Use a medical equipment planner as part of the architectural & engineering firm for the project.
Develop & use a project management plan to ensure clear and consistent communication among all parties.
Subject the project to construction peer excellence review.
Develop metrics to monitor change-order processing time & goals that are consistent with the best practices of other federal agencies (change-orders are basically modifications to a planned project).
Use design-build processes to minimize multiple change-orders.
This bill expresses the sense of Congress that:
The management of major Veterans Affairs (VA) medical center construction projects has been an abysmal failure.
The VA Secretary should implement the recommendations of the Comptroller General’s report on improving VA construction procedures.
Management of the major medical facility projects in Denver, Orlando, and New Orleans should be overseen by an independent project manager from the Army Corps of Engineers.
The bill directs the Secretary to procure at least one project manager from the Army Corps of Engineers who has experience managing construction projects with budgets exceeding $60 million. This would be an ongoing appointment until the Denver, Orlando, and New Orleans projects are completed. The special project manager would submit detailed plans and progress reports of the covered projects to specific congressional committees.
These reports will include all changes ordered by the VA, and recommendations for improving construction operations to reduce costs or complete the project sooner.