PLANNING FOR JOINT USE


and other final closeout requirements. Along with these construction-related, time-intensive activities, hospital depart- mental equipment and personnel moves were also considered. An adaptable agreement for joint-use in overlapping acquisition activities serves as an essential and cost-effective tool to maximize collab- oration and so reduce time and financial burdens to the program.


WHAT IS A JOINT-USE PLAN? A joint-use plan is an agreement designed by the most relevant stakeholders, includ- ing the U.S. Army Health Facility Planning Agency; VWI International, the initial outfitting and transition contractor; USACE; Clark McCarthy Health Partners II, the general contractor; and William Beaumont Army Medical Center. Tis agreement is meant to ensure constant coordination of activities in overlapping areas of occupancy and responsibility. It also ensures that during joint-use, the costs for the construction project and the associated initial outfitting and transition activities are minimized. Furthermore, the work needs to be performed safely with no degradation of quality and without disrup- tion of project timelines.


SHAPING THE JOINT USE PROJECT DELIVERY TEAM Te success of every project is driven by the talent and collaboration of its team members. It is measured by having each stakeholder’s role well defined in advance to set clear understanding of their respon- sibilities. Following are the most relevant stakeholders in the Fort Bliss Hospital Replacement Project and their associ- ated duties.


Program manager, owner and customer. Program manager is represented by the local program office, working in a dual capacity for both the Health Facility Plan- ning Agency and the Defense Health


126 Army AL&T Magazine Summer 2020


Agency (DHA) during the design and construction stages of the project. Te program office represents the U.S. Army Office of the Surgeon General’s interests and intent in support of local commanders with program life cycle facilitation, coor- dination, initial outfitting and transition, and oversight of capital investment strat- egies and initiatives.


in accordance with the approved contract documents.


This facility was built to serve military members, their families and the local community of El Paso for the next four decades.


Construction manager and contract- ing agent. Represented by USACE Fort Worth District as the contractual design and construction authority for the govern- ment. Te district contracting officer or the authorized administrative contracting officer within their appointed authority is the only individual authorized to direct changes to the design or construction contracts.


General contractor. Represented by Clark McCarthy Health Partners II as the firm awarded construction contracts, the general contractor is responsible for providing a quality construction product


Initial outfitting and transition contrac- tor. Represented by VWI International, which supports the U.S. Army Health Facility Planning Agency in providing total turnkey effort. Tis type of effort often involves the provision of a complete product or service that is ready for imme- diate use by the end user or owner. VWI provides initial outfitting support with services such as cradle-to-grave project management, medical equipment plan- ning, comprehensive interior design, artwork, signage, resource protection, information technology, communication systems, procurement, warehousing, deliv- ery, installation, inventory and warranty support


that can provide everything


needed to meet the mission on the first patient day. Also, VWI offers transition and clinical operation planning services designed to ensure smooth processes to support the patient delivery model.


End user. Represented by William Beau- mont Army Medical Center, which is responsible for organizing a transi- tion committee; determining transition funding; manpower, equipment and train- ing needs; and creating an atmosphere of constructive, enthusiastic involvement in the completion and activation of the new medical center.


WHY JOINT-USE? Overall, joint-use decreases facility opera- tional cost and minimizes equipment and supply variation while decreasing product consumption and inventory, streamlines staff training and creates opportunity for future cost avoidance and savings. Tere are benefits from reducing project lead times without sacrificing project content. Tis adds additional project capacity that will allow the program manager to concen- trate on other areas that may require more


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