCU located adjacent to 

the Colorado State Veterans Home already operational at this site and thirty Spinal Cord Injury/Disease 

beds adjacent to the Medical/Surgical tower. The bed allocation for the main treatment building includes 

DoD workload. This project will also include a separate combined administrative building, housing the 

administrative functions for VA and DoD. Finally, the VA is pursuing a warehouse concept separate from 

the clinical building to house sterile supply processing, clinical lab, medical record storage and warehouse 

activities. The university has already begun construction for multiple research buildings in the campus 

setting and VA research activities are included in this initiative under a lease capacity with the University 

Hospital 
VA 5-Year Capital Plan FY 2004 – 2009

35

Fiscal Year FY 2004 

BA Requested (Capital) $19.1M 

Planned Project Name Ward Upgrades and Expansion 

Project Location San Antonio, TX 

Asset Type Major Construction 

Project Description

This project requires $19.1M in FY 2004 budget authority. This project will construct 26,000 square feet of 

new space and provide necessary renovations of approximately 62,800 square feet at the Audie L. 

Murphy Veterans Memorial Hospital (San Antonio VAMC) to relocate 25 medical acute care beds from 

Kerrville VAMC and consolidate all acute care hospital beds at San Antonio. It will also increase the 

number of acute care medical and psychiatric detoxification beds at San Antonio VAMC by 10 beds to 

meet present and future inpatient gaps at the San Antonio VAMC. All nursing units will be renovated to 

meet current patient privacy standards and space requirements. Each bedroom will have a dedicated, 

handicapped accessible toilet/shower room instead of congregate bathrooms as currently exists. 

Fiscal Year FY 2004 

BA Requested (Capital) $25M 

Planned Project Name Bed Tower, Ph 1 Design 

Project Location Orlando, FL 

Asset Type Major Construction 

Project Description

This project require $25M in FY 2004 budget authority to compete phase I design, with an estimated total 

acquisition cost of $253.6M. This project provides for the construction of a 120-bed Veterans’ Bed tower 

at either the Orlando VA Healthcare Center (OHC) site or on the campus of the University of Central 

Florida (UCF). It will resolve the CARES VISN 8 Central Market Acute Care Planning Initiative (PI) Gap 

by increasing access from 45.2% to 79.6%. The UCF campus is the most cost effective alternative, but it 

is premature to totally eliminate the existing site from consideration. OHC currently provides Primary 

Care, Specialty Care, Nursing Home, and Domiciliary services. 

Under either scenario that mission will be maintained. To support that mission, the 210,000 DGSF main 

structure, Bldg 500 must be renovated. Under the One VA concept, VBA has requested space for 50 

FTEE. Selected specialty care and diagnostic services will be relocated to the new hospital to provide 

VBA space in the Bldg 500 renovation. The new hospital, with a full spectrum of inpatient and outpatient 

services, is therefore appropriately sized for either alternative #1, co-location at the existing OHC site, or 

alternative #2, at UCF as a two-division facility. Alternative #1 presents advantages of co-location with 

existing VA functions, a Central Energy Plant that can be expanded, a 24-hour staffing presence at the 

nursing home care unit (NHCU) and strong local veteran support. A parking garage will also be built as 

part of this project. Alternative #2 presents advantages of co-location with an existing Nursing School and 

planned Medical School, excellent highway access and an abundance of land for expansion. 

Fiscal Year FY 2004 

BA Requested (Capital) $49M 

Planned Project Name Upgrade Essential Electrical Distribution Systems 

Project Location Tampa, FL 

Asset Type Major Construction 

Project Description

This project requires $49M in FY 2004 budget authority. This project establishes and upgrades normal, 

emergency and standby electrical distribution systems at the James A. Haley Veterans' Hospital, Tampa, 

Florida. The main campus currently comprises approximately 1.3 million square feet of air-conditioned 

space. This project directly addresses CARES Facility Condition Assessment (FCA) cited deficiencies 

which received grades of D and F. Each system component is addressed, including: sub-stations, risers, 

transformers, network protectors, automatic transfer switches, bus duct or cabling distribution, circuit 
VA 5-Year Capital Plan FY 2004 – 2009

36

protective devices, panel boards and circuit breakers. Since July 1995, Tampa has experienced three 

major electrical-related outages. Since February 2000, there have been ten (10) unplanned electrical 

outages or emergent electrical shutdowns. If it were not for the fact that our new Central Energy Plant 

was nearly ready to be placed on line, the February 2000 shutdown would have necessitated the 

evacuation of all inpatients. Semi-annual preventive maintenance infrared screening of electrical 

switchgear and bus duct system continues to reveal potential faults with alarming frequency. The final 

version of the James A. Haley Veterans' Hospital Facility Condition Assessment independently 

corroborates the findings of VA's own professional engineers and licensed electricians. 

Fiscal Year FY 2004 

BA Requested (Capital) $94.8M 

Planned Project Name Construction of Outpatient Clinic 

Project Location Columbus, OH 

Asset Type Major Construction 

Project Description

This project requires $94.8M in FY 2004 budget authority. This project will relocate and replace the 

existing 118,000 square feet Chalmers P. Wylie Outpatient Clinic to the Defense Supply Center, 

Columbus (DSCC). Agreement has been reached with DOD to locate the new facility on a 20-acre parcel 

of land on the west side of the base. The project will require new construction of 295,000 square feet. 

The Columbus Outpatient relocated to its current location in 1995 as one of four mega-lease facilities in 

the VA system. The clinic was designed to support 135,000 annual visits, however greater than 208,000 

visits were accomplished during FY 2003. The current size and configuration of the clinic is not sufficient 

to serve the growing patient demand for services and provides only limited specialty care services. The 

replacement facility will significantly reduce the need for veteran travel to other Network 10 VA’s for 

ambulatory specialty and same-day surgical care, significantly improve continuity of care, increase 

parking from 470 to a projected 1,000 parking spaces and address 85% of the identified CARES Capacity 

Gaps for specialty, primary and ancillary care. Annual cost savings of 1.5 million would be realized in 

lease expenses for the existing clinic and off site clinical/administrative space. Access to inpatient care 

will be improved by establishing a contract with a local health care system. The design for the VA 

replacement clinic will include plans for possible future expansion to add inpatient beds if patient care 

demands support in future years. The primary impact of the project is establishment of new/expanded 

specialty care services currently unavailable in Central Ohio. 

Fiscal Year FY 2004 

BA Requested (Capital) $9.1M 

Planned Project Name Renovate Patient Wards 

Project Location Durham, NC 

Asset Type Major Construction 

Project Description

This project requires $9.1M in FY 2004 budget authority. This project will renovate approximately 46,000 

GSF of existing space on Ward 7A, Wing 7C, Ward 6A, Wing 6C, Ward 9A, Wing 9C, Ward 5B and Wing 

5C. This project will renovate the last four of six outdated inpatient wards at the Durham VA Medical 

Center. Wards 7B and 6B are currently being designed for renovation via an approved FY 04 Minor 

Construction Project. Each Ward that is renovated will have 25 inpatient beds except for Ward 9A 

(Mental Health), which will have 30 beds. Included in the renovation will be the complete demolition of 

the interior walls, utilities, floor tile, doors and frames, hardware, etc. and rework of the air conditioning 

system. The reconfiguration of each ward layout will correct serious patient privacy and space 

deficiencies that have existed for many years. This project will allow for greater visibility by the nursing 

staff, larger patient rooms, and private or semi-private restrooms. An adequate number of private 

bathrooms will be constructed to address the special needs of the female veteran. This project will 

modernize outdated 1950's vintage wards to updated, state of the art patient wards. The project will 

address CARES model capacity gaps in Inpatient Medicine, Surgery, and Psychiatry. 
VA 5-Year Capital Plan FY 2004 – 2009

37

Fiscal Year FY 2004 

BA Requested (Capital) $10.3M 

Planned Project Name Seismic Corrections Bldg 7 & 126, Ph 1 Design 

Project Location Long Beach, CA 

Asset Type Major Construction 

Project Description

This project requires $10.3M in FY 2004 budget authority to complete phase I design, with an estimated 

total acquisition cost of $103.2M. The project will demolish approximately 178,000 gross square feet (gsf) 

of seismic deficient and deteriorated inefficient spaces of Buildings 2, 4, 8, and T162, and consolidate 

services in a new administrative, research administration, and support services building (approx 137,000 

gsf). In conjunction, the project will construct a 54,000 gsf 24 bed Blind Rehabilitation Center to serve all 

of VISN 22 blind veteran population and the remaining will consolidate supporting rehabilitation services 

at VA Long Beach Healthcare System (VALBHS). All new construction shall be connected physically to 

Buildings 7 and 126OP connected to the core building 126 and the new proposed Blind Rehabilitation 

Center. 

This project includes the construction of new and efficient space for those administrative and support 

services affected by demolition of buildings 2, 4, 8, and T162. These buildings contain crucial core 

support functions: Bldg. 2- Ear, Nose & Throat (ENT), Audiology, Main Library, Chapel, 

Canteen/Cafeteria, Bldg. 4- Fiscal, Material Management, Equal Employment Opportunity (EEO) & Labor 

Relations, Human Resources and Credit Union, Bldg. 8- Education, Medical & Surgical Support Offices, 

and T162 - Employee Health, TRICARE & Indian Health Clinics and the Veterans Integrated Service 

Network (VISN 22) Director's and Support Offices. Likewise, Building 7 and 126OP seismic upgrade and 

modernization are integral to the operations at VALBHS as they contain the following: Bldg. 7- Outpatient 

Pharmacy, Medical Subspecialty Clinics, Eye & Allergy Clinics, main 12 KV vault utility systems, Bldg. 

126OP - Patient Business Office (PBO), Primary Care Clinics, and Medical Specialty Clinics. Both 

OP126 and 7 were evaluated and deemed essential facilities and placed on the National "Exceptionally 

High Risk" list as seismically deficient. Buildings 2, 4, and 8 are of the same vintage and design. In 

addition, the 11th floor of the core patient tower Building 126, Executive Management, will be relocated to 

the new administrative space to create space for future inpatient and outpatient demand as predicted by 

the CARES model. Buildings 2, 7, 8, 126OP, and T162 are physically adjoined and contiguous with 

VALBHS’s core seismically upgraded inpatient/outpatient facility (Bldg. 126). This project will also enable 

consolidation of outpatient primary and specialty clinics, rehabilitation functions, clinical support services, 

administrative functions and safeguard the main 12 KV utility system for the entire facility. 

Specifically, this project will renovate and seismically upgrade existing Building 7 (36,000 gsf) and add 

24,000 gsf to building 7 and 13,600 gsf to Building 126OP that will consolidate multiple specialty medical 

and surgical outpatient clinics and pharmacy to prepare for future outpatient demand as demonstrated in 

CARES. This will also improve access and enable the implementation of Advanced Access principles 

such as multiple rooms per provider. 

Fiscal Year FY 2004 

BA Requested (Capital) $11.76M 

Planned Project Name Outpatient Clinic and Regional Office, Ph 1 Design 

Project Location Anchorage (Elmendorf AFB), AK 

Asset Type Major Construction 

Project Description

This project requires $11.76M in FY 2004 budget authority to complete phase I design, with a total 

acquisition cost of $77.6M. This project is to construct a new Outpatient Clinic and Regional Office 

building adjacent to the Elmendorf Air Force Base Medical Center - a joint VA and Air Force facility. This 

new building will replace the current 82,000 gross square foot (gsf) leased facility for the Alaska VA 

Healthcare Clinic and Regional Office with a new 167,904 gsf building. The current lease expires in 

2007. This project integrates several VA functions with existing Air Force functions located at the 

adjacent hospital, thus reducing the overall construction size from 184,000 gsf to 167,904 gsf. The new 

facility will provide space in a building adjacent to the current Air Force/VA hospital for collocation of 

medical and benefits services presently housed in leased space. The new building will meet projected 

CARES market area demand for primary care, specialty care, and mental health in Anchorage. The clinic 

would be outside the base security perimeter allowing for public access 
VA 5-Year Capital Plan FY 2004 – 2009

38

Fiscal Year FY 2005 

BA Requested (Capital) $7.1M 

Planned Project Name SCI Expansion 

Project Location Tampa, FL 

Asset Type Major Construction 

Project Description

This project requires $7.1M in FY 2005 budget authority. This project will provide for the construction of a 

30-bed, 17,089 Departmental Gross Square Footage (DGSF), Spinal Cord Injury Extended Care addition 

at the James A. Haley Veterans' Hospital. It is a CARES, VISN 8, Central Market, Special Emphasis 

Program, Gap Planning Initiative (PI). As background, Major Construction Project 673-087A, "Spinal 

Cord Injury Addition" was originally designed as a 100-bed project. A subsequent decision, however, 

reduced the project scope and deleted the originally planned 30 Extended Care Beds. The remaining 70 

Acute Bed Spinal Cord Injury facility was activated in 2002. This project constructs those 30 Extended 

Care or LTC beds. SCI Long Term Care (LTC) patients have better outcomes under VA care, rather than 

in poorly equipped contract facilities. Few facilities will accept this category of patient as required staff 

ratios are high, yet reimbursement rates are barely above those for more typical patients. LTC within VA 

reduces recidivism rates, which benefits the patient and VA. 

Fiscal Year FY 2005 

BA Requested (Capital) $55.5M 

Planned Project Name Joint VA & Department of Navy Outpatient Clinic 

Project Location Cory Naval Air Station, Pensacola, FL 

Asset Type Major Construction 

Project Description

This project requires $55.5M in FY 2005 budget authority. This submission is for the replacement of the 

existing outpatient clinic in Pensacola, Florida with a Joint/Shared VA/DoD (Navy) Outpatient Clinic. The 

new clinic will consist of approximately 200,000 gsf and will replace the existing VA Outpatient Clinic 

(Lease expiring 2006) and the Navy Corry Station Branch Clinic. The existing VA clinic consists of 

approximately 42,000 nsf and was designed for a workload of 50,000 annual visits and space for 55 

employees in one building and is supplemented by three additional buildings for administration, Primary 

Care, Compensation and Pension, and Mental Health adding another 12,000 nsf. The number of visits in 

FY 2001 was 93,467 with 125 employees working in the clinic. CARES future workload projections for 

this market indicates that workload will peak in FY 08 and will continue to remain above FY 01 levels 

through FY 2022. The projected outpatient primary care gap for 2022 is 77,386, the outpatient mental 

health gap is 27,343, the outpatient specialty care gap is 117,498, and the outpatient ancillary/diagnostic 

gap is 152,941. The services to be provided in the proposed VA/DoD joint clinic include: Primary Care, 

Mental Health, Women's Clinic, Audiology, Optometry, Dental, Pain Clinic, Cardiology and Urology. The 

ancillary services including Radiology (with MRI), Laboratory and Pharmacy will be provided jointly. In 

addition to the shared services proposed in the clinic other shared hospital services are being negotiated 

with the Navy Hospital currently. At this time the VA has sharing agreements with DoD (Navy Hospital) 

for inpatient services, emergency room services, orthopedics (including joint replacements), OB and 

ancillary services. 

Fiscal Year FY 2005 

BA Requested (Capital) $56M 

Planned Project Name Blind Rehabilitation and Psychiatric Beds 

Project Location Temple, TX 

Asset Type Major Construction 

Project Description

This project requires $56M in FY 2005 budget authority. This project includes a new 120 nursing home 

care bed building, renovates existing space and adds new space at the Temple facility to 

accommodate an increase in patients needing psychiatric inpatient care and blind rehabilitation care. 

The Secretary's CARES Decision document called for a comprehensive study of the cost and continuity 
VA 5-Year Capital Plan FY 2004 – 2009

39

of care issues prior to realignment of care from Waco to Temple. VA is requesting design funds in 

FY 2005 and the design of the Temple facility will take into account the results of the WACO study. 

Fiscal Year FY 2005 

BA Requested (Capital) $15M 

Planned Project Name Seismic Corrections-Bldg. 1, Ph 1 Design 

Project Location San Juan, PR 

Asset Type Major Construction 

Project Description

This project requires $15M in FY 2005 budget authority to complete phase I design, which will allow VA to 

assess, plan and design for additional seismic corrections to the facility in addition to the new bed tower 

project, which was approved in a previous budget. This project will complete the seismic corrections in 

the main hospital building of the San Juan VAMC to comply with VA immediate occupancy standards. 

Asbestos abatement and fire protection are integral parts of the scope of the project. Building I, the main 

hospital building, does not meet VA seismic standards. For a significant number of years it has been 

recognized in building codes and various governing agencies that Puerto Rico is in a high seismic zone, 

which is susceptible to a major earthquake. Several seismic evaluations have validated these 

deficiencies, among them the Degenkolb Study, which ranked the San Juan main hospital building #9 of 

78 most dangerous VA buildings nationwide. The project will include asbestos abatement to avoid 

exposure and contamination in the event of a major earthquake and fire protection as part of the seismic 

retrofit. Emergency sustainability (CD-54) requirements to include emergency generator paralleling & 

synchronization and sewage and storage tanks to guarantee full sustenance of VAMC operations for at 

least 10 days following a major earthquake will also be included in the project. The VAMC is the sole 

tertiary VA facility in Puerto Rico and as such, is of vital importance for the large population it serves who 

otherwise would have to travel to the mainland, with the closest point being 1,500 miles away. 

Furthermore, by being able to sustain operations after an earthquake, the VAMC would be better 

prepared to respond to local and national emergencies in its role as Coordinator of the Federal Response 

Plan in Puerto Rico with close ties to the Federal Emergency Management Agency’s Caribbean Area 

Office. 

Fiscal Year FY 2005 

BA Requested (Capital) $53.9M 

Planned Project Name Construct Addition for SCI Center 

Project Location Syracuse, NY 

Asset Type Major Construction 

Project Description

This project requires $53.9M in FY 2005 budget authority. This project was a high priority result of the 

CARES process. A large gap in SCI beds in the northeast part of the country is addressed by locating a 

new 30-bed SCI at VAMC Syracuse, NY. The SCI will be built in existing space within the main Medical 

Center Building. An addition will be constructed, to relocate some functions that will be displaced by the 

new SCI, as well as others supporting the program. A building that previously housed the laundry will be 

demolished to accommodate the new 6 floor addition of approximately 18,000 GSF per floor (Basement, 

Ground, 1, 2, 3, & 4th floor levels.) The 4th floor of the existing building (34,000 SF) will be renovated for 

the new SCI with an adjacent 10,000 SF of SCI space located in the new addition for the therapeutic pool 

and solarium. 
VA 5-Year Capital Plan FY 2004 – 2009

40

Fiscal Year FY 2005 

BA Requested (Capital) $20.7M 

Planned Project Name Modernize Patient Wards 

Project Location Atlanta, GA 

Asset Type Major Construction 

Project Description 

This project requires $20.7M in FY 2005 budget authority. This project directly supports the VISN 7 

CARES marketing plan by renovating existing medical inpatient wards that are below community 

standards. Improvements include the renovation of approximately 40,000 gross square feet on 2 inpatient 

floors (7th and 8th) and 20,000 gross square feet on the 10th floor to meet American with Disabilities Act 

(ADA) accessibility requirements, meet women veterans' needs, correct patient privacy issues, and 

improve staff efficiencies with improved functional layout. Work will also address infrastructure 

improvements to utility systems by resolving outstanding deficiencies. These deficiencies include HVAC, 

plumbing, electrical and fire and safety concerns on these inpatient floors. This project will also include 

the addition of two elevators in the main building. In addition, this project will also promote the one VA 

concept by improving access, through the construction of a connecting bridge, for veterans traveling 

between the VBA Regional Office Building and the VA Medical Center. 

Fiscal Year FY 2005 

BA Requested (Capital) $33.2M 

Planned Project Name Seismic Corrections-Gero-psychiatric Nursing Home Replacement 

(Bldg. 324) 

Project Location Menlo Park, CA 

Asset Type Major Construction 

Project Description

This project requires $33.2M in FY 2005 budget authority. This Capital Investment project will construct a 

120-bed gero-psychiatric replacement facility, approximately 80,000 GSF at VA Palo Alto Health Care 

System's (VAPAHCS) Menlo Park Division (MPD). This project will replace an obsolete, functionally 

deficient and seismically unsafe psychiatric building, which currently operates as a 109-bed geropsychiatric inpatient facility (Building 324 - Exceptionally High Risk [EHR] #8). Parking would be 

developed to accommodate staff and visitors. Completion of this project will eliminate a seismically 

deficient facility that fails to meet current Life/Safety, ADA/Uniform Federal Accessible Standards (UFAS) 

as well as Federal / State seismic statutes. VAPAHCS' Menlo Park Division is VISN 21's primary referral 

center for extended care and psychiatric treatment while the Palo Alto Division is one of two regional 

referral sites for tertiary care and acute inpatient programs such as surgery, medicine and psychiatry. 

Fiscal Year FY 2005 

BA Requested (Capital) $41.5M 

Planned Project Name Seismic Corrections Building 203 

Project Location San Francisco, CA 

Asset Type Major Construction 

Project Description

This project requires $41.5M in FY 2005 budget authority. This project will seismically retrofit Building 

203, a five story, 335,000 GSF concrete structure housing all acute care beds at San Francisco VA 

Medical Center, to meet current VA standards for seismic safety. SFVAMC's Building 203 ranks first in 

the Nation in terms of the degree of seismic risk and need for retrofitting as evaluated by Degenkolb 

(March, 2003 Update). It is one of the largest hospital structures, resides in a region with the highest 

seismic activity and has been determined to be in danger of collapse according to a detailed structural 

analysis by Degenkolb. Functional and technical improvements for patient privacy, disabled accessibility, 

building efficiency and bringing the structure into compliance with current codes will be included. These 

changes will meet additional goals of: providing appropriate patient privacy, increasing customer access 

through barrier-free facilities and increased bed assignment flexibility, improving customer satisfaction, 
VA 5-Year Capital Plan FY 2004 – 2009

41

and improving staff satisfaction through an improved working environment. The primary goal of this 

project is to fulfill the VA's mandate to provide seismically safe buildings and ensure continued medical 

center operation after a major earthquake. 

Fiscal Year FY 2005 

BA Requested (Capital) $8M 

Planned Project Name Seismic Corrections Buildings 500 & 501, Ph 1 Design 

Project Location Los Angeles, CA 

Asset Type Major Construction 

Project Description

This project requires $8M in FY 2005 budget authority to complete phase I design, with a total acquisition 

cost of $79.9M. This project will seismically retrofit the largest at risk building in the VA system, currently 

ranked number 6 on the VA list of seismically exceptionally high risk buildings. Additionally, this project 

will perform non-structural seismic retrofit for Building 500. Building 501 non-structural will address noncompliance of pipe and equipment seismic bracing and anchoring. Building 500 is a six-story, steel 

braced frame building of approximately 937,000 square feet located on the main VA campus in West Los 

Angeles, California. The building serves as the main hospital on the campus. The structure has not been 

significantly modified since it was built in 1976. The seismic performance of the building was evaluated 

according to the requirements of the 2001 California Building Code as agreed upon with the Department 

of Veterans Affairs. A strengthening scheme was developed to bring the building up to the required 

performance level for essential facilities. In addition, nonstructural components and equipment in B500 

and B501 require bracing to meet the requirements of the current code. These include such items fixed 

medical equipment, storage racks and cabinets, ceilings, partial height partitions, elevators, MEP 

equipment, and MEP piping, ductwork, and conduit systems. 

Fiscal Year FY 2005 

BA Requested (Capital) $6.51M 

Planned Project Name Outpatient Clinic Land Purchase 

Project Location Lee County, FL 

Asset Type Major Construction 

Project Description 

This project requires $6.51M in FY 2005 budget authority to complete phase I land purchase, with a total 

acquisition cost of $65.1M. This project is to construct an Ambulatory Surgery/Outpatient Diagnostic 

Support Center in the Gulf South Submarket of VISN 8 will allow VA to meet the increased demand for 

diagnostic procedures, ambulatory surgery, and specialty care (including mental health services) -- all of 

which are gaps identified during the CARES review. This proposal will involve purchasing twenty acres of 

land to construct a new 200,000 square foot building. This will accommodate a growing market share for 

the veteran population in the VISN 8 Gulf South Submarket area whose needs are not currently being 

met due to the limited space and limited services available in the existing Fort Myers VA OPC. The 

completion of this project will allow for additional veterans to be cared for that are currently on an 

extended waiting list for specialty and ancillary/diagnostic care, or who have to travel a minimum of 100-

150 miles each way, (or 200-300 miles round trip) on a very busy interstate highway to seek care at 

Medical Centers within VISN 8 at Bay Pines, Tampa, West Palm Beach, or Miami. Currently, the Fort 

Myers OPC only has limited capabilities to perform diagnostic imaging. All other tests such as, CT, 

MRI's, Ultrasound, Nuclear Medicine, Vascular/Doppler Ultrasound, Colonoscopies, etc. must be 

performed at the Bay Pines VA Medical Center, other medical centers in VISN 8, or contracted out in the 

community, which is cost prohibitive. 
VA 5-Year Capital Plan FY 2004 – 2009

42

Fiscal Year FY 2005 

BA Requested (Capital) $25M 

Planned Project Name Extended Care Building 

Project Location Des Moines, IA 

Asset Type Major Construction 

Project Description

This project requires $25M in FY 2005 budget authority. This project will construct a new building of 

approximately 100,000 gross square feet for a 120 bed Nursing Home Care Unit, 20 bed Rehabilitation 

Medicine Unit, 40 bed Domiciliary Unit, and Administrative, Employee Education, Clinic and Support 

space at the Des Moines Division of the VA Central Iowa Health Care System. This proposal will result in 

the following outcomes at project completion: 1) Locate NHCU, Rehabilitation Medicine, Behavioral 

Disorders (SMI) and Acute Psychiatric Care Services adjacent to acute Med/Surg Beds to enhance care 

delivery to increasingly medically complex extended care and rehabilitation cases. 2) Enhance veteran 

and family access to services by establishing high demand beds in the area of highest veteran population 

density in the state. 3) Replace badly deteriorating and aging infrastructure at the Knoxville division of VA 

Central Iowa with state of the art facilities at the Des Moines campus. 4) Achieve significant operational 

cost reduction over the life of the project. 5) Enhance staff education and research. 6)Consolidate all 

impatient bed care services and other support functions at one location; and 7) allow divestiture of 

approximately 350,000 gross square feet of outdated infrastructure at the Knoxville Division. 

Fiscal Year FY 2005 

BA Requested (Capital) $48.26M 

Planned Project Name Seismic Corrections-Bldg. 1 

Project Location San Diego, CA 

Asset Type Major Construction 

Project Description

This project requires $48.26M in FY 2005 budget authority. This project will seismically strengthen the 

854,900 sq-ft Medical Center (Building 1) with an integrated exterior stair and braced frame systems. This 

system will create a structurally efficient seismic bracing solution with minimal disruption to the interior of 

the building and its operations. In order to install the braced frames, portions of modular building 23 and 

MRI building 14 will need to be demolished and reconstructed including the two stop elevator serving 

building 14. This seismic upgrade will abate a significant risk to life safety and meet Department of 

Veterans Affairs Seismic Design Requirements (H-18-8), the California Code of Regulations, Title 24, Part 

2 and California Senate Bill 1953 requirements. Asbestos abatement will be required for connections to 

the existing structure and abatement in the stair towers to be demolished. It is estimated $4 Million in 

asbestos funds will be required in addition to the major construction cost of $48.6 million. 
VA 5-Year Capital Plan FY 2004 – 2009

43

MAJOR CONSTRUCTION PROJECTS THROUGH FY 2010 

VA’s Highest Major Construction Priorities 

VISN Location Project Title – Brief Description Priority 

# 

12 Chicago IL Bed Tower * 

12 North Chicago IL Joint VA and Dept of Navy Medical Project * 

21 Palo Alto CA Seismic Corrections Bldg. 2 1 

10 Cleveland OH Cleveland-Brecksville Consolidation 2 

4 Pittsburgh PA Consolidation of Campuses 3 

23 Minneapolis MN SCI & SCD Center 4 

8 Tampa FL SCI Expansion 5 

22 Las Vegas NV New Federal Medical Facility 6 

8 Gainesville FL Correct Patient Privacy Deficiencies 7 

11 Indianapolis IN 7th & 8th Floor Wards Modernization Addition 8 

18 Tucson AZ Mental Health Clinic 9 

19 Denver CO New Federal Medical Facility 10 

17 San Antonio TX Ward Upgrades and Expansion 11 

8 Orlando FL Bed Tower 12 

8 Tampa FL Upgrade Essential Electrical Distribution Systems 13 

10 Columbus OH Construction of Outpatient Clinic 14 

6 Durham NC Renovate Patient Wards 15 

22 Long Beach CA Seismic Corrections-Bldgs 7 & 126 16 

16 Pensacola FL Joint VA and Dept of Navy OPC 17 

20 Anchorage AK Outpatient Clinic and Regional Office 18 

17 Temple TX Blind Rehabilitation and Psychiatric Beds 19 

8 San Juan PR Seismic Corrections-Bldg. 1 20 

2 Syracuse NY Construct Addition for SCI Center 21 

7 Atlanta GA Modernize Patient Wards 22 

21 Menlo Park CA 

Seismic Corrections-Gero-psych Nursing Home 

Replace (Building 324) 23 

21 San Francisco CA Seismic Corrections-Bldg. 203 24 

22 Los Angeles CA Seismic Corrections-Bldgs. 500 & 501 25 

8 Lee County FL Outpatient Clinic Land Purchase 26 

23 Des Moines IA Extended Care Building 27 

22 San Diego CA Seismic Corrections-Bldg. 1 29 

17 Dallas TX Clinical Expansion 28** 

4 Butler PA Construction of a 100 Bed Nursing Home 30 

21 San Francisco CA Seismic Corrections-Bldgs 1,6,8 & 12 31 

20 

American 

Lake WA 

Seismic Corrections Nursing Home Replacement 

(Bldgs 2 & 3) 32 

22 Long Beach CA Seismic Corrections-Bldgs 128 & 133 33 

15 Columbia MO Operating Suite Renovation 34 

7 Huntsville AL Out Patient Clinic 35 

5 Washington DC Ambulatory Care Expansion 36 

7 Columbia SC 

Renovation/Construction Dx & Ancillary Care/Spec. 

Care Space 37 

21 Fresno CA Ambulatory Care Addition 38 

16 Fayetteville AR Clinical Addition 39 

1 West Haven CT New Bed Tower and Research Addition 40 

12 Madison WI Nursing Home Renovation & Expansion 41 
VA 5-Year Capital Plan FY 2004 – 2009

44

VISN Location Project Title – Brief Description Priority 

# 

15 St. Louis MO Building Renovations & Land Transfer to NCA 42 

22 Loma Linda CA Clinical and Research Addition 43 

5 Martinsburg WV Ambulatory Care Improvements 44 

4 Lebanon PA Nursing Home Renovation 45 

5 Beckley WV Construction of a 120 Bed Nursing Home 46 

5 Perry Point MD Construction of a 130 Bed Nursing Home 47 

3 Northport NY Renovation of Residential and Ambulatory Care 48 

* Projects approved in the pilot CARES study for Network 12 - Chicago/Wisconsin 

** Priority 28 and 29 are reversed to maximize the utilization of the funding as requested in the 2005 

budget. 

POTENTIAL PROJECTS FOR FY 2006 - 2010 

The following are potential projects from which VA will select for inclusion in future 

requests. 

VISN Location Project Title – Brief Description 

1 Providence RI Outpatient Specialties Clinics & Ancillary Services Addition 

1 Boston MA Place Holder for Boston Study, Ph 2 Construction 

3 New York NY Expand Primary Care 

3 New York NY Place Holder for New York Study, Ph 2 Construction 

3 Bronx NY Construct SCI Building 

3 Castle Point NY Psych & NHCU Integration 

3 East Orange NJ Clinical Addition 

3 East Orange NJ VBA-VHA Co-location 

3 St. Albans NY New NHCU Facility 

3 Montrose NY New Outpatient Building 

3 Northport NY Construct Specialty Care Pavilion 

4 Philadelphia PA Expand Parking Garage 

4 Philadelphia PA Behavioral Health Research Bldg 

5 Washington DC Ambulatory Care Expansion, Ph 2 Construction 

6 Salisbury NC Clinical Addition Specialty Care & Ancillary-Diagnostic Services 

6 Fayetteville NC Fayetteville Outpatient Addition 

6 Durham NC Outpatient Addition 

6 Asheville NC Outpatient Services Expansion 

6 Hampton VA Ambulatory Care Specialty Clinic Expansion 

7 Atlanta GA Ancillary Care 

7 Bessemer AL Bessemer Outpatient Clinic 

7 Birmingham AL Parking Deck 

8 Tampa FL Fire Safety/Sprinkler Improvements 

8 Bay Pines FL Consolidation of Clinical Services 

8 Tampa FL Construct CARES Supported Infrastructure 

8 Tampa FL Improve Patient Parking 

8 Tampa FL Correct CARES FCA-Identified Deficiencies 

9 Louisville KY Place Holder for Louisville Study, Ph 2 Construction 

12 Milwaukee WI SCI Center 

15 Marion IL Outpatient and Inpatient Clinical Addition 
VA 5-Year Capital Plan FY 2004 – 2009

45

VISN Location Project Title – Brief Description 

15 Kansas City MO Ambulatory Care Addition 

15 St. Louis MO Patient Privacy, Acute Med/Surg patients, JC 

15 Columbia MO Expand Ambulatory Care Addition 

15 Poplar Bluff MO HVAC System 

15 St. Louis MO Backfill Bldg 1 JC for Diagnostics 

15 Wichita KS 

Outpatient Specialty Care/Ancillary/Dx Clinical 

Additions/Modernizations 

16 Shreveport LA Clinical Addition for Specialty Care & DX Services 

16 Biloxi MS Addition/ Expansion 

16 Biloxi MS NHCU Replacement 

16 Jackson MS 

Bldg. 7 Addition & Renovation for Med/Surg, NHCU & Specialty 

Care 

16 Houston TX Outpatient Specialty Care Space 

17 Temple TX Ambulatory Care Addition 

18 Tucson AZ Diagnostic Building 

18 Albuquerque NM Outpatient Building 

18 Phoenix AZ Ambulatory Care Addition 

19 Ft Harrison MT Seismic Corrections, Hosp Bldg 154 

20 Seattle WA B101 Mental Health/Research Bldg. (S) 

20 Roseburg OR Seismic Upgrade B2 

20 Tacoma WA Correct Seismic Deficiencies, B81 (A) 

20 Seattle WA B100, Expansion Floors 3 & 4, D&T (S) 

21 Palo Alto CA 

Ambulatory Care/Research (Seismic Replace B 4, 23, 54, MB2, 

MB3, and MB4) 

21 Monterey CA VA/DoD Ambulatory Care Center 

21 San Francisco CA New Parking Garage 

21 San Francisco CA ADA Upgrade (Entire campus & grounds) 

22 Loma Linda CA Clinical and Research Addition, Ph 2 Construction 

22 San Diego CA Research Building 

22 Los Angeles CA Research Building Replacement 

22 Los Angeles CA NHCU Replacement 

22 

West Los 

Angeles CA Construct Clinic Addition / Consolidate Services 

23 Iowa City IA Primary Care Clinic 

23 Iowa City IA Construct Parking Garage 

23 Fargo ND Specialty Care Addition 
VA 5-Year Capital Plan FY 2004 – 2009

46

PRIORITIZED MINOR CONSTRUCTION PROJECTS FOR FY 2004 

Each VA administration has developed or is in the process of developing their own 

policies and protocol for capital investments that do not meet current thresholds. 

VHA has established the Capital Asset Management and Policy Service (CAMPS) in 

order to fulfill this function. In addition, OAEM issues Department-wide policies to 

guide the Administrations in formulating their own policies. 

VA medical center projects with a minor improvement component of more than 

$500,000 and a total cost of up to $7 million for FY 2004 are funded from the minor 

construction appropriation. The threshold was recently increased by Congress to 

$7 million for FY 2004 and future years. Minor improvements costs include 

structural changes, space utilization changes, construction of new or additional 

space, and for FY 2004 and beyond, parking projects. This program received 

$206 million in FY 2004. 

Minor medical construction projects enhance the quality of care provided to 

veterans— this includes private or semi-private bedrooms; private examination rooms 

and bathrooms; correction of fire and safety deficiencies including seismic-related 

issues; and the provision of sufficient heating, air conditioning, and ventilation 

systems. 

VHA will also continue to fund minor construction projects that efficiently shift the 

treatment of patients from hospital-based care settings to outpatient care. This shift 

provides a maximum return on investment for the taxpayer and continues to provide 

high quality service to the Nation’s veterans by improving access, establishing 

performance measures tied to clinical program priorities, and ensuring a satisfying 

and rewarding work environment for VA employees. 

VHA is planning to use minor construction funds to realign critical services, improve 

management of space, including vacant and underutilized space, correct 

dysfunctional clinical adjacencies and improve ineffective space configurations, and 

accommodate modern medical equipment based on the CARES National Plan. 

All of the minor construction projects were reviewed, evaluated, scored and ranked by 

a Department-wide group using the CARES decision criteria, as required by 

Congressional language, and fully support the implementation of CARES 

recommendations. This relationship was critical to demonstrate accountability to our 

stakeholders and to Congress by establishing linkage with the CARES National Plan 

in the short-term and long-term planning and execution cycles. 

FY 2005 projects will be reviewed and ranked in late summer or early fall of this year, 

and provided to the Congress early in FY 2005. 
VA 5-Year Capital Plan FY 2004 – 2009

47

FY 2004 MINOR CONSTRUCTION PROJECTS

This list is also provided in Appendix F, sorted by VISN. 

VISN Location Project Title – Brief Description Rank Total Est. 

Cost* ($000)

FY 2004 

Obligations 

($000) 

7 Augusta GA SCIU Renovation, Ph II, Bldg 801 1 3,498 3,348

20 White City OR Replace Dom Bldgs 215 & 216 2 3,900 350

20 Portland OR Replace Exterior Skin B100 & 101 3 3,999 350

22 Long Beach CA Seismic Upgrade of Bldg 138 4 3,005 240

20 American Lake WA Correct Seismic Def, B18 5 2,733 200

8 San Juan PR Chiller Plant Emergency Power 6 2,500 2,500

20 Anchorage AK Dom Seismic Upgrade 7 3,921 450

22 Los Angeles CA Bldg 212 & 117 Seismic Retrofit 8 3,825 300

8 San Juan PR Outpatient Addition (OPA) 

Emergency Power Needs 9 2,000 2,000

22 Long Beach CA Seismic Upgrade of Bldg 126OP 10 3,863 363

21 Sacramento CA Seismic Corrections B-5 11 863 64

22 Los Angeles CA Bldg 256 Seismic Retrofit 12 3,533 315

20 American Lake WA Renovate B85, Floor 3 & Roof 13 3,800 3,575

21 Menlo Park CA Seismic Corrections, Bldg 329 14 2,741 2,464

20 Seattle WA Correct Seismic Deficiencies 15 1,724 1,601

20 Portland OR Seismic Mitigation 16 4,000 330

20 Portland OR B-16 Seismic Corrections 17 2,822 2,584

20 Portland OR B-6 Seismic Corrections 18 2,633 2,414

22 Sepulveda CA Bldg 2, Demolition 19 3,681 164

20 Seattle WA D&T Seismic Upgrade, B100 (S) 20 3,764 328

20 Portland OR Bldg T51 Seismic Upgrade 21 1,969 125

22 Long Beach CA Demolition of Bldgs 3, 5(P), 13, 

47, & T162(P) 22 3,975 199

10 Cleveland -WP OH Relocate Outpatient Mental 

Health 23 3,182 3,182

7 Charleston SC CBOC - Naval Weapons Station, 

Goose Creek 24 4,903 564

5 Washington DC Fort Belvoir VA OPC 25 2,300 2,300

10 Cleveland -WP OH 

Relocate Lab Services at Wade 

Park to New Third Floor on 

Ambulatory Care Addition 

26 3,893 3,893,000

23 Des Moines IA Consolidation of Acute Bed 

Services to DM 27 1,960 163,000

6 Asheville NC Correct SPD Deficiencies 28 1,283 1,116

12 Hines IL Renovate Acute Care B200 7th 

Floor 29 3,941 3,601

1 Boston MA Medical Surgical Unit, B1-2N 30 3,306 3,306

16 Muskogee OK Renovate 5-East for Bldg 53, 

Inpatient Pysch 31 1,528 130

3 Castle Pt NY Expand OPC H-2 32 3,375 250

5 Baltimore MD Medical Specialty OPC 

Improvements 33 3,828 3,360
VA 5-Year Capital Plan FY 2004 – 2009

48

VISN Location Project Title – Brief Description Rank Total Est. 

Cost* ($000)

FY 2004 

Obligations 

($000) 

12 Hines IL Renovate Acute Care - 

Hematology/Oncology 34 3,980 340

4 Clarksburg WV Outpatient Support - Specialty 

Care Services 35 3,629 3,351

1 Boston MA Support Services modification 

Phase 2 36 1,470 147

17 Temple TX Expand Amb Care to Reduce 

Waiting Time 37 2,935 300

7 Birmingham AL Specialty Care Expansion 38 3,590 266

1 Boston MA Prosthetics Consolidation 39 1,412 1,337

12 Hines IL Relocate/Consolidate ICUs 40 3,948 3,648

12 Chicago IL Modernize Laboratory Areas 4th 

Floor Bldg 1 41 3,699 375

5 Baltimore - LR MD Expand Outpatient Clinic 42 3,750 323

12 Chicago IL Modernize Radiology Department 43 3,217 369

7 Charleston SC Clinical Specialties Addition 44 3,900 3,530

12 Milwaukee WI Nursing Home Care Modifications 45 3,877 3,527

6 Hampton VA Construct Intensive Care Unit 46 2,840 282

12 Iron Mtn MI Relocate/Renovate NHCU 47 4,286 272

20 Seattle WA Amb Care Expansion, B100, D&T 48 3,987 3,622

21 San Francisco CA MRI Center, Bldg 13 - Research 49 2,200 2,200

3 Northport NY Expand Outpatient Space 50 3,850 350

1 Togus ME Ambulatory Surgery 51 1,660 1,515

21 Palo Alto CA Building 100 ER/UCC, PEU, OBS 

Unit Exp 52 3,800 400

18 El Paso TX Outpatient Ambulatory Care 

Space 53 3,950 345

12 Hines IL Renovate Emergency Department 

Bldg 200 54 5,800 560

4 Philadelphia PA Renovate 7th Floor 55 3,980 420

7 Charleston SC Inpatient Patient Privacy, 3BN 56 2,391 2,150

7 Charleston SC Inpatient Patient Privacy, 4B 

North 57 2,986 308

3 Northport NY Expand Primary Care/Renovate 

Radiology 58 3,300 3,000

4 Erie PA Outpatient Support - 

Anc/Diag/Specialty Care 59 3,309 276

17 San Antonio TX Accommodate Specialty Clinics 60 3,300 320

6 Asheville NC Renovate Surgical Intensive Care 

Unit 61 2,309 2,053

8 Miami FL Renovate Ors 62 2,992 2,768

12 Chicago - WS IL Research Laboratory 63 2,685 220

1 Boston MA Dental Clinic Consolidation 64 1,563 1,563

12 Milwaukee WI Acute Care Modifications 65 3,973 311

8 Tampa FL Upgrade & Expand Main Lab, 

Phase I 66 2,999 2,553

8 Tampa FL Upgrade Main Lab, Ph II 67 2,999 447

7 Columbia SC Community Standard Upgrade 

Inpatient Med Beds 4W 68 3,602 323

21 Sacramento CA Specialty Care Clinic Bldg 69 3,998 353

9 Louisville KY Upgrade and Expand Emergency 70 3,900 3,552
VA 5-Year Capital Plan FY 2004 – 2009

49

VISN Location Project Title – Brief Description Rank Total Est. 

Cost* ($000)

FY 2004 

Obligations 

($000) 

Care Spaces 

16 Biloxi MS Expand ER/Outpatient Pharmacy 71 3,910 340

8 Bay Pines FL Emerg Dept Exp with Obsv Unit 72 2,900 2,610

8 Miami FL Renovate 11CD (CARES PI) 73 1,361 116

17 Temple TX Clinical Special Emphasis & 

Rehab Programs Integration 74 1,605 131

12 Chicago IL Modernize Emergency 

Department, Bldg 1 75 3,574 3,574

10 Cincinnati OH Remodel/Expand SICU 76 3,357 3,056

8 W Palm Beach FL Renovate 9th Floor for Outpatient 

Clinic 77 2,472 2,247

7 Atlanta GA Renovate 9th Floor for Medical 

Ward 78 3,900 3,600

8 Tampa FL Emerg Rm, Phase I 79 3,928 335

8 Bay Pines FL Renovate Surgical, Medical and 

Cardiac ICUs 80 2,950 295

21 Fresno CA Remodel 4th Floor for Specialty 

Clinics 81 3,725 325

20 Portland OR Renov Bldg 100 4th Floor for 

Specialty Care 82 3,765 300

6 Asheville NC Renovate Medical Intensive Care 

Unit 83 2,765 296

23 St. Cloud MN Expand Ambulatory Care, Bldg 1 84 3,996 3,675

4 Pittsburgh PA Sleep Lab/Cath Lab 85 3,383 3,125

12 N. Chicago IL Modernize Acute Care Wards 2A 

& 4B 86 2,178 1,974

6 Salisbury NC Renovate Surgical Suite 87 2,173 185

18 Prescott AZ Expand Medical Specialty Care 

Clinic Space 88 3,955 350

7 Columbia SC Renovate NHCU, Building 103, 

Phase 1 89 3,693 403

7 Tuscaloosa AL New Dietetic Facility 90 3,999 3,999

21 Palo Alto CA Amb Care Expansion 91 3,075 2,815

11 Ann Arbor MI Renovate 5 North, Patient Ward 92 2,370 2,140

6 Durham NC Renovate Patient Wards 93 3,840 3,555

21 Palo Alto CA Research Renov B4 and B6 94 3,600 300

4 Lebanon PA Consolidate ICU and Urgent Care 95 3,494 3,494

19 Ft. Harrison MT Expand Specialty Care 96 3,922 341

18 Tucson AZ Renovate Ward 2 South 97 2,700 2,430

23 Omaha NE ICU to 2nd Floor Outpatient Clinic 98 6,200 5,286

9 Memphis TN Space & Privacy Correct for ER 

and Admission 99 1,932 1,731

17 Dallas TX Upgrade Day Procedure, Ph II 100 1,320 1,200

8 W Palm Beach FL ICU Bed Expansion 101 1,499 1,322

22 Los Angeles CA Renovate CCU 102 3,498 320

22 Los Angeles CA Renovate HICU/SICU 103 3,082 278

20 Spokane WA Expand ER/Primary Care 104 3,163 2,888

17 Dallas TX Patient Privacy/UFAS 

Deficiencies, Ph 8 105 2,200 500

9 Nashville TN Ward Upgrade, Ph III 106 4,000 3,630

15 Kansas City MO Interventional Cardiology 107 2,585 2,585
VA 5-Year Capital Plan FY 2004 – 2009

50

VISN Location Project Title – Brief Description Rank Total Est. 

Cost* ($000)

FY 2004 

Obligations 

($000) 

8 W Palm Beach FL ER Expansion 108 2,000 200

8 W Palm Beach FL Renovate 8th Floor for Specialty 

Care 109 2,500 225

1 W Haven CT Dialysis Relocation 110 3,785 301

21 Reno NV Expand/Relocate ER and 

Establish Observation Unit 111 3,090 318

23 Fargo ND Medicine Nursing Unit Renovation 112 3,881 3,554

22 San Diego CA Hemodialysis Remodel 113 3,143 2,849

19 Cheyenne WY Clinic Expansion 114 1,695 150

18 Phoenix AZ Renovate Ward 4C 115 1,451 1,318

17 San Antonio TX Research Addition, Ph II 116 4,000 370

15 St. Louis JB MO Relocate Prosthetics 117 1,954 238

11 Indianapolis IN Expand Specialty/Primary Care 

Clinics 118 5,500 500

8 Lake City FL Renovate Wards 2N & 3N for 

Med/Surg Patient Privacy 119 2,991 255

2 Albany NY Consolidate Inpatient & 

Outpatient Pharmacies 120 3,490 260

1 W Haven CT Cardiac Cath Lab 121 1,152 118

21 San Francisco CA Building 200 ER/E&A Expansion 

and Reno 122 3,765 449

16 Houston TX Renovate NU 4H for Oncology/GI 123 2,073 2,073

22 Loma Linda CA Remodel Outpatient Services 124 2,345 2,345

8 Tampa FL Renovate OR Ph I 125 2,995 2,549

22 San Diego CA Prosthetics Space Remodel 126 1,262 1,121

20 Seattle WA Cath Lab/Endoscopy Suite, B100 127 2,507 257

18 Phoenix AZ Renovate Existing OR Suite 128 1,952 1,802

16 Little Rock AR CVICU/Heart Program 129 1,980 154

15 Marion IL Interventional Cardiology 130 1,665 1,665

9 Louisville KY Remodel Endoscopy and 

Hemodialysis 131 3,558 303

17 Dallas TX Relocate Geropsychiatry 132 3,900 350

16 Alexandria LA Construct Addition to B-45 133 3,740 3,400

9 Nashville TN Laboratory Function & 

Infrastructure Improve 134 3,937 395

3 E Orange NY Consolidate MICU & SICU Units 135 3,937 325

21 Reno NV Rehab/Relocate 

Prosthetics/Validation 136 1,434 1,309

19 Sheridan WY Renovate/Expand Mental Health 

B6 137 730 667

17 Dallas TX Transitional Care Unit 138 3,300 300

16 Jackson MS Provide 2nd Floor I-Bldg for Clinic 

Expansion 139 3,245 2,967

16 Ok City OK Renovate Inpatient Acute Psych 

Unit 140 3,525 3,225

10 Cincinnati OH Outpatient Specialty Care Clinics 141 3,989 426

8 San Juan PR Parking Replacement 142 3,900 3,600

12 Chicago IL Modernize Food & Nutrition 

Areas, Bldg 1 143 1,892 1,826

21 San Francisco CA Provide a Second Cardiac Cath 

Lab 144 2,575 315
VA 5-Year Capital Plan FY 2004 – 2009

51

VISN Location Project Title – Brief Description Rank Total Est. 

Cost* ($000)

FY 2004 

Obligations 

($000) 

21 Reno NV Single Deck Parking Structure 145 2,673 2,673

2 Syracuse NY Construct Addition for Cath 

Lab/CT 146 2,620 298

15 St. Louis - JC MO EUL Raised Parking Decks 147 2,000 2,000

9 Mtn Home TN Consol Kitchen 148 3,979 360,

16 Fayetteville AR Addition for MRI 149 2,665 270

15 St. Louis MO Relocate Animal Research 

Facility 150 1,479 1,479

3 Bronx NY Expand Eye Clinic 151 3,525 3,225

21 Menlo Park CA Renovate Dietetics Area, Bldg 

329 152 3,328 3,001

17 San Antonio TX Relocate Clinical Lab 153 2,830 580

4 Aspinwall PA V4 and VAPHS Data Center 

Consolidation 154 3,744 320

21 Sacramento CA Nutritional Medicine Remodel 155 3,050 2,725

20 Seattle WA Research Addition Bldg 34/ARF, 

Ph II 156 3,990 420

15 Kansas City MO Acquisition of Kaiser Bldg 157 3,000 3,000

20 Portland OR Clinical Support/Transplant 

Lodging 158 3,999 3,650

20 Portland OR Renovate Bldg 103 Research 159 1,695 1,695

16 N Orleans LA Add Elevators 160 6,180 530

4 Philadelphia PA Renovate 3rd Floor Research 161 3,220 2,900

22 Loma Linda CA Modernize Veterinary Medical 

Unit 162 3,391 3,391

18 Tucson AZ Research Wet Labs 163 3,332 284

16 Ok City OK Surface Parking Lot, Ph 2 164 1,320 1,200

1 W Haven CT SPD Enhancements 165 3,541 3,219

23 Iowa City IA Construct Research Bldg 166 3,996 164

15 Kansas City MO Replace Boilers 167 3,500 300

6 Durham NC New Research Building 168 3,900 300

2 Albany NY Renovate 1st Floor for VSC & 

Clinics 169 3,023 2,743

1 West Haven CT SCI Rehabilitation R&D Facilities 170 3,491 3,491

4 Philadelphia PA Pedestrian Bridge 171 2,270 2,100

11 Ann Arbor MI Install Secondary Electrical Feed 172 2,340 2,340

2 Syracuse NY Construct New Main Entrance 173 1,087 1,032

Miscellaneous 13,276

Total $534,396 $265,000

*Total estimated cost includes prior, current and future expenditures for each project as applicable. 
VA 5-Year Capital Plan FY 2004 – 2009

52

LEASES (AUTHORIZATION AND NOTIFICATION REQUIREMENTS) 

Congressional Authorization 

The Department requests authorization for the medical facility leases below. These 

require congressional authorization per title 38, U.S.C., section 8104 (a) (2). 

Year VISN Location Project Title - Brief 

Description Type 

Est. 

Cost 

($000) 

Rent 

Only 

($000) 

2005 6 Wilmington NC Outpatient Clinic Repl. $4,102 $1,306

2005 6 Greenville NC Outpatient Clinic Repl. $4,096 $1,216

2005 6 Norfolk VA Outpatient Clinic New $3,500 $1,250

2005 8 Summerfield FL Marion County Outpatient Clinic New $3,609 $1,220

2005 9 Knoxville TN Outpatient Clinic Repl. $2,600 $800

2005 11 Toledo OH Outpatient Clinic - (CBOC) Repl. $4,140 $1,128

2005 12 Crown Point IN Outpatient Clinic Repl. $2,600 $800

2005 17 Fort Worth TX 

Tarrant County Outpatient 

Clinic - (Tarrant County/Ft. 

Worth CBOC #2) Repl. $11,118 $3,867

2005 17 Plano TX 

O/P Clinic - (Collin 

County/Plano CBOC) New $9,252 $3,218

2005 17 San Antonio TX 

NE Central Bexar County, O/P 

Clinic New $4,080 $1,380

2005 17 

Corpus 

Christi TX Outpatient Clinic Repl. $3,900 $1,200

2005 17 Harlingen TX 

Outpatient Clinic - (Harlingen 

CBOC) Repl. $1,966 $616

2005 17 Waco/Marlin TX 

Outpatient Clinic(Waco/Marlin 

CBOC) Repl. $8,085 $2,573

2005 19 Denver CO Health Administration Center Repl. $3,900 $1,900

2005 21 Oakland CA Outpatient Clinic Repl. $4,380 $1,680

2005 22 San Diego CA North County Outpatient Clinic Repl. $3,203 $1,281

2005 22 San Diego CA South County Outpatient Clinic Repl. $2,625 $1,050

Total $77,156 $26,484

Congressional Notifications ($300-$600K) 

The Department requests approval for the medical facility leases below that require 

congressional notification per Pubic Law 108-7. The cost estimates below are for rent 

only, not lump sum. 

Year VISN Location Project Title - Brief Description Type 

Rent 

Only 

($000) 

2004 17 Lufkin TX Outpatient Clinic Repl. $400

2005 7 Greenville SC Outpatient Clinic Repl. $465

2005 9 Chattanooga TN Outpatient Clinic Repl. $527

2005 11 

Grand 

Rapids MI 

Outpatient Clinic (Battle Creek) - (Grand 

Rapids CBOC) Repl. $543

2005 11 Peoria IL Outpatient Clinic - (CBOC) Repl. $491

Total $2,426

All of these proposals support at least two or more of the VA goals identified in the VA 

Strategic Plan. 
VA 5-Year Capital Plan FY 2004 – 2009

53

PORTFOLIO INVENTORY OF CURRENT PROJECTS

(Funded but not activated or in use) 

Project 

Type FY1 VISN Location Project Title - Brief Description 

Total 

Acquisition 

Cost ($000) 

Major 2004 3 Lyons NJ 

Ambulatory Care Addition - Project 

constructs a new 49,000 square foot 

ambulatory care building 

$21,000

Major 2004 4 Lebanon PA 

Renovate Nursing Units – Project renovates 

nursing units in Building 1 to meet modern 

privacy standards. 

$9,500

Major 2004 9 Murfreesboro TN 

Psychiatric Patient Privacy - Project 

renovates nursing units in Bldgs 7 & 8 to 

meet modern privacy standards 

$14,000

Major 2004 9 Mt. Home TN 

Reloc Med School Functions/Renovate - 

Project relocated medical school functions 

and renovate bldgs. 2, 3, and 5. 

$47,000

Major 2005 8 Miami FL 

Utility Plant & Electrical - Project upgrades 

primary and secondary electrical service to 

the hospital 

$24,420

Major 2005 12 Hines IL 

Blind/Spinal Cord Injury - Project constructs 

a new 68 bed SCI and 34 bed blind 

rehabilitation facilities 

$40,000

Major 2005 18 Tucson AZ Ambulatory Care Addition - Construction of 

a new 85,000 outpatient facility $25,200

Major 2005 21 N. California CA 

Outpatient Clinics/New Bed Bldg. - Project 

Constructs new Bed Tower & Renovates 

Existing Bldg. 650 

$70,800

Major 2005 22 Long Beach CA 

Clinical Consolidation - Project consolidates 

clinical and administrative functions in 

modern space in Building 126 and 

demolishes a large and inefficient building. 

$23,200

Total $275,120

Lease 2004 16 Baton Rouge LA Satellite Outpatient Clinic $1,800

Lease 2003 18 Lubbock TX Outpatient Clinic $1,112

Lease 2005 8 Oakland Park FL Satellite Outpatient Clinic $4,100

Lease 2006 22 Santa Barbara CA Outpatient Clinic $3,611

Lease 2005 1 Boston MA Satellite Outpatient Clinic $2,879

Total $13,502

1

Fiscal Year project was or will be activated 
VA 5-Year Capital Plan FY 2004 – 2009

54

TOP-TWENTY MAJOR MEDICAL FACILITY PROJECTS

In accordance with section 8107 of United States Code 38, below are the top-twenty 

medical facility projects. These projects were ranked based on the CARES capital 

criteria. The recurring cost reflects an average of the total recurring cost over a life 

cycle of 30 years. The projects are also provided by category in rank order. 

Location Project Title – Brief 

Description 

Priority 

Score 

Estimated 

Cost ($000)

Annual Cost 

($000) Category 

Palo Alto CA Seismic Corrections Bldg. 2 .4715 $34,000 $23,000 Seismic 

Cleveland OH Cleveland-Brecksville 

Consolidation .4710 $104,600 $53,000 General 

Pittsburgh PA Consolidation of Campuses .4532 $190,800 $181,000 General 

Minneapolis MN SCI & SCD Center .4483 $20,500 $6,000 Special 

Emphasis 

Tampa FL SCI Expansion .4180 $7,100 $2,000 Special 

Emphasis 

Las Vegas NV New Federal Medical Facility .3981 $325,000 $188,000 General 

Gainesville FL Correct Patient Privacy 

Deficiencies .3918 $87,800 $62,000 General 

Indianapolis IN 7th & 8th Floor Wards 

Modernization Addition .3739 $27,400 $12,000 General 

Tucson AZ Mental Health Clinic .3509 $12,100 $8,000 Special 

Emphasis 

Denver CO New Federal Medical Facility .3424 $328,460 $268,000 General 

San Antonio TX Ward Upgrades and 

Expansion .3331 $19,100 $54,000 General 

Orlando FL Bed Tower .3314 $253,600 $82,000 General 

Tampa FL Upgrade Essential Electrical 

Distribution Systems .3288 $49,000 $40 General 

Columbus OH Construction of Outpatient 

Clinic .3274 $94,800 $44,000 General 

Durham NC Renovate Patient Wards .3246 $9,100 $68,000 General 

Long Beach CA Seismic Corrections Buildings 

7 & 126 .3104 $103,200 $65,000 Seismic 

Pensacola FL Joint VA and Dept of Navy 

OPC .3055 $55,500 $10,000 General 

Anchorage AK Outpatient Clinic and 

Regional Office .2968 $77,600 $85,000 General 

Temple TX Blind Rehabilitation and 

Psychiatric Beds .2930 $56,000 $43,000 Special 

Emphasis 

San Juan PR Seismic Corrections-Bldg. 1 .2888 $149,700 $198,000 Seismic 
VA 5-Year Capital Plan FY 2004 – 2009

55

Seismic/Safety Projects in Priority Order

Location Project Title – Brief Description Priority 

Score 

Palo Alto CA Seismic Corrections Building 2 .4715 

Tampa FL Upgrade Essential Electrical Distribution Systems .3288 

Long Beach CA Seismic Corrections- Building s 7 & 126, .3104 

San Juan PR Seismic Corrections- Building 1 .2888 

General Category Projects in Priority Order 

Location Project Title – Brief Description Priority 

Score 

Cleveland OH Cleveland-Brecksville Consolidation .4710 

Pittsburgh PA Consolidation of Campuses .4532 

Las Vegas NV New Federal Medical Facility .3981 

Gainesville FL Correct Patient Privacy Deficiencies .3918 

Indianapolis IN 7th & 8th Floor Wards Modernization Addition .3739 

Denver CO New Federal Medical Facility .3424 

San Antonio TX Ward Upgrades and Expansion .3331 

Orlando FL Bed Tower .3314 

Columbus OH Construction of Outpatient Clinic .3274 

Durham NC Renovate Patient Wards .3246 

Pensacola FL Joint VA and Dept of Navy OPC .3055 

Anchorage AK Outpatient Clinic and Regional Office .2968 

Special Emphasis Category Projects in Priority Order 

Location Project Title – Brief Description Priority 

Score 

Minneapolis MN SCI & SCD Center .4483 

Tampa FL SCI Expansion .4180 

Tucson AZ Mental Health Clinic .3509 

Temple TX Blind Rehabilitation and Psychiatric Beds .2930 
VA 5-Year Capital Plan FY 2004 – 2009

56
VA 5-Year Capital Plan FY 2004 – 2009

57

3. VETERANS BENEFITS ADMINISTRATION
VA 5-Year Capital Plan FY 2004 – 2009

58
VA 5-Year Capital Plan FY 2004 – 2009

59

The VBA capital investment prioritization process places an emphasis on improving 

customer service and ensuring projects are closely tied to strategic goals and are based 

on sound business principles. The projects that received the highest priority ranking 

were those which best reflected the goals and mission contained in VA’s Strategic Plan. 

Over-threshold projects are reviewed and approved through the VA Capital Investment 

process. 

VA will fulfill the essential part of its mission to provide benefits and services to veterans 

and their families in a responsive, timely, and compassionate manner by becoming a 

more veteran-centric organization. The VA Claims Processing Task Force 

recommended actions to improve the timeliness and quality of disability compensation 

and pension claims decisions. As a result of implementing those actions, VA has 

decreased claims processing times. Increased productivity has been accompanied by 

higher quality decisions, and these trends will continue to shape service delivery in the 

future. VA will provide service along a continuum to ensure that veterans receive 

benefits and services based on the time they first enter service. The Benefits Delivery 

at Discharge (BDD) process is a collaborative effort with DoD that began in 1995. The 

BDD program has facilitated VA’s efforts to provide benefits for veterans in the most 

timely and accurate manner possible as they are discharged from service. 

The strategic vision for benefits and services includes five crosscutting long-term 

strategies: 

1. Consolidation 

VA will progressively consolidate work in locations where it can be done most efficiently. 

The Claims Processing Improvement (CPI) model will be used as the structural base for 

consolidating the compensation workload. Work will be moved to the most productive 

locations when there is an increase in the intake of claims at BDD sites. Efforts to 

consolidate the pension workload will continue. Over the last few years, VA has 

consolidated loan guaranty activities and education activities. In the vocational 

rehabilitation and employment arena, VA will work on improving access points to 

provide better service to veterans. 

2. Continuum of Servicemember or Veteran Attention and Oversight 

VA will provide service along a continuum, starting with establishing a servicemember 

or veteran record upon entry into service. Establishing such a record means that VA—

working with DoD— will ensure that while in service, veterans have an entry physical 

sent to VA, and when leaving service, veterans will receive a combined discharge and 

VA physical. VA will also properly inform veterans of benefits they may be entitled to 

while in service and upon discharge from service. Service along a continuum also 

means that VA will expand outreach efforts, particularly to veterans with disabilities 

through phone contact, direct mailings, and use of electronic technology. 

3. Quality and Consistency 

In order to ensure quality and consistency, VA will take a more proactive approach by 

moving from conducting manual reviews to using an automated tracking system. 

Currently, information is compiled into databases and evaluated without regard to error 

trends. VA will evolve to using a more sophisticated system that detects error trends as 

they occur, and upon reaching a threshold level, provides a cue to implement 

countermeasures. VA will also develop information systems to identify training needs 

and deliver strategically focused training. 
VA 5-Year Capital Plan FY 2004 – 2009

60

4. Partnerships 

VA will continue to strengthen partnerships with key stakeholders, including veterans 

service organizations, DoD, the Social Security Administration, the Department of 

Labor, schools, lenders, state approving agencies, and the private sector to improve the 

seamless delivery of benefits and services. 

5. Automation and Innovation 

Veterans will be able to file their claims electronically and receive accurate and updated 

information on the status of their claims. Data will be imaged to become part of a datacentric system, facilitating the electronic transmission of information. Automation will 

also facilitate the rapid exchange of information with external stakeholders and enhance 

the partnerships noted above. 

The following projects were identified through the VA capital investment process as 

priorities for meeting the strategic vision for benefits and services. While VA will 

assess and re-evaluate funding estimates in future budgets, VA anticipates the 

process will require additional investments of approximately $1 billion per year for at 

least the next 5 years, with substantial infrastructure investments then continuing for 

the indefinite future. An updated 5-year capital plan will accompany the annual 

budget request each year and will reflect the most current costs, phasing, and 

priorities of the Department. 

FY 2004 AND 2005 SUMMARY PROJECT INFORMATION

Leases 

FY Area Location Project Title – Brief Description FY Cost 

($000) 

Page 

# 

2004 Eastern Louisville KY VARO Louisville New GSA Lease $3,300 60 

2004 Southern Buffalo NY VARO Buffalo New GSA Lease $6,400 61 

2005 Southern Huntington WV VARO Huntington New GSA Lease $4,680 61 

2005 Western Reno NV VARO Reno GSA Lease $1,030 61 

FY 2004 AND 2005 DETAILED PROJECT INFORMATION

Fiscal Year FY 2004 

BA Requested (Capital) $3.3M 

Planned Project Name VARO Louisville New GSA Lease 

Project Location Louisville, KY 

Asset Type Lease 

Project Description

This project requires $3.3M in FY 2004 budget authority. This project will provide a new GSA lease of 

57,500 rentable square feet of office space for the VARO Louisville, KY, upon expiration of current GSA 

lease. Activation is planned for April 2005. The current GSA leased building was to be used as 

temporary swing space during renovation at the Federal Building and was accepted with only minor 

alterations. Alterations and renovations for cable plant upgrades, new phone system, and realignment to 

comply with the Claims Improvement Task force recommendations have been put on hold pending the 

outcome of GSA’s leasing action. This lease will fulfill a continuing need to provide space for the VARO 

operations and provide the time necessary to fully explore and fully develop future collocation alternatives 

such as Construction or Enhanced Use Leasing. VA Construction and Enhanced Use Leasing projects 

cannot be accomplished within the necessary timeframe. 
VA 5-Year Capital Plan FY 2004 – 2009

61

Fiscal Year FY 2004 

BA Requested (Capital) $6.4M 

Planned Project Name VARO Buffalo New GSA Lease 

Project Location Buffalo, NY 

Asset Type Lease 

Project Description

This project requires $6.4M in FY 2004 budget authority. This project will provide a new GSA lease of 

90,000 rentable square feet of office space for the VARO Buffalo, NY. In addition to the VARO mission to 

deliver veterans benefits to 31 western counties in the State of New York, this office is also a VBA 

Regional Processing Center for Education with additional jurisdiction responsibility for education benefits 

within 14 States in the northeast and the District of Columbia. This lease will fulfill a continuing need to 

provide space for the VARO operations. GSA is vacating the federal building because of asbestos 

problems. 

Fiscal Year FY 2005 

BA Requested (Capital) $4.68M 

Planned Project Name VARO Huntington New GSA Lease 

Project Location Huntington, WV 

Asset Type Lease 

Project Description

This project requires $4.68M in FY 2005 budget authority. This project will provide a new GSA lease of 

42,529 rentable square feet of space for the continuing requirements of the VARO Huntington, WV. GSA 

plans for a 10-year lease, 5-years firm term. All amortized tenant improvements will be paid during the 

first 5 years. The new lease will provide for improved building infrastructure and provide a safe and 

healthful work environment for employees and veterans. A code-compliant building designed for VBA’s 

business will optimize operational efficiency and accessibility. Project meets the following goals: 

Strategic Management of Human Capital – employee satisfaction, increased productivity, and ability to 

recruit and retain qualified staff. No CARES or DOD collaborative opportunities were identified in or near 

Huntington, WV. The funding profile is based on a 15-year lease term 

Fiscal Year FY 2005 

BA Requested (Capital) $1.03M 

Planned Project Name VARO Reno GSA Lease 

Project Location Reno, Nevada 

Asset Type Lease 

Project Description

This project requires $1.03M in FY 2005 budget authority. A new GSA lease of 34,000 rentable square 

feet will enable VARO to optimize operational efficiency and accessibility to veterans and their families 

with a focus on the Claims Process Improvement model. The lease will reunite VARO Reno’s operations 

(currently split on opposite sides of the airport), meet growing requirements, and satisfy unmet training 

needs for a new staff backfilling behind retirees. Leasing through GSA allows VA the flexibility to excess 

space, realign its workforce and maintain a balanced real property portfolio over time. Presidential goals, 

Secretarial goals, and Homeland Security goals were all considered in the Capital Investment analysis 

process. A more efficient claims process will enable staff to better serve veterans and provide them with 

the benefits they deserve, improving their public health and socioeconomic well being, and improving 

quality of life for veterans and beneficiaries. One VA collaboration of C&P medical exams with the VAMC 

ensures exams are conducted timely and accurately. There are no collaborative collocation opportunities 

in Reno.
VA 5-Year Capital Plan FY 2004 – 2009

62

FY 2004 MINOR CONSTRUCTION PROJECTS

Location Project Title - Description 

Estimated 

Cost 

($000) 

White River Jct., VT. Realign CPI Team in Service Center $11 

Lincoln, NE. Realign Space for VR&E and Service Center $42 

Waco, TX. Renovate Veterans Service Center Space $68 

Baltimore, MD. Realign Veterans Service Center $205 

New York, NY. CPI Realignment $700 

Huntington, WVA. RO Realignment Phase I (CPI) $775 

Houston, TX. Realignment to Support CPI - Phases II & III $775 

Chicago, IL. Relocate Glen Carbon VR&E Out based Office $8 

Philadelphia, PA. Relocate Wilkes-Barre VAO $12 

Baltimore, MD. Build out Space at VR&E Waldorf, MD. Out-Based Facility $40 

Little Rock, AR. Build out to Support VR&E Re-location $136 

Louisville, KY. Tenant Improvements for New Regional Office Facility $890 

Buffalo, NY. Build out Space at New Facility $1,381 

Fort Harrison, MT. Construct a New Veterans Assistance Service Center $3,737 

Baltimore, MD. Design Funds For Station Renovation $75 

Western Area Increase project to reflect actual cost $4 

Waco, TX. Install Security Access System $4 

Togus, ME. Upgrade Energy Maintenance System in Computer Room $5 

Reno, NV. Upgrade Rating Board Cable Plant $6 

Chicago, IL. Establish VR&E Office in Springfield, Illinois $6 

Nashville, TN. Renovate Space for Out based VR&E Office $7 

Honolulu, HI. Build out Space for an Out based Office in Guam $7 

Salt Lake City, UT. Pocatello VR&E Build out $7 

Waco, TX. Expand Service Organization Space $8 

Wichita, KS. Install Security Access System $8 

Oakland, CA. Signage for Exterior of Sacramento VAO $8 

Lincoln, NE. Upgrade Building Security by Installing Card Reader System $9 

Honolulu, HI. Create an Emergency Backup Site $10 

New Orleans, LA. Increase Project to Build Out Space for Additional Staff $12 

Atlanta, GA. Build out Storage Space $13 

Lincoln, NE. Restructure Reception Area $13 

Little Rock, AR. Increase Project to Install Replacement Compressor $13 

St. Petersburg, FL. Install Lawn Sprinkler Controls $14 

Louisville, KY. IDQ/AE Project with Leo A. Daily Block & Space Planning $14 

Milwaukee, WI. Cable TV Installation $15 

Seattle, WA. Renovate Space at Bremerton BDD $15 

St. Louis RMC, MO. Build Out Expansion Space $15 

San Diego, CA. Tenant Improvements for GSA Leased Warehouse $15 

Philadelphia ITC, PA. Install Security Equipment $15 

Des Moines, IA. Expand Service Organization Space $15 

St. Petersburg, FL. Repair / Replace Windowsills $16 

St. Petersburg, FL. Install Security Cameras $17 

Oakland, CA. Installation of Reception Room Security Camera $17 

Houston, TX. Re-cable Communication Closets $18 

St. Petersburg, FL. Renovate Employee and Main Lobby Entrances, $18 

St. Petersburg, FL. Upgrade Elevator Starters $19 

Manchester, NH. IDQ/AE Design with Leo A. Daly for preliminary blocking $20 

Togus, ME. Build out Space for Training Room $21 

Washington, DC. IDQ/AE Contract for Appeals Management Center $21 

St. Louis, MO. Provide additional Cabling for the Resource Training Center $22 

Montgomery, AL. Increase Design Contract $22 

Hines ITC, IL. Increase Painting Contract to Cover Actual Cost $22 
VA 5-Year Capital Plan FY 2004 – 2009

63

Location Project Title - Description 

Estimated 

Cost 

($000) 

St. Petersburg, FL. Seal Parking Lot $23 

White River Jct., VT. Renovate Training Room Space $25 

Portland, OR. Design Funds to Build out and Realign facility $25 

St. Petersburg, FL. Replace HVAC Unit in the Telephone Switch Room $27 

St. Petersburg, FL. Pressure Wash Roof & Skylight $29 

Newark, NJ. IDQ/AE Contract for Construction Administrative Services $32 

Pittsburgh, PA. Renovate Service Center, Loan Guaranty & Support Service 

Divisions 

$36 

Providence, RI. IDQ/AE Contract for Realignment Plans $37 

Togus, ME. Purchase and Install Access Control System $37 

Providence, RI. Increase Cable Plant Project to Reflect Actual Cost $38 

Honolulu, HI. Replace Overhead Light Fixtures on 1st & 2nd Floors $39 

Jackson, MS. Renovate Space in High-Traffic Areas $43 

Los Angeles, CA. Realign Space on the 4th and 6th Floors $44 

Houston, TX. Realign Service Organization Space $44 

Roanoke, VA. Increase Project to Renovate Elevator Lobby $45 

St. Petersburg, FL. Remove / Replace Stair Treads in Stair Wells $45 

Indianapolis, IN. Build out Space for Centralized File Bank $50 

St. Louis RMC, MO. Environmental Study $50 

Anchorage, AK. Space Realignment $50 

Hines ITC, IL. Construct Armed Security Guard Shack $50 

Los Angeles, CA. IDQ/AE Contract for Topographic Utility Survey $53 

Philadelphia, PA. Renovate Building Cores $53 

Portland, OR. Install Automatic Door Openers in Restrooms $53 

St. Petersburg, FL. Replace Liebert Condensing Units $60 

San Juan, PR. Install Security Enhancement / Realign non CPI Space $61 

New York, NY. IDQ/AE Design Contract for Space/Furniture Planning $65 

Oakland, CA. Realign Space on 11th Floor $70 

Honolulu, HI. Install Dividers & Automatic Visual Screen in Conference 

Room 

$70 

Portland, OR. Increase Cable Plant Project to Reflect Actual Cost $73 

St. Petersburg, FL. Replace all Restroom Floors $75 

St. Paul, MN. IDQ/AE Contract with Cannon for Space Realignment Plans $75 

Honolulu, HI. Demolish and Build out space to Create three Supervisor's 

Offices 

$78 

Chicago, IL. Correct an Accessibility issue at the New Enhanced-use 

Facility 

$80 

Jackson, MS. Exhaust Fan Improvement - Shipping Area $83 

Houston, TX. Funded Maintenance Account $83 

Hartford, CT. IDQ/AE Contract for Construction Administrative Services $84 

Detroit, MI. Install Security System $86 

Jackson, MS. Receiving Area Security Improvements $89 

Denver, CO. Renovate Space for a Training Room $96 

Hines ITC, IL. IDQ/AE for IT Design Analysis $100 

Nashville, TN. Build Out Space for Regional Counsel $22 

New Orleans, LA. Test and Balance HVAC System $125 

Houston, TX. Realign San Antonio Out based Clinic $130 

Newark, NJ. Complete Facility Renovation Project $133 

Seattle, WA. Add an Elevator and Stair Tower to Building #17 $136 

Indianapolis, IN. Increase Cable Plant Project to Reflect Actual Cost $153 

Indianapolis, IN. Redesign Portfolio Loan Oversight Unit $171 

Jackson, MS. Garage Stairwell Safety Improvements $172 

Winston-Salem, NC. Realign Space to Create a Large Facility Training Room $175 

Montgomery, AL. Increase Project for Files Storage Facility $229 

Hines ITC, IL. Purchase & Install Hydraulic Security Barricades $240 
VA 5-Year Capital Plan FY 2004 – 2009

64

Location Project Title - Description 

Estimated 

Cost 

($000) 

Hines ITC, IL. Purchase & Install Western Perimeter Barricade $250 

St. Petersburg, FL. IDQ/AE Project for Files Storage Bldg. $251 

St. Louis, MO. IDQ/AE Design Funds to Realign Facility $256 

Fort Harrison, MT. IDQ/AE Project for Design/Build New Veterans Assistance 

Service Center 

$263 

Nashville, TN. Renovate and Relocate OIG, Renovate RO Swing Space $276 

Baltimore, MD. Renovate 16th Floor HRC/Emergency Preparedness $297 

Nashville, TN. Renovate Restrooms, Renovate & Relocate Fiscal & Logistics 

Staff 

$309 

Nashville, TN. Renovate VR&E/ Renovate & Relocate Loan Guaranty & 

Education 

$335 

Detroit, MI. Consolidate Space on the 14th Floor $460 

St. Petersburg, FL. Purchase and Install Hurricane Shutters for all Windows $475 

Nashville, TN. Station Renovation Phase I $500 

Hines ITC, IL. Estimated VBA Regional Office IDQA/E Design Projects $500 

New York, NY. Realign Service Organization Staff $520 

Washington, DC. Renovate Space for Appeals Management Center $700 

Roanoke, VA. Realign Regional Office – Phase II $1,000 

Hines ITC, IL. HVAC Equipment Replacement $2,533 

St. Petersburg, FL. Construct a Files Storage Facility Adjacent to the Regional 

Office 

$3,970 

All Facilities Delegated Miscellaneous Funds $1,000 

 Total 27,280 

The VBA minor construction projects in the out-years are unknown at this time; 

however, based on past experience, the nationwide VBA facilities needs are projected 

for the categories identified on the following pages for below-threshold planning 

purposes. 

FY 2005 MINOR CONSTRUCTION PROJECTS - SUMMARY

Project Title – Brief Description Estimated 

Cost ($000) 

General Maintenance & Repairs $10.0 

Major Station Realignments 3.5 

Tenant Improvements / Build-out 1.9 

CPI Realignments1 2.5 

Delegated Miscellaneous Authority 1.5 

Total $19.4 

1

VA Claims Processing Improvement (CPI) realignments address the recommendations contained in 

the VA Claims Processing Task Force Report to the Secretary of Veterans Affairs, dated October 

2001, to relieve the veterans’ claims backlog and make claims processing more efficient. 
VA 5-Year Capital Plan FY 2004 – 2009

65

PORTFOLIO INVENTORY OF CURRENT PROJECTS

(Funded but not activated or in use) 

Project 

Type FY1 Location Project Title - Brief Description 

Total 

Acquisition 

Cost 

($000) 

Building 

Land 2004 Milwaukee WI Construct New Enhanced-Use Lease 

Regional Office Bldg $5,011

GSA 

Lease 2005 Buffalo NY 

New GSA Lease – 90,000 RSF. The federal 

office building has asbestos. This project will 

provide a healthy work environment for 

employees and customers. Meets the 

following goals: Strategic Management of 

Human Capital – Employee Satisfaction; 

Increase Productivity. 

$6,400

GSA 

Lease 2005 Louisville KY 

VARO Louisville – New Lease: Current 

lease extended to August 2005. Planned 

new GSA lease of 57,000 rentable square 

feet of space for the continuing needs of the 

VARO Louisville. GSA plans for a 10-year 

lease, 5-years firm term. This will allow time 

to fully explore and fully develop future colocation alternative at the VAMC Louisville, 

which is listed as a medium priority by 

CARES. 

$3,300

1

Fiscal year project was or will be activated. 

POTENTIAL PROJECTS FOR FY 2005

Year Area Location Project Title - Brief Description Priority1 

# 

Estimated 

Cost 

($000) 

2005 Southern Huntington WV VARO Huntington New GSA Lease 1 $4,680

2005 Western Reno NV VARO Reno GSA Lease 2 $1,030
VA 5-Year Capital Plan FY 2004 – 2009

66

VBA internally prioritizes potential projects on the basis of the following criteria: (1) 

improving veteran access; (2) improving operational efficiency; (3) reducing rent or 

operational costs; (4) leveraging underutilized VA assets; (5) CARES coordination; and 

(6) improving the employee work environment. As VBA proceeds with developing 

projects, market surveys and cost benefit analyses are completed before signing a new 

lease or agreement for space to assure best value for dollars spent. 

POTENTIAL PROJECTS FOR FY 2006 – 2009 

Priority 

# Location Project Title – Brief Description 

1 Las Vegas NV This project will collocate the VBA Veterans Assistance Office from 

leased space in Las Vegas to meet the increased demands for 

benefits delivery. 

2 Columbia SC VARO Columbia Enhanced Use Lease – Relocate VARO to VA 

Medical Center Campus. The VARO currently occupies space in a 

1949 Federal Building that does not meet VBA’s claims processing 

business model. Project fulfills One VA goals and Strategic 

Management of Human Capital – employee satisfaction, increased 

productivity, and ability to recruit and retain qualified staff. 

3 Newark NJ VARO Newark new lease – 74,000 RSF. GSA to dispose of FOB 

and will not invest in R&A or modernization projects after FY08. 

Capital investment lease template is for a 15-year life cycle. This 

project will provide a healthy work environment for employees and 

customers. Meets the following goals: Strategic Management of 

Human Capital – Employee Satisfaction; Increase Productivity. It is 

unlikely that the CARES option will be viable at Lyons because of 

employee and veterans access issues; East Orange because of 

site restrictions, cost to build garage estimated at $4.9M. 

4 Los 

Angeles 

CA Develop new office building for VARO Los Angeles. Design will 

optimize operational efficiencies by implementing Claims Process 

Improvement strategies and improving accessibility to veterans 

and their families at a collocated site. The existing Federal 

building is not seismically sound and has asbestos problems. 

5 St. Paul MN Develop new office building for VARO St. Paul on VA Campus. 

Project supports One VA initiative with benefits and medical 

services at one location. The VARO is currently in a Federal 

building that does not meet the needs of VBA’s claims processing 

business model. 
VA 5-Year Capital Plan FY 2004 – 2009

67

 

4. NATIONAL CEMETERY ADMINISTRATION
VA 5-Year Capital Plan FY 2004 – 2009

68
VA 5-Year Capital Plan FY 2004 – 2009

69

Demographic data of the aging veteran population projected 662,000 veterans’ deaths 

would occur in 2004. The number of veteran’s deaths will peak in 2008 at 676,000, and 

thereafter will decline slowly. In 2015, it is estimated that there will be 633,000 

veterans’ deaths. As the deaths continue to increase throughout the planning 

timeframe, VA projects increases in the number of annual interments from 89,800 in 

2003 to approximately 108,600 in 2009, an increase of 21 percent. With the opening of 

new national cemeteries, annual interments are expected to increase at a proportionally 

higher rate than the number of veteran deaths. During this time, the total number of 

graves maintained is also expected to increase from nearly 2.6 million in 2003 to over 3 

million in 2009. 

MEETING CURRENT AND FUTURE BURIAL NEEDS

The Veterans Millennium Health Care and Benefits Act, Public Law 106-117, directed 

VA to contract for an independent demographic study to identify those areas of the 

country where veterans will not have reasonable access to a burial option in a national 

or state veterans’ cemetery, and the number of additional cemeteries required through 

2020. Recently, the National Cemetery Expansion Act of 2003, Public Law 108-109, 

directed VA to establish six new national cemeteries in the areas of Bakersfield, 

California; Birmingham, Alabama; Columbia/Greenville, South Carolina; Jacksonville, 

Florida; Southeastern Pennsylvania; and Sarasota, Florida. These six areas were 

identified in the demographic study. 

It is also critical for VA to continue to provide service at existing national cemeteries by 

completing phased development projects in order to make additional gravesites or 

columbaria available for interments. National cemeteries that will close due to depletion 

of grave space are identified to determine the feasibility of extending the service period 

of the cemetery by the acquisition of adjacent or contiguous land, or by the construction 

of columbaria. As public acceptance of cremation as a burial option continues to grow, 

and demand for this alternative increases, construction of columbaria is an option to 

maximize service delivery. VA will continue to develop columbaria, particularly in areas 

where land is scarce and the demand for cremation burials is high. 

The amount of time it takes to mark the grave after an interment is extremely important 

to veterans and their family members. VA will continue to provide headstones and 

markers for the graves of eligible persons in national, state, and other public cemeteries 

as well as private cemeteries. 

NATIONAL SHRINE COMMITMENT

Each national cemetery exists as a national shrine, a place of honor and memory that 

declares to the visitor or family member who views it, that within its majestic setting, 

each and every veteran may find a sense of serenity, historic sacrifice, and nobility of 

purpose. VA will continue to maintain the appearance of national cemeteries as 

national shrines, dedicated to preserving our Nation’s history, nurturing patriotism, and 

honoring the service and sacrifice veterans have made. Infrastructure projects such as 

irrigation improvements, renovation of historic structures, and road resurfacing are 

important to maintaining our cemeteries as national shrines. 
VA 5-Year Capital Plan FY 2004 – 2009

70

The following National Cemetery Administration (NCA) projects were identified 

through VA’s capital investment process as priorities in meeting VA’s goal of 

memorializing veterans in death for their sacrifices. While VA will assess and reevaluate funding estimates in future budgets, VA anticipates the process will require 

additional investments of approximately $1 billion per year for at least the next 5 

years, with substantial infrastructure investments then continuing for the indefinite 

future. An updated 5-year capital plan will accompany the annual budget request 

each year and will reflect the most current costs, phasing and priorities of the 

Department. 

 

FY 2004 AND 2005 SUMMARY PROJECT INFORMATION

Major Construction 

FY MSN1 Location Project Title – Brief Description 

Total 

Acquisition 

Cost2

($000) 

Page 

# 

2004 4 Holly MI Great Lakes National Cemetery Phase I 

Development $8,700 71 

2004 4 Minneapolis MN Fort Snelling National Cemetery Gravesite 

Expansion and Cemetery Improvements $24,800 71 

2004 2 Pensacola FL Barrancas National Cemetery Gravesite 

Expansion and Cemetery Improvements $12,000 72 

2004 2 Bushnell FL Florida National Cemetery Design for Burial 

Area Expansion $20,0003 73 

2004 1 Calverton NY Calverton National Cemetery Design for Burial 

Area Expansion $29,0003 73 

2004 3 San Antonio TX Fort Sam Houston National Cemetery Design 

for Burial Are Expansion $17,0003 74 

2004 4 Moline IL Rock Island National Cemetery Design for 

Burial Area Expansion $10,2003 74 

2005 5 Vacaville CA Sacramento Area National Cemetery Phase 1 

Development $21,600 75 

2005 2 Bushnell FL Florida National Cemetery Gravesite 

Expansion $20,000 75 

2005 4 Moline IL Rock Island National Cemetery Gravesite 

Expansion $10,200 76 

2005 5 San Diego CA Fort Rosecrans National Cemetery Annex at 

Miramar Design Gravesite Expansion $32,5004 77 

2005 5 Riverside CA Riverside National Cemetery Design 

Gravesite Expansion and Improvements $24,1005 77 

2005 5 Gustine CA San Joaquin Valley National Cemetery Design 

Gravesite Expansion and Improvements $16,6006 78 

1 Memorial Service Network

2

Total acquisition cost includes discretionary budget authority only. 3

The FY2004 budget request for this project is $1.5 million for design. Total acquisition cost is an 

estimate. 

4

The FY2005 budget request for this project is $1 million for design. Total acquisition cost is an 

estimate. 

5

The FY2005 budget request for this project is $1.4 million for design. Total acquisition cost is an 

estimate. 

6

The FY2005 budget request for this project is $800,000 for design. Total acquisition cost is an 

estimate. 
VA 5-Year Capital Plan FY 2004 – 2009

71

FY 2004 AND 2005 DETAILED PROJECT INFORMATION

Fiscal Year FY 2004 

BA Requested (Capital) $8.7M 

Planned Project Name Great Lakes National Cemetery Phase I Development 

Project Location Holly, Michigan 

Asset Type Major Construction 

Project Description

This project requires $8.7M in FY 2004 budget authority, with additional non-construction costs of $660 

thousand for crypts provided in the Burial Benefits - Mandatory Appropriation. This project will develop 

approximately 12,760 gravesites for casket interments, 3,000 of which will be pre-placed concrete burial 

crypts, 2,200-niche columbarium and 510 in-ground gravesites for cremated remains. This first phase will 

include a fast-track burial area to expedite service to veterans and their families, with minimal roads, 

utilities and irrigation system. In addition to the gravesite development, the project will include an 

entrance area, a flag/assembly area, two committal service shelters, a public information center with 

restrooms, an administration and maintenance complex, road system, utilities, signage, site furnishings, 

fencing and landscape plantings. 

National Cemetery Administration (NCA) data has shown that about 80 percent of persons interred in 

national cemeteries reside within 75 miles of the cemetery at the time of death. Development of this 

national cemetery will provide a burial option to veterans and their families in the Detroit area, who are not 

currently being served by a national or state veteran cemetery within a reasonable distance. As a result, 

approximately 448,100 veterans in addition to eligible veterans’ family members will have the option for 

interment in a national cemetery. The Veterans Millennium Health Care and Benefits Act required the 

Secretary to establish six additional national cemeteries to help meet the burial needs of veterans. The 

Secretary determined that new national cemeteries would be established in the remaining geographic 

areas identified in the 1987 and 1994 Reports to Congress. The Detroit, Michigan area was identified in 

the 1987 and 1994 reports. 

Four alternatives were considered: a major construction project, several minor projects to accomplish the 

same goals, a State Veterans Cemetery constructed with a full-funding grant from VA, and a no action 

option. Alternative 1, a major construction project, was selected because it meets customer demand for 

service and consolidates all requirements in a single project. Alternative 2, several minor construction 

projects, while providing the same results as the major project, would result in the cemetery being in a 

constant state of disruption over many years as the smaller projects are constructed. The State of 

Michigan has expressed interest in a VA funded state veteran’s cemetery, alternative 3, but the potential 

area of interest is approximately 250 miles north of Detroit. The fourth alternative, no action, would 

provide no services to the approximately 448,100 Detroit area veterans. 

Fiscal Year FY 2004 

BA Requested (Capital) $24.8M 

Planned Project Name Fort Snelling Nat’l Cemetery Gravesite Expan. & Cemetery Improvements 

Project Location Minneapolis, Minnesota 

Asset Type Major Construction 

Project Description

This project requires $24.8M in FY 2004 budget authority, with additional non-construction costs of 

$2.64M for crypts provided in the Burial Benefits- Mandatory Appropriation. This project will develop 

approximately 15,000 full casket gravesites, 10,000 columbarium niches, and 4,400 in-ground gravesites 

for cremated remains. In addition to the gravesite expansion, the project will include the following 

improvements to the cemetery site to continue to support cemetery operations: approximately 8,000 preplaced crypts; a new equipment storage building; renovation of the existing administration and 

maintenance buildings; three committal service shelters; expansion and renovation of the irrigation 

system; road improvements; and perimeter fencing. 
VA 5-Year Capital Plan FY 2004 – 2009

72

One of the primary goals of the National Cemetery Administration (NCA) is to ensure that the burial needs 

of veterans are met. It is projected that casketed burial sites will be depleted by FY 2007, and cremation 

sites may be depleted by 2004. This investment will continue service delivery to the approximately 

281,860 veterans in the Minneapolis metropolitan area by providing a burial option in a national or state 

veteran cemetery within a reasonable distance of their residence. 

Four alternatives were considered: 1) a major construction project to expand the number of gravesites 

available with supporting infrastructure work; 2) several minor projects to accomplish the same goals; 3) a 

new State Veterans Cemetery constructed with a full-funding grant from VA; and 4) a no action option. 

Alternative 1 enables continuation of full service to veterans, and consolidates all requirements in a single 

project with minimal disruption. Alternative 2 provides similar service to veterans, but results in the 

cemetery being in a constant state of disruption over many years as the smaller projects are constructed. 

The third alternative has been of slight interest to the State of Minnesota, and no legislation has been 

passed to authorize development of a state veterans cemetery. The fourth alternative results in a loss of 

service to veterans. This alternative is not viable. Fort Snelling National Cemetery has provided a burial 

option to the Minnesota veteran population since 1939, and land is available for expansion. 

Fiscal Year FY 2004 

BA Requested (Capital) $12M 

Planned Project Name Barrancas Nat’l Cemetery Gravesite Expan. and Cemetery Improvements 

Project Location Pensacola, Florida 

Asset Type Major Construction 

Project Description

This project requires $12M in FY 2004 budget authority, with additional non-construction costs of $1.65M 

for crypts provided in the Burial Benefits-Mandatory Appropriation. This project will develop 

approximately 6,300 full casket gravesites including 5,000 pre-placed concrete burial crypts, 500 inground gravesites for cremated remains, and 2,000-niche columbarium. In addition to the gravesite and 

columbarium expansion, the project will include the following improvements to the cemetery site to 

continue to support cemetery operations: construction of a maintenance building; renovation of the 

administration building; two committal service shelters; a new public restroom building and automated 

gravesite locator, or kiosk; and irrigation and roadway drainage system improvements. 

One of the primary goals of the National Cemetery Administration (NCA) is to ensure that the burial needs 

of veterans are met. The report entitled “Volume 1: Future Burial Needs” prepared in response to 

Section 613 of the Veterans Millennium Health Care and Benefits Act identified the area served by 

Barrancas National Cemetery as an area of greatest need. Expansion of Barrancas will help ensure that 

there is no interruption of service delivery to veterans living within 75 miles of the national cemetery. The 

report recommends that VA expand existing cemeteries, such as Barrancas, whenever feasible. 

Expansion of the cemetery will provide continued burial options to the approximately 111,880 veterans in 

the Pensacola area until the year 2014. 

The selection of the major construction project alternative was made from the four alternatives 

considered: 1) a major construction project to expand the number of gravesites available at the 

cemetery; 2) several minor projects to accomplish the same goals; 3) a full-funding grant from VA to the 

State of Florida for a State Veterans Cemetery; and 4) a no action option. Alternative 1 enables 

continuation of full service to veterans. Alternative 2 provides similar service to veterans, but results in 

the cemetery being in a constant state of disruption over many years as the smaller projects are 

constructed. The third alternative has been of slight interest to the State of Florida, and no legislation has 

been passed to authorize development of a state veterans cemetery. The fourth alternative results in a 

loss of service to veterans. This alternative is not viable. 
VA 5-Year Capital Plan FY 2004 – 2009

73

Fiscal Year FY 2004 

BA Requested (Capital) $1.5M 

Planned Project Name Florida National Cemetery/Design for Burial Area Expansion 

Project Location Bushnell, Florida 

Asset Type Major Construction 

Project Description

This project requires $1.5M FY 2004 budget authority for design, with a total acquisition cost of $20M. 

This project will develop a new burial area on recently acquired land and will include full casket gravesites 

utilizing pre-placed crypts, columbaria niches, and supporting infrastructure such as roads and utilities. 

Quantities will be sufficient to support a ten-year projection of burial needs. In addition, a new satellite 

maintenance facility, two new committal shelters, a new public restroom and an automated information 

kiosk will be provided. The project will also upgrade deteriorated portions of existing roads and irrigation 

system. 

One of the primary goals of the National Cemetery Administration (NCA) is to ensure that the burial needs 

of veterans are met. The report entitled “Volume 1: Future Burial Needs,” prepared in response to Section

613 of the Veterans Millennium Health Care and Benefits Act, identified the area served by Florida Nationa

Cemetery as an area of greatest need. Expansion of the Florida National Cemetery will help ensure that 

there is no interruption of service delivery to veterans living within 75 miles of a national cemetery. The 

report recommends that VA expand existing cemeteries, such as Florida National Cemetery, whenever 

feasible. This project will develop gravesites to allow the existing Florida National Cemetery to continue to

provide a burial option for veterans in the Central Florida area. 

Four alternatives will be considered: 1) a major construction project; 2) several minor construction 

projects; 3) a State Veterans’ Cemetery; and 4) a no action option. 

Fiscal Year FY 2004 

BA Requested (Capital) $1.5M 

Planned Project Name Calverton National Cemetery/Design for Burial Area Expansion 

Project Location Calverton, New York 

Asset Type Major Construction 

Project Description

This project requires $1.5M FY 2004 budget authority for design, with a total acquisition cost of $29M. 

This project will provide for the development of 120 acres of existing cemetery property with associated 

facilities and infrastructure. This project will develop an additional 90,000 full casket gravesites, including 

an appropriate level of pre-placed crypts, 8,000 sites for cremated remains including columbaria. 

Supporting infrastructure improvements will include roads, extension of the existing irrigation system, new 

public restrooms, and cemetery support facilities. 

One of the primary goals of the National Cemetery Administration (NCA) is to ensure that the burial needs 

of veterans are met. This investment will ensure that veterans and their family members in the New York 

City metropolitan area will continue to be provided with a burial option within a reasonable distance of 

their residence. Currently, there are no open national cemeteries, or a state veterans cemetery within 75 

miles of Calverton. Calverton has consistently ranked second in total interments, and first in casketed 

interments out of 120 national cemeteries. At existing interment rates, Calverton will deplete its existing 

burial gravesites and columbaria niches, and deny veterans access to a burial option. 

Four alternatives will be considered: 1) a major construction project; 2) several minor construction 

projects; 3) a State Veterans’ Cemetery; and 4) a no action option. 
VA 5-Year Capital Plan FY 2004 – 2009

74

Fiscal Year FY 2004 

BA Requested (Capital) $1.5M 

Planned Project Name Fort Sam Houston National Cemetery/Design for Burial Area Expansion 

Project Location San Antonio, Texas 

Asset Type Major Construction 

Project Description

This project requires $1.5M FY 2004 budget authority for design, with a total acquisition cost of $17M. 

This project will develop additional burial areas on newly acquired land of 118 acres and will include full 

casket gravesites, pre-placed crypts, columbaria niches, and supporting infrastructure such as roads and 

utilities. Quantities will be sufficient to support a ten-year projection of burial needs. In addition, a new 

administration building, public information building, two new committal shelters, and a new public 

restroom will be provided. The project will also install new boundary fencing to enclose the new parcel of 

land along Winans Road, and replace an existing chain link fence. 

One of the primary goals of the National Cemetery Administration (NCA) is to ensure that the burial needs 

of veterans are met. The report entitled “Volume 1: Future Burial Needs,” prepared in response to 

Section 613 of the Veterans Millennium Health Care and Benefits Act, identified the area served by Fort 

Sam Houston National Cemetery as an area of greatest need. Expansion of the Fort Sam Houston 

National Cemetery will help ensure that there is no interruption of service delivery to veterans living within 

75 miles of a national cemetery. The report recommends that VA expand existing cemeteries, such as 

Fort Sam Houston National Cemetery, whenever feasible. This project will design for additional develop 

gravesites to allow the existing Fort Sam Houston National Cemetery to continue to provide a burial 

option for veterans in the San Antonio, Texas metropolitan area. 

Four alternatives will be considered: 1) a major construction project; 2) several minor construction 

projects; 3) a State Veterans’ Cemetery; and 4) a no action option. 

Fiscal Year FY 2004 

BA Requested (Capital) $1.5M 

Planned Project Name Rock Island National Cemetery/Design for Burial Area Expansion 

Project Location Moline, Illinois 

Asset Type Major Construction 

Project Description

This project requires $1.5M FY 2004 budget authority for design, with a total acquisition cost of $10.2M. 

This project will develop a new burial area on 22 acres of land acquired from the Rock Island Army 

Arsenal to include full casket gravesites utilizing pre-placed crypts, columbaria niches, and supporting 

infrastructure such as roads and utilities. Quantities will be sufficient to support a ten-year projection of 

burial needs. Also included will be renovation and expansion of the administration and maintenance 

facility, a new public restroom, a new committal shelter, road repairs, drainage corrections, and a water 

distribution system will be provided. 

One of the primary goals of the National Cemetery Administration (NCA) is to ensure that the burial needs 

of veterans are met. The report entitled “Volume 1: Future Burial Needs,” prepared in response to 

Section 613 of the Veterans Millennium Health Care and Benefits Act, identified the area served by Rock 

Island National Cemetery as an area of greatest need. Expansion of the Rock Island National Cemetery 

will help ensure that there is no interruption of service delivery to veterans living within 75 miles of a 

national cemetery. The report recommends that VA expand existing cemeteries, such as Rock Island 

National Cemetery, whenever feasible. This project will develop gravesites to allow this existing national 

cemetery to continue to provide a burial option for veterans in the western Illinois and eastern Iowa area. 

Four alternatives will be considered: 1) a major construction project; 2) several minor construction 

projects; 3) a State Veterans’ Cemetery; and 4) a no action option. 
VA 5-Year Capital Plan FY 2004 – 2009

75

Fiscal Year FY 2005 

BA Requested (Capital) $21.6M 

Planned Project Name Sacramento Area, National Cemetery, Phase I Development 

Project Location Vacaville, CA 

Asset Type Major Construction 

Project Description

This project requires $21.6M in FY 2005 budget authority, with additional non-construction costs of $3.5M 

for crypts provided in the Burial Benefits-Mandatory Appropriation. This project will develop 

approximately 14,700 gravesites for casket interments, 10,000 of which will be pre-placed concrete burial 

crypts, 5,100 in-ground gravesites for cremated remains, 8,000-niche columbarium, and a cremain 

scattering area. This first phase will include a fast-track burial area to expedite service to veterans and 

their families, with minimal roads, utilities and irrigation system. In addition to gravesite development, the 

project also provides for an administration and maintenance complex, public information center with 

electronic kiosk and public restrooms, three committal service shelters, entrance and flag/assembly area 

feature, and supporting infrastructure such as roads, parking, utilities, and irrigation. The first phase 

development of 55 acres will provide burial capacity for approximately 10 years. 

National cemetery administration (NCA) data has shown that about 80 percent of persons interred in 

national cemeteries reside within 75 miles of the cemetery at the time of death. This proposal to 

construct a new cemetery will serve the veteran population in the Sacramento metropolitan area who do 

not have reasonable access to a national or state veterans cemetery. As a result, approximately 354,000 

veterans in addition to eligible veterans’ family members will be provided reasonable access to a burial 

option in a national cemetery. The Veterans Millennium Health Care and Benefits Act requires the 

Secretary to establish six additional national cemeteries to help meet the burial needs of veterans. The 

Secretary determined that new national cemeteries would be established in the remaining geographic 

areas identified in the 1987 and 1994 reports to Congress. Sacramento, California was identified in the 

1994 report. 

Four alternatives were considered: a major construction project, several minor projects to accomplish the 

same goals, a state veterans cemetery funded through the VA state cemetery grants program, and a noaction option. A major construction project, alternative 1, was selected because it meets customer 

demand for service and consolidates all requirements in a single project. Alternative 2, several minor 

construction projects, while providing the same results as the major, would require a longer timeframe at 

the expense of other needs throughout NCA. It would also result in the cemetery being in a constant 

state of disruption over many years as the smaller projects are constructed. Alternative 3, a VA funded 

state veteran’s cemetery, would provide the same services available at a national cemetery. However, a 

new state veteran’s cemetery located in the Redding, California area, approximately 165 miles north of 

Sacramento, is scheduled for completion in 2004. The state of California has not expressed interest in 

applying for another grant through the state cemetery grant program that would serve veterans in the 

Sacramento area. Alternative 4, no action, would perpetuate the absence of reasonable access to a 

burial option for the approximately 354,000 veterans in the Sacramento area. 

Fiscal Year FY 2005 

BA Requested (Capital) $20M 

Planned Project Name Florida National Cemetery Gravesite Expansion 

Project Location Bushnell, Florida 

Asset Type Major Construction 

Project Description

This project requires $20M in FY 2005 budget authority, with additional non-construction costs of $7M for 

crypts provided in the Burial Benefits-Mandatory Appropriation. This project will develop approximately 

29,000 full casket gravesites including 20,000 pre-placed concrete burial crypts, 14,000 in-ground 

gravesites for cremated remains, and 8,000-niche columbarium. In addition to the gravesite expansion, 

the project will include the following improvements to the cemetery site to continue to support cemetery 

operations: a satellite maintenance facility; an electronic information kiosk; two committal service 

shelters; and supporting infrastructure such as roads, utilities, and irrigation. This 55-acre expansion will 

provide for an additional 10 years of burial capacity. 
VA 5-Year Capital Plan FY 2004 – 2009

76

One of the primary goals of the National Cemetery Administration (NCA) is to ensure that the burial needs 

of veterans are met. It is projected that existing gravesite capacity will be depleted by 2007. This 

investment will continue service delivery to the approximately 697,000 veterans in the central and 

southern Florida area by providing a burial option in a national or state veteran cemetery within a 

reasonable distance of their residence. 

Four alternatives were considered: 1) a major construction project to expand the number of gravesites 

available with supporting infrastructure work; 2) several minor projects to accomplish the same goals; 3) a 

new State Veterans Cemetery constructed with a full-funding grant from VA; and 4) a no action option. 

Alternative 1 enables continuation of full service to veterans, and consolidates all requirements in a single 

project with minimal disruption. Alternative 2 provides similar service to veterans, but results in the 

cemetery being in a constant state of disruption over many years as the smaller projects are constructed. 

The third alternative has been of slight interest to the State of Florida, and no legislation has been passed 

to authorize development of a state veterans cemetery. The fourth alternative results in a loss of service 

to veterans. This alternative is not viable. Florida National Cemetery has provided a burial option to the 

Florida veteran population since 1988, and land is available for expansion. 

Fiscal Year FY 2005 

BA Requested (Capital) $10.2M 

Planned Project Name Rock Island National Cemetery Gravesite Expansion 

Project Location Moline, IL 

Asset Type Major Construction 

Project Description

This project requires $10.2M in FY 2005 budget authority, with additional non-construction costs of 

$1.225M for crypts provided in the Burial Benefits-Mandatory Appropriation. This project will develop 

approximately 4,000 full casket gravesites including 3,500 pre-placed concrete burial crypts, 500 inground gravesites for cremated remains, and 1,500 columbarium niches. In addition to the gravesite and 

columbarium expansion, the project will include the following improvements to the cemetery site to 

continue to support cemetery operations: a public restroom facility, an automated gravesite locator, or 

kiosk, a committal service shelter, and supporting infrastructure such as roads, utilities, and irrigation, 

rehabilitation of the existing water and irrigation system, corrections to drainage problems, and removal of 

underground storage tanks to prevent environmental problems. The proposed gravesite expansion on 10 

acres will provide sufficient burial capacity for approximately 10 years. 

One of the primary goals of the National Cemetery Administration (NCA) is to ensure that the burial needs 

of veterans are met. The report entitled “Volume 1: Future Burial Needs” prepared in response to 

Section 613 of the Veterans Millennium Health Care and Benefits Act identified the area served by Rock 

Island National Cemetery as an area of greatest need. Current projections indicate that the existing 

inventory of gravesites will be depleted in fiscal year 2006. Expansion of Rock Island will help ensure that 

there is no interruption of service delivery to the approximately 135,000 veterans in the western Illinois 

and eastern Iowa areas. 

The selection of the major construction project alternative was made from the four alternatives 

considered: 1) a major construction project to construct more gravesites and expand the existing 

cemetery; 2) several minor projects to accomplish the same goals; 3) a full-funding grant from VA to the 

State of Illinois for a State Veterans Cemetery; and 4) a no action option. Alternative 1 enables NCA to 

offer full and enhanced services to veterans. Alternative 2 provides similar service to veterans, but 

results in the cemetery being in a constant state of disruption over many years as the smaller projects 

are constructed. The third alternative has been of slight interest to the State of Illinois, and no legislation 

has been passed to authorize development of a state veterans cemetery. The fourth alternative results 

in limited service to veterans. It is not a viable option because it will ultimately result in the depletion of 

available gravesites and the loss of access to a burial option in a national or state veterans cemetery by 

area veterans. 
VA 5-Year Capital Plan FY 2004 – 2009

77

Fiscal Year FY 2005 

BA Requested (Capital) $1M 

Planned Project Name Fort Rosecrans Nat’l Cemetery Annex at Miramar/Design Gravesite Expan.

Project Location San Diego, California 

Asset Type Major Construction 

Project Description

This project requires $1M FY 2005 budget authority for design, with a total acquisition cost of $32.5M. 

This project will provide approximately 19,000 full casket and 20,000 cremain gravesites. The Annex site 

is located 13 miles north of the Fort Rosecrans National Cemetery on former Miramar Marine Corps Air 

Station property. Of the approximately 300 acres to be acquired, Phase I development will occur on 50-

acres, and provide sufficient burial capacity for approximately ten years. This first phase will also include 

an administration and maintenance complex, public information center, committal service shelters, 

entrance and flag/assembly area feature, and supporting infrastructure such as roads, parking, utilities, 

and irrigation. 

In FY 2003, 75.2% of veterans were served by a burial option within a reasonable distance (75-miles) of 

their residence. NCA’s goal is to increase that percentage to 89% by FY 2009. To accomplish that goal, 

NCA must plan and construct burial expansions as cemeteries approach depletion of gravesite inventory. 

For existing closed cemeteries that have utilized all available land for expansion, NCA seeks options for 

additional land acquisitions where possible. In this case, NCA is pursuing 300 additional acres from the 

Marine Corps Air Station at Miramar, 13 miles to the north. With this project, Fort Rosecrans National 

Cemetery will reopen to full burial options to first interments at the Miramar Annex to serve the 

approximately 253,000 veterans in the San Diego County area. 

Four alternatives were considered: a major construction project, a series of several minor projects, a 

state veterans cemetery funded through the VA State Cemetery Grants program, and a no-action option. 

A major construction project, Alternative 1, is the preferred option because it meets customer demand for 

service and consolidates all requirements in a single project. Alternative 2, several minor construction 

projects, while providing the same results as the major, will require a longer time period to construct, and 

result in the cemetery being in a constant state of disruption over many years as the smaller projects are 

constructed. Alternative 3, a VA funded state veteran’s cemetery, is unlikely since the state is currently 

involved in the development of a new state veteran’s cemetery located in northern California and has not 

expressed interest in applying for another grant through the State Cemetery Grant Program. Alternative 

4, no action, will keep Fort Rosecrans as a closed cemetery leaving veterans unserved by a burial option 

within a reasonable distance of their residence. 

Fiscal Year FY 2005 

BA Requested (Capital) $1.4M 

Planned Project Name Riverside Nat’l Cemetery/Design Gravesite Expansion and Improvements 

Project Location Riverside, California 

Asset Type Major Construction 

Project Description

This project requires $1.4M FY 2005 budget authority for design, with a total acquisition cost of $24.1M. 

This project will develop Phase 5 of the Riverside Master Plan and provide ten years of burial space. The 

expansion on 85-acres of existing cemetery land will include approximately 47,000 full casket gravesites, 

and 37,100 sites for cremated remains including a columbaria and terraced in-ground sites. The project 

will also provide for two committal shelters, a satellite maintenance facility, renovation of the existing 

administration building into a Public Information Center with electronic kiosk and public restrooms, 

construction of a new Administration Building, and supporting infrastructure such as roads, utilities, and 

irrigation. 

In FY 2003, 75.2% of veterans were served by a burial option within a reasonable distance (75-miles) of 

their residence. NCA’s goal is to increase that percentage to 89% by FY 2009. To accomplish that goal, 

NCA must plan and construct burial expansions as cemeteries approach depletion of gravesite inventory. 
VA 5-Year Capital Plan FY 2004 – 2009

78

This investment will extend the burial capacity by another ten years at the busiest national cemetery 

within the NCA system of 124 national cemeteries. NCA conducts an annual survey of satisfaction with 

national cemeteries to measure a variety of performance goals. In FY 2003, 98.2% of all respondents 

rated the overall appearance of the Riverside National Cemetery as excellent. Expansion of the existing 

cemetery and improvements to the infrastructure will help Riverside National Cemetery achieve the NCA 

planned goal of 100% for FY 2009. 

Four alternatives were considered: a major construction project, a series of several minor projects, a 

state veterans cemetery funded through the VA State Cemetery Grants program, and a no-action option. 

A major construction project, Alternative 1, is the preferred option because it meets customer demand for 

service and consolidates all requirements in a single project. Alternative 2, several minor construction 

projects, while providing the same results as the major, will require a longer time period to construct, and 

result in the cemetery being in a constant state of disruption over many years as the smaller projects are 

constructed. Alternative 3, a VA funded state veteran’s cemetery, is unlikely since the state is currently 

involved in the development of a new state veteran’s cemetery located in northern California and has not 

expressed interest in applying for another grant through the State Cemetery Grant Program. Alternative 

4, no action, will result in eventual closure of the Riverside National Cemetery to first interments, as 

gravesites are depleted in spite of the availability of land for burial expansion. 

Fiscal Year FY 2005 

BA Requested (Capital) $0.80M 

Planned Project Name San Joaquin Valley Nat’l Cemetery/Design Gravesite Expansion & Improv. 

Project Location Gustine, California 

Asset Type Major Construction 

Project Description

This project requires $.80M FY 2005 budget authority for design, with a total acquisition cost of $16.6M. 

This project will develop Phase 2 of the Master Plan for the San Joaquin Valley National Cemetery. The 

25-acre expansion will include approximately 11,650 full casket gravesites, of which 5,000 will be preplaced crypts, 6,000 columbaria niches, and 6,050 in-ground cremain sites. The project will also provide 

for one committal shelter, electrical system upgrades to the existing infrastructure, rehabilitation of the 

existing irrigation system, replacement of fuel storage tanks, renovation of the administration facility, and 

supporting infrastructure such as roads and parking. 

In FY 2003, 75.2% of veterans were served by a burial option within a reasonable distance (75-miles) of 

their residence. NCA’s goal is to increase that percentage to 89% by FY 2009. To accomplish that goal, 

NCA must plan and construct burial expansions as cemeteries approach depletion of gravesite inventory. 

This investment to expand San Joaquin Valley National Cemetery will contribute towards achieving that 

goal. NCA conducts an annual survey of satisfaction with national cemeteries to measure a variety of 

performance goals. In FY 2003, 86.2% of all respondents rated the overall appearance of the San 

Joaquin Valley National Cemetery as excellent. Expansion of the existing cemetery and improvements to 

the infrastructure will help San Joaquin Valley National Cemetery achieve the NCA planned goal of 100% 

for FY 2009. 

Four alternatives were considered: a major construction project, a series of several minor projects, a 

state veterans cemetery funded through the VA State Cemetery Grants program, and a no-action option. 

A major construction project, Alternative 1, is the preferred option because it meets customer demand 

for service and consolidates all requirements in a single project. Alternative 2, several minor 

construction projects, while providing the same results as the major, will require a longer time period to 

construct, and result in the cemetery being in a constant state of disruption over many years as the 

smaller projects are constructed. Alternative 3, a VA funded state veteran’s cemetery, is unlikely since 

the state is currently involved in the development of a new state veteran’s cemetery located in northern 

California and has not expressed interest in applying for another grant through the State Cemetery Grant 

Program. Alternative 4, no action, will result in eventual closure of the San Joaquin Valley National 

Cemetery to first interments, as gravesites are depleted in spite of the availability of land for burial 

expansion. 
VA 5-Year Capital Plan FY 2004 – 2009

79

FY 2004 MINOR CONSTRUCTION PROJECTS

MSN Location Project Title – Brief Description

Estimated 

Cost 

($000) 

1 Calverton NY Irrigation System Expansion (Part 2 

of 5) Irrigation $880

1 Long Island NY Construct 6,000 Niche Columbaria Gravesite Expansion $2,000

1 Quantico VA Admin Building – Renovate Building Construction $60

1 Quantico VA Water Supply System, Internal 

(Design) Irrigation $125

1 Woodlawn NY Construct 2,500 Unit Columbarium Gravesite Expansion $1,100

2 Bay Pines FL Alternative Water Source Project Irrigation $2,000

2 Bay Pines FL Columbarium - Drains Gravesite Expansion $800

2 Beaufort SC Burial Area Expansion/Service 

Building/Committal Shelter Gravesite Expansion $2,200

2 Biloxi MS Replace Admin Building Building Construction $600

2 Chattanooga TN Committal Shelters (2) Building Construction $310

2 Florence SC Admin & Maintenance Buildings, 

Roof/Inter/Security Building Construction $350

2 Florence SC Burial Area Expansion; Public RR 

Building; Well Pump Gravesite Expansion $1,500

2 Nashville TN Demolish Portion of Boundary Wall Site Improvements $150

2 Nashville TN Repair Rostrum (Design) Site Improvements $25

2 Natchez MS Renovate Admin Building Building Construction $50

2 Natchez MS Burial Area Expansion with Fast 

Track Gravesite Expansion $2,500

2 Puerto Rico PR Renovate Admin & Maintenance 

Buildings Building Construction $2,100

2 Puerto Rico PR Burial Area - Develop Gravesite Expansion $2,958

3 Dallas/Fort 

Worth TX Construct 2,000 Niche 

Columbaria/Install 7,000 Crypts Gravesite Expansion $3,500

3 Fort Gibson OK Replace Irrigation in Old Sections Irrigation $900

3 Houston TX Pre-Placed Crypts in Sections S-1, 

R & Q (6,000) Gravesite Expansion $870

3 Santa Fe NM Water Improvements - Irrigation Irrigation $1,000

4 Camp Nelson KY Lodge Repair Building Construction $125

4 Danville IL Equipment Storage & Wash Bay 

Building Building Construction $160

4 Danville IL Land Purchase Gravesite Expansion $100

4 Dayton OH Construct Materials Storage Bins & 

Spoils Area Site Improvements $80

5 Eagle Point OR Gravesite Development Gravesite Expansion $2,280

5 Fort 

Richardson AK Develop Burial Areas Gravesite Expansion $2,475

5 Los Angeles CA Environmental Equipment Wash 

Station Building Construction $47

5 Los Angeles CA Pergola Memorial Wall Gravesite Expansion $150

5 

National 

Memorial 

Cemetery of 

the Pacific 

(NMCP) 

HI Environmental Equipment Wash 

Station Building Construction $65

5 Prescott AZ Columbarium (3,000 Niches) Gravesite Expansion $1,500

5 Riverside CA Environmental Equipment Wash 

Station Building Construction $47

5 Riverside CA Columbaria - 10,000 Niches Gravesite Expansion $3,500
VA 5-Year Capital Plan FY 2004 – 2009

80

MSN Location Project Title – Brief Description

Estimated 

Cost 

($000) 

5 San Joaquin 

Valley CA Admin - Atrium Renovation Building Construction $60

5 San Joaquin 

Valley CA Terrace Ramps/Sidewalks - Install Gravesite Expansion $1,000

5 San Joaquin 

Valley CA 

Sections 1 & 9 Drainage 

Improvements & Road 

Development 

Gravesite Expansion $170

5 San Joaquin 

Valley CA Irrigation System Rehab/Expansion Irrigation $1,558

5 Sitka AK Install Pre-Placed Crypts Sec. 3 & 5 Gravesite Expansion $250

 Total $39,545

FY 2005 MINOR CONSTRUCTION PROJECTS

Projects Are Sorted by Type 

MSN Location Project Title – Brief Description Type 

Estimated 

Cost 

($000) 

1 Calverton NY Environmental Equipment Wash 

Station Building Construction $50

3 Ft. Bliss TX Replace Maintenance Building/New 

Public Restrooms Building Construction $2,500

4 Ft. Custer MI Repair Committal Shelter/Road & 

Entrance Improvements Building Construction $700

5 Ft. 

Rosecrans CA Environmental Equipment Wash 

Station Building Construction $47

5 Golden Gate CA Renovate Maintenance Buildings Building Construction $2,550

5 NMCP HI Improvements to Admin Building Building Construction $2,300

1 Calverton NY Construct an Additional 4,000 Niche 

Columbaria Gravesite Expansion $1,400

1 Puerto Rico PR Construct 2,000 Niche Columbaria Gravesite Expansion $2,000

1 Quantico VA Develop Section 19 for 2,000 PrePlaced Crypts Gravesite Expansion $2,311

1 Quantico VA Development of Columbaria in 

Section 2 & 4 Gravesite Expansion $1,183

2 Ft. Mitchell AL Develop Gravesites (Design) Gravesite Expansion $300

4 Abraham 

Lincoln IL Construct 2,000 Niche Columbaria 

& Committal Shelter Gravesite Expansion $880

4 Jefferson 

Barracks MO Install 3,500 Pre-Placed Crypts in 

Sections R, S, T & U Gravesite Expansion $900

4 

Ohio 

Western 

Reserve 

OH Add Approximately 5,000 PrePlaced Crypts Gravesite Expansion $1,000

1 Beverly NJ Road Project Site Improvements $2,000

2 Natchez MS Slope Stabilization Site Improvements $1,000

3 Ft. Bayard NM 

Replace Committal Shelter & 

Rostrum, Construct New 

Admin/Maintenance Building, 

Convert to Xeri-scaping (Design) 

Site Improvements $200

3 Ft. Bliss TX Convert 50 Acres to Xeri-scaping Site Improvements $3,370

 Total $24,691
VA 5-Year Capital Plan FY 2004 – 2009

81

FY 2006 - 2009 POTENTIAL MINOR CONSTRUCTION

Projects Are Sorted by MSN 

MSN Location Project Title – Brief Description Type 

1 Baltimore MD Environmental Equipment Wash Station Building Construction 

1 Bath NY Environmental Equipment Wash Station Building Construction 

1 Beverly NJ Repair/Replace Slate Roofs-Both Maint 

Garages Building Construction 

1 Beverly NJ Environmental Equipment Wash Station Building Construction 

1 Calverton NY Irrigation System Expansion (Part 3 of 5) Irrigation 

1 Calverton NY Irrigation System Expansion (Part 4 of 5) Irrigation 

1 Calverton NY Irrigation System Expansion (Part 5 of 5) Irrigation 

1 Calverton NY Provide/Install a 40'x80' Pre-Fabricated 

Storage Building Building Construction 

1 City Point VA Restore Entrance & Perimeter Wall Site Improvements 

1 Culpeper VA Environmental Equipment Wash Station Building Construction 

1 Cypress Hills NY Irrigate Entire 15.4 Acre Site Irrigation 

1 Hampton VA Clean & Tuck-Point Perimeter Walls 

(Hampton/Phoebus) Site Improvements 

1 Hampton VA Install French Drain System 

(Hampton/Phoebus) Site Improvements 

1 Indiantown Gap PA Environmental Equipment Wash Station Building Construction 

1 Indiantown Gap PA Replace Glass Windows & Doors, B-1 

(Admin Bldg) Building Construction 

1 Long Island NY Repair/Replace Slate Roofs (or Equivalent)-

Admin & Lodge Building Construction 

1 Long Island NY Rehab Public Restrooms Building Construction 

1 Long Island NY Environmental Equipment Wash Station Building Construction 

1 Long Island NY Provide Irrigation to 1/4 Site (91.2Acres), 

Phase 1 of 4 Irrigation 

1 Long Island NY Provide Irrigation to 1/4 Site (91.2Acres), 

Phase 2 of 4 Irrigation 

1 Long Island NY Provide irrigation to 1/4 site (91.2 A), Phase 

3 of 4 Irrigation 

1 Long Island NY Provide irrigation to 1/4 site (91.2 A), Phase 

4 of 4 Irrigation 

1 Massachusetts MA Environmental Equipment Wash Station Building Construction 

1 Quantico VA Replace Roads From Rear Entrance 

Through Section 25 Site Improvements 

1 Quantico VA Provide/Install Security Camera Systems Building Construction 

1 Quantico VA Environmental Equipment Wash Station Building Construction 

1 Quantico VA Water Supply System, Internal Irrigation 

1 West Virginia WV Stream Stabilization Irrigation 

1 West Virginia WV Environmental Equipment Wash Station Building Construction 

1 West Virginia WV Construct Storage Facility Building Construction 

1 West Virginia WV Remove Deteriorating Flagstone, Replace 

with Concrete-Committal Shelter Site Improvements 

1 Woodlawn NY Environmental Equipment Wash Station Building Construction 

1 Woodlawn NY Construct 2,500 Niche Columbaria Gravesite Expansion 

2 Alexandria LA Correct Site Drainage Site Improvements 

2 Alexandria LA Replace Flagpole Lights Site Improvements 

2 Alexandria LA Reconstruct Wall Foundation Site Improvements 

2 Alexandria LA Replace Fences Site Improvements 

2 Alexandria LA Replace site furnishings Site Improvements 
VA 5-Year Capital Plan FY 2004 – 2009

82

MSN Location Project Title – Brief Description Type 

2 Alexandria LA Replace Water Lines Irrigation 

2 Barrancas FL Landscape Improvements Site Improvements 

2 Barrancas FL Replace site furnishings Site Improvements 

2 Barrancas FL Roads - Resurface and Replace Site Improvements 

2 Barrancas FL Replace Wrought Iron Fence Site Improvements 

2 Barrancas FL Renovate Service Bldgs Building Construction 

2 Baton Rouge LA Flagpole - Replace Site Improvements 

2 Baton Rouge LA Repair wall Site Improvements 

2 Baton Rouge LA Replace Trees Site Improvements 

2 Baton Rouge LA Install Landscape Buffer Site Improvements 

2 Baton Rouge LA Replace site furnishings Site Improvements 

2 Baton Rouge LA Replace Road Site Improvements 

2 Bay Pines FL Construct Columbaria & Site Improvements Gravesite Expansion 

2 Bay Pines FL Construct Admin & Maint Building Building Construction 

2 Bay Pines FL Screen Chain Link Fence Site Improvements 

2 Bay Pines FL Renovate Monument & Replace Sidewalks Site Improvements 

2 Bay Pines FL Improve Entry & General Site Site Improvements 

2 Beaufort SC Replace Flagpole & Lights Site Improvements 

2 Beaufort SC Install Additional Irrigation Site Improvements 

2 Beaufort SC Landscape Improvements Site Improvements 

2 Beaufort SC Improve Site Furnishings Site Improvements 

2 Beaufort SC Replace HVAC in Admin Bldg Building Construction 

2 Beaufort SC Maint Bldg - Provide Heat Building Construction 

2 Beaufort SC Provide Electric to Committal Shelter Building Construction 

2 Biloxi MS Install Flagpole Site Improvements 

2 Biloxi MS Maint Facility Improvements Building Construction 

2 Biloxi MS Resurface Roadways Site Improvements 

2 Biloxi MS Committal Shelter - Provide Electric Building Construction 

2 Biloxi MS Upgrade Water Spigots Site Improvements 

2 Chattanooga TN Committal Shelters (2) Building Construction 

2 Chattanooga TN Install Irrigation Irrigation 

2 Chattanooga TN Replace Flagpole Site Improvements 

2 Chattanooga TN Landscape Improvements Site Improvements 

2 Chattanooga TN Install Signage System Site Improvements 

2 Chattanooga TN Replace Chain link Fencing Site Improvements 

2 Chattanooga TN Replace Roads Site Improvements 

2 Chattanooga TN Enhance Andrew's Raiders Monument Site Improvements 

2 Chattanooga TN Relocate OH Utility Lines Site Improvements 

2 Chattanooga TN Replace Fences Site Improvements 

2 Chattanooga TN Replace Water Lines & Spigots Site Improvements 

2 Chattanooga TN Renovate/Replace Admin Bldg HVAC Building Construction 

2 Chattanooga TN Construct Covered Soil Storage Building Construction 

2 Corinth MS Replace Irrigation Section Site Improvements 

2 Corinth MS Construct Committal Shelter Building Construction 

2 Corinth MS Construct Admin/ Maint Bldg Building Construction 

2 Corinth MS Landscape Improvements Site Improvements 

2 Corinth MS Install Fencing for Maint Yard Site Improvements 

2 Corinth MS Replace site furnishings Site Improvements 

2 Corinth MS Replace Flagpole Site Improvements 

2 Corinth MS Cemetery - Replace Sidewalk Site Improvements 

2 Corinth MS Replace Drainage Ditch/Covers/Inlets Site Improvements 

2 Corinth MS Repair Roadways Site Improvements 

2 Corinth MS Demolish Lodge Building Construction 

2 Corinth MS Demolish Maint Bldg Building Construction 
VA 5-Year Capital Plan FY 2004 – 2009

83

MSN Location Project Title – Brief Description Type 

2 Danville VA Replace Road Site Improvements 

2 Danville VA Overall Landscape Site Improvements 

2 Danville VA Replace site furnishings Site Improvements 

2 Fayetteville AR Replace Security System Building Construction 

2 Fayetteville AR Replace site furnishings Site Improvements 

2 Fayetteville AR Replace Flagpole Site Improvements 

2 Fayetteville AR Landscape Improvements Site Improvements 

2 Fayetteville AR Install Signage System Site Improvements 

2 Fayetteville AR Improve Water Hydrants Irrigation 

2 Fayetteville AR Install Fan and Taps System in Committal 

Shelter Building Construction 

2 Fayetteville AR Install Exterior Light Fixtures on Admin Bldg Building Construction 

2 Florence SC Replace Flagpole Lights Site Improvements 

2 Florence SC Renovate Irrigation Irrigation 

2 Florence SC Replace site furnishings Site Improvements 

2 Florence SC Landscape Improvements Site Improvements 

2 Florida FL Replace HVAC in Maint Building Building Construction 

2 Florida FL Install Video Surveillance System Site Improvements 

2 Florida FL Replace Admin Bldg Roof Building Construction 

2 Florida FL Resurface Roads, Phase I Site Improvements 

2 Florida FL Replace Ornamental Fence at Entrance Site Improvements 

2 Florida FL Maint Yard - Resurface Site Improvements 

2 Florida FL Replace site furnishings Site Improvements 

2 Florida FL Screen Maint Compound Site Improvements 

2 Florida FL Pump House - Add Additional Pump Irrigation 

2 Fort Mitchell AL Install Vinyl Siding on Maint Bldg Building Construction 

2 Fort Mitchell AL Landscape Improvements Site Improvements 

2 Fort Mitchell AL Renovate & Replace Site Furnishings Site Improvements 

2 Fort Mitchell AL Establish & Irrigate Turf Irrigation 

2 Fort Smith AR Develop Gravesites & Cemetery Expansion Gravesite Expansion 

2 Fort Smith AR Replace Flagpole and Lights Site Improvements 

2 Fort Smith AR Repl Water Spigots & GS Locator Stand Site Improvements 

2 Fort Smith AR Landscape Improvements/Irrig Renov Site Improvements 

2 Fort Smith AR Install Communication Between Admin/ 

Maint Bldgs Building Construction 

2 Fort Smith AR Expand Break Room and Construct Wash 

Rack Building Construction 

2 Ft. Mitchell AL Develop Gravesites Gravesite Expansion 

2 Ft. Smith AR Develop Gravesites & Cemetery Expansion 

(Design) Gravesite Expansion 

2 Ft. Smith AR Replace Irrigation System Irrigation 

2 Ft. Smith AR Resurface & Replace Roads Site Improvements 

2 Ft. Smith AR Site Survey of Cemetery Site Improvements 

2 Knoxville TN Demolish Maint Building & Construct Public 

RR Building Building Construction 

2 Knoxville TN Improve Site Signage Site Improvements 

2 Knoxville TN Enhance Visual Separation Site Improvements 

2 Knoxville TN Replace site furnishings Site Improvements 

2 Knoxville TN Improve Landscape Site Improvements 

2 Little Rock AR Correct Drainage & Erosion Site Improvements 

2 Little Rock AR Replace Curbs Site Improvements 

2 Little Rock AR Improve Site Signage & Site Furnishings Site Improvements 

2 Little Rock AR Landscape Improvements Site Improvements 

2 Little Rock AR Renovate Maint Bldg Building Construction 
VA 5-Year Capital Plan FY 2004 – 2009

84

MSN Location Project Title – Brief Description Type 

2 Marietta GA Replace Roads & Storm Drainage Site Improvements 

2 Marietta GA Replace Flagpole & Lights Site Improvements 

2 Marietta GA Relocate Assembly Area Site Improvements 

2 Marietta GA Improve Site Signage & Site Furnishings Site Improvements 

2 Marietta GA Replace Trees Site Improvements 

2 Marietta GA Maint Bldg - Renov, New RR Bldg & Soil 

Storage Building Construction 

2 Marietta GA Lodge - Remove Asbestos Building Construction 

2 Memphis TN Demolish Lodge/Construct Restrooms & 

Committal Shelter Building Construction 

2 Memphis TN Renovate Admin Building/Roof & Study 

Settlement Problem Building Construction 

2 Memphis TN Re-Roof Maint Building Building Construction 

2 Memphis TN Construct Storage Building & Yard Building Construction 

2 Memphis TN Renovate Monument (Illinois) Site Improvements 

2 Memphis TN Landscape Improvements (Including 

Perimeter buffer) Site Improvements 

2 Memphis TN Replace Drainage Ditch & Other Drainage 

Corrections Site Improvements 

2 Memphis TN Replace Privacy Fencing Site Improvements 

2 Memphis TN Replace MIA Flagpole Site Improvements 

2 Memphis TN Replace Curbs Site Improvements 

2 Memphis TN Replace HVAC in Admin Bldg Building Construction 

2 Memphis TN Replace Overhead Doors-Maint Bldg Building Construction 

2 Memphis TN Replace site furnishings Site Improvements 

2 Mobile AL Improve Landscape Site Improvements 

2 Mobile AL Replace site furnishings Site Improvements 

2 Mobile AL Replace Roads Site Improvements 

2 Mobile AL Demolish Maint Bldg & Rostrum Building Construction 

2 Mobile AL Add Gutters & Downspouts Building Construction 

2 Mountain 

Home TN Construct Admin/Maint Building Building Construction 

2 Mountain 

Home TN Install Fuel Storage Containment Curb Building Construction 

2 Nashville TN Repair Rostrum Building Construction 

2 Nashville TN Replace Irrigation & Hydrants Irrigation 

2 Nashville TN Admin Building - Renovate Restroom Building Construction 

2 Nashville TN Renovate Monuments Site Improvements 

2 Nashville TN Entrance - Renovate Site Improvements 

2 Nashville TN Cemetery - Provide Signage Site Improvements 

2 Nashville TN Improve Landscape Site Improvements 

2 Nashville TN Repave Pedestrian Bridge Site Improvements 

2 Nashville TN Lodge - Demolish Building Construction 

2 Natchez MS Replace Water Lines Irrigation 

2 Natchez MS Construct Paved Road (Design) Site Improvements 

2 Natchez MS Construct Paved Road Site Improvements 

2 Natchez MS Landscape Improvements Site Improvements 

2 Natchez MS Replace Site Furnishings & Section Markers Site Improvements 

2 Natchez MS Install Irrigation Irrigation 

2 Natchez MS Construct Covered Soil Storage Building Construction 

2 New Bern NC Roads - Resurface Site Improvements 

2 New Bern NC Replace Garage Door on Maint Bldg Building Construction 

2 New Bern NC Improve Site Furnishings Site Improvements 

2 New Bern NC Enhance Overall Landscape Site Improvements 
VA 5-Year Capital Plan FY 2004 – 2009

85

MSN Location Project Title – Brief Description Type 

2 New Bern NC Replace Windows in Lodge Building Construction 

2 Port Hudson LA Construct Committal Shelter Building Construction 

2 Port Hudson LA Repair cemetery wall Site Improvements 

2 Port Hudson LA Replace Flagpole Site Improvements 

2 Port Hudson LA Plant New Trees Site Improvements 

2 Puerto Rico PR Renovate Flagpole/ Assembly Area Site Improvements 

2 Puerto Rico PR Renovate Main Entrance Area Site Improvements 

2 Puerto Rico PR Renovate Flagpole/ Assembly Area Site Improvements 

2 Puerto Rico PR Install Carillon Site Improvements 

2 Puerto Rico PR Replace Chain Link Fence With Ornamental 

Fence Site Improvements 

2 Raleigh NC Roads - Replace Curbing Site Improvements 

2 Raleigh NC Enhance Landscape Site Improvements 

2 Raleigh NC Replace Site Furnishings Site Improvements 

2 Raleigh NC Demolish lodge Building Construction 

2 Raleigh NC Construct Committal Shelter Building Construction 

2 Saint Augustine FL Improve Signage Site Improvements 

2 Saint Augustine FL Replace Site Furnishings Site Improvements 

2 Salisbury VA Resurface Roads Site Improvements 

2 Salisbury NC Install Signage System Site Improvements 

2 Salisbury NC Correct Drainage Site Improvements 

2 Salisbury NC Enhance Landscape for Original Phases Site Improvements 

2 Salisbury NC Improve Pedestrian Circulation Site Improvements 

2 St. Augustine FL Replace Flagpole Site Improvements 

2 St. Augustine FL Replace Road and Walks Site Improvements 

2 Wilmington NC Maint Building/RR-Demolish Building Construction 

2 Wilmington NC Replace Cemetery Fence Site Improvements 

2 Wilmington NC Replace Site Furnishings Site Improvements 

2 Wilmington NC Demolish Lodge Building Construction 

3 Black Hills SD Road Maintenance Site Improvements 

3 Fort Lyon CO Obtain Sole Water Rights & Delivery 

System Irrigation 

3 Ft. Bayard TX 

Replace Committal Shelter & Rostrum, 

Construct New Admin/Maint Building, 

Convert to 

Xeriscape 

Building Construction 

3 Ft. Gibson OK Maint Building/Equipment Storage 

Improvements Building Construction 

3 Ft. Sam 

Houston TX Road Maintenance Site Improvements 

3 Ft. Scott KS Install Irrigation System in 10 Acre 

Expansion Irrigation 

3 Houston TX Road Maintenance Site Improvements 

3 Leavenworth KS Expand Maint Building, Restroom, & Break 

Room Building Construction 

3 Leavenworth KS Road Maintenance Site Improvements 

3 

Leavenworth 

and Fort 

Leavenworth 

KS Irrigation System, Entire Cemetery (335 

Acres) Irrigation 

4 Abraham 

Lincoln IL Install Irrigation System in Phase 1 Burial 

Areas Irrigation 

4 Abraham 

Lincoln IL Subsurface Water Drainage in Sections 6, 

7, 8, & 9 Site Improvements 

4 Abraham 

Lincoln IL Extend Road Exit From Interment Stg. Bldg. Site Improvements 
VA 5-Year Capital Plan FY 2004 – 2009

86

MSN Location Project Title – Brief Description Type 

4 Abraham 

Lincoln IL Breezeway at PIC and Handicap Access Building Construction 

4 Alton MO Renovate Entrance (Design) Site Improvements 

4 Alton MO Renovate Entrance Building Construction 

4 Camp Butler IL Irrigation System, Entire Cemetery (53 

Acres) Irrigation 

4 Camp Butler IL Install Fiber Optic Link Site Improvements 

4 Camp Nelson KY Irrigation System, Entire Cemetery (30 

Acres) Irrigation 

4 Camp Nelson KY Construct Equipment & Materials Storage 

Building Building Construction 

4 Camp Nelson KY Renovate Cemetery Entrance (Enlarge for 

Traffic Safety) Site Improvements 

4 Camp Nelson KY Land Donation Acquistion-45 Acres 

Adjacent Gravesite Expansion 

4 Camp Nelson KY Maint Yard - Demolish Loading Dock Site Improvements 

4 Danville IL Gravesite Development, Irrigation, & Site 

Improvements Gravesite Expansion 

4 Danville IL Asphalt Road for Access to Burial Sections 

18 - 20 Site Improvements 

4 Danville IL Surface Drainage at Sec 23 Site Improvements 

4 Danville IL Construct Material Storage Shelter Building Construction 

4 Dayton OH Irrigation System, Entire Cemetery (100 

Acres) Irrigation 

4 Dayton OH Construct Equipment & Materials Storage 

Building Building Construction 

4 Dayton OH Construct New (2nd) Committal Shelter Site Improvements 

4 Dayton OH Renovate Historic Guard Building (Design) Building Construction 

4 Dayton OH Mill & Repave Roadway Site Improvements 

4 Dayton OH Renovate Historic Guard Building Building Construction 

4 Fort Custer MI Phase 3 Burial Expansion - Construct Gravesite Expansion 

4 Fort Custer MI Amphitheater Assembly Area Site Improvements 

4 Fort Custer MI Memorial Path Overlook Stonewall 

Enhancement Site Improvements 

4 Fort Custer MI New Well, Pump house & Irrigation Irrigation 

4 Fort Custer MI Renovate Guard Building Building Construction 

4 Fort Custer MI Equipment Storage Building Building Construction 

4 Ft. Custer MI Phase 3 Burial Expansion (Design) Gravesite Expansion 

4 Ft. Custer MI New Committal Shelter Building Construction 

4 Ft. Custer MI Cortege Backup Lane Site Improvements 

4 Jefferson 

Barracks OH Irrigation System, Entire Cemetery (335 

Acres) Irrigation 

4 Jefferson 

Barracks MO Burial Expansion on VAMC Property 

(Design) Gravesite Expansion 

4 Jefferson 

Barracks MO Security Camera System For Admin/Maint 

Bldgs Site Improvements 

4 Jefferson 

Barracks MO Asphalt Road Repair Project Site Improvements 

4 Jefferson 

Barracks MO Admin Bldg - Replace Ceiling Building Construction 

4 Jefferson 

Barracks MO Renovate Old Maint Bldg/ Honor Guard 

Area Building Construction 

4 Jefferson 

Barracks MO Chapel - Replace Doors Building Construction 
VA 5-Year Capital Plan FY 2004 – 2009

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MSN Location Project Title – Brief Description Type 

4 Jefferson City MO Maintenance Building/Public Restrooms - 

Renovate Building Construction 

4 Johnson's 

Island OH Shore Stabilization Site Improvements 

4 Keokuk IA Roads/Material Bins/Fence/Water Stations Site Improvements 

4 Keokuk IA Road Repairs Site Improvements 

4 Keokuk IA Irrigate Entire Cemetery (13 acres) Irrigation 

4 Lebanon KY Irrigate Entire Cemetery (15 acres) Irrigation 

4 Marion IN Irrigate Entire Cemetery (36 Acres) Irrigation 

4 Marion IN Improvements to Roads/Committal 

Shelter/Entry Fence Site Improvements 

4 Marion IN Roads/Comm Shelter/Entry Fence/Improvs Site Improvements 

4 Marion IN Replace Artificial Slate Roof - Admin Bldg Building Construction 

4 Marion IN Equip Storage/ Wash bay Bldg & Materials 

Bins Building Construction 

4 Mill Springs KY Land Donation Acquistion-12 Acres 

Adjacent Gravesite Expansion 

4 Mill Springs KY Irrigate Entire Cemetery (6.3 acres) Irrigation 

4 Mound City IL Burial Expansion on Property Acquired in 

FY 2003 Gravesite Expansion 

4 Mound City IL Irrigate Entire Cemetery (10 acres) Irrigation 

4 New Albany IN Replace Concrete Pavement (curbs & 

roads) Site Improvements 

4 Ohio Western 

Reserve OH Irrigation for Phase 1 Burial Areas Irrigation 

4 Quincy IL Construct Main Entrance Building Construction 

4 Springfield MO Irrigate & Replace Old Section Water Lines Irrigation 

4 Wood WI Replace Committal Shelter Site Improvements 

4 Wood WI Enhance 4 Entrances To Identify Cemetery Site Improvements 

4 Wood WI Irrigate Entire Cemetery (50 acres) Irrigation 

4 Zachary Taylor KY Irrigation System, Entire Cemetery (16 

Acres) Irrigation 

4 Zachary Taylor KY Total Reconstruction/Cemetery Storm 

Sewer System Site Improvements 

5 Eagle Point OR Road & Drainage Improvements, Sections 

21 & 22 Site Improvements 

5 Eagle Point OR Develop Burials Across Riley Road Gravesite Expansion 

5 Eagle Point OR Replace Curbs - Handicap Access Site Improvements 

5 Eagle Point OR Repr/Repl Stone Retaining Walls Site Improvements 

5 Eagle Point OR Develop Burials west of Riley Road; Roads; 

Shelter Gravesite Expansion 

5 Eagle Point OR Remodel Admin; New Maint Fac; Veh Wash 

Sta; Fence Building Construction 

5 Fort 

Richardson AK Irrigation/Water Study Irrigation 

5 Fort Rosecrans CA Convert Admin into PIC Building Construction 

5 Ft. Rosecrans CA Employee RR & Lounge & Public RR Building Construction 

5 Ft. Rosecrans CA Convert Lodge to Admin Building Construction 

5 Golden Gate CA Repair Road, Curb & Storm Drainage/ 

Replace Site Signage Site Improvements 

5 Golden Gate CA Renovate Public Restrooms (Chapel) Building Construction 

5 Golden Gate CA Install Fiber Optic Building Construction 

5 Golden Gate CA Repair Road, Curb & Storm Drainage Ph 2 Site Improvements 

5 Golden Gate CA Automatic Gate System Site Improvements 

5 Golden Gate CA Environmental Equipment Wash Station Building Construction 
VA 5-Year Capital Plan FY 2004 – 2009

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MSN Location Project Title – Brief Description Type 

5 Los Angeles CA Replace Roads & Curbs in North Section Site Improvements 

5 Los Angeles CA Construct 9,000 Niche Columbaria Gravesite Expansion 

5 Los Angeles CA Replace Roads & Curbs - South Section Site Improvements 

5 Los Angeles CA Replace Storage Bldg Building Construction 

5 Los Angeles CA Renovate Admin Bldg Building Construction 

5 NMCA AZ Install 7,500 Pre-Place Crypts, Sec. 53 & 55 Gravesite Expansion 

5 NMCA AZ Acquire 32nd Ave for FY 2007 Phase 

Development Gravesite Expansion 

5 NMCP HI Entry Road & North Curb Replacement Site Improvements 

5 NMCP HI Main Flagpole and Base Evaluation Site Improvements 

5 NMCP HI Cemetery Gate Lights Site Improvements 

5 NMCP HI Cemetery Entrance Handicap Access Site Improvements 

5 NMCP HI Install Data Cable to Maint Building Construction 

5 NMCP HI Road, Curb, & Gutter Replacement, Phase 

1 (Design) Site Improvements 

5 NMCP HI Improve Site Signage Site Improvements 

5 NMCP HI Road, Curb, Gutter, & Signage 

Replacement Site Improvements 

5 NMCP HI Imprmts to Mech Shop & Maint, Employee 

Lounge Building Construction 

5 Prescott AZ Improve Road; Replace Irrigation; Construct 

Entrance & Rostrum Site Improvements 

5 Prescott AZ Replace Ornamental Perimeter Fence Site Improvements 

5 Riverside CA Environmental Equipment Wash Station #2 Building Construction 

5 Roseburg OR Construct 3,000 Niche Columbaria Gravesite Expansion 

5 Roseburg OR Irrigation, Restroom Maint, Fence Lights, 

Wash Station Site Improvements 

5 San Francisco CA Environmental Equipment Wash Station Building Construction 

5 San Francisco CA Road, Curb & Storm Drainage Repairs Site Improvements 

5 San Francisco CA Renov Boundary Wall; Install Rostrum Slab Site Improvements 

5 San Joaquin 

Valley CA Replace UG Fuel Tanks with Above Ground Site Improvements 

5 Sitka AK Columbaria (2,000), Walkway with HC 

Access, Drainage Gravesite Expansion 

5 Tahoma WA Install Entry Gate Site Improvements 

5 Tahoma WA Electronic Reader Board Site Improvements 

5 Tahoma WA Renovate Admin Facility Building Construction 

5 Tahoma WA Install Admin/Lunchroom Separation Building Construction 

5 Tahoma WA Section 23 Drainage Improvements Gravesite Expansion 

5 Willamette OR Replace HVAC in Admin Building Building Construction 

5 Willamette OR Install Roads, Storage Areas/Sheds, Wash 

Rack Building Construction 

5 Willamette OR Gate Replacement-Install Electronics Site Improvements 

VA Strategic Plan Linkage 

The minor construction program is a critical element in NCA’s strategy to achieve its 

performance objectives. 

Objective 3.4 is to ensure that the burial needs of veterans and eligible family members 

are met. Achievement of this objective is measured by three performance measures 

that are impacted by NCA's construction program. The first two of these measures are 

the percent of veterans served by a burial option within a reasonable distance (75 miles) 
VA 5-Year Capital Plan FY 2004 – 2009

89

of their residence, and the percent of veterans served by such an option in a national 

cemetery. The third measure is the percent of respondents who rate the quality of 

service provided by the national cemeteries as excellent. 

Construction projects to keep existing national cemeteries open by developing 

additional gravesites and columbaria, or by acquiring additional land adjacent thereto, 

prevent the loss of a burial option for veterans who currently are served by a national 

cemetery within a reasonable distance of their residence. Construction of committal 

shelters, public restrooms, and public information centers improves service to veterans 

and their families. 

Objective 4.5 is to ensure that national cemeteries are maintained as shrines dedicated 

to preserving our Nation’s history, nurturing patriotism, and honoring the service and 

sacrifice veterans have made. Achievement of this objective is measured by one 

performance measure which is impacted by NCA's construction programs. That 

measure is the percent of respondents who rate national cemetery appearance as 

excellent. Construction projects such as irrigation improvements, renovation of historic 

structures, and road resurfacing are important to maintaining our cemeteries as national 

shrines. In most cases, these types of projects directly impact cemetery appearance 

and, thereby, customer satisfaction. 

Prioritization Methodology 

The highest priority for minor construction projects is gravesite expansion projects. This 

is to prevent closure of a national cemetery ensuring that veterans are provided with 

continuing access to a burial option within a reasonable distance of their residence. 

The next priority are life safety projects that address problems posing a safety hazard 

and are therefore a liability issue. The remaining projects are prioritized based on the 

severity of the problem being corrected, and in general, those projects which require 

immediate action to prevent further damage to cemetery property, are put higher in the 

cue for repair, renovation, or rehabilitation. 
VA 5-Year Capital Plan FY 2004 – 2009

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LEASES

FY 2004 and 2005 

Year MSN Location Project Title - Brief Description 

Estimated 

Annual 

Cost 

($000) 

2004 2 Nashville TN 

Nashville 

Processing 

Site 

Memorial Program Service office that 

processes applications for headstones and 

markers. 

$38

2004 HQ Quantico VA 

NCA 

Business 

Office 

NCA Finance & Contracting Staff $26

2004 4 St. Louis MO 

NCA 

Training 

Center 

Central training facility for NCA to coordinate 

training of key cemetery personnel including 

cemetery director interns and foremen. 

$26

2005 2 Nashville TN 

Nashville 

Processing 

Site 

Memorial Program Service office that 

processes applications for headstones and 

markers. 

$38

2005 HQ Quantico VA 

NCA 

Business 

Office 

NCA Finance & Contracting Staff $26

2005 4 St. Louis MO 

NCA 

Training 

Center 

Central training facility for NCA to coordinate 

training of key cemetery personnel including 

cemetery director interns and foremen. 

$104

Potential Leases for FY 2006 – 2009 

MSN Location Project Title - Brief Description 

2 Nashville TN Nashville 

Processing Site 

Memorial Program Service office that processes 

applications for headstones and markers. 

4 St. Louis MO NCA Training 

Center 

Central training facility for NCA to coordinate training of 

key cemetery personnel including cemetery director 

interns and foremen. 

HQ Quantico VA NCA Business 

Office NCA Finance & Contracting Staff 

VA Strategic Plan Linkage 

NCA provides headstones and markers for the graves of eligible persons in national, 

state, and other public cemeteries as well as private cemeteries. This contributes 

towards achievement of the strategic goal to “honor and serve veterans in life and 

memorialize them in death for their sacrifices on behalf of the Nation.” The Nashville 

processing site processes applications for Government-furnished headstones and 

markers. This service assists NCA in achieving the objective of providing veterans and 

their families with timely and accurate symbolic expressions of remembrance. 
VA 5-Year Capital Plan FY 2004 – 2009

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PORTFOLIO INVENTORY OF CURRENT PROJECTS

(Funded but not activated or in use)

Project 

Type FY1 MSN Location Project Title - Brief Description 

Total 

Acquisition 

Cost 

($000)) 

Major 2005 1 Bridgeville PA 

Pittsburgh, PA 

Area National 

Cemetery, 

Phase I 

Development 

The project will develop 

approximately 15,000 

gravesites for casket 

interments in 26 net acres, 

4,000 sites for cremated 

remains, and appropriate 

structures/facilities to support 

initial cemetery operations. 

$17,150 

Major 2005 4 Holly MI 

Great Lakes 

National 

Cemetery, 

Phase I 

Development 

The project will develop 

approximately 12,760 

gravesites for casket 

interments, 3,000 of which will 

be pre-placed concrete burial 

crypts, 2,200-niche 

columbarium and 510 inground sites for cremated 

remains. 

$9,360 

Major 2005 2 Lake Worth FL 

Miami Area 

National 

Cemetery, 

Phase I 

Development 

The project will develop 

approximately 23,000 

gravesites for casket 

interments in 38.3 net acres, 

15,000 columbarium niches, 

3,100 in-ground sites for 

cremated remains, and 

appropriate 

structures/facilities to support 

initial cemetery operations. 

$29,300 

Major 2005 2 Canton GA 

Georgia 

National 

Cemetery, 

Phase I 

Development 

The project will develop 

approximately 23,000 

gravesites for casket 

interments in 38 net acres, 

3,000 niches of columbaria, 

500 in-ground sites for 

cremated remains, and 

appropriate 

structures/facilities to support 

initial cemetery operations. 

$31,200 

Major 2005 1 Bourne MA 

Massachusetts 

National 

Cemetery, 

Columbaria 

Expansion and 

Cemetery 

Improvements 

This project will develop 

approximately 4,500 

columbarium niches for 

cremation interments and site 

improvements on 

approximately 40 acres. Also 

included are infrastructure 

improvements to the 

cemetery and a loop road to 

accommodate the new 

committal shelters and the 

new columbaria. 

$9,200 
VA 5-Year Capital Plan FY 2004 – 2009

92

Project 

Type FY1 MSN Location Project Title - Brief Description 

Total 

Acquisition 

Cost 

($000)) 

Major 2006 3 Denver CO 

Fort Logan 

National 

Cemetery 

Gravesite 

Development 

This project will develop the 

remaining 66 acres of the 

cemetery to provide 

gravesites and additional 

improved facilities to extend 

the service life of the 

cemetery. The gravesite 

development will create 

approximately 26,400 casket 

sites (including 13,200 preplaced crypts), 7,000 inground cremain sites, & 

10,000 columbarium niches. 

$19,400 

Major 2006 5 Kent WA 

Tahoma, WA, 

National 

Cemetery 

Columbarium 

Expansion and 

Cemetery 

Improvements 

This project will develop 

approximately 12,000 niches 

to expand the existing 

columbarium. In addition, the 

project will include 

approximately 2,000 preplaced crypts, and 

infrastructure improvements 

to the cemetery. 

$7,500 

Major 2008 4 Minneapolis MN 

Fort Snelling 

National 

Cemetery, MN, 

Gravesite 

Expansion and 

Cemetery 

Improvements 

The project will develop 

approximately 15,000 full 

casket gravesites, 10,000 

columbarium niches, and 

4,400 in-ground cremain 

sites. In addition, the project 

will include various 

infrastructure improvements 

to the cemetery site for 

continued support of 

cemetery operations. 

$27,440 

Major 2006 5 Portland OR 

Willamette 

National 

Cemetery, OR, 

Columbarium 

and Cemetery 

Improvements 

The project will develop 

approximately 10,000 niches 

to expand the existing 

columbarium. In addition, the 

project will include 

approximately 4,500 preplaced crypts, drainage 

improvements, a new public 

restroom building and 

automated gravesite locator 

to support cemetery 

operations. 

$9,750 
VA 5-Year Capital Plan FY 2004 – 2009

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Project 

Type FY1 MSN Location Project Title - Brief Description 

Total 

Acquisition 

Cost 

($000)) 

Major 2006 2 Pensacola FL 

Barrancas 

National 

Cemetery, FL, 

Gravesite 

Expansion and 

Cemetery 

Improvements 

The project will develop 

approximately 6,300 full 

casket gravesites including 

5,000 pre-placed crypts, and 

approximately 500 in-ground 

cremain sites and 2,000 

columbarium niches. The 

project will also include 

infrastructure improvements 

to the cemetery site for 

continued support of 

cemetery operations. 

$13,650 

Major 2008 4 Leavenworth KS 

Leavenworth, 

Kansas, Facility 

Right Sizing 

and Gravesite 

Development 

This project is a joint venture 

between the VHA and the 

NCA. Buildings that no 

longer contribute significantly 

to the operation of the 

Medical Center are being 

offered for an enhanced-use 

lease development pursuant 

to the provisions of 38 U.S.C. 

Sec. 8161 et seq. Excess 

land is being transferred from 

the Medical Center to NCA for 

development of additional 

gravesites at NCA's 

Leavenworth National 

Cemetery. 

$11,900 

1

 Fiscal year project was or will be activated. 
VA 5-Year Capital Plan FY 2004 – 2009

94

POTENTIAL PROJECTS FOR FY 2004 – 2009 

The following list provides the FY 2004 and FY 2005 major construction projects ($7M 

or higher) that were reviewed by the VA capital investment process. Also included are 

potential major construction projects for fiscal years FY 2006 – 2009. 

Major Construction Projects for FY 2004 and 2005 are prioritized 

Year MSN Location Project Title - Brief Description Priority1 

# 

Estimated 

Cost 

($000) 

2004 4 Holly MI Great Lakes National 

Cemetery 

Phase IA 

Development 1 $8,700

2004 4 Minneapolis MN Fort Snelling National 

Cemetery 

Gravesite Expansion 

& Cemetery 

Improvements 

2 $24,800

2004 2 Pensacola FL Barrancas National 

Cemetery 

Gravesite Expansion 

& Cemetery 

Improvements 

3 $12,000

2004 2 Bushnell FL Florida National 

Cemetery 

Design for Burial 

Area Expansion 1 $20,000

2004 1 Calverton NY Calverton National 

Cemetery 

Design for Burial 

Area Expansion 2 $29,000

2004 3 San 

Antonio TX Fort Sam Houston 

National Cemetery 

Design for Burial 

Area Expansion 3 $17,000

2004 4 Moline IL Rock Island National 

Cemetery 

Design for Burial 

Area Expansion 4 $10,200

2005 5 Vacaville CA Sacramento Area 

National Cemetery Phase I Development 1 $21,600

2005 2 Bushnell FL Florida National 

Cemetery 

Gravesite Expansion 

& Cemetery 

Improvements 

2 $20,000

2005 4 Moline IL Rock Island National 

Cemetery 

Gravesite Expansion 

& Cemetery 

Improvements 

3 $10,200

2005 5 San Diego CA 

Fort Rosecrans 

National Cemetery 

Annex at Miramar 

Design Gravesite 

Expansion 1 $32,500

2005 5 Riverside CA Riverside National 

Cemetery 

Design Gravesite 

Expansion and 

Improvements 

2 $24,100

2005 5 Gustine CA San Joaquin Valley 

National Cemetery 

Design Gravesite 

Expansion and 

Improvements 

3 $16,600

1

 Based on scoring assigned through VA’s Capital Investment review process. NCA projects are 

prioritized using two decision models for each fiscal year – planning and acquisition. 
VA 5-Year Capital Plan FY 2004 – 2009

95

Major Construction Projects for FY 2006 – 2009 

MSN Location Project Title - Brief Description

1 Calverton NY Calverton National Cemetery Gravesite Expansion & 

Cemetery Improvements 

1 Schuylerville NY Gerald B. H. Solomon-Saratoga 

National Cemetery Phase II Expansion 

1 Unknown at 

this time. PA Philadelphia Area National Cemetery Phase I Development 

2 Unknown at 

this time. AL Birmingham Area National Cemetery Phase I Development 

2 Unknown at 

this time. SC Greenville/Columbia Area National 

Cemetery Phase I Development 

2 Unknown at 

this time. FL Jacksonville Area National Cemetery Phase I Development 

2 Unknown at 

this time. FL Sarasota Area National Cemetery Phase I Development 

3 Dallas TX Dallas/Ft Worth National Cemetery Construction, Burial Expansion 

3 Houston TX Houston National Cemetery Gravesite Expansion & 

Cemetery Improvements 

3 San Antonio TX Ft. Sam Houston National Cemetery Gravesite Expansion & 

Cemetery Improvements 

4 Elwood IL Abraham Lincoln National Cemetery Gravesite Expansion & 

Cemetery Improvements 

4 Holly MI Great Lakes National Cemetery Phase IB Development 

5 Gustine CA San Joaquin National Cemetery Gravesite Expansion & 

Cemetery Improvements 

5 Riverside CA Riverside National Cemetery Gravesite Expansion & 

Cemetery Improvements 

5 San Diego CA Ft. Rosecrans National Cemetery 

Annex 

Gravesite Expansion & 

Cemetery Improvements 

5 Unknown at 

this time. CA Bakersfield Area National Cemetery Phase I Development 
VA 5-Year Capital Plan FY 2004 – 2009

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VA 5-Year Capital Plan FY 2004 – 2009

97

5. STAFF OFFICES
VA 5-Year Capital Plan FY 2004 – 2009

98
VA 5-Year Capital Plan FY 2004 – 2009

99

GENERAL ADMINISTRATION

VA staff offices enhance the overall governance and performance of the Department by 

applying sound business principles, and improving the integration of financial and 

procurement oversight, and improving accountability of VA programs and major 

management functions to better serve our Nation’s veterans and their families. 

Recently the Department combined finance, acquisition, and capital asset functions 

throughout VA into regional business offices with much clearer delegations of authority 

and accountability. This level of oversight along with the establishment of performance 

metrics will help provide VA operations conformity in execution and enforce corporate 

discipline. 

Staff offices are comprised of the Office of the Secretary, three General Operating 

Expense offices, and six offices headed by an Assistant Secretary, which provide 

Department-level policy and appropriation guidance. There are three Department-level 

regulatory, legal interpretive and appellate staff offices that include the following: 

• The Board of Contract Appeals – this office hears and decides appeals 

from decisions of contracting officers 

• The Board of Veterans’ Appeals – this office conducts a VA-wide 

appellate program for veterans not satisfied with the original decisions on 

their applications for benefits 

• The General Counsel – this office serves as the Department’s legal 

advisor 

Program Offices 

There are six main program offices that provide Department-level administrative 

support to the mission, goals, and objectives of the Department of Veterans 

Affairs, the Executive Branch, Legislative Branch, and Judiciary Branch, and all 

intergovernmental directives and correspondence. 

UOffice of Management

This office is run by the Assistant Secretary who serves as the Chief Financial 

Officer and Senior Procurement Executive, and as such, directs the management 

of Department-level budgetary, financial and acquisition operations. The office 

also oversees the Office of Acquisition and Materiel Management (Supply Fund) 

which provides policy level management and oversight activities and 

administrative support for and policy review of VA’s small and disadvantaged 

business utilization program. 

UOffice of Information and Technology

This office is run by the Assistant Secretary who serves as the Chief Information 

Officer, and as such, oversees the Department’s IT efforts. This office monitors 

and coordinates the overall ADP (automated data processing) and 

telecommunications programs. 
VA 5-Year Capital Plan FY 2004 – 2009

100

Office of Congressional and Legislative Affairs

This office is run by the Assistant Secretary who has overall responsibility for the 

plans, policies, goals and direction of VA’s Congressional and legislative 

operations for the Department. This office is instrumental in maintaining a 

positive working relationship between VA and the U.S. Congress. 

Office of Public and Intergovernmental Affairs

This office is run by the Assistant Secretary who has responsibility for providing 

news media services and public affairs policy guidance to create awareness of 

VA programs and services. This office is also responsible for managing and 

directing intergovernmental and consumer affairs. 

Office of Policy, Planning, and Preparedness

This office is run by the Assistant Secretary who has responsibility for providing 

oversight on Departmental strategic planning, program management processes, 

VA/DoD collaboration, and national emergency preparedness. 

Office of Human Resources & Administration

This office is run by the Assistant Secretary who has responsibility for formulating 

and executing Department-level policies and programs concerning human 

resources management and labor relations, and equal employment opportunity 

programs. 

The following list provides high priority FY 2004 minor construction projects (less than 

$7M) and potential minors for FY 2005 – 2009. 

FY 2004 MINOR CONSTRUCTION PROJECTS

Admin. 

Office Location Project Title - Brief Description Priority # 

Estimated 

Cost 

($000) 

OAMM Hines (SDC) IL Emergency Funding Lightning Protection 1 $61

OAMM Hines (SDC) IL Roof Replacement 2 $230

OAMM Hines (SDC) IL Security 3 $50

GC Los Angeles CA Redesign Space 1 $300

AAC Austin TX Replace UPS 1 $650

AAC Austin TX UPS Emergency System 2 $449

PP&P VACO DC Classified Facilities 1 $100

PP&P Martinsburg WV Bathroom Renovation 1 $94

PP&P Richmond VA Renovate COOP Site 1 $225

IG Hines IL Exterior Porches 1 $474

IG Seattle WA Office renovation 1 $25

ADMIN Various Electrical, Painting BPA's 1 $305

ADMIN VACO DC Cable Plant Management 1 $750

Various Various Miscellaneous Projects 1 $633

 Total $4,346
VA 5-Year Capital Plan FY 2004 – 2009

101

FY 2005 MINOR CONSTRUCTION PROJECTS

Admin. 

Office Location Project Title - Brief Description Priority # 

Estimated 

Cost 

($000) 

OAMM Hines (SDC) IL Roof Replacement/Construction 1 $1,070

GC Dayton OH Historical Site 1 $700

AAC Austin TX Replace 2 Power Distribution Units 1 $80

AAC Austin TX Physical Security/ Design 2 $80

AAC Austin TX Upgrade BAS 3 $220

AAC Austin TX East Entry Project 4 $195

PP&P Martinsburg WV Renov/Adaptation Theater 1 $500

ADMIN VACO DC Cable Plant Management 1 $1,300

ADMIN VACO DC Electrical, Painting BPA's 1 $345

Various Various Miscellaneous Projects 1 $875

 Total $5,365

FY 2006 – 2009 POTENTIAL MINOR CONSTRUCTION PROJECTS

Admin. 

Office Location Project Title - Brief Description 

AAC Austin TX Replace 2 Power Distribution Units 

AAC Austin TX Replace Computer Room Air Units 

AAC Austin TX 3RD Floor Operational Effic MOD 

AAC Austin TX Physical Security/Construction 

AAC Austin TX Operations/Div Support Areas Reconfigure 

ADMIN VACO DC Cable Plant Management 

ADMIN VACO DC Electrical, Painting BPA's 

OAMM Hines (SDC) IL Roof Replacement/Construction 

OAMM Hines (SDC) IL Main Restroom Renovation 

OAMM Hines (SDC) IL Road Resurfacing 

OAMM Hines (SDC) IL Transformer 

Various Various Miscellaneous Projects 

OAMM = Office of Acquisition and Materiel Management 

AAC = Austin Automation Center 

GC = General Counsel 

IG = Inspector General 

PP&P = Policy, Planning and Preparedness 

ADMIN = Office of Administration 

Leases 

Year Admin. 

Office Location Project Title - Brief Description 

2004/5 Austin 

Finance 

Austin, TX Lease for Austin Finance – CoreFLS staff 

2007 OAMM Washington, DC Lafayette Renovation Outlease - This project will allow 

current occupants of the Lafayette Building to vacate so 

GSA can renovate the space. VBA staff currently located 

at 1800 G st. would move to Lafayette once renovations 

are complete. VA would vacate 1800 G St. 
VA 5-Year Capital Plan FY 2004 – 2009

102
VA 5-Year Capital Plan FY 2004 – 2009

103

6. INFORMATION TECHNOLOGY
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VA 5-Year Capital Plan FY 2004 – 2009

105

The Department of Veterans Affairs is on a journey of tremendous technological 

change, one that will shepherd in new ways to deliver benefit payments, quality health 

care, and burial services to our Nation’s veterans, as well new technologies to 

administer a wide variety of programs more efficiently. Central to achieving this 

transformation is the development and implementation of an evolutionary, highperformance One-VA information technology enterprise. 

Just as VA strives to present itself as a single entity to the veteran, government as a 

whole is working toward combining functions across agencies to present a single 

interface to its customers. The emphasis is on faster, better, and easier access to 

service for our customers. This means that VA employees are not only working closely 

across the Administrations within VA, but are working with other departments to reduce 

redundant applications and procedures. Information technology plays a key enabling 

role in this process. The goal of IT is to provide the infrastructure to make things 

happen. 

EXTERNAL INFLUENCES

There are many external influences that affect VA’s mission and its implementation. 

President Bush has increased emphasis on electronic government and interagency 

collaboration and has specifically called for VA and DoD to coordinate information 

management to improve services to veterans. The events of September 11 have 

heightened the already present concern for security for our systems, and emphasized 

the need for command and control processes. The changing health care environment 

and demographics are a few more examples. New legislation, such as the recent 

recognition of service connection for Type 2 diabetes related to exposure to herbicides 

used in Vietnam, affects both the Veterans Benefits Administration and the Veterans 

Health Administration. Changes in the health care industry, from new diagnostic and 

treatment techniques and tools, to new modes of providing services, such as 

telemedicine, impact IT. The aging veteran and new veterans from recent conflicts 

have different needs. The rapidly changing IT environment itself requires constant 

update and a skilled and continuously re-skilled workforce. 

How we work has changed. Current and emerging technologies are having a direct 

impact not only on work itself, but also on individuals’ ability to gain new knowledge and 

on the quality of life in the workplace. Technology is increasingly redefining the 

workplace and how it is managed. 

As the world becomes more interconnected, veterans expect VA to provide more 

services over the Internet or via telephone and for staff to have information at their 

fingertips. They want to be able to access VA from their home at any time—to apply for 

benefits, to get information on their health status, or to find out where a friend is buried. 

While the Internet may be the focus of veterans, behind the scenes work needs to be 

done to ensure the infrastructure is there to meet these needs. 
VA 5-Year Capital Plan FY 2004 – 2009

106

INTERNAL INFLUENCES

VA developed a strategic plan in order to address our veteran’s expectations and better 

serve their needs. The plan includes the Secretary’s priorities, goals, and objectives. 

Technology is the enabler that allows VA to reach the objectives of the strategic plan 

and ensure the Secretary’s priorities and objectives are achieved. 

Essential to this strategy is an enterprise architecture to provide the framework for a 

One VA. Work is underway in using the Zachman framework to define the enterprise 

architecture. The architecture needs to be completed to guarantee that systems talk to 

each other and meet user needs. The telecommunications infrastructure needs to be 

enhanced to provide fast and secure communications. Information security needs to be 

strengthened to ensure that our systems are not compromised and that privacy is 

maintained for our customers’ electronic information. Disciplined IT project 

management, with periodic senior executive review, is essential for projects to be 

delivered on time, within budget and with quality. 

VA’s most important resource, its workforce, must have the skills, knowledge, and 

abilities required to manage and use current and emerging information technologies. 

Strategic planning for the development of a skilled workforce is a must. As in many 

other government agencies, a large percentage of VA’s IT workforce will be eligible to 

retire during the next few years. To prevent loss of expertise, an aggressive 

assessment of the current workforce will lead to the proper planning for shaping the IT 

workforce of the future. 

STRATEGIC GOALS

The Office of Information and Technology (OIT) has developed a strategy to meet these 

new expectations as well as the changing needs of the veteran community and the 

changing legislative requirements that guide VA’s operations. Our goals and objectives 

are as follows: 

1. Implement a One-VA Enterprise Architecture to Serve as a Blueprint for all IT 

Development and Enhancements. 

• Improve and enhance VA’s delivery of service to veterans and their 

beneficiaries. 

• Develop a more efficient IT infrastructure focused on reengineered 

business processes. 

• Improve performance levels and the availability of common IT 

resources. 

• Refine the One VA electronic government strategy that supports 

the President’s Management Agenda of expanding electronic 

government. 

• Refine the One VA enterprise architecture (EA) to ensure it 

supports the needs of the Department and the President’s 

Management Agenda. 

• Transform VA to veteran-centric service delivery. 
VA 5-Year Capital Plan FY 2004 – 2009

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2. Implement a One-VA Telecommunications Network to Assure that Information can 

be Shared Quickly Across Organizational Entities. 

• Provide world-class telecommunications services throughout the 

Department. 

3. Secure the VA Enterprise Against Cyber Attack 

• Develop and implement cyber security policies and practices to 

ensure systems are secure from attack. 

4. Optimize the IT Capital Planning and Investment Control Process 

• Enhance the IT project management structure to ensure that 

projects are developed in an efficient and cost-effective manner. 

• Establish a One VA IT Project Portfolio to refine the view 

presented in Exhibit 53. 

• Integrate capital planning, budget formulation, EA, project 

execution, security, acquisition and project management oversight. 

5. Establish Metrics to Measure Performance 

• Establish a performance-based management system to ensure IT 

assets and investments improve program performance and 

facilitate mission goals. 

6. Implement an Effective Command and Control, Continuity of Operations Plans and 

Continuity of Government 

• Support VA’s senior leadership in performing their duties and 

responsibilities during normal operations and emergency 

situations. 

• Provide command and control of VA IT assets during emergency 

situations to ensure continuation of mission-critical and missionessential operations. 

• Ensure that OIT can provide mission-critical and mission-essential 

responsibilities during and after an emergency situation. 

• Reduce potential loss of data for mission-critical and essential 

systems by providing electronic data vaulting and applications 

restart capability across three locations. 

7. Implement a Strategy for Evolution of the IT Workforce 

• Continue to improve the IT workforce to meet future needs of the 

Department. 

The following information technology projects were identified as priorities in meeting 

VA’s goal of delivering world-class service to veterans and their families by applying 

sound business principles that result in effective management of technology. While 

VA will assess and re-evaluate funding estimates in future budgets, VA anticipates 

the process will require additional investments of approximately $1 billion per year for 

at least the next five years, with substantial infrastructure investments then continuing 

for the indefinite future. An updated 5-year Capital Plan will accompany the annual 

budget request each year and will reflect the most current costs, phasing, and 

priorities of the Department. 
VA 5-Year Capital Plan FY 2004 – 2009

108

FY 2004 AND 2005 SUMMARY PROJECT INFORMATION

FY Admin Location Project Title 

FY 2005 

Request 

($000) 

Page 

# 

2004 VHA Nationwide Pharmacy Re-engineering $6,500 109 

2005 VHA Nationwide Allocation Resource Center (ARC) $3,000 109 

2005 OI&T Nationwide Authentication and Authorization 

Infrastructure Program $26,500 110 

2005 VBA VACO BDN Maintenance and Operations $19,100 110 

2005 VBA VACO BIRLS/VADS $2,500 111 

2005 OI&T VACO IT Headquarters Capital Asset Management System $2,100 111 

2005 OI&T Nationwide Center for Healthcare Information 

Security $1,000 112 

2005 OI&T VACO IT Headquarters Continuity of Operations Planning $2,900 112 

2005 VBA VACO C&P Benefits Replacement System $7,500 112 

2005 VBA VACO C&P Maintenance and Operations $10,600 113 

2005 OI&T Nationwide Critical Infrastructure Protection 

Program $32,200 113 

2005 VHA Nationwide Decision Support System (DSS) $25,700 114 

2005 VHA Nationwide DSS Modernization $2,500 114 

2005 VBA VACO Education Maintenance and Operations $1,900 114 

2005 VHA Nationwide Enrollment $17,500 115 

2005 OI&T Nationwide Enterprise Cyber Security Business 

Assurance $17,300 115 

2005 OI&T Nationwide Enterprise Cyber Security Infrastructure 

Program $21,800 116 

2005 OI&T Nationwide Enterprise Privacy Program $3,500 116 

2005 VHA Nationwide Fee Basis $4,200 116 

2005 VHA Nationwide Federal Health Information Exchange $4,600 117 

2005 OI&T Nationwide Field Operations and Information 

Security Officer Support $9,800 117 

2005 VHA Nationwide Health Administration Center $10,400 117 

2005 VHA VACO IT Headquarters Health Data Repository $50,200 118 

2005 VHA Nationwide Imaging $79,700 118 

2005 VBA VACO Insurance System Maintenance and 

Operations $6,700 119 

2005 VHA Nationwide Laboratory Re-engineering $15,400 120 

2005 VHA Learning Management System $700 120 

2005 VBA VACO Loan Guaranty Maintenance and 

Operations $9,400 120 

2005 VBA VACO Loan Guaranty Redesign (VALERI) $1,200 121 

2005 VHA VAOC IT Headquarters Medical Research $20,700 122 

2005 OI&T VACO IT Headquarters One VA Contact Center $12,000 122 

2005 OI&T VACO IT Headquarters One VA Eligibility and Registration $22,500 123 

2005 VHA VACO IT Headquarters Patient Financial Services System $16,000 123 

2005 VBA VACO Program Integrity/Data Management $8,000 124 

2005 VHA Nationwide Scheduling $17,800 124 

2005 OI&T VACO IT Headquarters Technology and Integration Program $2,500 124 

2005 OI&T VACO IT Headquarters Telecommunications Modernization 

Project $41,600 125 

2005 VBA VACO The Education Expert System (TEES) $5,200 125 
VA 5-Year Capital Plan FY 2004 – 2009

109

FY Admin Location Project Title 

FY 2005 

Request 

($000) 

Page 

# 

2005 VHA VACO IT Headquarters VistA Legacy $390,600 126 

2005 OI&T VACO IT Headquarters VA Communications Security Program $2,000 126 

2005 OI&T VACO IT Headquarters VA Computing Infrastructure $130,500 126 

2005 OI&T VACO IT Headquarters VA Data Communications systems and 

Services $26,800 127 

2005 OI&T VACO IT Headquarters VA Radio Frequency Transition Project $12,100 127 

2005 OI&T VACO IT Headquarters VA Video Teleconferencing systems 

and Services $14,000 127 

2005 OI&T VACO IT Headquarters VA Voice Telephony Systems and 

Services $116,800 128 

2005 OI&T VACO IT Headquarters VA Enterprise Architecture $15,200 128 

2005 VBA VACO VBA Corporate Database 

Administration $2,700 128 

2005 VBA VACO VR&E Maintenance and Operations $2,100 129 

The information technology projects in this section are presented as FY 2005 projects 

although they have received funding in FY 2004. 

FY 2004 AND 2005 PROJECTS DETAILED INFORMATION

Fiscal Year FY 2004 

BA Requested (Capital) $6.5M 

Planned Project Name Pharmacy Re-engineering 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires $6.5M in FY 2004 budget authority, with a total acquisition cost of $102.1M. This 

project will improve VA pharmacy operations, meet business requirements and increase patient safety. 

The original software does not meet current workload needs, current programming standards or desired 

patient safety thresholds. This project is to facilitate improved VA pharmacy operations, customer service 

and patient safety, concurrent with pursuit of full re-engineering of VA pharmacy applications. It will help 

address critical needs for immediate improvements to achieve stated goals and vision for VA Pharmacy 

while maintaining current level of operations in pursuit of long term reengineering to achieve long range 

strategic goals. 

Fiscal Year FY 2005 

BA Requested (Capital) $3.0M 

Planned Project Name Allocation Resource Center (ARC) 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $3.0M in FY 2005 budget authority. The ARC System Section is made up of five 

people, from the total ARC staff of twenty, that provide Information Technology (IT) services for systems 

designed to support the VHA CFO’s ability to: develop, implement, and maintain resource allocation 

methodologies; gather and report on financial aspects of patient workload and cost; classify patients 

based on care and diagnosis rendered; train and provide information to management officials throughout 

VA. This effort allows for the appropriate allocation of over $20 billion to the VA Networks that are 

responsible for health care to over 4.5 million veterans. Patient workload and cost is gathered from the 

163 hospitals, 135 nursing homes, 43 domiciliaries, and over 800 community-based outpatient clinics. 
VA 5-Year Capital Plan FY 2004 – 2009

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 The ever-increasing volumes of data gathered at these various locations are made available to the ARC 

via remotely owned and operated IT systems. The data are gathered, integrated and analyzed using 

ARC IT systems. 

Fiscal Year FY 2005 

BA Requested (Capital) $26.5M 

Planned Project Name Authentication and Authorization Infrastructure Program (AAIP) 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $26.5M in FY 2005 budget authority. AAIP is aimed at establishing and maintaining 

an enterprise standards-based authentication and authorization infrastructure that will provide secure 

seamless business transactions and information exchange within VA and across many disparate 

agencies and organizations. The Secretary's Strategic Plan is a key driver for the One VA Enterprise 

Architecture of which AAIP is a critical component. The Secretary’s enabling goal (E-1) is: VA Goal 5 (E1): Provide One VA world-class service to veterans and their families through the effective management 

of people, technology, processes and financial resources. The CIO’s IT goals follow ensuring that the 

Secretary’s goal, especially the enabling goal, will be supported with innovative, disciplined and practical 

application of information technology. AAIP support’s IT Goal 3: Secure the One VA enterprise against 

cyber attack. The chosen alternative was selected because it was determined to have the highest 

financial and qualitative benefits, manageable risk and a high return on investment. 

Fiscal Year FY 2005 

BA Requested (Capital) $19.1M 

Planned Project Name BDN Maintenance & Operations 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires $19.1M in FY 2005 budget authority. The Benefits Delivery Network (BDN) is the 

legacy system employed by VBA to process entitlements for three of the five business lines: 

Compensation and Pension, Education, and Vocational Rehabilitation and Employment. The primary 

services of the BDN entail the receipt, processing, tracking and disposition of veterans’ applications for 

benefits and requests for assistance, and the general administration of legislated benefit programs. 

The Compensation program provides monthly payments and ancillary benefits to veterans, in accordance 

with rates established by Congress, in recognition of the average potential loss of earning capacity 

caused by a disability or disabilities or disease incurred in or aggravated during military service. The 

compensation program also provides monthly payments, as specified by law, to surviving spouses, 

dependent children, and/or dependent parents in recognition of the economic loss caused by the 

veteran's death during active military service or as a result of a service-connected disability. 

The Pension program provides monthly payments, as specified by law, to needy wartime veterans who 

are permanently and totally disabled as a result of a disability not related to military service. The program 

provides monthly payments to needy surviving spouses and/or dependent children of deceased wartime 

veterans. 

 

The Education Assistance programs provide educational assistance to the men and women of the Armed 

Forces to adjust to civilian life after separation from the service; extend the opportunity for higher 

education to those who might not otherwise be able to afford it; and restore lost educational opportunities 

and vocational readjustment to service members as the result of their active military duty. 

The Vocational Rehabilitation and Employment program helps service-disabled veterans achieve 

independent life skills and employment, providing all services and assistance necessary to enable 

veterans with service-connected disabilities to achieve maximum independence in daily living, become 

employable and obtain and maintain suitable employment. 

 
VA 5-Year Capital Plan FY 2004 – 2009

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The above-mentioned benefit programs are processed on the legacy VBA BDN system that provides 

automated support for compensation, pension, education, vocational rehabilitation and employment 

claims processing, and also provides an interface to VBA's other benefits delivery systems. 

Fiscal Year FY 2005 

BA Requested (Capital) $2.5M 

Planned Project Name BIRLS/VADS 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires $2.5M in FY 2005 budget authority. The Beneficiary Identification and Records 

Locator Subsystem (BIRLS) and Veterans Assistance Discharge System (VADS), both legacy 

applications located at the Austin Automation Center (AAC), are distinct but related systems enabling the 

processing of veterans’ claims. 

BIRLS is a stand-alone application, connected to, but not integrated within, the Benefits Delivery Network 

(BDN). The Benefits Delivery Network (BDN) is the legacy system employed by VBA to process 

entitlements for three of the five major business lines: Compensation and Pension, Education, and 

Vocational Rehabilitation and Employment. All regional offices (ROs) use BIRLS to identify the file 

number and physical location of a claims folder and to verify the service record of a veteran. BIRLS 

controls the assignment of file numbers, manages different types of folders, and stores inactive 

compensation, pension and education data as well as insurance policy numbers and statuses. BIRLS is 

an essential component of VBA claims processing. 

The BIRLS interface with the Social Security Administration (SSA) is one of the most useful applications 

in VA today. This interface allows SSA to obtain much needed information from BIRLS and the repository 

of veteran information. VHA obtains information to determine eligibility for treatment at VA hospitals. VHA 

uses HINQ (Hospital INQuiry) transactions to glean the pertinent information from BIRLS. BIRLS is the 

source of the information to determine when a folder is eligible to be retired or relocated from an RO to 

free up space in overcrowded files. 

The BIRLS interface with VADS (Veterans Assistance Discharge System) allows service information for 

veterans to be added to BIRLS as soon as they are discharged from the service. VADS is a joint program 

between the Departments of Veterans Affairs and Defense through which the military services provide a 

copy of the DD214, Military Discharge Certificate, issued for each service member separated or retired 

from active duty. The information on the DD214 is used to issue outreach letters to recently separated 

veterans, update the BIRLS database and provide address information to the DMDC (Defense Manpower 

Data Center). 

VADS is an essential application because it is VA’s method of informing the former GI of his or her rights 

and how to get information concerning them. A second essential function of VADS is to transfer 

information from the service member’s DD214 into BIRLS. This not only helps to process claims 

submitted by the veteran, but also aids the veteran’s counselors as they assist the veteran. 

Finally, VADS provides a clearinghouse for information on how to contact veterans via a RONA (Release 

Of Name and Address) function. VADS answers queries from congressional aides concerning questions 

from their constituents and provides answers to questions from legal counsel concerning past issues. 

Fiscal Year FY 2005 

BA Requested (Capital) $2.1M 

Planned Project Name Capital Asset Management System 

Project Location VACO IT Headquarters 

Asset Type Information Technology 

Project Description

This project requires $2.1M in FY 2005 budget authority. CAMS provides for the implementation of an 

effective capital investment management program that ensures VA investments conform to the 

Department's missions, goals and objectives that improve service delivery, integrate and reuse data 
VA 5-Year Capital Plan FY 2004 – 2009

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across business lines, share resources, and improve Department efficiency. CAMS is a capital 

investment and portfolio management system that will be used to set asset utilization goals and 

performance standards for new and existing VA capital assets. and will ensure financial data integrity for 

the complete lifecycle of assets. This system will capture, track and evaluate all VA capital asset 

initiatives, both new and existing. It will interface with VA’s Financial Management System and CoreFLS 

for purposes of obtaining general ledger information and with other VA legacy and asset source data 

systems. CAMS provides the ability to formulate asset management information into corporate knowledge 

for all major asset classes (IT, Buildings and Land, Agreements, Leases, and Equipment) through the 

following improvements: enhanced consistency; improved reporting capabilities; data integrity, and 

improved asset value/investment performance tracking. 

Fiscal Year FY 2005 

BA Requested (Capital) $1M 

Planned Project Name Center for Healthcare Information Security 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $1M in FY 2005 budget authority. Solutions provided by this Center will help create 

a more secure health care environment while maintaining the integrity of mandated certifications required 

for medical equipment and clinical information systems. The CHIS mission directly addresses the 

following goals. Secretary’s Vision and Goals – VA Goal 4: “Contribute to the public health, 

socioeconomic well-being, and history of the Nation.” VA Goal 5: “World-Class service to veterans and 

their families through the effective management of people, technology, processes, and financial 

resources.” VA IT Strategic Planning Goals – IT Goal 1: “Ensure proposed networks and technical 

infrastructure conform to established VA standards for seamless technology integration, interoperability, 

and information accessibility and usability.” The selected alternative was chosen because the budget 

reality at VA constrains the Office of Cyber and Information Security to pursuing this approach. Baseline 

activities are not optimal and do not enable OCIS to achieve FITSAF Level 4 by FY05. The return on 

investment for this alternative is 15%. 

Fiscal Year FY 2005 

BA Requested (Capital) $2.9M 

Planned Project Name Continuity of Operations Planning (COOP) 

Project Location VACO IT Headquarters 

Asset Type Information Technology 

Project Description

This project requires $2.9M in FY 2005 budget authority. Ongoing general support and maintenance of 

the IT COOP are required in order to ensure VA's readiness to fulfill its statutory missions to provide 

health care services to veterans, back-up support to DoD, and support for the President's Management 

Agenda. COOP will enhance the Department’s protection of information systems. These information 

assets contain vast amounts of veteran data, from medical and personal information to processing 

veteran benefits claims. Protecting these assets is crucial to VA’s mission of serving the Nation’s 

veterans. The chosen alternative was selected as it offers the best benefit to the VA, has the strongest 

ROI of 52%, and relies on subject matter expertise from contractor support. 

Fiscal Year FY 2005 

BA Requested (Capital) $7.5M 

Planned Project Name C&P Benefits Replacement System 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires $7.5M in FY 2005 budget authority. VBA has been developing and implementing a 

modernization plan to create an integrated benefits delivery, management information, and decision 

support system by upgrading and/or replacing outmoded, inflexible technologies and eliminating 
VA 5-Year Capital Plan FY 2004 – 2009

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proprietary system barriers. Also, VBA is pursuing a corporate environment strategy to provide the 

technology infrastructure for VBA to do business in new ways. This corporate environment provides a set 

of integrated applications to be shared or reused for common business functions across VBA as well as 

embedded security functions to monitor access and enforce business processing rules. The effort 

described above—to establish a comprehensive, nationwide network of benefits delivery-- known as the 

Veterans Service Network (VETSNET). VETSNET Compensation and Pension (C&P) is a streamlined 

information system that establishes, develops, and rates a claim, prepares award, notifies the veteran, 

and generates payment information. 

VBA's C&P Service proposes to replace its existing award, payment, and accounting system, the Benefits 

Delivery Network (BDN), with a custom built Compensation and Pension Replacement System 

(VETSNET C&P). The scope of the investment described here, known as the C&P Replacement System, 

includes the Award and Finance and Accounting System (FAS) modules. The C&P Benefits Replacement 

System attempts to address current problems specific to existing C&P benefit processing systems. The 

C&P Benefits Replacement System development is in progress, having accomplished initial design and 

development. At the time of this document, VETSNET has completed parallel testing and is currently in 

live production field test. 

 

The C&P Benefits Replacement System is being developed using the VETSNET integrated architecture. 

The VETSNET architecture utilizes Graphical User Interface (GUI) screens, an open-system architecture, 

the corporate database, rating redesign, and claims processing improvements related to compensation 

and pension functionality. 

The corporate environment is targeted to replace the current Benefits Delivery Network seeing as BDN 

has passed its systems life cycle and minimal tools and resources are available to support it. Additionally, 

various material weaknesses have been identified related to BDN’s lack of compliance with the 

government-wide Standard General Ledger, lack of an automated audit trail, and other shortcomings 

such as ineffective system messages supporting controls over payment errors. 

Fiscal Year FY 2005 

BA Requested (Capital) $10.6M 

Planned Project Name C&P Maintenance & Operations 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires $10.6M in FY 2005 budget authority. The Compensation and Pension (C&P) 

program has two components. The mission of the Compensation program is to provide monthly 

payments to veterans in recognition of the effects of disabilities, diseases, or injuries incurred or 

aggravated during active military service, and to provide access to other VA benefits. The mission of the 

Pension program is to provide monthly payments to needy wartime veterans who are permanently and 

totally disabled as a result of disability not related to military service. The main performance outcome for 

the IT systems supporting C&P is to ensure claims processing, tracking, and payment to veterans on a 

timely basis each month. 

Fiscal Year FY 2005 

BA Requested (Capital) $32.2M 

Planned Project Name Critical Infrastructure Protection Program 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $32.2M in FY 2005 budget authority. CIPP focuses on protecting information assets 

that are key to continuous operations. The Secretary's Strategic Plan is a key driver for the One VA 

Enterprise Architecture of which CIPP is a critical component. The Secretary's enabling goal (E-1) is VA 

Goal 5 (E-1): Provide One VA world-class service to veterans and their families through the effective 

management of people, technology, processes, and financial resources. The CIO's IT goals follow 

ensuring that the Secretary's goal, especially the enabling goal, will be supported with innovative, 
VA 5-Year Capital Plan FY 2004 – 2009

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disciplined and practical application of information technology. CIPP supports IT Goal 3: Secure the One 

VA enterprise against cyber attack. The selected alternative was chosen as it was determined to have 

high financial and qualitative benefits, low risk, and higher return on investment (ROI). 

Fiscal Year FY 2005 

BA Requested (Capital) $25.7M 

Planned Project Name Decision Support System (DSS) 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $25.7M in FY 2005 budget authority. The Decision Support System (DSS) 

transforms operational data into tactical information used by managers to make informed operational 

healthcare decisions. The integration of clinical and financial data assists decision-makers as they 

manage cost and strive to improve the quality of veteran care. 

 

The legacy system serves as the designated VHA cost accounting and workload system and ensures 

statutory compliance. Current capabilities will need to be maintained but can be enhanced by 

addressing anticipated information management and information technology requirements beyond its 

current design. 

Fiscal Year FY 2005 

BA Requested (Capital) $2.5M 

Planned Project Name DSS Modernization 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $2.5M in FY 2005 budget authority. The project will modernize the existing VHA 

Decision Support System (DSS) through analysis, identification, development and implementation of 

system architecture that interfaces with current and future VA-wide system information technology 

structures. 

Fiscal Year FY 2005 

BA Requested (Capital) $1.9M 

Planned Project Name Education Maintenance & Operations 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires $1.9M in FY 2005 budget authority. The mission of the Education Service is to 

provide financial assistance, generally in the form of monthly benefit payments, to veterans, active duty 

service persons, reservists, and certain eligible dependents of disabled or deceased veterans in 

recognition of their military service to this Nation. Financial Assistance is administered through seven 

programs to eligible persons for their educational and vocational pursuits. Education Service processes 

claims at one of four Regional Processing Offices located in Atlanta, Buffalo, Muskogee and St. Louis. 

Education program processing is supported by IT systems, including the Benefits Delivery Network (BDN) 

legacy system, various client/server applications, and the Internet/Intranet. These systems will continue 

to be supported and enhanced as Education processing is transitioned into VBA’s corporate IT 

environment through development of the Education Expert System (TEES). Systems will continue to be 

modified in order to comply with legislative and court decision changes to the program and provide 

optimal service to veterans and other beneficiaries. 

 

The Image Management System (TIMS), a legacy imaging system, which currently stores all Education 

benefit documents at four Regional Processing Offices, has started to undergo significant enhancements. 
VA 5-Year Capital Plan FY 2004 – 2009

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 This initiative will consolidate four distributed image databases, located at the four Education Regional 

Processing Offices, into a single database. This will significantly improve maintainability, reduce 

database administration costs, and improve system performance. The initiative has been approved by 

VBA's Architectural Change Review Board, and has been presented to the VBA IT Investment Board, 

which has indicated support. 

The Education Expert System will redesign the Education component of the Benefits Delivery Network 

and consolidate it and other systems into a single corporate application. The Education Expert System 

will incorporate the use of rules-based processing to automate adjudication of education claims faster. 

Legacy systems will be redesigned or enhanced to provide electronic claim data to this system for 

processing 90 percent of applications, enrollment certifications and notices of change in student status to 

final resolution, without human intervention. 

Fiscal Year FY 2005 

BA Requested (Capital) $17.5M 

Planned Project Name Enrollment 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $17.5M in FY 2005 budget authority. The Enrollment program was implemented in 

1998 and includes functionality to accept and process veterans’ applications for enrollment, share 

veterans’ eligibility and enrollment data with all VA health care facilities involved in the veterans’ care, 

manage veterans’ enrollment correspondence and telephone inquiries, and support national reporting and 

analysis of enrollment data. 

 

Since its inception, the program has been expanded to encompass a number of legislative and regulatory 

changes. This program also encompasses VHA’s Income Verification Match (IVM) program, which 

verifies certain veterans’ self-reported income information with Internal Revenue Service (IRS) and Social 

Security Administration (SSA) federal tax information to identify veterans’ responsibility for making 

medical care co-payments and enhance revenue from first party collections. 

The Health Eligibility Center (HEC) collects and verifies veteran's income and eligibility information in 

support of healthcare enrollment and medical benefit determinations. A significant portion of Enrollment 

involves enhancing and maintaining the Enrollment Database (EDB), which is the redesigned HEC 

database, in order to support changing business needs. The EDB includes flexibility to meet critical 

requirements on a timely basis, safeguards to meet security requirements, and improved reliability. 

Fiscal Year FY 2005 

BA Requested (Capital) $17.3M 

Planned Project Name Enterprise Cyber Security Business Assurance 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $17.3M in FY 2005 budget authority. This project supports enterprise-wide cyber 

security planning efforts, such as the Capital Investment and Security Program Master Plans, as well as 

enterprise-wide cyber security acquisition efforts such as VA-Centralized Incident Response Center. The 

Secretary’s enabling goal (E-1) is: VA Goal 5 (E-1): Provide One VA world-class service to veterans and 

their families through the effective management of people, technology, processes and financial 

resources. The CIO’s IT goals follow ensuring that the Secretary’s goal, especially the enabling goal, will 

be supported with innovative, disciplined and practical application of information technology. ECSBAP 

support’s IT Goal 3: Secure the One VA enterprise against cyber attack. The selected alternative has a 

return on investment of 79%. Another reviewed alternative had the highest ROI, but was not chosen due 

to the difficulty of implementation at that level of funding 
VA 5-Year Capital Plan FY 2004 – 2009

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Fiscal Year FY 2005 

BA Requested (Capital) $21.8M 

Planned Project Name Enterprise Cyber Security Infrastructure Program 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $21.8M in FY 2005 budget authority. ECSIP goal is to protect VA’s IT assets 

nationwide. ECSIP aims to establish, maintain, and refresh a secure VA-wide IT security framework upon 

which VA business processes can reliably deliver robust services to veterans. The Secretary’s enabling 

goal (E-1) is: VA Goal 5 (E-1): Provide One VA world-class service to veterans and their families through 

the effective management of people, technology, processes and financial resources. The CIO’s IT goals 

follow ensuring that the Secretary’s goal, especially the enabling goal, will be supported with innovative, 

disciplined and practical application of information technology. ECSIP support’s IT Goal 3: Secure the 

One VA enterprise against cyber attack. Specifically, ECSIP reduces existing IT security vulnerabilities 

and mitigates associated risks in order to establish the prerequisite level of security for critical One VA 

enterprise business functions. The selected alternative was chosen as it was determined to have high 

financial and qualitative benefits, low risk, and higher return on investment. 

Fiscal Year FY 2005 

BA Requested (Capital) $3.5M 

Planned Project Name Enterprise Privacy Program 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $3.5M in FY 2005 budget authority. Chief objectives of EPP are to protect the 

confidential information of veterans and their beneficiaries and improve VA data management through 

compliance with Federal and VA-specific privacy requirements. EPP remedies major vulnerabilities in 

privacy protection that currently threaten VA’s data management systems. Without EPP, data stored in 

veterans’ health records could be stolen, disseminated, or manipulated. Such incidents could have wideranging negative impacts on VA’s mission fulfillment, including inability to provide appropriate medical 

care and benefits to veterans, loss of veteran and public confidence, negative political fallout, legal action, 

and costly expenditures. The selected alternative was chosen because it was determined to have high 

financial and qualitative benefits, low risk, and the highest return on investment. 

Fiscal Year FY 2005 

BA Requested (Capital) $4.2M 

Planned Project Name Fee Basis 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $4.2M in FY 2005 budget authority. This project will replace the existing 

decentralized VistA Fee Basis application used to authorize and process claims for non-VA care. The 

replacement software will be a centralized, web-based product located at the Health Administration 

Center in Denver. The software will contain artificial intelligence and fraud detection tools. This system 

also allows the VA to receive and reply to electronic claims submitted under HIPAA transaction 

requirements. 

VistA-Legacy applications are undergoing a modernization and are being re-hosted in order to take 

advantage of current technological advancements. This program of modernization is defined by the 

HealtheVet-VistA strategy. 
VA 5-Year Capital Plan FY 2004 – 2009

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Fiscal Year FY 2005 

BA Requested (Capital) $4.6M 

Planned Project Name Federal Health Information Exchange (FHIE) 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $4.6M in FY 2005 budget authority. The Federal Health Information Exchange 

(FHIE) is a joint interagency initiative that enables secure, one-way transmission of protected electronic 

health information from Department of Defense (DoD) to Veterans Affairs (VA). The system was 

deployed on May 30, 2002 and was made available for use throughout the VA health care system by July 

17, 2002, using the VA’s VistA Computerized Patient Record System (CPRS) Remote Data Views (RDV) 

option. The system provides current and historical data feeds in HL-7 messages from DoD’s Composite 

Health Care System (CHCS I) to the FHIE repository, and is immediately available to VA clinicians and 

other authorized VA users, including those involved in benefit claims adjudication. FHIE reached the 

steady state milestone of its project lifecycle on March 31, 2004 and will continue in a maintenance mode 

through FY2010 

Fiscal Year FY 2005 

BA Requested (Capital) $9.8M 

Planned Project Name Field Operations and Information Security Officer (ISO) Support 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $9.8M in FY 2005 budget authority. Promulgates Department-level security policies, 

procedures and guidelines that implement Federal laws and regulations, and provides guidance and 

compliance oversight on policy implementation within its area of expertise. This investment directly 

supports VA Strategic Goal 5, to: "Create an environment that fosters the delivery of One VA world-class 

service to Veterans and their families through effective communication and management of people, 

technology, business processes, and financial resources." The program directly support VA’s mission to: 

1) protect the confidentiality, integrity, and availability of private information entrusted to VA, and 2) 

enable the timely, uninterrupted and trusted delivery of services to veterans and beneficiaries. The 

selected alternative was chosen as the budget reality at VA constrains the Office of Cyber and 

Information Security. Baseline activities are not optimal and do not enable OCIS to achieve FISMA Level 

4 by FY05. Without new money, OICS will be forced to operate against this alternative, which does not 

enable benefits to be fully realized. The return on investment for Alternative 1 is 67%. 

Fiscal Year FY 2005 

BA Requested (Capital) $10.4M 

Planned Project Name Health Administration Center (HAC) 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $10.4M in FY 2005 budget authority. It supports the continued operation and the 

on-going maintenance and enhancement efforts that directly contribute to improved the Health 

Administration Center (HAC) IT operations. These operations support customer services, staff and 

business development, and promote emerging technologies utilization. The three key components of 

these operations that this project supports: (1) the telecommunication support; (2) IT programming and 

technical support and; (3) purchase and maintenance of capital equipment. 

The HAC establishes benefits policy, determines eligibility, processes claims, and checks for fraud, waste 

and abuse. The role of the HAC has expanded from its original mission of supporting the Civilian Health 

and Medical Program of VA (CHAMPVA) to also include administration of the Department’s Foreign 
VA 5-Year Capital Plan FY 2004 – 2009

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Medical Program, Spina Bifida Healthcare Program, Children of Women Vietnam Veterans Health Care 

Program, VA Diagnostic Related Grouping Recovery Audit, and Veterans Health Administration’s (VHA) 

Mail Management Office. Operations are required to support the HAC’s automated claims processing 

system, the eligibility and authorization systems, the call center, interactive intranet and internet web 

pages for beneficiaries and providers, and various other HAC activities. In addition, the IT operations 

assist the HAC with administrative functions (e.g. payroll) that are provided to several VHA Chief 

Financial Officer Field Offices (e.g., Allocation Resource Center) and to the Health Enrollment Center in 

Atlanta (part of the Chief Business Office). 

Fiscal Year FY 2005 

BA Requested (Capital) $50.2M 

Planned Project Name Health Data Repository (HDR) 

Project Location VACO - IT Headquarters 

Asset Type Information Technology 

Project Description

This project requires $50.2M in FY 2005 budget authority. The Health Data Repository (HDR) will be a 

national database of veterans' clinical information. The database will store clinical data from all 128 

integrated health care databases, which support 163 hospitals and over 800 outpatient clinics. 

Clinicians and researchers will be able to use the information in the HDR to analyze complex medical 

issues. VA administrators will be able to observe patient wellness trends and clinician practice patterns 

on a national scale. They will use the information to anticipate the future healthcare needs of our aging 

veteran population. The HDR will also serve as the "platform" from which CPRS retrieves its information. 

 Decision support in CPRS will be based on all clinical data for a patient no matter where he/she was 

seen. 

Creating a database of this scale will require the support and assistance of the entire VHA community. 

 The HDR project team is collaborating with other project teams within the VHA and VA community. 

 Shared resolution of the need for data and message standards, secure access and data quality will serve 

the VA and its patients in immeasurable ways. 

Fiscal Year FY 2005 

BA Requested (Capital) $79.7M 

Planned Project Name Imaging 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $79.7M in FY 2005 budget authority. The innovative VistA Imaging system 

integrates state-of-the-art hardware to provide complete online patient data to healthcare providers, 

increase clinician productivity, facilitate medical decision-making, and improve the quality of care for 

veterans. With Core VistA Imaging Systems now installed in all VA medical centers, VHA will have the 

capability to make agency-wide decisions and adopt agency-wide approaches to re-engineering medical 

care. At the field level, clinicians using VistA Imaging have the ability to access images anytime 

anywhere, analyze information through electronic image manipulation, share images with the patient, and 

use telemedicine to provide patient care remotely. 

 

VistA Imaging captures clinical images, scanned documents, electrocardiogram (EKG) waveforms and 

other non-textual data files and makes them part of the computerized patient record (CPRS). VistA 

Imaging is a windows-based, low cost imaging display and capture software that runs on COTS 

workstations and is totally integrated with other VistA healthcare applications. Clinical images and 

scanned documents linked to online medical chart information are essential in providing healthcare in 

VHA’s distributed environment and in complying with hospital accreditation regulations. 
VA 5-Year Capital Plan FY 2004 – 2009

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Fiscal Year FY 2005 

BA Requested (Capital) $6.7M 

Planned Project Name Insurance System Maintenance & Operations 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires FY $6.7M in FY 2005 budget authority. The mission of VBA's Insurance program is 

"to provide life insurance benefits to veterans and service members not available from the commercial 

insurance industry due to lost or impaired insurability resulting from military service. Benefits and services 

will be provided in an accurate, timely and courteous manner and at the lowest achievable administrative 

cost. Insurance coverage will be provided in reasonable amounts at competitive premium rates. A 

competitive, secure rate of return will be ensured on investments held on behalf of the insureds." The 

Insurance IT systems located at the Philadelphia Regional Office and Insurance Center provide Insurance 

program with modern processing applications in support of the six government life insurance programs. 

These programs provide coverage to 1.8 million veteran policyholders. The Insurance systems interface 

with C&P and BIRLS systems, generate five million pieces of mail and disburse approximately 1.7 billion 

dollars annually in dividends, death awards and other insurance payments. The Insurance systems 

consist of related systems that share data in online, batch, and summary form. Insurance applications run 

on mainframe, client/server, and web-based platforms. 

The Insurance payment system runs on an IBM Multiprise server in Philadelphia. Subsystems include 

Inforce (current policyholders), Awards (recipients), Actuarial, and Online. Prior to 1996, Insurance online 

application processing ran on a Bull mainframe while batch processing ran on an IBM mainframe. In 

1996, the Insurance online applications were rehosted onto the IBM mainframe system, thereby 

eliminating a material weakness. 

VICTARS (Veterans Insurance Claims Tracking and Response System) and VMLI (Veterans Mortgage 

Life Insurance) are client/server systems. VICTARS is Insurance’s Customer Relationship Management 

system, providing a gateway for insurance personnel to access data in client/server tables and on other 

systems. VICTARS users can quickly access a caller’s record and make any updates. All calls are 

journalized and can be reviewed whenever the record is accessed. Automated PC letters, tools for 

calculating policy values, and other tools are also available. VICTARS also manages access to Insurance 

imaging applications. The most critical insurance forms received from policyholders and beneficiaries are 

imaged and stored on a SAN (storage area network). Over 5.5 million images are stored. Most recently, 

VICTARS has been the foundation for Insurance’s “paperless workflow” distribution application. 

The Insurance Service has had an Internet site since the late 1990s. The VA Insurance web site includes 

general program information, links for e-mail inquiries, and the ability to download insurance forms. 

Insurance Self-service allows policyholders access to their account information with an individual PIN 

number. Recently implemented “autoform” makes one of the most common Insurance forms available for 

on-line completion and electronic submission. Unclaimed Funds Search by Name (UFN) allows any user 

to check whether he/she is owed money from a VA Insurance “liability” (such as a dividend that was 

returned in the mail because the person could not be found); UFN is available to the general public. 

The Insurance General Ledger runs on an IBM system at the Austin Automation Center and provides 

data to the Department’s Financial Management System (FMS). 

A commercially supported Interactive Voice Response (IVR) system permits insured veterans to access 

their insurance records via touch-tone telephone technology. The Insurance call center in Philadelphia 

answers 3,200 calls per day on 80 lines, supports voice mail for non-business hours, and IVR access 24 

hours a day. The IVR has been in use since 1995. About eight percent of all Insurance calls are 

answered to completion by the IVR system. 
VA 5-Year Capital Plan FY 2004 – 2009

120

Fiscal Year FY 2005 

BA Requested (Capital) $15.4M 

Planned Project Name Laboratory Re-engineering 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires $15.4M in FY 2005 budget authority. This project will enhance the VHA Laboratory 

Services' information technology system and associated business processes to address the current 

deficiencies and meet future needs. The current Laboratory Information System that supports these 

services was created more than twenty years ago and has now exceeded its useful life. The current 

Laboratory Information System code is fragile, and system design deficiencies cause many application 

shortfalls that require enhancement. The re-engineered system will enable the sharing of information and 

will improve data integrity through enhanced verification and validation protocols. 

Fiscal Year FY 2005 

BA Requested (Capital) $0.7M 

Planned Project Name Learning Management System (LMS) 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $0.7M in FY 2005 budget authority. Department of Veteran’s Affairs (VA) is 

developing a learning management system (LMS) in partnership with the Office of Personnel 

Management (OPM) as part of the e-Government, e-Training initiative. The concept of operations for the 

VA-LMS, discussed in this document will provide: 

• Enhancements to the existing VA National Catalog of enterprise wide training offerings 

• Automation of educational tracking & registration for learning events 

• Individual employee empowerment for planning and managing their own career development 

• Mechanisms supporting aggregation and reporting of training management information 

• Facilitation of e-learning including access to national databases and third party courseware 

• Improvements in the management of clinical accreditation & professional certification 

• Improvements in workforce development and planning, including the ability to link skills & 

competencies to team and individual needs 

• Standardization of Individual Development Plans in support of long-term workforce development 

Fiscal Year FY 2005 

BA Requested (Capital) $9.4M 

Planned Project Name Loan Guaranty Maintenance & Operations 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires $9.4M in FY 2005 budget authority. The mission of the Loan Guaranty (LGY) 

program is to assist veterans and active duty personnel purchase and retain homes in recognition of their 

service to the Nation. The VA provides assistance through the use of a partial guaranty of VA loans 

made by private lenders. VA loans may be used to purchase, build or repair a home. Additionally, VA 

loans may be used to refinance an existing loan or buy a manufactured home. 

IT maintenance support to the LGY program is provided for legacy applications which process on the IBM 

enterprise system at the Austin Automation Center (AAC), and are funded by VBA through the AAC 

franchise fund. These applications are maintained through a combination of VBA personnel and 

contractor personnel located at the Austin Systems Development Center. 
VA 5-Year Capital Plan FY 2004 – 2009

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Newer applications operate in VBA’s corporate information environment or the Internet/Intranet 

environment. The VBA corporate environment is hosted on a SUN E10000 system located at the AAC. 

EMC storage hardware is used to support the large corporate environment. The SUN E10000 hosts the 

corporate Oracle relational database and the application code for the newer systems. Tuxedo is used as 

the transaction processor to link the regional offices for transactions to the corporate database. The VBA 

corporate environment consists of both client-server and web-based applications. The web-based 

applications are hosted at the VBA point of presence at the Philadelphia ITC. This environment is 

comprised of application servers, database servers and EMC storage capabilities. 

Applications that process in the VBA corporate or Internet/Intranet environment include, but are not 

limited to the following: 

• Automated Loan Processing System (ALPS) – Provides a case management tracking 

system for loan processing. 

• Automated Certificate of Eligibility (ACE) – Provides Internet access for lenders to 

generate online Certificates of Eligibility (COEs) and retrieve limited loan information 

from ALPS. 

• Loan Servicing and Claims (LS&C) – Provides automation of the supplemental 

servicing, liquidation management and tracking, and claims processing for the Loan 

Administration section. It has an automated interface with VA’s financial management 

system. 

• National Control Listing (NCL) – Provides a repository of undesirable vendors with 

whom the VA does not want to do business (i.e., builders, mortgage brokers, lenders, 

etc.). 

• Centralized Property Tracking System (CPTS) – Provides an online system to automate 

daily property acquisition, maintenance and disposition loan processing functions with 

an update interface to the Property Management System (PMS). 

• The Appraisal System (TAS) – Provides lenders and VA personnel with online access 

for appraisal assignments and determination of value for VA-qualified home loans. 

Fiscal Year FY 2005 

BA Requested (Capital) $1.2M 

Planned Project Name Loan Guaranty Redesign (VALERI) 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires $1.2M in FY 2005 budget authority. Over the past several years Loan 

Administration has identified critical problems in both technology and business processes. These 

problems include outdated, non-standard business processes, obsolete technology, and inconsistent 

communication. Currently, VBA utilizes the legacy Loan Service and Claims (LS&C) system to administer 

its home loan program. This system is based on 12-year old specifications. It does not adequately reflect 

the current organization’s functions, procedures, processes, polices, nor does it meet current industry 

standards. LS&C relies on hard copy data transfers to and from program participants and manual data 

entry processes. Loss mitigation procedures are cumbersome and labor intensive. 

 

The mortgage banking industry indicated that working with VBA’s paper-based processes was extremely 

cumbersome, inefficient, and costly for private industry - so much so, that there was a strong indication 

that the industry steered home-buying veterans away from VA’s loan program to conventional loans 

because they are more efficient and less costly. 

 

As a result of the above ongoing issues, VBA’s Central Office identified a need to reengineer the current 

processes based on the following: 

• Existing system (LS&C) is behind industry standards. Processes are labor intensive - 

paper-driven, manual input - based on 12-year-old specifications. 

• Industry demands VA moves to a paperless, 24/7 automated access to data on loans, 

there is currently an added expense to manually process VA loans on exception basis. 

• VA loans are not competitive with industry; the result is an impact on market share. 

• Cannot implement new processes without a new system. 

• Commercial-off-the-Shelf (COTS) technology is competitively available. 
VA 5-Year Capital Plan FY 2004 – 2009

122

The purpose of the Loan Administration Redesign project is to identify and implement processes that will 

modernize and significantly improve services to veterans and our industry partners, while ensuring fiscal 

integrity. The current recommendations from the Loan Administration Redesign Team’s BPR effort reflect 

moving VBA to an online, web-based system that will be accessible by all customers at any time. There 

will also be some batch interfaces with existing VA systems and loan servicers. 

 The objective is to standardize the processes and operations across RLCs so that loan work 

assignments can be made more consistently and veterans and servicers can have immediate access to 

VBA technicians, regardless of their geographic location. The system and web site will be operated and 

maintained by a contractor from a central location that provides access to VBA’s Central Office, VBA’s 

nine RLCs, as well as VBA’s Regional Offices in San Juan and Honolulu. The majority of data for this 

system on loan status will be input directly from existing VA systems. 

 In addition, loan servicers will pass files to the system for updating loan status on a daily, monthly, and 

event-driven basis. Redesign Team Business Outcome Performance Objectives The following 

measurable objectives have been established by VBA for this project. 

 

The To-Be Model, completed June 5, 2002, contains the definition for success and the measures for each 

of these objectives. Maximize internal and external paperless environments. Have all written materials in 

Reader Focused Writing format. Promote two-way access with industry, while complying with applicable 

privacy laws. Have easy access to timely and reliable reports and data that supports informed decisions. 

Have a measurably efficient organization. Promote two-way communication within and across VA 

systems. Have an organization with standard processes that operates consistently across RLCs. Be able 

to move and assign work as needed around the country. Ensure financial transactions and accounting 

events are recorded properly and in a timely manner. 

Fiscal Year FY 2005 

BA Requested (Capital) $20.7M 

Planned Project Name Medical Research 

Project Location VACO - IT Headquarters 

Asset Type Information Technology 

Project Description

This project requires $20.7M in FY 2005 budget authority. The Office of Research and Development 

(ORD) leads the Veterans Health Administration’s (VHA) medical research and development (R&D) 

efforts. The main function of ORD is to provide national policy direction for VHA’s research program and 

allocate research funds for VA medical centers via R&D funds. 

The VA R&D program is an intramural research program. Most IT spending at ORD is comprised of 

incidental IT purchases made as part of the more than 1,500 medical research projects underway at VA 

Medical Centers. Almost all of these non-IT projects require some IT purchases like computers, printers, 

and scanners. As these projects are Research and non-IT related, they are tracked via R&D research 

performance metrics. They are not amenable to individual IT project life-cycle tracking as IT equipment is 

only acquired incidentally to research project goals and is recycled at the end of the project to other 

users. 

Fiscal Year FY 2005 

BA Requested (Capital) $12M 

Planned Project Name One-VA Contact Center 

Project Location VACO - IT Headquarters 

Asset Type Information Technology 

Project Description

This project requires $12M in FY 2005 budget authority. One VA Contact Management project will 

provide veterans and customers with an ability to communicate to VA through the media or channel they 

find most appropriate. The One VA Contact Management Project supports the mission and strategic 

goals and objectives of the agency and in particular, the primary goal – One VA because Contact 
VA 5-Year Capital Plan FY 2004 – 2009

123

Management is a fundamental process that spans the VA enterprise, and supports each of the identified 

VA lines of business. Contact Management has been identified in VA strategic planning documents as a 

critical enabling function and is an identified priority in developing the One VA Enterprise Architecture. 

The alternative selected is the One VA Contact Management solution. Migrating to advanced 

technological solutions would allow the VA to utilize additional contact center resources such as selfservice options, online support options, and proactive veteran contact. These elements would be 

accomplished in a more efficient manner, allowing the VA to continue enhancing business processes 

without increasing employee workloads, even with a potential workforce reduction.

Fiscal Year FY 2005 

BA Requested (Capital) $22.5M 

Planned Project Name One-VA Eligibility and Registration 

Project Location VACO - IT Headquarters 

Asset Type Information Technology 

Project Description

This project requires $22.5M in FY 2005 budget authority. Creates a single, reliable One VA data source 

and a single point of integration between VA and DoD. Registration and Eligibility Project is aligned with 

the Enabling Goal from the Department's Strategic Plan and Performance Plan: Create an environment 

that fosters the delivery of One VA world class service to veterans and their families by applying sound 

business principles that result in effective communication and management of people, technology and 

governance. The One-VA EA effort has chosen to extract related functions, sub-functions, data classes 

and processes located in the vertically oriented baseline state and create this new Key Enabling Function 

(KEF) to recognize and take advantage of the opportunity for functional consolidation and integration. 

The chosen solution provides the following advantages in application: creates a shared, unique person 

identifier; leverages DMDC rules-based processing; provides a comprehensive One-VA cost-effective 

solution; allows VA ownership and maintenance of the core veteran record; leverages best in class 

technology; provides rapid implementation. 

Fiscal Year FY 2005 

BA Requested (Capital) $16.0M 

Planned Project Name Patient Financial Services System (PFSS) 

Project Location VACO - IT Headquarters 

Asset Type Information Technology 

Project Description

This project requires $16.0M in FY 2005 budget authority. The Patient Financial Services System (PFSS) 

is the future state of the VHA Revenue Cycle business model. It will create a comprehensive business 

solution for revenue improvement utilizing improved business practices, commercial software, and 

enhanced VA clinical applications. The scope of PFSS encompasses modernization of the entire 

Revenue Cycle, including coordination with front-end processes such as Scheduling and Enrollment. This 

modernization process will include incorporation of commercial sector best practices into the revenue 

cycle, with the ultimate goal of operating the VHA revenue cycle in the same manner as a private 

hospital, while accommodating VA-specific care and processes. 

The PFSS project includes: 

• Use of commercial-off-the-shelf (COTS) health information systems (HIS) to provide patient 

management and patient financial services, including first and third party billing and accounts 

receivable functionality. 

• The replacement of the VistA Integrated Billing (IB) and Accounts Receivable (AR) applications 

with COTS software. 

• Modification of VistA clinical applications to increase charge capture and support the integration 

of COTS software. 

• Implementation of private sector best practices and business process reengineering to improve 

revenue cycle effectiveness and results. 

• Consolidation of revenue cycle business processes at the VISN level through centralization of 

processes and development of regional business offices. 
VA 5-Year Capital Plan FY 2004 – 2009

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Fiscal Year FY 2005 

BA Requested (Capital) $8.0M 

Planned Project Name Program Integrity/Data Management 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires $8M in FY 2005 budget authority. The Veterans Benefits Administration (VBA) has 

improved its strategic role and capabilities in managing data by using enterprise data warehouse (DW) 

and operational data store (ODS) technologies. These technologies facilitate centralized data storage and 

provide timely and accurate reports to internal and external stakeholders. VBA’s DW/ODS environment 

was initiated in response to several business intelligence needs identified by VBA leadership. VBA 

determined a need to deliver reports in a faster, more flexible manner. The integrated information 

management system provided by the DW/ODS project continues to have a significant positive impact on 

internal and external users by providing reports and reporting systems in an on-line environment at each 

employee’s workstation. In addition, the information emanating from these data systems will continue to 

contribute to improved service delivery to veterans and their families. 

Fiscal Year FY 2005 

BA Requested (Capital) $17.8M 

Planned Project Name Scheduling 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $17.8M in FY 2005 budget authority. The ultimate goal of the Scheduling 

Replacement Project is to develop a next generation appointment application based on business process 

re-engineering and the Institute for Health Care Improvement (IHI) guidelines for Open and Advance 

access to care models. 

The Scheduling Replacement Project will provide VHA users with a re-engineered and redesigned 

outpatient appointment scheduling system to better meet the needs of staff and patients. The project is 

ultimately the result of the General Accounting Office (GAO) Report on Excessive Wait Times in VA 

Healthcare. GAO findings for Primary Care and Specialty Care appointments cited that patients often 

waited over 30 days for care, and that VHA must make a concerted effort to realign their health care 

delivery and improve access to care. 

 

The patient appointment management system will be replaced with software built to meet the 

specifications of business process re-engineering as detailed in the VHA Scheduling Future Business 

Model, which was completed in October 2001. 

Fiscal Year FY 2005 

BA Requested (Capital) $2.5M 

Planned Project Name Technology and Integration Program 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $2.5M in FY 2005 budget authority. Identifies and promotes strategies to 

incorporate new security technologies in both long- and short-term cyber security strategic plans. TIP 

was established to oversee and direct the development of Department-wide cyber security architecture, 

standards, technical procedures, and product configuration guidelines. TIP will guarantee that IT assets 

at VA remain secure, available, and reliable. This investment directly supports VA Strategic Goal 5, to: 

"Create an environment that fosters the delivery of One VA world-class service to Veterans and their 

families through effective communication and management of people, technology, business processes, 

and financial resources." The selected alternative, phased funding and implementation of the Technology 

and Integration Program, was chosen because it was determined to have high financial and qualitative 

benefits, low risk, and the highest return on investment. 
VA 5-Year Capital Plan FY 2004 – 2009

125

Fiscal Year FY 2005 

BA Requested (Capital) $41.6M 

Planned Project Name Telecommunications Modernization Project 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $41.6M in FY 2005 budget authority. TMP’s objective was and is to structure a 

state-of-the-art technology One VA Wide Area Network that is simple to administer and maintain using 

technology as the enabler. TMP’s goals and objectives support the One-VA, EA, IT Strategic Plan 

through reviews, studies, analysis, application of technical and business methods and standards, and 

planning and project management concepts. In its phased implementation, TMP will improve service 

delivery, integrate and reuse data across business lines, share resources, and improve Departmental 

efficiency at a lesser cost. Target Solution was chosen due to financial, operational and security benefits. 

ROI per Business Model anticipated thru Phase III is 18% into FY05. 

Fiscal Year FY 2005 

BA Requested (Capital) $5.2M 

Planned Project Name The Education Expert System (TEES) 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires $5.2M in FY 2005 budget authority. The Education Service faces a number of 

challenges that affect the operation of education claims processing. This Project is a response to the VA 

goal of processing 90% of veteran education benefit applications, enrollment certifications and notices of 

change in student status to final resolution without human intervention. That goal was codified originally 

in VBA’s FY 2000 and FY 2001 Budget Submissions, and subsequently in the FY 2002 Budget 

Submission. 

 

The Education Expert System (TEES) is the proposed approach to achieving the VA Under Secretary’s 

goal. TEES builds on previous VBA initiatives and will replace the existing benefit payment systems with 

a new system that (1) provides processing for all benefit chapters and for all training types and (2) works 

with the VA/VBA corporate database and the data warehouse. TEES will be developed within the VA 

enterprise framework to allow integration with the One-VA Registration and Eligibility/Contact 

Management system, when developed. It will introduce a significant rules-based processing component 

that will automatically process at least 90% of all claims received electronically by applying benefit 

specific business rules and issuing payment for all claims. In addition, the incoming document and the 

award document will be sent to The Image Management System (TIMS) to be drop filed in the claimant's 

electronic folder. The total redesign approach is the most ambitious proposed to date in terms of its 

broader scope and design and adherence to corporate priorities. 

For all VBA Education Benefit programs, TEES will: 

• Determine a veteran’s entitlement and eligibility for education benefits; 

• Apply benefit-specific business rules for processing each claim to award; 

• Process enrollments and payments; 

• Include complete inquiry functionality, reporting fee functionality, and functionality 

to audit claims processed by TEES to ensure that rules are applied correctly and 

to guard against fraudulent claims; and 

• Provide letters, reports, accounting, and audit trails. 
VA 5-Year Capital Plan FY 2004 – 2009

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Fiscal Year FY 2005 

BA Requested (Capital) $390.6M 

Planned Project Name VistA Legacy 

Project Location VACO - IT Headquarters 

Asset Type Information Technology 

Project Description

This project requires $390.6M in FY 2005 budget authority. The VistA (Legacy) system is the operating 

system software platform and the technical infrastructure (associated with clinical operations) on which 

the VHA health care facilities operate their software applications. It includes the computer equipment 

associated with clinical operations and the employees (approximately 2800 FTE) necessary to operate 

the system. VistA (Legacy) is a client-server system. It links the facility computer network to over 100 

applications and databases. In 2003, the VistA (Legacy) system supported IT services across the VA 

organization which had a network of 21 Veterans Integrated Service Networks (VISNs) that managed 163 

medical centers, over 800 community based outpatient clinics, 135 nursing homes, 206 readjustment 

counseling centers and 43 domiciliaries. VistA (Legacy) provides critical data that supports the delivery of 

healthcare to veterans and their dependants. Using the computer, the VA health care provider can access 

VistA (Legacy) applications and meet a wide range of health care data needs. For example, VistA 

(Legacy) applications provide data on previous patient visits, can be used to access information from 

diagnostic tests and allow for the writing of prescriptions. The VistA (Legacy) system operates in medical 

centers, ambulatory and community-based clinics, nursing homes and domiciliaries. The VistA (Legacy) 

system is in the mature phase of the capital investment lifecycle. It began operation in 1982 when it was 

named Decentralized Hospital Computer Program (DHCP). In 1996 it was renamed Veterans Information 

Systems and Technology Architecture (VistA). It was written based on the MUMPS language, which is 

increasingly difficult to support. 

Fiscal Year FY 2005 

BA Requested (Capital) $2M 

Planned Project Name VA Communications Security Program 

Project Location VACO - IT Headquarters 

Asset Type Information Technology 

Project Description

This project requires $2M in FY 2005 budget authority. This project is an essential element in the 

protection of private personal information of veterans and in prevention of covert monitoring of all VA 

communications facilities. These services will enhance the ability of the Department to protect VA 

corporate and customer information (privacy information) from unauthorized disclosure or covert 

interception. The selected alternative provides a higher return on investment because it is predicated on 

a life cycle cost model that leverages VA staff encumbering existing positions. 

Fiscal Year FY 2005 

BA Requested (Capital) $130.5M 

Planned Project Name VA Computing Infrastructure 

Project Location VACO - IT Headquarters 

Asset Type Information Technology 

Project Description

This project requires $130.5M in FY 2005 budget authority. This is primarily a hardware refresh project 

designed to put VA general office automation support servers, workstations and peripherals on a 4-year 

replacement schedule. This project will consolidate the services of several smaller computer facilities into 

an existing larger computer facility on newer hardware, providing greater reliability while reducing overall 

computer space and IT staff. It will establish a working contingency plan for the consolidated site. It 

directly supports the VA strategic goal of fostering delivery of One VA world class service, since it 

provides the network connectivity and client-server platform for VA staff. It serves as the foundation for 

VA IT management, enabling VA to pursue its mission and all of its strategic goals efficiently and 

effectively. The selected alternative has the lowest overall cost, the lowest net present value and the 

highest return on investment (76% over seven years). 
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Fiscal Year FY 2005 

BA Requested (Capital) $26.8M 

Planned Project Name VA Data Communications Systems and Services 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $26.8M in FY 2005 budget authority. The principal objective is to ensure the VA 

extant data communications systems and services meet "as is" business needs cost effectively. Scope 

covers VA nationwide data communications systems. Includes ongoing operation, administration, 

maintenance, and technology refreshment in support of the Department's existing data communications 

infrastructure. The primary goal of the One VA for Customer Service concept is to use emerging 

information technologies to increase functional integration across VA's multiple lines of business. 

Telecommunications services provided by FTS2001 are central to this goal and follow the One VA model. 

The FTS 2001 alternative remains the choice for acquisition, operation, administration and maintenance 

of VA's data communications services based on the evaluation of the two viable alternatives. Savings, 

cost avoidance and tangible technical and management benefits have been taken into consideration in 

the Cost Benefit Analysis and calculation of ROI. 

Fiscal Year FY 2005 

BA Requested (Capital) $12.1M 

Planned Project Name VA Radio Frequency Transition Project 

Project Location VACO - IT Headquarters 

Asset Type Information Technology 

Project Description

This project requires $12.1M in FY 2005 budget authority. This project will identify and prescribe 

replacement narrowband radio equipment and establish a schedule to meet Federal timetables for the 

narrowband transition. The transition to narrowband frequencies and radio equipment in the land mobile 

radio bands was mandated by Congress in 1992 and implemented by NTIA in 1994 and established finite 

completion dates after which VA operation in the wideband mode is prohibited. VA transition to 

narrowband operations will enable will enable VA to continue operation of all critical VHF & UHF land 

mobile radio systems and provide the opportunity to apply new technology to our radio systems. The 

selected alternative is the most cost effective approach to accomplishing the radio system transition. It is 

projected to incur the least initial acquisition costs and life cycle maintenance costs. 

Fiscal Year FY 2005 

BA Requested (Capital) $14M 

Planned Project Name VA Video Teleconferencing Systems and Services 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $14M in FY 2005 budget authority. The principal objective is to ensure VA video 

teleconferencing communication systems and services meet as is business needs cost effectively. Scope 

covers VA’s nationwide video teleconferencing systems. Includes ongoing operation, administration, 

maintenance and technology refreshment of the extant baseline systems and services in support of the 

Departments existing video teleconferencing communications infrastructure. Video teleconferencing 

communication systems and services are essential elements of the One VA to-be physical infrastructure. 

This infrastructure is the underpinning for VA’s Enterprise Business Functions (e.g., Medical Care, 

Pension, Housing, etc.,) and Key Enabling Functions (e.g., management, human resources, IT 

investment management, etc). The FTS 2001 alternative remains the choice for acquisition, operation, 

administration and maintenance of VA’s video transmission services based on the evaluation of the two 

viable alternatives. Savings, cost avoidance and tangible technical and management benefits are 

expected and have been taken into consideration in the Cost Benefit Analysis and calculation of ROI. 
VA 5-Year Capital Plan FY 2004 – 2009

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Fiscal Year FY 2005 

BA Requested (Capital) $116.8M 

Planned Project Name VA Voice Telephony Systems and Services 

Project Location Nationwide 

Asset Type Information Technology 

Project Description

This project requires $116.8M in FY 2005 budget authority. The principal objective is to ensure VA voice 

communications systems and services meet 'as is' business needs cost effectively. Scope covers VA's 

nationwide voice telephony systems. Includes ongoing maintenance in support of the Department's 

existing voice communications infrastructure. Voice communication systems and services are a pivotal 

element of the One VA "to-be" physical infrastructure. This infrastructure is the underpinning for VA’s 

Enterprise Business Functions (e.g., Medical Care, Pension, Housing) and Key Enabling Functions (e.g., 

management, human resources, IT investment management). The FTS2001 alternative remains the 

choice for acquisition, operation, administration and maintenance of VA's voice telephony services based 

on the evaluation of the two viable alternatives. Savings, cost avoidance and tangible technical and 

management benefits are expected and have been taken into consideration in the Cost Benefit Analysis 

and calculation of ROI. 

Fiscal Year FY 2005 

BA Requested (Capital) $15.2M 

Planned Project Name VA Enterprise Architecture 

Project Location VACO IT Headquarters 

Asset Type Information Technology 

Project Description

This project requires $15.2M in FY 2005 budget authority. This project will implement a One VA 

information technology framework that supports the integration of information across business lines and 

provides a source of consistent, reliable, accurate and secure information to veterans and their families, 

employees and stakeholders. The Enterprise Architecture supports the VA mission and strategic goals 

and objectives by: Improving and enhancing VA's delivery of service to veterans; eliminating the 

development of redundant or duplicate systems across service divisions; ensuring that the developing 

information technology asset base is built upon widely accepted industry standards and best practices; 

and improving IT accountability and cost containment. The selected alternative provides maximum 

reusability and interoperability of the IT asset base. 

Fiscal Year FY 2005 

BA Requested (Capital) $2.7M 

Planned Project Name VBA Corporate Database Administration 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires $2.7M in FY 2005 budget authority. The initiative encompasses VBA's work to 

support the business communities of Compensation and Pension, Loan Guaranty, Vocational 

Rehabilitation & Employment, and Education in support of Information Architecture, Enterprise 

Architecture and Core Business Applications Delivery. At the current time, this technical approach deals 

mainly with structuring a relational database to fit the current program area business requirements. The 

corporate database maintains data that is shared among several or all of the VBA program areas, and will 

also contains data that is specific to individual program areas. This corporate approach of establishing 

"common core" veteran data, in only one place for all business areas provides the platform for better 

interaction with the various clients requesting information from VBA. 

The data architecture is the organization, location, and distribution of the data required to support VBA's 

business systems. Data used to support VBA's current operations have typically been stored as an 

independent resource for specific applications or systems. VBA is transitioning to an integrated corporate 
VA 5-Year Capital Plan FY 2004 – 2009

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database that will eventually serve VBA-wide cross-functional systems and include information exchange 

to external data sources. The control mechanism for this integration approach involves a combination of 

logical and physical architectural concepts. The VBA information architecture is a model of VBA's 

business operations that includes descriptions of what business processes VBA performs and what data 

is needed to perform those processes. 

The VBA information architecture is transitioning to align with the department's Enterprise Architecture. 

The department's Enterprise Architecture is the "blueprint" for systematically and completely defining and 

documenting the organization's desired (target) environment, and includes a sequencing plan for 

transitioning to the target environment from today's extant "as-is" environment. VA's Enterprise 

Architecture is essential for evolving its information systems and developing new systems with optimized 

mission value. This is accomplished in program / business terms (e.g. mission, objectives, goals, 

program/business functions, and information flows) and technical terms (e.g. software, hardware, date, 

communications, and system environments). This Enterprise Architecture plan is an important reference 

for VA enterprise architects, executives, program/business managers, and information technology 

managers and workers since it lays out how the Department will evolve its EA on an incremental basis 

each fiscal year. 

Fiscal Year FY 2005 

BA Requested (Capital) $2.1M 

Planned Project Name VR&E Maintenance & Operations 

Project Location VACO 

Asset Type Information Technology 

Project Description

This project requires $2.1M in FY 2005 budget authority. The mission of the Vocational Rehabilitation 

and Employment (VR&E) program is to provide for services and assistance necessary to enable veterans 

with service-connected disabilities to achieve maximum independence in daily living and, to the maximum 

extent feasible, to become employable and to obtain and maintain suitable employment. The VR&E 

program is supported by a number of information technology systems. These include the Benefits 

Delivery Network (BDN), and a number of legacy systems operating in the client/server, VBA corporate, 

and Internet/Intranet environments. Legacy systems will continue to be enhanced with improvements to 

support the VR&E program. These systems are maintained and updated as program needs and 

regulations change. Enhancements to legacy systems will continue until these systems are replaced, in 

order to provide optimal service to veterans and other beneficiaries. 

Corporate WINRS, an automated case management system supporting the VR&E program, replaced the 

stand-alone WINRS application developed by VBA staff in the late 1990s. Corporate WINRS runs on a 

Sun processor located at the Austin Automation Center (AAC). It provides case management and other IT 

support to VR&E and runs in the VBA corporate information-processing environment. Corporate WINRS 

provides for greatly enhanced functionality and access to the system, both within and outside of VBA. 

Corporate WINRS automates processes that provide application, evaluation, planning, rehabilitation 

services, and independent living and employment services to disabled veterans. 

In addition, enhancements to Corporate WINRS, once completed, will provide a number of additional 

features. These include reduced duplicate data entry, web access, increased access to more users, 

improved access to veteran information and improved customer service. The enhancements will also 

ensure that accurate information is entered into the corporate database through edits and security 

routines, provide for on-demand data and reporting to VR&E Service, improve fiscal administration, 

decision making, case management, employment and independent living outcome. 

In addition to Corporate WINRS, several client/server and Internet applications are used to provide 

additional support of VR&E services to veterans. These include the following. 

Military to Civilian Transferable Skills Identifier - an Internet application designed to provide vocational 

counselors with current information about the various military occupations and their relationships to 

civilian occupations. 

Chapter 31 Job Bank - an Internet application that provides VR&E Service’s online job search site as part 

of America's Job Bank. 
VA 5-Year Capital Plan FY 2004 – 2009

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PORTFOLIO INVENTORY OF CURRENT PROJECTS

Project 

Type FY1 Admin. Office Location Project Title - Brief Description

Total 

Acquisition 

Cost 

($000) 

IT 2004 OI&T VACO - 

Headquarters 

Continuity of 

Operations 

Plan 

Ensure VA's readiness to fulfill its 

statutory mission to provide health 

care services to veterans, back-up 

support to DoD, and support for the 

President's Management Agenda. 

$7,200

IT 2004 AAC Austin TX CoreFLS See detailed description below. $506,000

IT 2004 VHA VACO Pharmacy 

Improve VA pharmacy operations, 

meet business requirements and 

increase patient safety. 

$108,600

IT 2005 VHA VACO Lab 

Enhance the VHA Laboratory 

Services' IT system and associated 

business processes to address the 

current deficiencies and meet future 

needs. 

$170,500

1

Fiscal year project was or will be activated. 

CoreFLS is an integrated commercial off-the-shelf software financial and logistics system 

solution that will be used by every financial and logistics office within VA Central Office, 

VHA, VBA, and NCA. While it is being developed to address material weaknesses and 

reportable conditions, CoreFLS will integrate the financial and logistics data into a single 

database and will allow accurate financial reporting and management review of 

centralized data. This initiative supports the President’s Management Agenda and the VA 

strategic goal to provide world-class service to veterans and their families through the 

effective management of people, technology, process improvement, and financial 

resources. 

Once implemented, CoreFLS will be a fully-integrated system that will provide timely, 

easily accessible financial and logistical information. CoreFLS will provide better 

management data, automate data reconciliation, automate consolidated financial 

statements, and enable VA to comply with the Federal Financial Management 

Improvement Act and other statutory and regulatory requirements. It will also establish a 

foundation of business processes for the VA enterprise architecture, reduce the number 

of stovepipe legacy systems, and align with VA and Federal e-government initiatives. 

CoreFLS will be used by approximately 1,000 VA sites, including medical centers, 

outpatient clinics, nursing homes, domiciliaries, counseling centers, regional offices, and 

national cemeteries. Eventually, it will replace VA’s existing Financial Management 

System, VHA’s Integrated Funds Distribution Control Point Activity Accounting and 

Procurement system, and Automated Engineering Management System/Medical 

Equipment Reporting System. In addition, CoreFLS will also interface with 74 

specialized VA systems. CoreFLS will have an estimated 100,000 users and 15,000 

concurrent users. The software will provide the following major functions: accounting, 

payments processing, receivables processing, debt management, asset management, 

billing, costing, financial analysis, budget, purchasing, contract management, and 

inventory management. Critical core activities will be the highest priority initially to 

expedite and maximize return on investment with no interruption to service. 
VA 5-Year Capital Plan FY 2004 – 2009

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POTENTIAL PROJECTS FOR FY 2006 - 2009 

Admin.

Office Location Project Title Brief Description 

OI&T VACO-IT 

Headquarters 

One VA IT Project 

Management Office 

This project will focus on a One VA approach to 

standardize the management and reporting of 

information technology projects across the 

Department. 

OI&T 

VACO-IT 

Headquarters

 

e-Records 

Management 

To develop a practical One VA unified Electronic 

Records Management System and to standardize 

electronic records management including telephone 

voice mail, document images and records across all 

media. 

OI&T 

VACO-IT 

Headquarters

 

Enterprise Telephony 

Agenda 

This project will establish a new technical baseline 

for next generation voice telephony services and 

infrastructure refreshment initiatives. 

OI&T VACO HealtheVet-VistA 

This information technology project is focused on 

the replacement of the existing VistA-Legacy health 

care processing system by re-hosting, enhancing 

and/or reengineering current health information 

applications to process a new technology platform 
VA 5-Year Capital Plan FY 2004 – 2009

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133

7. MANAGEMENT TOOLS
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VA 5-Year Capital Plan FY 2004 – 2009

135

CAPITAL ASSET MANAGEMENT SYSTEM

Beginning in May 2002, using a commercially available software application, VA 

implemented a Proof-of-Concept (PoC) to understand the requirements to capture, track 

and evaluate all capital asset initiatives within the Department. Having a prototype 

portfolio management system, VA refined and migrated the PoC into the Capital Asset 

Management System (CAMS) for information technology (IT) and lease asset classes. 

In May 2003, CAMS underwent a Milestone 2 review by the Chief Information Officer 

(CIO), and, with approval, began to bring this application into full production and 

deployment for all of VA’s asset classes. It is anticipated that full production and 

deployment of CAMS will be completed by summer 2004. 

The CAMS initiative supports the President's Management Agenda and the recent 

Federal Real Property Asset Management Executive Order. CAMS improves financial 

performance and expands electronic government. Additionally, CAMS significantly 

improves budget and performance integration within the Department and improves the 

overall management of VA’s federal real property assets. 

CAMS extracts the following key capital asset-related data from several Departmental 

and VA Administration data sources. 

• General – Inventory 

• Condition 

• Financial Data 

• Workload (projections, planned, actuals) 

• Demographics 

• Utilization 

• Energy Usage 

• Contract Management 

CAMS also allows for Web-based input of concept papers, planning, and acquisition 

business case applications. The data is organized, analyzed, and presented to track 

and monitor VA’s assets against performance goals within and across asset types and 

Administrations. 

CAMS provides several outcomes that result in improved service delivery to veterans 

and increased financial accountability to the general public. The impact of this 

innovative technology: 

• Integrates asset management and governance at multiple levels 

• Improves financial and analytical capability 

• Improves performance management 

• Provides for increased and better-informed decisions 

• Improves service delivery 
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The Office of Asset Enterprise Management (OAEM) has worked in close collaboration 

with other VA staff to ensure the validity and integrity of the data inputs into CAMS. 

OAEM has issued periodic data calls supported by Q&A teleconferences and written 

guidance posted to the Web site. The system is now deployed for most asset classes. 

Monitoring and reporting of the Department’s asset performance will begin in summer 

2004. 

OAEM is finalizing a training plan for the Department-wide use of CAMS. The plan 

details multiple tracks targeting CAMS users from the corporate-level to field stations. 

Training will facilitate an understanding of CAMS and its functional value to VA. 

Training will also promote skill development for entering, viewing and analyzing asset 

information in CAMS. Finally, the training plan will establish communications for help 

desk, security and user feedback processes. The plan will provide both immediate and 

periodic training to ensure CAMS knowledge keeps pace with organizational and 

technological changes. 

ENHANCED-USE LEASING PROGRAM

The Department of Veterans Affairs utilizes a unique capital asset management tool 

called enhanced-use leasing. The authority to use this mechanism was enacted in 

1991, under Section 8161 of Title 38, United States Code. The program was recently 

modified and re-authorized until 2011. The initial results of this program include 

significant cost savings, substantial private investment, new long-term sources of 

revenues as well as jobs or tax revenues for the local, state and federal sectors. 

Under the enhanced-use leasing authority, VA may lease land or buildings to the private 

sector for up to 75 years. The leased property may be developed for non-VA uses, 

and/or VA uses that will enhance the property. Further, use of the property must be 

consistent with the mission of VA and either include an activity contributing to VA’s 

mission or follow a business plan that provides for using consideration from the lease to 

improve health care services to eligible veterans in the community served. In return for 

the lease, the Department obtains fair consideration in the form of revenue, facilities, 

space, services, or other considerations. VA is not required to follow federal acquisition 

rules when selecting the enhanced-use lessee, but VA must use procedures that ensure 

selection process integrity. Furthermore, to maximize the program’s flexibility, 

Congress chose to exempt the enhanced-use leasing authority from an array of 

restrictive federal statutes; however, VA must abide by all federal environmental laws, 

e.g., the National Environmental Policy Act (NEPA) and the National Historic 

Preservation Act. 

VA’s enhanced-use leasing program is unlike traditional government leasing, which 

offers little more than a revenue return in proportion to the depletion of the leased asset. 

VA’s enhanced-use leasing program encourages innovative public/private partnerships. 

In return for the lease, VA must obtain fair consideration (monetary and/or in-kind). The 

funds received as consideration do not have to be returned to the Treasury, but may be 

kept by VA. By allowing revenues to come back to the agency, the authority provides 

the incentive necessary to encourage government property managers to be creative 

and aggressively pursue opportunities to partner with the private sector. At the same 

time, the long-term lease provides the private developer (lessee) with the property 

interest necessary to secure financing through the capital markets and amortize any 

capital investment made in the property or facility. 
VA 5-Year Capital Plan FY 2004 – 2009

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A key component of the enhanced-use (EU) leasing program is close coordination with 

and involvement of the local government and community as full partners in the 

development process. For example, VA must hold a public hearing at the location of 

any proposed enhanced-use lease to obtain veteran and local community input. VA 

also must provide a notice to its Congressional oversight committees prior to entering 

into an enhanced-use lease. Close integration with community leaders and interested 

stakeholders enables VA to address concerns early in the planning and development 

process. The success of EU lease projects is largely dependent on sound development 

economics. Enhanced-use leasing works best when government requirements can be 

defined in private sector or business terms. This allows the private sector to construct 

and operate in its customary manner. VA then benefits from the efficiencies of 

organizations and delivery processes that reflect best-practices over time by the 

developer/lessee. 

VA has completed a variety of projects since the enactment of the enhanced-use 

leasing statute, including office buildings, parking facilities, low-cost senior housing, cogeneration energy facilities, single room occupancy housing (homeless shelters), and 

child care and mental health centers. 

A recent example of a successful enhanced-use project is a privately financed and 

operated energy plant in Mountain Home, Tennessee. This arrangement produced 

immediate and substantial program and financial benefits to the Department, veterans, 

and to the local community. The energy center was developed and financed with 

minimal, short-term federal commitments in lieu of the traditional long-term leaseback or 

energy purchase arrangements. This cogeneration project serves the energy needs of 

the VA medical center as well as the neighboring state university. 

In this arrangement, VA obtained more than $16 million in discounted recurring cost 

savings and more than $26 million in lifecycle (20 years) cost savings from the higher 

energy efficiencies stemming from the new plant. Furthermore, the local VA medical 

center receives a share of the revenues from energy sales to non-VA customers. 

Projected revenues from this plant are expected to be in excess of $5 million. Veterans 

benefit from the arrangement in that the local VA medical center plans to fund 

improvements to its primary care and community-based outpatient clinics. Although the 

underlying land is still federal property, the energy facility is subject to State and local 

taxes and results in an increased tax base for the local community. 

VA is currently exploring ways to expand the use of this capital asset management tool 

in the Department and streamline the process. The enhanced-use leasing process was 

recently evaluated by the Capital Asset Realignment for Enhanced Services (CARES) 

Commission. The commission recommended that in order to maximize the efficiency of 

this capital asset management tool, VA must initiate improvements to streamline the 

process. 
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CURRENT ENHANCED-USE LEASING PROJECTS

The following is a listing of the enhanced-use lease projects that have been identified as 

Departmental priorities. These projects represent concepts that will be further 

developed to leverage VA assets to engage private business to meet VA requirements 

and needs. As further analysis is conducted, projects may be added, modified or 

deleted from this list. There are additional projects, particularly in light of the recent 

CARES decisions, that VA continuously assesses for potential priority consideration. All 

of the projects listed here will require notification to Congressional oversight committees 

prior to entering into an enhanced-use lease. 

Project Site Project Type Project Description Status 

Albany, NY Parking Lease to not-for-profit corporation for 

construction and maintenance of a 

parking structure. VA will receive 

parking spaces for use by the VAMC on 

a no-cost basis. 

Working with Developer 

Albuquerque, 

NM 

Assisted 

Living 

Lease for assisted living for spinal cord 

injury patients; Affordable temporary 

lodging accommodations for out-oftown/state patients; Alzheimer's patients 

care center. 

Developing Business Case 

Batavia, NY Assisted 

Living 

Lease to Genesee Valley Rural 

Preservation Council, Inc., to operate 

congregate housing for low income 

seniors and/or disabled residents. 

Finalizing 

Lease 

Bedford, MA SRO Lease to provide permanent housing for 

homeless veterans. 

Finalizing 

Lease 

Brevard, FL Assisted 

Living 

Lease of donated land to establish an 

assisted living housing complex. 

Developing Business Case 

Chicago, IL 

(Lakeside) 

Realignment Lease to realize revenue generation by 

better utilizing the asset. 

Solicitation 

and Selection 

Columbia, SC Mixed 

Use/VARO/ 

Realignment 

Lease for a mixed use residential 

development (multi-family, and/or 

institutional office related uses; possible 

VBA Regional Office to be relocated 

from leased space to the VAMC 

campus. 

Developing Business Case 

Dayton, OH Child Care 

Development 

Center 

Lease to Catholic Social Services 

(CSS) to construct a child care 

development center. 

Finalizing 

Lease 

Dayton, OH Housing 

Initiative 

Lease to Miami Valley Housing 

Opportunities to establish housing for 

homeless adults diagnosed with 

substance abuse and mental illness. 

Finalizing 

Lease 

Ft. Howard, 

MD 

Mission 

Realignment/ 

Continuing 

Care 

Retirement 

Community 

Lease for development of a continuum 

of care (independent, assisted living, 

and nursing home) retirement 

community, as well as provision of a 

replacement CBOC on the vacated VA 

campus. 

Finalizing 

Lease 

Leavenworth, 

KS 

Residential 

Health Care 

Lease of a number of currently vacant 

historic buildings for community-related 

uses, including senior housing, assisted 

living, and transitional housing. 

Finalizing 

Lease 
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Project Site Project Type Project Description Status 

Milwaukee, WI Mixed Use Proposed E-U lease for assisted living, 

retail, and entertainment development. 

Developing Business Case 

Minneapolis, 

MN 

Credit Union Lease to the Ft. Snelling Federal Credit 

Union for construction of a new facility. 

Finalizing 

Lease 

Minneapolis, 

MN 

Homeless 

Veterans 

Housing 

Lease to provide affordable housing for 

homeless veterans. 

Finalizing 

Lease 

Newington, 

CT 

Assisted 

Living 

Lease to develop assisted living facility. Developing Business Case 

Palo Alto, CA 

(Menlo Park) 

Assisted 

Living 

Lease to provide assisted living facility. Developing Business Case 

Sacramento, 

CA 

Assisted 

Living 

Lease to provide assisted living facility. Developing Business Case 

Saint Cloud, 

MN 

Homeless 

Housing 

Initiative 

Lease to St. Cloud Housing and 

Redevelopment Authority to establish 

housing for homeless adults diagnosed 

with substance abuse and mental 

illness. 

Finalizing 

Lease 

Saint Cloud, 

MN 

Emergency 

Shelter 

(Social 

Services 

Center) 

Lease to Salvation Army to provide an 

emergency shelter for veterans. 

Finalizing 

Lease. 

San 

Francisco, CA 

Research Lease to Northern California Institute for 

Research and Education to develop a 

new research facility on the VAMC 

campus. 

Developing Business Case 

Sepulveda, 

CA 

Homeless 

Veterans 

Housing 

Lease to New Directions, Inc. (NDI) a 

non-profit organization, of two currently 

unoccupied buildings for transitional 

housing and ancillary services. 

Developing Business Case 

Syracuse, NY Research Lease to the State University of New 

York's Upstate Medical University and 

College of Environmental Science and 

Forestry to develop a Biotechnology 

Research Center. 

Developing Business Case 

National Co-generation Potential for reducing costs and 

generating revenue via national cogeneration plan 

Developing Business Case 

National VHA CMOPs Potential for reducing cost for VA 

pharmaceuticals via consolidated 

financing structure 

Developing Business Case 
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The following is a list of enhanced-use lease projects that have been awarded since the 

inception of the program. 

Awarded Enhanced-Use Leases 

 Location Project Type Lease 

Awarded 

1 Washington DC Child Development Center 4/20/1993

2 Houston TX Collocation 8/23/1993

3 West Palm Beach FL Public Safety Center 11/14/1994

4 West Haven CT Child Development Center 12/1/1994

5 Big Spring TX Parking 3/8/1996

6 Indianapolis IN Consolidation 9/23/1996

7 Bay Pines FL Child Development Center 5/22/1997

8 St. Cloud MN Golf Course 7/28/1997

9 Atlanta GA RO collocation 12/18/1997

10 Portland OR Single Room Occupancy 7/14/1998

11 North Little Rock AR Golf Course 10/1/1998

12 Mt. Home TN Medical School 12/17/1998

13 Sioux Falls SD Parking 4/1/1999

14 Danville IL Senior Housing 4/27/1999

15 Mt. Home TN Energy 12/2/1999

16 Indianapolis IN Nursing Home 12/6/1999

17 Dallas TX Child Development Center 12/20/1999

18 Roseburg OR Single Room Occupancy 8/1/2000

19 Salt Lake City UT RO collocation 5/9/2001

20 Durham NC Mixed Use / Research 1/3/2002

21 North Chicago IL CMS 4/10/2002

22 Chicago (Westside) IL Parking / RO Collocation 4/22/2002

23 North Chicago IL Energy Center 5/21/2002

24 Batavia NY Single Room Occupancy 5/24/2002

25 Chicago (Westside) IL Energy 8/12/2002

26 Tuscaloosa AL Hospice 9/19/2002

27 Barbers Point HI Single Room Occupancy 3/17/2003

28 Milwaukee WI RO collocation 7/17/2003

29 Hines IL Catholic Charities/Single Room Occupancy 8/22/2003

30 Somerville NJ Mixed Use 9/5/2003

31 Mound City IL Interpretive/Visitor Center 11/6/2003

32 Butler PA Mental Health Facility 12/18/2003

33 Portland OR Crisis Triage Center 2/13/2004

34 Charleston/MUSC SC Affiliate Partnering 5/18/2004
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8. OTHER CAPITAL INITIATIVES
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COLLABORATION WITH THE DEPARTMENT OF DEFENSE

There have been many efforts by Congress and the Executive Branch to target 

increasing cooperation and sharing between VA and the Department of Defense (DoD) 

in order to improve the efficiency and cost-effectiveness of health care delivery for 

beneficiaries. 

President George W. Bush established a task force to identify the forces that present 

challenges to cooperation. The President’s Task Force to Improve Health Care for Our 

Nation’s Veterans was established by Executive Order 13214 on May 28, 2001. To 

formalize this goal and institutionalize collaboration between Departments, the 

President made “Coordination of Veterans Affairs and Defense Programs and Systems” 

one of 14 management initiatives in the President’s Management Agenda. The Task 

Force was charged with identifying opportunities for improved coordination between the 

two departments as well as barriers and challenges that impede VA/DoD coordination. 

In pursuit of the President’s Management Agenda and in concert with the Task Force’s 

organizing principles, the VA/DoD Capital Asset Planning and Coordination (CAPC) 

Steering Committee was created under the VA/DoD Joint Executive Council. The CAPC 

Steering Committee was established to provide formalized structure to facilitate 

cooperation and collaboration in achieving an integrated approach to capital 

coordination that considers both short-term and long-term strategic capital issues and is 

mutually beneficial to both departments. The primary focus of this group is to provide 

the oversight necessary to ensure collaborative opportunities for joint capital asset 

planning are maximized. 

The Capital Budget Workgroup was established under the CAPC, to review each 

department’s overall capital asset planning process in order identify opportunities and 

challenges to capital collaborations for FY 2005 through 2009 as well as establishing 

overarching funding principles applicable to joint collaborations. This group is currently 

in the process of finalizing both short- and long-term recommendations for approval and 

implementation. 

Future Issues 

Senior leadership must refine inter-Departmental funding principles and standardize 

responsibilities by formalizing the partnership between VA and DoD. Additional 

concerns that also should be addressed include specific laws, regulations, 

andappropriations and authorization requirements regarding capital assets. 
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VA/DOD COLLABORATIVE PROJECTS

The following are projects for FY 2004 and FY 2005 that involve major collaborative 

efforts with the Department of Defense. 

Location Budget Authority 

($000) 

Denver, CO – New Federal Medical Facility $30,000 

This project requires $30M in FY 2004 budget authority to compete phase I design, with 

an estimated total acquisition cost of $328.46M. The project is centered around the 

collaboration and joint operation of medical service for both the Eastern Colorado 

Healthcare system and the service supported by Buckley Air Force Base (BAFB). VA 

and DoD have worked through the initial details of the workload associated with this 

project and the initial layout of responsibilities by each as well as those needing support 

through the University or TRICARE. The benefits of a DoD/VA collaboration facility are 

expected to include: economies of scale in reducing costs; a broad continuum of care 

in a single unified health care network; improved patient access to care with respect to 

the distance and services; health care records made available via the health care 

information system parallel to both VA and DoD; and increased collaboration on 

information-gathering with the goal to establish a common health care information 

system. 

Pensacola, FL - Joint VA and Dept. of Navy OPC $55,500 

This project requires $55.5M in FY 2005 budget authority. Negotiations have been 

ongoing with Navy officials for a joint clinic at the NAS Corry Station, Pensacola, 

Florida, since 1999. The Navy disapproved the initial site selected and discussions 

continued to select a new site. Currently there are multiple sharing agreements 

between VA and the Navy for medical services, and the joint clinic would further this 

partnership as well as provide new opportunities to serve a broader population. 

Anchorage, AK – Outpatient Clinic & Regional Office $11,760 

This project requires $11.76M in FY 2004 budget authority, with a total acquisition cost 

of $77.6M. This project increases collaboration by sharing operating room, radiology, 

central sterile supply, warehouse, library, and conference room space between 3rd 

MDG at Elmendorf AFB and the VA medical center in Alaska. These integration efforts 

reduce construction square footage requirements in the new facility by over 16,000 

square feet. 

Las Vegas, NV – New Federal Medical Facility $60,000 

This project requires $60M in FY 2004 budget authority, with a total acquisition cost of 

$325M. The joint venture at the Mike O’Callaghan Federal Hospital (MOFH) has been 

identified as a leader and model for successful joint ventures. The growth of VA 

workload combined with the increased mission level of the Nellis Air Force Base will 

continue to place a high demand for services at the MOFH. The construction of a 

comprehensive VA medical center can enhance this relationship by providing greater 
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scope of services and capacity, reducing VA and DoD reliance on costly community and 

contracted services. 

Location Budget Authority 

($000) 

Columbus, OH – Construction of Outpatient Clinic $94,800 

This project requires $94.8M in FY 2004 budget authority. An agreement has been 

reached on base location for the proposed replacement clinic on 20 acres located on 

the west side of the base adjacent to James Road in Whitehall, Ohio. The land transfer 

is currently being reviewed for formal approval. VA/DSCC staff will work together to 

identify and coordinate potential areas for service agreements. VA will serve as an 

attractive health care option for 500 active duty military personnel located in central 

Ohio. 

ENERGY

Background 

Executive Orders (EO) 12902 (Energy Efficiency and Water Conservation at Federal 

Facilities) and 13123 (Greening the Government Through Efficient Energy 

Management) served as the impetus for urging the Nation’s largest energy consumer, 

the federal government, to significantly improve its energy management in order to save 

taxpayer dollars and reduce emissions that contribute to air pollution and global climate 

change. 

These executive orders have established energy conservation goals as well as 

guidelines for federal energy management and established mandates for purchasing as 

well as forcing the government to purchase only the most energy efficient products, 

whenever cost effective. At current, these established goals have proven successful -- 

with the government overall – meeting an established goal of reducing energy 

consumption in all Federal buildings by 35 percent by FY 2010. This 35 percent 

reduction is based on energy consumption for the base year of FY 1985. 

VA Energy Summary 

Energy conservation and program management have come to the forefront of the 

consciousness of federal agencies. VA has increased the volume and scope of 

services it provides and has implemented efficiencies to better serve the needs of 

America’s veterans. Efficient energy management and increased energy conservation 

allow more of VA’s limited resources to be directed toward providing high quality 

services to veterans. 

The Department has revitalized its energy conservation program (ECP) to encompass 

all major VA entities -- the Veterans Health Administration (VHA), Veterans Benefits 

Administration (VBA), and National Cemetery Administration (NCA) (referred to herein 

as the Administrations) as well as staff offices -- to maximize energy conservation 

efforts. Previously, VA’s energy reporting largely reflected VHA and some components 
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of NCA. Beginning in FY 2004, VA will report agency-wide energy achievements in 

concert with VA’s commitment to agency-wide asset and portfolio management. 

Under the current VA ECP, VA identified the Office of Asset Enterprise Management as 

the lead office in all VA energy initiatives. In 2002, VA retained a consultant to review 

the Department’s energy program. This review, completed in April 2002, included 

several recommendations to improve VA’s management of its energy portfolio. These 

recommendations were made to maximize the efficiency of VA’s energy program and 

served as the foundation for the revitalized VA ECP, led by the Office of Asset 

Enterprise Management. 

Subsequent to participating in several intra-agency workgroup meetings, in July 2003, 

VA established a centralized ECP, including a new policy, handbook and guidance. 

These documents provide direction on issues such as: energy investments; energy 

commodity acquisition; energy managers; consumption data recording; and other areas 

that directly affect VA’s ability to meet the goals established by EO 13123. 

The VA ECP has five essential components including energy goals and requirements, 

energy commodity acquisition, energy investments, energy data reporting and a broader 

category of management tools. VA is authoring policies and guidance discussing each 

of these essential portions of the ECP. Some of these initiatives include: 

• Commodity Acquisition Analysis – VA is leading an effort to 

analyze the methods in which facilities are purchasing 

energy commodities, including rate and tariff schedules. 

• Energy Assessment Process – This involves conducting an 

independent consultant analysis of energy needs and 

deficiencies throughout a VISN. Assessments are currently 

in progress in VISNs 4, 12, 21 and 22. 

• Cogeneration Feasibility Study – This involves analyzing the 

technical and market feasibility of installing a cogeneration 

plant to provide electricity and steam to a VA campus 

(utilizing VA’s enhanced-use lease authority). This study is 

currently ongoing in VISN 4. 

Currently VA projects that there is over $1.0 billion of energy conservation and 

efficiency needs and deficiencies throughout VA’s infrastructure. With the Departmentwide ECP in place, VA’s goal and charge will be to provide policy and procedures to 

correct those needs and deficiencies, whether it be through appropriations or alternative 

financing methods, to achieve the mandated federal energy goals as well as the energy 

goals within VA. 
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9. CONCLUSION
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The 5-year capital plan is a dynamic plan that will be adjusted and updated annually to 

reflect decisions concerning the acquisition of new assets and the retiring of old and/or 

in-process acquisitions that are not meeting pre-established goals. This plan serves as 

the central document that describes the selection of the Department’s key capital 

acquisitions using a formal executive review process, based upon criteria (which are 

closely linked to our strategic plan) developed by senior management and approved by 

the Secretary. The plan also addresses Congressional requirements such as 

authorization, appropriation and other legislated requirements. The plan contains brief 

descriptions and justifications of the Department’s significant projects and explains how 

each investment assists VA in achieving our central mission, meeting our veterans’ 

health care, benefits, and burial needs. 

More comprehensive and complete analysis (including alternative analysis, cost 

effective analysis, and risk analysis) has also been developed for each over-threshold 

project. These are reviewed by the Department’s executive review boards and 

submitted to OMB in the form of business case, Exhibit 300. Those investments that 

pass review are submitted as part of the Department’s budget request and are included 

in this plan. 

The plan illustrates how the Department has made significant improvements in 

managing its capital assets by fully embracing the life-cycle approach. VA no longer 

focuses primarily on the selection of a capital investment -- the Department now places 

emphasis on all stages, formulation through disposal. VA has also adopted innovative 

approaches such as developing a CAMS portfolio management system and establishing 

capital portfolio goals in order to track an asset’s performance over its life. In addition, 

VA continues to utilize the capital management tools described (such as enhanced-use 

leasing) in the plan in order to maximize resources and enhance service to veterans. 
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10. APPENDICES
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APPENDIX A - GLOSSARY OF TERMS

Alternatives – Viable options to achieve the same programmatic goals wherever 

practical and more cost beneficial, including new program design or operational 

improvements through cross-cutting initiatives or cross-servicing prior to selecting an 

alternative. 

 

Analytical Hierarchy Process (AHP) – A multi-attribute decision technique that is well 

established in operations research literature. AHP uses a hierarchical model 

comprised of a goal, criteria, sub-criteria, and alternative outcomes or conditions for 

each problem or decision. It is a general method for structuring intricate or ill-defined 

problems and is built around the three principles of: constructing hierarchies; 

establishing priorities; and logical consistency. 

Baseline Assessment – Examines existing portfolio and current performance of an 

asset, and establishes an assessment of need using various evaluation activities. 

Building Decisions – A decision regarding the design, financing, engineering, 

construction, management, or operation of a building. 

Business Case Application – A document of the Capital Asset Management System 

(CAMS) that is used for the review and approval of a capital investment. Commonly 

called an application. A business case application encompasses all required elements 

of the OMB Exhibit 300 and is used for the review and approval of all capital asset 

categories under the jurisdiction of the Departmental capital investment planning 

process, whether or not appropriated funds are required. 

Call Memorandum – A memorandum issued annually outlining the general parameters 

necessary to complete the investment application cycle for the review, evaluation, 

prioritization and selection of a proposal for inclusion in the VA Capital Plan. 

Capital Assets – Land, structures, equipment, and intellectual property (e.g., software) 

that are used by the Federal Government and have an estimated useful life of two 

years or more. 

Capital Costs – The costs of acquiring, substantially improving, expanding, changing 

the functional use of, or replacing a building or building systems. 

CARES - Capital Asset Realignment for Enhanced Services – The CARES process 

integrates health care planning and capital asset realignment planning to maximize 

efficiency, better distribute resources and provide the best quality health care services 

to veterans. This analysis begins with a network level, system wide determination of 

the appropriate markets for planning. CARES projects are those capital investments 

directly related to CARES implementation that must be approved by the Secretary 

including major, minor and non-recurring maintenance projects. 
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CARES Senior Resources Group (SRG) – This group is made up of the most senior 

leaders of the Department (primarily VHA) and is chaired by the Deputy Secretary. The 

CARES SRG is responsible for providing strategic guidance, advocacy, and resource 

mobilization in support of the CARES program. 

Cost-Benefit Analysis – A systematic quantitative method of assessing the desirability 

of government projects or policies when it is important to take a long view of future 

effects and a broad view of possible side-effects. (OMB Circular A-94) 

Cost-Effectiveness Analysis – A systematic quantitative method for comparing the 

costs of alternative means of achieving the same stream of benefits or a given 

objective. (OMB Circular A-94) 

Critical Path Milestones (CPM) – Critical path milestones represent significant points 

in the development of a project where the initiation of each milestone is dependent on 

the completion of a prior milestone (i.e., a linear process). As a result, monitoring each 

CPM through the use of a project plan and earned value analysis will improve overall 

project management within the Department. 

Customer Service Criteria – Serving our Nation’s veterans is a fundamental part of 

the VA function. The Department exists to give meaning, purpose, and reality to 

America’s commitment to veterans. Customer service is a vital part of that function. 

The goal of VA is to be the very best in the market place, because it is what our 

veterans deserve. The extent to which VA is providing quality customer service can be 

measured by evaluating the following criteria: Increase in New or Existing Customers; 

Customer Satisfaction; and Customer Access. Together, these create a 

comprehensive value of the way our country’s veterans are serviced by our great 

Nation. 

Discounting – A technique for converting cash flows that occur over time to equivalent 

amounts at a common time. 

Disposal Plan – Issues to be addressed at the end of an asset’s life cycle including the 

removal of the asset from service, planning for the transition to a replacement if 

required, and final removal of the asset from the agency’s property inventory in a timely 

cost-effective manner. Disposal of complex assets or systems may involve a multi-year 

process requiring significant effort and funding. 

Earned Value – A management technique that relates resource planning to schedules 

and to technical, cost, and schedule requirements. All work is planned, budgeted, and 

scheduled in time-phase “planned value” increments constituting a cost and 

measurement baseline. As work is performed, it is ‘earned’ on the same basis it was 

planned, in dollars or other quantifiable units such as labor hours. 

Economic Life – The time span over which the firm expects to receive the benefits of 

an asset. 
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Energy Savings Performance Contracts (ESPC) – A program developed by the 

Department of Energy designed to reduce energy consumption in federally owned and 

operated facilities. It is assumed that by reducing energy consumption, the demand for 

constructing additional generation plants will not be necessary. A typical ESPC 

contract consists of VA hiring a private developer who invests their capital in hightechnology energy improvements, which results in VA significantly reducing energy 

consumption. A significant portion of the savings is passed on to the developer in the 

form of annual payments, which amortizes their investment up to a period not to 

exceed 25 years. 

Enhanced-Use – Leasing out underutilized VA property on a long-term basis to nonVA users for uses compatible with VA programs. The Department can obtain facilities, 

services, and/or money for VA requirements that would otherwise be unavailable or 

unaffordable. 

Enhanced Sharing Agreement – Allows individual facilities to contract out for services 

with any health-care provider, or other entity or individual. These contracts can be 

made for acquisition of infrastructure, equipment, IT, and personnel services. There 

are no maximum dollar limitations for the investments. 

Equipment Capital Purchases – Any equipment or interconnected system or 

subsystem of equipment used in the automatic acquisition, storage, manipulation, 

management, movement, control, display, switching, interchange, transmission, or 

reception of data or information. 

Other equipment purchases/leases – Non-capital purchases or leases for equipment 

as defined above. (Object class 23.3 & 31.0) 

Exit Strategy – An exit strategy is a divestment plan. It is a planned methodical 

disposal implementation plan set in motion at the end of the useful life of a capital 

asset. This data is consolidated into a disposal plan that culminates at the end of an 

asset’s life cycle that may include the removal of the asset from service, planning for 

the transition to an alternative use or the removal of the asset from the inventory by 

transfer of deed of the property, sale, or demolition in a timely manner. Disposal of 

complex assets or systems may involve a multi-year process requiring significant effort 

and funding. 

Fair Market Value – The estimated amount that can be realized, determined by the 

price at which a bona fide sales have been consummated for project of like kind, 

quality, and quantity in a particular market at any moment in time. 

Future Value – The value of a benefit or a cost at some point in the future, considering 

the time value of money. 

Gap Analysis – To identify the “as is” and “to be.” Then defining the steps to move 

from “as is” to “to be”. 
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Inflation – The proportionate rate of change in the general price level, as opposed to 

the proportionate increase in a specific price. Inflation is usually measured by a broadbased price index, such as the implicit deflator for Gross Domestic Product or the 

Consumer Price Index. (OMB Circular A-94) 

Information Technology – Any equipment or interconnected system or subsystems of 

equipment that are used in the automatic acquisition, storage, manipulation, 

management, movement, control, display, switching, interchange, transmission, or 

reception of data or information by the executive agency. (see OMB Capital Planning 

Guide, pg. 79, for additional clarification.) 

Infrastructure Projects – Building systems, additions, new construction, renovation, 

parking garages, acquisitions and disposal of properties. 

Investment Proposal Team (IPT) – Business lines should apply an integrated project 

and process development approach to manage capital assets, using the IPT for 

continuity and accountability. The team should be cross functional to accomplish tasks 

and reflect the user community and the project’s stakeholders. The IPT should have a 

core of project management, technical proficiencies appropriate to the investment 

proposal, value management, budget, finance, and procurement knowledge. 

Life Cycle Cost – The overall estimated cost for a particular program alternative over 

the time period corresponding to the life of the program, including direct and indirect 

initial costs plus any periodic or continuing costs of operation and maintenance. (OMB 

Circular A-94) 

Maintenance and Repair Costs – The total of labor, material, and other related costs 

incurred in conducting corrective and preventative maintenance and repair on a 

building, or on its systems and components, or both. 

Maintenance Plan – Activities/plans to ensure asset is maintained and meets VA 

maintenance requirements. 

Medical Equipment – Any diagnostic or treatment modality used in the delivery of 

health care. 

Mission – Clear and concise statement, summarizing what the agency or office does 

and presenting the main purpose for its major functions and operations. 

Mitigation Plan – A plan created by the VA Capital Investment Panel for identifying 

and correcting deficiencies or improving in the capital investment application prior to 

OMB submission. 

Needs Assessment – A research and planning activity designed to determine the 

extent and needs of a population or community, to evaluate existing (baseline) 

programs and the utilization patterns, and plan programs to meet those needs. Five 

predominant approaches include: the key informant (health care provider) approach, 

the community forum (stakeholder) approach, rates-under-treatment approach, social 

indicators approach, and the field survey approach. 
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Net Present Value – The difference between the discounted present value of benefits 

and the discounted present value of costs. (OMB Circular A-94). 

Non-CARES – Capital investments, and information technology projects that are not 

approved through the CARES process. 

Non-Medical Equipment – Non-recurring items used by NCA and VBA such the heavy 

equipment used for burials. 

Objectives – A more specific statement presenting something that is to be 

accomplished. It is more specific than a strategic goal, but general enough to allow 

flexibility in how it will be accomplished. An objective must relate directly to and 

support accomplishment of the strategic goal. 

One VA – One VA refers to the initiative’s ability to address a crosscutting initiative 

proposed by one administration that supports at least one other administration in a 

combined effort to deliver seamless integration of benefits or services to the customer. 

One VA customer service is further defined as the ability to provide One VA world class 

service to veterans and their families through the effective management of people, 

technology, processes and financial resources. 

Operating Cost – The expenses incurred during the normal operation of a building or a 

building system, IT systems or component, including labor, materials, utilities, and other 

related costs. 

Opportunity Cost – The maximum worth of a good or input among possible alternative 

uses. (OMB Circular A-94) 

Outcomes – An assessment of the results of a program activity compared to its 

intended purpose. 

Outlay – Actual dollars already spent. 

Output – Information, product or procedure that is received, analyzed, and improved 

upon before submission or completion. 

Panel – Refers to the Veterans Affairs Capital Investment Panel (VACIP) or CARES 

SRG Panel. 

Payback – The amount of time it takes to recover the initial investment on a project. 

Payback is calculated by comparing the cumulative costs and benefits in present value 

terms, to identify how long it takes to payback the initial investment outlay. The 

calculation of Payback is based on standard cash flows (initial cash investments 

followed by positive cash returns). For non-standard cash flows, the Payback 

calculation is based on the first “payback”, and it should therefore be noted in these 

cases that subsequent outflows and inflows may exist. 

Performance Gap – The unmet need between the baseline activity and the capacity of 

the existing asset against the projected demand. (See also Gap Analysis). 
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Performance Goals – Descriptions of the milestones for each strategic goal in the 

strategic plan year. Performance goals also appear in the annual performance plan for 

the specific year covered by the performance plan as defined levels (targets) that are 

quantifiable and measurable. 

Performance Measures/Standards – An indicator having a numerical target level or 

other measurable value, this facilitates the future assessment of efficiency, 

effectiveness, and results. Quantitative outputs/outcomes/results, e.g. timeliness, error 

and defect rates, complaints, customer satisfaction levels and responsiveness rates 

(cost per unit of result, service, or output), and receipt, collection and credit obligation 

rates. 

Personnel (Compensation and Benefits) – Includes the salary (compensation) and 

benefits for government personnel (both civilian and military) who perform information 

technology function 51% or more of their time. Functions include but are not limited to 

policy, management, systems development, operations, telecommunications, computer 

security, contracting, and secretarial support. Personnel in user organizations who 

simply use information technology assets incidental to the performance of their primary 

functions are not to be included. 

Physical Life – Anticipated number of productive years of an asset. 

Portfolio Monitoring – A tool for weighing the risk and return of potential project 

portfolios against one another. 

Program Evaluation – The evaluations of programs or services to determine their 

effectiveness and/or efficiency. Program evaluations are often the basis for which 

strategic goals are formed. 

Project Cost – Identifies the funds needed as a cost target in the requested budget 

year. 

Project Plan – The documented establishment of critical path milestones, including 

individual planned expenditures and schedules per milestone. 

Projected Workload – The estimated future workload that establishes an approved 

forecast target, which the proposal will satisfy, as the unmet need. 

Recurring Costs – Those costs that are incurred in a regular pattern each year 

throughout the study period. 

Renovation – The modification of an existing building or facility to include new 

functions and systems, or accommodate the growth of existing programs and 

components improving functional adjacencies and technical requirements. 

Replacement Cost – Building component replacement and related costs, included in 

the capital budget that is expected to be incurred during the study period. 
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Resale Value – The monetary sum expected form the disposal of an asset at the end 

of its economic life, its useful life, or at the end of the study period. 

Residual Value – The salvage value of an item, after depreciation or at the end of its 

useful life. Residual value is calculated for the new investment and is entered in the last 

year of the appropriate cost-effectiveness analysis template. Residual value is deducted 

from the total cost of the investment and included in the calculation for net present value. 

Return on Taxpayer Investment Criterion – The taxpayers of this country expect that 

their hard-earned dollars be spent only after extensive and thoughtful consideration. To 

honor this commitment, VA only evaluates proposals, which have undergone thorough 

analysis. This analysis includes Cost-Effectiveness Analysis, Alternatives Analysis, Cost 

Savings Analysis, and Non-quantifiable Benefits Analysis. Together, the use of these 

criteria demonstrates our respect for the veteran and the American people. 

Return on Investment (ROI) – is the percentage return that is received from each 

dollar invested. A positive ROI indicates that present value savings are greater than 

present value costs, whereas a negative ROI indicates that present value costs exceed 

present value savings. 

Risk Criterion – Risk is an inherent part of any capital investment. However, project 

risk can be mitigated. Identifying and controlling project risk can significantly impact a 

project’s success. 

Risk/Return – The foundation by which portfolio monitoring is based. When the two 

variables are weighed against one another, they project the most efficient combination 

of projects among the array of proposals. 

Salvage Value – The value of an asset, assigned for tax computation purposes that 

are expected to remain at the end of the depreciation period. 

Seismic Criterion – The seismic criterion refers to the initiative’s ability to mitigate an 

immediate and verifiable seismic threat to VA staff, patient, and the public. This 

includes: information on what percentage of the project cost is dedicated to seismic 

criterion (at least 50% of the project’s investment value should be dedicated to this 

feature before it is considered under this category); engineering study certification of 

the condition of the structure; certification of the seismic zone; and acknowledgement 

of inclusion in the VA Seismic Study completed in response to the Presidential 

Directive on seismic safety. 

Software – Any software, including firmware, specifically designed to make use of and 

extend the capabilities of Federal information Processing (FIP) equipment. 

Capital Purchases – Software purchases (including one-time obligations for longterm licenses) or leases costing $35,000 or more for system programs; application 

programs; and commercial off the shelf (COTS) software. Software also includes 

independent subroutines, related groups of routines, sets or systems of programs; 

databases, and software documentation. 

Other Software Purchases/leases – Software purchases or leases costing less 

than $25,000. 
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Software Costs – The costs associated with developing program language or adapting 

commercial off-the-shelf programs for specific agency functions as well as the testing, 

roll-out, and installation into the existing or planned system architecture. 

Special Emphasis Criterion – Special emphasis refers to the project’s ability to 

support one or more of VA’s Special Emphasis Programs which include: Spinal Cord 

Injury; Seriously Chronically Mentally Ill; Traumatic Brain Injury; Blind Rehabilitation; 

Post Traumatic Stress Disorder; Prosthetics (Amputation). 

Strategic Alignment – The VA strategy defines the mission and goals of the 

Department. It is this strategy which weaves the path to the VA’s future. Alignment 

with these objectives creates a Department working in unison toward accomplishing the 

goal. The VA Strategic Goals include: Quality of Life, Ensure Smooth Transition, Honor 

and Memorialize, Public Health and Socioeconomic Well Being, and One VA. 

Strategic Management Council (SMC) – The SMC identifies and manages strategic 

and operational issues and provides a unified approach to problem solving. The SMC, 

chaired by the Deputy Secretary, makes recommendations for actions and decisions to 

the VA Executive Board, which is chaired by the Secretary. 

Supplies – Any consumable item designed specifically for use with equipment, 

software, services, or support services. 

Total Life-Cycle Costs – All direct and indirect costs, including planning and other 

costs or procurement; all periodic or continuing cost of operation and maintenance and 

cost of decommissioning the disposal. It can be used to determine whether or not a 

given project, which is expected to reduce future costs, is economically justified or to 

determine the efficient scale of investment when several levels of investment are under 

consideration. 

Useful Life – The period of time over which an investment is considered to meet its 

original objective and/or function. 

VA Executive Board (VAEB) – The VAEB is chaired by the Secretary and provides 

him with a forum discussion with his most senior leadership before he makes ultimate 

decisions for the Department. 

Workload – Expected amount of work to be performed in a set amount of time (e.g., 

number of exams, studies, or users and will be determined by category of investment). 
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APPENDIX B – FACILITY CONDITION ASSESSMENTS

VHA Facility Condition Assessment Data 

The actual Facility Condition Assessment (FCA) was used locally by the VISNs as a 

reference when determining how to meet future space demands based on workload. 

The FCA scores were not used directly in the national database, as the FCA is very 

detailed with information at the building level. CARES was a large macro project that 

was done at a facility level, not a building level; therefore, we incorporated the results of 

the FCA in two areas: 

• Identifying the space that requires renovation 

• The cost estimate of the renovation 

Identifying space that requires renovation/upgrades: All of the space in VHA was 

“scored” on a scale of 1-5 based on the average of the score in the following 4 areas – 

code compliance, handicapped accessibility, patient privacy and layout of the space. It 

there were electrical or mechanical upgrades identified as being needed in the FCA, 

then the space would score low on the code compliance. The FCA score then made 

up 1⁄4 of the Space Condition score. The VISNs were encouraged to renovate existing 

space (space that was not changing functions) with a space condition score of 3 or 

below (on a scale of 1-5, with 5 being the highest). 

Identifying Costs 

Renovation costs varied depending on the condition of the space – if the space scored 

a 1 or 2, then a complete demo and full renovation (including building systems) was 

required and factored into the costs. A score of 3 would include some renovation work 

and limited system replacements or upgrades. If the space had a score of 4, and the 

VISN chose to renovate it, then the cost was based on a light renovation. If the space 

was identified for converting functions, such as from administration to patient care, the 

renovation costs were adjusted for the condition of the space and the conversion from 

one function to another. If the space score was low, then the space would be 

renovated before utilized, and the costs would reflect this. (The renovation unit costs 

were provided by the Office of Facilities Management.) The only costs not included in 

these renovation costs are the additional costs for such things as seismic corrections, 

which could not be estimated on a national basis. However, the VISN is told to include 

these in the additional costs/savings/profits section, so those costs will be captured in 

the analysis. 
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APPENDIX C – CAPITAL DECISION CRITERIA

Departmental Alignment This criterion is comprised of priorities from the President’s 

Management Agenda and Secretary’s goals for improved management and 

performance across the Department (e.g., DoD collaboration, strategic realignment and 

intra-agency projects). 

Service Delivery Enhancements

This criterion addresses how the capital investment meets CARES market plan 

implementation. It focuses requirements on improving customer service, access to 

quality health care, and identifying opportunities for maximizing the volume of veterans 

served to effectively reduce gaps in projected workloads. 

Financial Priorities 

This criterion addresses the specific financial metrics, benefits and risks of the selected 

acquisition when compared to other explored alternatives (e.g., comparing the life cycle 

costs and net present value of leasing versus building). 

Capital Portfolio Goals

This criterion addresses how the capital investment meets VA’s capital portfolio goals 

such as increasing intra- and interagency and community-based sharing and 

decreasing underutilized assets and operating costs while enhancing revenue 

opportunities. 

Safeguard Assets

This criterion addresses how well the capital investment results in a decrease in 

designated high-risk assets or increases the Department’s compliance with safety, 

security, accessibility, and/or accreditation laws and regulations including seismic, life 

safety, and homeland security projects. 

Customer Service

This criterion addresses the extent to which VA is providing quality customer service, 

which can be measured by evaluating the following criteria: Increase in New or Existing 

Customers, Customer Satisfaction, and Customer Access. 

Special Emphasis

This criterion gives preference to those capital investments that substantially support 

special emphasis programs and services including: spinal cord injury and disorders; 

blindness; traumatic brain injury; serious mental illness; and post-traumatic stress 

disorder. 
VA 5-Year Capital Plan FY 2004 – 2009

164
VA 5-Year Capital Plan FY 2004 – 2009

165

APPENDIX D - REFERENCES

VA Web Sites 

• VA Capital Investment Process HUhttp://vaww.va.gov/UHoaemU or 

HUwww.va.gov/budget/capitalUH

• VA Information Resources Management Uhttp://UHwww.va.gov/oirmUH

• VA Facilities Management Uhttp://www.va.gov/facmgt/ U

VA Documents 

• VA Capital Investment Methodology Guide HUhttp://vaww.va.gov/oaemUH or call 

Office of Asset Enterprise Management at (202) 273-9702 

• Department of Veterans Affairs Strategic Plan FY 2001-2006 

Uhttp://www.va.gov/opanalysis/strategicplan00/U or call Strategic Planning Service 

at (202) 273-8766 or (202) 273-5068 

• Departmental Performance Plan – Department of Veterans Affairs FY 2004 

Congressional Budget Submission, Volume 5 

HUhttp://www.va.gov/budget/performance.htmUH 

Information Technology Documents 

• Information Technology Strategic Plan 

HUhttp://www.va.gov/oirm/cio/ITStrategicPlan.pdfUH or call Office of Policies, Plans 

and Programs at (202) 273-8127 

• VA IT - Investment Management Guide 

http://www.va.gov/oirm/ITplanning/IT_Capital_Investment_Guide.asp 

NCA 

• National Cemetery Strategic Plan, Planning Division (402A2) 

Uhttp://www.va.gov/opanalysis/strategicplan00/U
VA 5-Year Capital Plan FY 2004 – 2009

166

VBA 

• Surveys and Research Staff of the Data Management Office for VBA 

Intranet -- HUhttp://vbaw.vba.va.gov/bl/20/cfo/surv/srsindex.htmlUH or 

Internet –HUhttp://www.vba.va.gov/surveysUH

• Employee and Customer Satisfaction Surveys, Contact name: Lynne Heltman 

• Compensation & Pension projected workload, C&P Service budget staff 

• Hardware and Software Cost data, Office of Information Management 

• Payroll/Pension/Supply Cost data, Office of Resource Management 

• VBA Strategic Plan Uhttp://www.va.gov/opanalysis/strategicplan00/U

VHA 

• CARES Portal VISN Support Service Center (VSSC) Uhttp://vssc.med.va.gov/U

• Survey Support National Customer Feedback Center 

• VHA Performance Plan Uhttp://vaww.va.gov/vhaopp/default.htmU

• VISN Network Plans, Office of Policy, Planning and Performance (105) 

• VHA Strategic Plan Uhttp://www.va.gov/opanalysis/strategicplan00/U

OMB Documents 

• OMB Circular A-11, Preparation and Submission of Budget Estimates 

(11/14/02) HU http://www.whitehouse.gov/omb/circulars/a11/02toc.html UH

• OMB Capital Programming Guide, Supplement to OMB Circular A-11 

HUhttp://www.whitehouse.gov/OMB/circulars/a11/cpgtoc.htmlUH

• OMB Circular A-94, Guidelines and Discount Rates for Benefits-Cost Analysis 

of Federal Programs HUhttp://www.whitehouse.gov/OMB/circulars/a094/a094.htmUH

• OMB Circular A-130, Management of Federal Information Resources (7/21/02) 

HUhttp://www.whitehouse.gov/omb/circulars/a130/a130appendix_iii.html UH

• OMB Policy Letter 92-1, Inherently Governmental Functions (9/23/92) 

Uhttp://www.arnet.gov/Library/OFPP/PolicyLetters/Letters/PL92-1.htmlU 
VA 5-Year Capital Plan FY 2004 – 2009

167

Other Federal Documents 

• Federal Acquisition and Streamlining Act (FASA) of 1994 

HUwww.va.gov/budget/capital/index.htm UH Reference Library, Additional References 

• GPRA Government Performance and Results Act of 1993 

HUwww.va.gov/budget/capital/index.htmUH Reference Library, Additional References 

• Clinger-Cohen National Defense Authorization Act of 1996 

HUwww.va.gov/budget/capital/indexUH.htmU Reference Library, Additional References 

• Computer Security Act of 1987 (PL 100-235) 

Uhttp://csrc.nist.gov/secplcy/csa_87.txtU

• NIST Special Publication 800-18 

• Federal Acquisition Strategy (FAR)- Part 7- Acquisition Planning (Federal) 

• Federal Acquisition Strategy (FAR)- Part 807- Acquisition Planning (VA) 

• Homeland Security 2002 – HUhttp://www.e-gove.comUH

• President’s Management Agenda – 

HUhttp://www.whitehouse.gov/omb/budintegration/pma_index.htmlUH
VA 5-Year Capital Plan FY 2004 – 2009

168



VA 5-Year Capital Plan FY 2004 – 2009

172 
VA 5-Year Capital Plan FY 2004 – 2009

173 

APPENDIX F – VHA MINOR CONSTRUCTION PROJECTS FY 2004

(SORTED BY VISN)

VISN Location Description Priority Total Est. 

Cost 

Planned 

Obligations 

1 Boston MA Medical Surgical Unit, B1-2N 30 3,306,250 3,306,250

1 Boston MA 

Support Services modification 

Phase 2 36 1,470,000 147,000

1 Boston MA Prosthetics Consolidation 39 1,412,250 1,337,250

1 Togus ME Ambulatory Surgery 51 1,660,000 1,515,000

1 Boston MA Dental Clinic Consolidation 64 1,562,500 1,562,500

1 West Haven CT Dialysis Relocation 110 3,785,000 301,200

1 West Haven CT Cardiac Cath Lab 121 1,152,450 118,200

1 West Haven CT SPD Enhancements 165 3,541,000 3,219,100

1 West Haven CT SCI Rehabilitation R&D Facilities 170 3,491,250 3,491,250

 Total 21,380,700 14,997,750

2 Albany NY 

Consolidate Inpatient & Outpatient 

Pharmacies 120 3,490,000 260,000

2 Syracuse NY Construct Addition for Cath Lab/CT 146 2,619,625 298,200

2 Albany NY 

Renovate 1st Floor for VSC & 

Clinics 169 3,023,000 2,743,000

2 Syracuse NY Construct New Main Entrance 173 1,087,250 1,031,875

 Total 10,219,875 4,333,075

3 Castle Pt NY Expand OPC H-2 32 3,375,000 250,000

3 Northport NY Expand Outpatient Space 50 3,850,000 350,000

3 Northport NY 

Expand Primary Care/Renovate 

Radiology 58 3,300,000 3,000,000

3 E Orange NY Consolidate MICU & SICU Units 135 3,937,000 325,000

3 Bronx NY Expand Eye Clinic 151 3,525,000 3,225,000

 Total 17,987,000 7,150,000

4 Clarksburg WV 

Outpatient Support - Specialty 

Care Services 35 3,629,248 3,350,680

4 Philadelphia PA Renovate 7th Floor 55 3,980,000 420,000

4 Erie PA 

Outpatient Support - 

Anc/Diag/Specialty Care 59 3,309,011 275,819

4 Pittsburgh PA Sleep Lab/Cath Lab 85 3,383,265 3,125,000

4 Lebanon PA Consolidate ICU and Urgent Care 95 3,494,000 3,494,000

4 Aspinwall PA 

V4 and VAPHS Data Center 

Consolidation 154 3,744,000 320,000

4 Philadelphia PA Renovate 3rd Floor Research 161 3,220,000 2,900,000

4 Philadelphia PA Pedestrian Bridge 171 2,270,000 2,100,000

 Total 27,029,524 15,985,499

 

5 Washington DC Fort Belvoir VA OPC 25 2,300,000 2,300,000

5 Baltimore MD 

Medical Specialty OPC 

Improvements 33 3,827,935 3,360,000

5 

Baltimore - 

LR MD Expand Outpatient Clinic 42 3,750,000 323,000

 Total 9,877,935 5,983,000

6 Asheville NC Correct SPD Deficiencies 28 1,283,000 1,116,000
VA 5-Year Capital Plan FY 2004 – 2009

174 

VISN Location Description Priority Total Est. 

Cost 

Planned 

Obligations 

6 Hampton VA Construct Intensive Care Unit 46 2,840,000 282,000

6 Asheville NC 

Renovate Surgical Intensive Care 

Unit 61 2,308,755 2,053,000

6 Asheville NC 

Renovate Medical Intensive Care 

Unit 83 2,765,000 296,000

6 Salisbury NC Renovate Surgical Suite 87 2,173,000 185,000

6 Durham NC Renovate Patient Wards 93 3,840,000 3,555,000

6 Durham NC New Research Building 168 3,900,000 300,000

 Total 19,109,755 7,787,000

7 Augusta GA SCIU Renovation, Ph II, Bldg 801 1 3,497,981 3,347,981

7 Charleston SC 

CBOC - Naval Weapons Station, 

Goose Creek 24 4,903,070 564,070

7 Birmingham AL Specialty Care Expansion 38 3,590,222 265,942

7 Charleston SC Clinical Specialties Addition 44 3,900,000 3,530,000

7 Charleston SC Inpatient Patient Privacy, 3BN 56 2,391,000 2,150,000

7 Charleston SC Inpatient Patient Privacy, 4B North 57 2,986,000 308,000

7 Columbia SC 

Community Standard Upgd Inpt 

Med Beds 4W 68 3,601,664 323,000

7 Atlanta GA 

Renovate 9th Floor for Medical 

Ward 78 3,900,000 3,600,000

7 Columbia SC 

Renovate NHCU, Building 103, 

Phase 1 89 3,692,832 403,000

7 Tuscaloosa AL New Dietetic Facility 90 3,999,000 3,999,000

 Total 36,461,769 18,490,993

8 San Juan PR Chiller Plant Emergency Power 6 2,500,000 2,500,000

8 San Juan PR 

Outpatient Addition (OPA) Emerg 

Power Needs 9 2,000,000 2,000,000

8 Miami FL Renovate Ors 62 2,992,278 2,768,152

8 Tampa FL Upgrade & Expand Main Lab, Ph I 66 2,999,955 2,553,000

8 Tampa FL Upgrade Main Lab, Ph II 67 2,999,908 446,955

8 Bay Pines FL Emerg Dept Exp with Obsv Unit 72 2,900,000 2,610,000

8 Miami FL Renovate 11CD (CARES PI) 73 1,360,613 115,600

8 

W Palm 

Beach FL 

Renovate 9th Floor for Outpatient 

Clinic 77 2,472,000 2,247,000

8 Tampa FL Emerg Rm, Ph I 79 3,927,795 335,032

8 Bay Pines FL 

Renovate Surgical, Medical and 

Cardiac ICUs 80 2,950,000 295,000

8 

W Palm 

Beach FL ICU Bed Expansion 101 1,499,962 1,322,101

8 

W Palm 

Beach FL ER Expansion 108 2,000,000 200,000

8 

W Palm 

Beach FL 

Renovate 8th Floor for Specialty 

Care 109 2,500,000 225,000

8 Lake City FL 

Renov Wards 2N & 3N for 

Med/Surg Pat Priv 119 2,991,409 254,588

8 Tampa FL Renov OR Ph I 125 2,995,000 2,549,000

8 San Juan PR Parking Replacement 142 3,900,000 3,600,000

 Total 42,988,920 24,021,428

9 Louisville KY 

Upgrade and Expand Emergency 

Care Spaces 70 3,900,000 3,552,000
VA 5-Year Capital Plan FY 2004 – 2009

175 

VISN Location Description Priority Total Est. 

Cost 

Planned 

Obligations 

9 Memphis TN 

Space & Privacy Correct for ER 

and Admission 99 1,932,000 1,731,000

9 Nashville TN Ward Upgrade, Ph III 106 4,000,000 3,630,000

9 Louisville KY 

Remodel Endoscopy and 

Hemodialysis 131 3,558,341 302,838

9 Nashville TN 

Laboratory Function & 

Infrastructure Improve 134 3,937,000 395,000

9 Mtn Home TN Consol Kitchen 148 3,979,333 360,000

 Total 21,306,674 9,970,838

10 

Cleveland -

WP OH Relocate Outpatient Mental Health 23 3,182,000 3,182,000

10 

Cleveland -

WP OH 

Relocate Lab Services at Wade 

Park to New Third Floor on 

Ambulatory Care Addition 26 3,893,000 3,893,000

10 Cincinnati OH Remodel/Expand SICU 76 3,357,000 3,056,000

10 Cincinnati OH Outpatient Specialty Care Clinics 141 3,989,000 426,000

 Total 14,421,000 10,557,000

11 Ann Arbor MI Renovate 5 North, Patient Ward 92 2,370,000 2,140,000

11 Indianapolis IN 

Expand Specialty/Primary Care 

Clinics 118 5,500,000 500,000

11 Ann Arbor MI Install Secondary Electrical Feed 172 2,340,000 2,340,000

 Total 10,210,000 4,980,000

12 Hines IL 

Renovate Acute Care B200 7th 

Floor 29 3,941,000 3,601,000

12 Hines IL 

Renovate Acute Care - 

Hematology/Oncology 34 3,980,000 340,000

12 Hines IL Relocate/Consolidate ICUs 40 3,947,500 3,647,500

12 Chicago IL 

Modernize Laboratory Areas 4th 

Floor Bldg 1 41 3,699,394 375,000

12 Chicago IL Modernize Radiology Department 43 3,216,895 369,285

12 Milwaukee WI Nursing Home Care Modifications 45 3,877,000 3,527,000

12 Iron Mtn MI Relocate/Renovate NHCU 47 4,285,830 272,454

12 Hines IL 

Renovate Emergency Department 

Bldg 200 54 5,800,000 560,000

12 

Chicago - 

WS IL Research Laboratory 63 2,685,000 220,000

12 Milwaukee WI Acute Care Modifications 65 3,973,068 310,500

12 Chicago IL Modernize Emerg. Dept., Bldg 1 75 3,574,000 3,574,000

12 N. Chicago IL 

Modernize Acute Care Wards 2A & 

4B 86 2,178,000 1,974,000

12 Chicago IL 

Modernize Food & Nutrition Areas, 

Bldg 1 143 1,892,000 1,826,000

 Total 47,049,687 20,596,739

15 Kansas City MO Interventional Cardiology 107 2,585,000 2,585,000

15 St. Louis JB MO Relocate Prosthetics 117 1,954,000 238,000

15 Marion IL Interventional Cardiology 130 1,664,767 1,664,767

15 St. Louis - JC MO EUL Raised Parking Decks 147 2,000,001 2,000,001

15 St. Louis MO Relocate Animal Research Facility 150 1,479,000 1,479,000

15 Kansas City MO Acquisition of Kaiser Bldg 157 3,000,000 3,000,000

15 Kansas City MO Replace Boilers 167 3,500,000 300,000

 Total 16,182,768 11,266,768
VA 5-Year Capital Plan FY 2004 – 2009

176 

VISN Location Description Priority Total Est. 

Cost 

Planned 

Obligations 

16 Muskogee OK 

Renovate 5-East for Bldg 53, 

Inpatient Pysch 31 1,528,000 130,000

16 Biloxi MS Expand ER/Outpatient Pharmacy 71 3,910,000 340,000

16 Houston TX Renovate NU 4H for Oncology/GI 123 2,073,000 2,073,000

16 Little Rock AR CVICU/Heart Program 129 1,980,000 154,000

16 Alexandria LA Construct Addition to B-45 133 3,740,000 3,400,000

16 Jackson MS 

Provide 2nd Floor I-Bldg for Clinic 

Expansion 139 3,245,000 2,967,000

16 Ok City OK 

Renovate Inpatient Acute Psych 

Unit 140 3,525,000 3,225,000

16 Fayetteville AR Addition for MRI 149 2,665,380 269,580

16 N Orleans LA Add Elevators 160 6,180,000 530,000

16 Ok City OK Surface Parking Lot, Ph 2 164 1,320,000 1,200,000

 Total 30,166,380 14,288,580

17 Temple TX 

Expand Amb Care to Reduce 

Waiting Time 37 2,935,000 300,000

17 San Antonio TX Accommodate Specialty Clinics 60 3,300,000 320,000

17 Temple TX 

Clinical Special Emphasis & Rehab 

Programs Integration 74 1,605,000 131,000

17 Dallas TX Upgrade Day Procedure, Ph II 100 1,320,000 1,200,000

17 Dallas TX 

Patient Privacy/UFAS Deficiencies, 

Ph 8 105 2,200,000 500,000

17 San Antonio TX Research Addition, Ph II 116 4,000,000 370,000

17 Dallas TX Relocate Geropsychiatry 132 3,900,000 350,000

17 Dallas TX Transitional Care Unit 138 3,300,000 300,000

17 San Antonio TX Relocate Clinical Lab 153 2,830,000 580,000

 Total 25,390,000 4,051,000

18 El Paso TX Outpatient Ambulatory Care Space 53 3,950,000 344,978

18 Prescott AZ 

Expand Medical Specialty Care 

Clinic Space 88 3,955,000 350,000

18 Tucson AZ Renovate Ward 2 South 97 2,700,000 2,430,000

18 Phoenix AZ Renovate Ward 4C 115 1,450,944 1,318,000

18 Phoenix AZ Renovate Existing OR Suite 128 1,952,325 1,802,325

18 Tucson AZ Research Wet Labs 163 3,332,000 284,000

 Total 17,340,269 6,529,303

19 Ft. Harrison MT Expand Specialty Care 96 3,922,000 341,000

19 Cheyenne WY Clinic Expansion 114 1,695,000 150,000

19 Sheridan WY 

Renovate/Expand Mental Health 

B6 137 730,310 667,310

 Total 6,347,310 1,158,310

20 White City OR Replace Dom Bldgs 215 & 216 2 3,900,000 350,000

20 Portland OR Replace Exterior Skin B100 & 101 3 3,999,999 350,000

20 

American 

Lake WA Correct Seismic Def, B18 5 2,733,000 200,000

20 Anchorage AK Dom Seismic Upgrade 7 3,921,250 450,000

20 

American 

Lake WA Renovate B85, Floor 3 & Roof 13 3,800,000 3,575,000

20 Seattle WA Correct Seismic Deficiencies 15 1,724,000 1,601,000

20 Portland OR Seismic Mitigation 16 4,000,000 330,000

20 Portland OR B-16 Seismic Corrections 17 2,822,250 2,584,250
VA 5-Year Capital Plan FY 2004 – 2009

177 

VISN Location Description Priority Total Est. 

Cost 

Planned 

Obligations 

20 Portland OR B-6 Seismic Corrections 18 2,633,150 2,414,150

20 Seattle WA D&T Seismic Upgrade, B100 (S) 20 3,764,000 328,000

20 Portland OR Bldg T51 Seismic Upgrade 21 1,968,750 125,000

20 Seattle WA Amb Care Expansion, B100, D&T 48 3,987,000 3,622,000

20 Portland OR 

Renov Bldg 100 4th Floor for 

Specialty Care 82 3,765,000 300,000

20 Spokane WA Expand ER/Primary Care 104 3,162,500 2,887,500

20 Seattle WA Cath Lab/Endoscopy Suite, B100 127 2,507,000 257,000

20 Seattle WA Research Add. Bldg 34/ARF, Ph II 156 3,990,000 420,000

20 Portland OR 

Clinical Support/Transplant 

Lodging 158 3,999,999 3,649,999

20 Portland OR Renovate Bldg 103 Research 159 1,695,000 1,695,000

 Total 58,372,898 25,138,899

21 Sacramento CA Seismic Corrections B-5 11 862,507 63,889

21 Menlo Park CA Seismic Corrections, Bldg 329 14 2,741,000 2,464,000

21 

San 

Francisco CA MRI Center, Bldg 13 - Research 49 2,200,000 2,200,000

21 Palo Alto CA 

Building 100 ER/UCC, PEU, OBS 

Unit Exp 52 3,800,000 400,000

21 Sacramento CA Specialty Care Clinic Bldg 69 3,998,131 353,371

21 Fresno CA 

Remodel 4th Floor for Specialty 

Clinics 81 3,725,000 325,000

21 Palo Alto CA Amb Care Expansion 91 3,075,000 2,815,000

21 Palo Alto CA Research Renov B4 and B6 94 3,600,000 300,000

21 Reno NV 

Expand/Relocate ER and Establish 

Observ Unit 111 3,090,000 318,000

21 

San 

Francisco CA 

Building 200 ER/E&A Expansion 

and Reno 122 3,765,000 449,000

21 Reno NV 

Rehab/Relocate 

Prosthetics/Validation 136 1,434,000 1,309,000

21 

San 

Francisco CA 

Provide a Second Cardiac Cath 

Lab 144 2,575,000 315,000

21 Reno NV Single Deck Parking Structure 145 2,673,494 2,673,494

21 Menlo Park CA Renovate Dietetics Area, Bldg 329 152 3,328,000 3,001,000

21 Sacramento CA Nutritional Medicine Remodel 155 3,050,000 2,725,000

 Total 43,917,132 19,711,754

22 Long Beach CA Seismic Upgrade of Bldg 138 4 3,005,000 240,000

22 Los Angeles CA Bldg 212 & 117 Seismic Retrofit 8 3,825,000 300,000

22 Long Beach CA Seismic Upgrade of Bldg 126OP 10 3,863,000 362,500

22 Los Angeles CA Bldg 256 Seismic Retrofit 12 3,533,439 314,655

22 Sepulveda CA Bldg 2, Demolition 19 3,681,000 164,000

22 Long Beach CA 

Demolition of Bldgs 3, 5(P), 13, 47, 

& T162(P) 22 3,974,975 198,700

22 Los Angeles CA Renovate CCU 102 3,498,260 320,160

22 Los Angeles CA Renovate HICU/SICU 103 3,082,400 278,400

22 San Diego CA Hemodialysis Remodel 113 3,142,750 2,848,750

22 Loma Linda CA Remodel Outpatient Services 124 2,345,000 2,345,000

22 San Diego CA Prosthetics Space Remodel 126 1,261,500 1,120,500

22 Loma Linda CA Modernize Veterinary Medical Unit 162 3,391,000 3,391,000

 Total 38,603,324 11,883,665
VA 5-Year Capital Plan FY 2004 – 2009

178 

VISN Location Description Priority Total Est. 

Cost 

Planned 

Obligations 

23 Des Moines IA 

Consolidation of Acute Bed 

Services to DM 27 1,960,000 163,000

23 St. Cloud MN Expand Ambulatory Care, Bldg 1 84 3,995,500 3,675,000

23 Omaha NE ICU to 2nd Floor Outpatient Clinic 98 6,200,436 5,286,000

23 Fargo ND Medicine Nursing Unit Renovation 112 3,881,004 3,554,208

23 Iowa City IA Construct Research Bldg 166 3,996,135 163,944

 Total 20,033,075 12,842,152

 

 Miscellaneous 13,276,247

Grand Total $534,395,995 $265,000,000