FY 2018–2024 U.S.

DEPARTMENT OF VETERANS AFFAIRS

ENTERPRISE ROADMAP EXECUTIVE SUMMARY
January 2, 2020

As of January 2, 2020 1
Table of Contents
• Introduction
– Purpose of the VA Enterprise Roadmap
– Structure of the VA Enterprise Roadmap Executive Summary
• Office of Information Technology (OIT) Product Line Management (PLM)
Portfolios
– Health Services Portfolio
– Benefits and Memorial Services Portfolio
– Corporate Services Portfolio
– Technology and Platform Services Portfolio
• OIT Transformation
• Next Steps
• Appendix: Acronyms and Abbreviations

As of January 2, 2020 2
Purpose – The Department of Veterans Affairs (VA) Enterprise Roadmap
• Provides visibility into VA’s IT modernization journey, where it must go, and how it will get there
• Illustrates VA’s transformative initiatives and information technology (IT) modernization timelines
• Describes the Department's current and future views of its business and technology environment
• Documents VA's transition from a stove-piped environment of redundant systems and non-authoritative
data sources to a Department that is optimized through managed and shared services, commercial-off-the-
shelf (COTS) solutions, and strategic sourcing
• Demonstrates how IT will improve customer experience, trust in VA, and stewardship of taxpayer dollars
• Enables VA to better identify IT investments that have outlived their effectiveness and effectively plan for the
modernization or replacement of these investments
• Informs long-term IT planning, prioritization, budgeting, and decision making across VA
• Addresses oversight concerns that VA lacks an IT modernization plan
• Supports the development of Portfolio and System Architecture
• Aligns to the Office of Management Budget (OMB) Memorandum A-11 and 13-09, President's Management
Agenda (PMA), VA Secretary Priorities, VA Strategic Plan, VA IT Strategic Plan, VA OIT Digital Transformation
Strategy, VA Business Reference Model, and VHA Health Information Strategic Plan
For more information on near and short terms plans for system and
data architecture, refer to VA’s Architecture and Engineering Service
sources within the Demand Management Division of the Enterprise
Program Management Office.

As of January 2, 2020 3
Structure - The VA Enterprise Roadmap Executive Summary
The Enterprise Roadmap provides an integrated view of the following OIT PLM Portfolios—Health Services, Benefits and
Memorial Services, Corporate Services, and Technology and Platform Services.1
The Strategic Capability Integration Framework (SCIF) is an OIT framework that underpins the Enterprise Roadmap.
OIT identifies 17 Capabilities within the SCIF that drive care, services, and benefits among OIT's PLM Portfolios.
As OIT institutionalizes PLM, Product Lines will replace SCIF Capabilities in the Enterprise Roadmap.2
The Enterprise Roadmap content will be refreshed on an annual basis.
To provide insight into each Portfolio, the next section of the Executive Summary will follow the structure below.
• A narrative summary of the respective Portfolio using a Portfolio Overview slide
• A summary of each Capability within the Health Services, Benefits and Memorial Services, Corporate Services, and
Technology and Platform Services Portfolios, including:
– Descriptions of the current environment, drivers, key transformative initiatives, and future environment
– Milestones that document transformative initiatives and decommissioning timelines for Capability and system
modernization (e.g., activities to be performed and functions to be replaced or enhanced)
– Architecture diagrams and graphics (if available) The Enterprise Roadmap was developed in collaboration with OIT's Account
Management Office; Enterprise Program Management Office; Office of
Information Technology Operations and Service; Office of Electronic Health
1
Record Modernization; Office of Information Security; Office of Strategic
The Veteran Business Services Portfolio will be incorporated into the next iteration of the Enterprise Roadmap.
2 Once this transition occurs, the Product Lines will be realigned to their respective PLM Portfolios in accordance
Sourcing; Office of Quality, Performance, and Risk; U.S. Digital Service;
with VA's PLM organizing construct. Veterans Experience Office; and the Office of Business Process Integration.

As of January 2, 2020 4
 Strategic Capability Integration Framework
Portfolio SCIF Capability VA Secretary Priority OIT Strategic Goal VA Priority Initiative(s) PMA CAP Goal(s)

• Goal 5: Achieve seamless and secure data interoperability across VA, DoD, Federal, and
Electronic Health Record • Electronic Health Record • EHRM 1, 2, 4
commercial partners

Telehealth • MISSION Act • Goal 2: Drive IT and VA capability modernization through digital transformation • Telehealth Modernization 1, 2, 4

Community Care • MISSION Act • Goal 2: Drive IT and VA capability modernization through digital transformation • VA Choice 1, 4, 9
Health Services Other Health Information
• MISSION Act • Goal 2: Drive IT and VA capability modernization through digital transformation • Mental Health Joint Action Plan 2, 4
Technology

• Goal 3: Transform procurement and acquisition processes to support aggressive

Supply Chain Management • Business Systems Transformation • Supply Chain Modernization 1, 2, 7, 11
modernization efforts

• Appeals Modernization
Benefits • Business System Transformation • Goal 2: Drive IT and VA capability modernization through digital transformation 1, 2, 4, 9
• GI Bill
Benefits and
Memorial
Memorials • Business Systems Transformation • Goal 2: Drive IT and VA capability modernization through digital transformation • IT Modernization 1, 4
Services
Customer Relationship
• Business Systems Transformation • Goal 2: Drive IT and VA capability modernization through digital transformation • IT Modernization 1, 2, 4, 5
Management

Corporate • Financial Management

Finance & Acquisition • Business Systems Transformation • Goal 2: Drive IT and VA capability modernization through digital transformation 1, 5, 7, 9, 10, 11, 12
Services Business Transformation

Human Resources • Business System Transformation • Goal 4: Inspire a culture of digital transformation, IT modernization, and customer service • HR Modernization 1, 3, 4, 5, 6, 13

• Navigator – Contact Centers,

Digital Modernization • Customer Service • Goal 1: Deliver Exceptional Customer Experience 1, 2, 4
Digital Access
Contact Center
• Customer Service • Goal 1: Deliver Exceptional Customer Experience • Navigator 1, 2, 4, 5
Modernization
IT Infrastructure • Business Systems Transformation • Goal 2: Drive IT and VA capability modernization through digital transformation • IT Modernization 1
Technology
and Platform Cloud Migration • Business Systems Transformation • Goal 2: Drive IT and VA capability modernization through digital transformation • IT Modernization 1
Services
Data Center Optimization
• Business Systems Transformation • Goal 2: Drive IT and VA capability modernization through digital transformation • IT Modernization 1
& Consolidation
Trusted Information • Goal 5: Achieve seamless & secure data interoperability across VA, DoD, Federal & commercial
• Customer Service • IT Modernization 1, 2, 4
Sharing partners

Analytics • Business Systems Transformation • Goal 2: Drive IT and VA capability modernization through digital transformation • Stop Fraud, Waste and Abuse 2, 4, 9, 14

As of January 2, 2020 5
Health Services Portfolio Overview
Current Environment Drivers Transformative Initiatives Future Environment
VHA's current organizational design VHA has been the subject of several • Electronic Health Record The Health Services Portfolio will
does not support the aim of critical assessments over the last Modernization (EHRM) provide innovative solutions to
becoming a clinically-integrated, four years that highlight deficiencies support VHA in becoming a high
Veteran-driven organization, and in care, customer service, Veteran • Telehealth Modernization reliability organization (HRO) and
improvements are needed in the access, and integrated service delivering exceptional, coordinated,
delivery of services and benefits, delivery between VHA and the • VA Video Connect (VVC) and connected care for Veteran
diffusion of best practices, and community. Enterprise risks health and wellbeing.
enhanced employee engagement. contributing to its organizational • Community Care Modernization More specifically, it will modernize
VA's goal is to provide Veterans deficiencies include lack of reliable care and service delivery by
with the care they need at the right data and analysis, inefficient operationalizing the VA Secretary
human capital management, and • Community Care Referral and
time, at the right place, and from Authorization (CCRA) Priorities.
the right provider. disjointed performance
management. VHA's Veteran-centric health
Accordingly, the Department is • Status Query and Response modernization initiatives will
modernizing the way it delivers Additionally, legislation, such as the Exchange System (SQUARES) enhance customer experience and
healthcare to over nine million VA Maintaining Internal Systems improve Veterans' trust in VA
Veterans by transitioning VHA from and Strengthening Integrated through consistent and accessible
Outside Networks Act of 2018 • Suicide Prevention Package
legacy IT systems to a modern, (SPP) customer interaction channels. By
commercially-focused suite of (MISSION Act) and Anywhere to striving to eliminate regulatory
applications. Anywhere, are fundamentally barriers, VA will increase Veterans'
transforming the way that VA • Defense Medical Logistics
The Health Services Portfolio Standard Support (DMLSS) access to care in their local
provides care and services to communities and particularly improve
provides advanced technology Veterans. The MISSION Act increases
solutions to enable this transition access for those in rural or
access to care through community underserved areas.
and ensure modern, high-quality, providers and telehealth modalities.
and efficient medical care delivery. As a part of the MISSION Act, Other Health IT (HIT) systems will
Anywhere to Anywhere will increase provide clinicians, administrators, and
Veterans' access to care by patients with the IT tools that are not
connecting them to providers across part of the EHR but are needed to
state lines through the development support healthcare delivery.
of a national telehealth network.

As of January 2, 2020 6
Health Services Capability: Electronic Health Record
Current Environment Drivers Transformative Initiatives Future Environment
The Veterans Information Systems and VA was a pioneer of EHR development • Electronic Health Record Full integration of the Cerner EHR will
Technology Architecture (VistA) consists with VistA. However, after more than 40 Modernization (EHRM): On June take several years, beginning with the
of over 170 clinical, financial, and years of use, VistA lacks the 2017, VA announced that the EHRM initial operating capability (IOC) sites in
administrative applications. The legacy interoperability with DoD and program will implement the Cerner March 2020. VA will deploy the Cerner
system supports more than 1,600 VA community care partners needed to EHR system. In accordance with EHR system to all VAMCs, clinics,
facilities nationwide as part of the better serve Veterans. VA's buy-first strategy, the Veterans Centers, mobile units, and
largest integrated delivery network in VistA is extremely costly to maintain as Department will acquire the COTS ancillary facilities.
the U.S. VA's sole health information system. solution rather than continue to Once fully implemented in FY 2028, the
As VA's legacy electronic health record VistA limits the Department's ability to enhance VistA. On May 2018, VA Cerner EHR system will be VA's single
(EHR) system, VistA has been essential provide Veterans with a seamless care awarded a 10-year contract to authoritative source of Veteran health
to the Department's ability to deliver experience. Cerner Government Services, Inc., to information for patients and providers. It
healthcare to more than nine million replace VistA with the same EHR will support improved health outcomes,
VA has explored various options to solution that DoD is deploying. In the
Veterans and their families. modernize VistA since 2001. However, patient safety, and quality of VA care.
interim, VA will continue sustaining
Multiple modernization initiatives to previous VistA modernization initiatives VistA. EHRM will develop a Implementing the Cerner EHR system will
enhance the legacy EHR system have have failed to truly transform the EHR single longitudinal clinical health allow patient data to reside in a single
led to more than 130 unique instances system or achieve interoperability. record from active duty to Veteran hosting site using a common system. It
of VistA, so its full scope is undefined. In recent years, Congress and status and ensure interoperability will enable interoperability with DoD,
These disparate instances create government agencies have increased with DoD. EHRM will be a catalyst for improve care coordination, and
challenges in coordinating care across oversight of VA's EHR, interoperability, fundamental change in the way VA strengthen overall care delivery. The EHR
medical facilities and result in a lack of and data activities (e.g., the MISSION delivers Veteran-focused, provider system will also enable seamless transfer
standardized processes and non- Act and Veterans' Electronic Health friendly care. of records between providers and
authoritative data sources. VA is Record Modernization Oversight Act). enhance VA's collaboration with DoD and
conducting site assessments to fully community care providers. It will
define the scope of VistA. Technology advancements—such as facilitate deeper engagement with
open Application Programming patients, which will improve Veteran
Providing quality healthcare is one of Interfaces (APIs), SMART on FHIR apps,
VA's highest priorities. To operationalize experience.
platform architecture, Cloud
this Veteran-centric approach, VA deployments, digital disruptors (e.g., Additionally, the Cerner EHR will employ
established the Office of Electronic Apple and Amazon), robotic process analytical tools to drive faster, smarter
Health Record Modernization (OEHRM) automation (RPA), Artificial Intelligence connections between military service and
to oversee the implementation of the (AI), Machine Learning (ML), genomics, health outcomes. The system will
Cerner EHR. blockchain, and big data analytics—are ultimately provide a full picture of
the shaping evolution of EHR platforms. Veterans' medical history.

As of January 2, 2020 7
 Electronic Health Record Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q1: Deploy Medical Q1: Determine MASS Q1: Complete EHRM Q1: Complete Q1: Deploy Cerner EHR Q1: Deploy Cerner EHR Q1: Deploy Cerner EHR Q1: Deploy Cerner EHR
Appointment enterprise-wide operational, HealtheIntent at 18% of VA sites (299 at 33% of VA sites (548 at 50% of VA sites (841 at 59% of VA sites (988
Scheduling System expansion interoperability, and deployment in-total) in-total) in-total) in-total)
(MASS) pilot Q1: Conduct Site privacy testing Q1: Deploy Cerner EHR Q3: Deploy Cerner EHR Q2: Deploy Cerner EHR Q3: Deploy Cerner EHR Q2: Deploy Cerner EHR
Q1: Begin pre-work for Assessment Reviews at Q1: Establish unified at 5% of VA sites (83 in- at 24% of VA sites (396 at 39% of VA sites (654 at 55% of VA sites (925 at 61% of VA sites
Cerner EHR deployment IOC sites help desk total) in-total) in-total) in-total) (1,014 in-total)
and site-kick off Q1: Sign EHRM Q1: Initiate Cerner EHR Q2: Deploy Cerner EHR Q4: Deploy Cerner EHR Q3: Deploy Cerner EHR Q4: Deploy Cerner EHR
Q1: Plan data migration Memorandums of IOC at 7% of VA sites (118 at 26% of VA sites (438 at 44% of VA sites (736 at 62% of VA sites
Q2: Deploy Veterans Understanding (MOUs) Q2: Deploy Cerner EHR in-total) in-total) in-total) (1,047 in-total)
Scheduling Q2: Discontinue further IOC final ATO and Cloud Q3: Deploy Cerner EHR Q4: Deploy Cerner EHR
enhancements MASS deployments IOC at 10% of VA sites (165 at 46% of VA sites (770
Q2: Review MASS pilot Q2: Limit VistA Q2: Map Cerner EHR in-total) in-total)
Q3: Establish VA/DoD development & IOC data Q4: Deploy Cerner EHR Q4: Complete Cerner
EHRM Governance congressional mandates Q2: Deploy Cerner EHR at 12% of VA sites (203 Standalone Schedule
Board Q2: Award Cerner EHR at 1% of VA sites (10 in- in-total) enterprise-wide
Q3: Deploy 1VA Task Orders 6 &7 total) deployment – FOC
Pharmacy nationwide Q3: Migrate Vx130 data Q3: Deploy Cerner EHR
Q4: Award Cerner EHR to HealtheIntent at 2% of VA sites (30 in-
IDIQ Contract and Task Q3: Sign and deploy total)
Orders 1-5 MED-COI MOU Q3: Deploy patient
(DoD/VA) portal, dental, and
Q3: Award Cerner EHR pharmacy IOC
Task Orders 8 & 9 Q3: Initiate Cerner
Q4: Initiate Standalone Scheduling
HealtheIntent enterprise-wide
deployment deployment – IOC
Q4: Test Cerner EHR Q4: Deploy Cerner EHR
end-to-end capability at 3% of VA Sites (44 in-
total)

As of January 2, 2020 8
EHRM Future Environment Full Operating Capability Overview

As of January 2, 2020 9
Health Services Capability: Telehealth
Current Environment Drivers Transformative Initiatives Future Environment
VA is a leader in providing telehealth The Veterans E-Health and Telemedicine • Telehealth Modernization: VA will shape the future of healthcare
services and leverages technologies to Support (VETS) Act of 2017 provided Transforming VA's use of new through telehealth expansion,
provide care through three primary legislative authority to ATA, allowing VA telehealth technology to deliver as telehealth is a critical tool to ensure
telehealth modalities: Clinical Video clinicians to provide telehealth services convenient, accessible healthcare that the Department delivers convenient,
Telehealth, Home Telehealth, and Store to Veterans regardless of where they to Veterans accessible care to Veterans. VA's goal is
and Forward Telehealth. live. Section 151 of the VA MISSION Act • VA Video Connect (VVC): Mobile to provide care through a telehealth
In FY 2018, VA provided care to more authorizes VA to establish the authority application that allows Veterans to modality to 20% of Veterans.
than 782,000 Veterans, or 13% of for its healthcare providers to deliver access VA healthcare services on The Department's expansion of
Veterans obtaining care at VA. care through telehealth modalities their smartphones, tablets, and telehealth will focus on providing care in
across state lines, regardless of where a personal computers Veterans' homes or their preferred
This equates to more than 2.29 million Veteran is located.
telehealth episodes of care among 50+ • VA Online Scheduling (VAOS): Tool location. To enable this expansion,
primary and specialty areas. Of these According to Advisory Board, there are that enables Veterans to self- VA will establish a national telehealth
Veterans, 45% live in rural areas and nationwide provider shortages in certain schedule and request primary care network and leverage public-
may have otherwise had limited access specialty areas. VA expects telehealth appointments private partnerships.
to VA healthcare. However, less than 1% demand to increase as access improves VA will expand the availability of
and Baby Boomers age. Veteran • Telecare Hubs and Services:
received care through a telehealth Network of telecare hubs to telehealth services and improve
modality in the comfort of their home or demographics are evolving, and trends telehealth modalities through innovative
of increased women and younger support the provision of clinical,
other non-VA location. urgent, and specialty care (e.g., technology to enhance provider
Veterans will also impact future productivity, patient experience, and care
To increase access to telehealth demand. Digitally savvy Veterans are tele-mental health)
services, VA is implementing the quality with support for on-demand and
more comfortable with technology, • Telehealth Management Platform resource-based scheduling.
Anywhere to Anywhere (ATA) desire transparency, and have different (TMP): Application for each VA
Healthcare Program. Additionally, VA expectations for their care. These facility’s telehealth program that Full implementation of ATA will enable
has announced connected care trends will impact and disrupt how VA supports care by simplifying medical providers to deliver care to
programs with Walmart, T-Mobile, and provides care and services. telehealth business processes Veterans nationwide regardless of
Philips that are designed to give location, and virtual care will expand and
Veterans more opportunities to connect Technology advancements—such as IoT, • WebVRAM: Application that enhance access to services to improve
with healthcare providers through 5G, genomics, AI, wearable sensors, enables synchronization of account their timeliness.
telehealth. robotics, virtual reality, personal health credentials for providers to
apps, digital health assistants, direct-to- maintain access to EHRs
consumer and retail clinic kiosks, and
clinical contact centers—are shaping
future virtual care platforms.

As of January 2, 2020 10
 Telehealth Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q1: Enable VVC for ad- Q1: Deploy Home Q1: Continue telehealth Q1: Establish Tele- N/A N/A N/A N/A
hoc scheduling Telehealth Vitals bandwidth expansion at Specialty Care Hub
Q1: Deploy Faster Care Transmission additional sites Q4: Expand VVC
for Veterans Act pilot Development Q3: Establish Tele- capability to 100% of
Q1: Deploy TMP Q1: Convert existing Urgent Care Hub ambulatory care
inventory management TMP integrations with Q4: Integrate full VistA providers
capability VistA from RPC/VIA to EHR with TMP
Q1: Release VAOS 4.1.2 HSEP/Cerner via HL7 Q4: Expand VVC
MHV authentication & messaging Capability to 100% of
accreditation Q2: Initiate bandwidth PACT and MH providers
Q2: Deploy TMP expansion at
bidirectional scheduling preliminary sites
capability pilot Q3: Complete VA/DoD
Q2: Initiate Phase 1 of Tele-ICU Hub Program
Minneapolis Tele-ICU in VISN 23
expansion Q3: Establish Tele-
Q3: Enable scheduling Primary Care (PC) &
of telehealth Tele-Mental Health
appointments through (MH) Hub
VAOS Q4: Integrate VistA EHR
Q3: Deploy consult pilot with TMP
notifications from VistA Q4: Migrate the TMP to
in TMP VAEC
Q3: Deploy ARANZ Q4: Complete
Silhouette for wound telehealth inter-facility
assessment access to CPRS utilizing
modernization in VISN WebVRAM
23 Q4: Expand VVC
Q4: Deploy capability to 75% of
appointment Patient-Aligned Care
notifications from VistA Teams (PACT) and MH
in TMP providers

As of January 2, 2020 11
Future Environment of VA’s Virtual Care Center Model

As of January 2, 2020 12
Health Services Capability: Community Care
Current Environment Drivers Transformative Initiatives Future Environment
VA's goal is to provide Veterans with Demand for community care is • Community Care Modernization: The MISSION Act will fundamentally
the care they need at the right time increasing, but the numerous existing Streamlining disparate systems transform elements of VA's healthcare
and from the right provider. In some programs create unnecessary and processes for purchasing care system, and successful implementation
cases, this requires eligible participants complexity. VA's fragmented claims into an integrated system under of the legislation will empower VA to
to receive care from a local community and payment process results in the consolidated CCP deliver quality care and timely service.
care provider, paid for by VA. untimely claims processing and • Community Care Referral and The consolidated CCP within the
As an IT capability, Community Care incorrect payments to providers. Authorization (CCRA): Enterprise- Community Care Network (CCN) will
allows Veterans, providers, and VA staff Additionally, current community care wide system used by community strengthen VA by merging the
to access tools for care coordination, patient accounting requires multiple care staff to generate referrals Department's tangled web of
referrals and authorizations, provider systems, which results in disconnected and authorizations community care programs into one that
portals, electronic data interchange, information and inaccurate billing. is simple for Veterans, VA employees,
• Community Care Reimbursement
provider payments, and revenue In an effort to streamline VA's System (CCRS): System that will and community partners to navigate.
operations. community care programs, the store all CCP information related CCN will replace existing community
However, VA's patchwork of multiple president signed the MISSION Act into to reimbursements to community care networks and provide access to
separate community care programs is law on June 6, 2018. The MISSION Act providers high-quality care both inside and
a bureaucratic maze that is difficult for will consolidate VA's existing outside of VA. It will be simpler
community care programs into a • Provider Profile Management
Veterans, their families, and VA System (PPMS): Records for Veterans to compare access and
employees to navigate. VA has single Community Care Program (CCP) quality across facilities, allowing them to
and empowers VA to build an management system for provider
experienced challenges with claims agreements, credentialing, and make more informed care choices.
processing and access to community integrated, holistic system of care that
combines the best of VA and its authoritative source for all CCN VA will also achieve transparency with
care. Because community care providers community providers, supporting
programs are not organized within a federal, academic, and private sector
partners. • Fee Basis Claims System (FBCS): accurate and timely payments while
regional structure, programs often enhancing quality of care and Veteran
overlap in terms of type of function Technology advancements—such as Web-based platform to host and
consolidate claim data into a satisfaction. Modern community care
and service. Additionally, the overall APIs, SMART on FHIR apps, HIEs, AI, big will utilize standardized and digital
care coordination and exchange of data analytics, and omnichannel single system for newly received
purchased care claims clinical workflows that provide improved
health information consist of manual customer relationship platforms—are and consistent Veteran experience and
processes and workarounds that are shaping the future evolution of • Claims Administration and deeper engagement with patients.
often unreliable. Community Care capabilities. Management System (eCAMS): Ultimately, VA will seamlessly coordinate
Enterprise solution for healthcare care and exchange information with
claims adjudication community care providers.

As of January 2, 2020 13
 Community Care Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q1: Deploy COTS Q1: Deploy CC mobile Q1: Deploy Enterprise N/A N/A N/A N/A N/A
Beneficiary Travel Self- application Program Reporting
Service System Q2: Deploy FSC Claims Services enhancements
Q2: Deploy Community Processing System Q1: Deploy Pharmacy
Provider Portal Q2: Deploy eCAMS pilot Opioid Monitoring
Q2: Deploy One Consult Q2: Enhance FBCS for Q1: Deploy Customer
Toolbox 1.7 auto-adjudication and Patient Record System
Q3: Deploy ARS Claims touch by exception enhancements
& Capability Q2: Deploy CCRS Q2: Deploy Integrated
Q3: Deploy centralized Q2: Deploy initial EDI Billing/Accounts
FBCS scanning server rebuild in Receivable
Q3: Deploy REFDOC HealthShare Q2: Deploy VA.gov
Q4: Deploy Provider Q3: Deploy CCRA enhancements
Profile Management Q3: Deploy Claims Q2: Deploy PPMS
System (PPMS) Attachment Repository enhancements
nationwide Q3: Deploy Enterprise Q3: Deploy CCRA
Q4: Deploy CCRA pilot Program Reporting enhancements
Q4: Deploy Community Service Q3: Deploy Schedule
Care Enterprise Contact Q3: Deploy PPMS CCN Manager
Center Integration enhancements
Q4: Release Care enhancements Q3: Deploy Data Access
Coordination Q3: Deploy Services/Get the Data
Standardized Episodes MISSION Act decision Back Interface
of Care (SEOC) support enhancements
Database for managing Q3: Deploy WebVRAM
care bundles nationally for CC staff
Q4: Deploy Q4: Enhance CCRA –
GeWellNetwork Care Coordination and
nationwide eCAMS integration

As of January 2, 2020 14
Community Care Future Environment Conceptual Architecture

As of January 2, 2020 15
Health Services Capability: Other Health Information Technology
Current Environment Drivers Transformative Initiatives Future Environment
Preventing Veteran suicides is VA's highest Psychosocial health is a significant • Status Query and VA will reduce risk factors for Veterans at
clinical priority. On average, 20 Veterans, component of the whole health of a Response Exchange System high risk of suicide and assist every eligible
active-duty Servicemembers, and non- Veteran. Additionally, social determinants (SQUARES): Web application that homeless Veteran in acquiring safe housing,
activated Guard or Reserve members die by of health play a vital role in the type of care allows homeless service organizations healthcare services, employment
suicide each day. Of those 20, 14 were not that VA provides to Veterans. to quickly confirm an individual's opportunities, and benefits assistance. The
in VA's care. Consequently, mental health, suicide Veteran status and eligibility Department will also collaborate with
Therefore, VA is working to improve the prevention, and homelessness prevention • Suicide Prevention Package (SPP): communities to develop practical and
transition from active duty to Veteran are issues that VA must actively address. Care system that collects data from innovative solutions to prevent Veteran
status, identification of at-risk Veterans, Veteran suicide is a national health crisis Veterans and provides critical suicides and homelessness.
firearm and medication safety, and access that requires coordination and measures of their response to Measurement-based care systems will
to mental health services. Every day, more collaboration between public, private, and treatment enable effective screening and assessment
than 400 Suicide Prevention Coordinators nonprofit partners nationwide. The 2018 • Suicide High-Risk Patient of Veteran's suicide risk and better equip
and their teams—located at every Executive Order Supporting Our Veterans Enhancements (SHRPE): healthcare providers to reduce symptoms
VAMC—connect Veterans with care and During Their Transition from Uniformed Enhancements to EHRs that alert VHA and improve recovery through enhanced
educate the community about suicide Service to Civilian Life directed DoD, VA, staff of patients whose behavior may care. This will facilitate improved individual
prevention resources. and DHS to develop a Joint Action Plan to threaten their own or others' safety treatment plans and outcomes and
Additionally, VA offers a wide array of provide access to mental health treatment or compromise the delivery of quality minimize the risk of suicide.
interventions designed to identify homeless and suicide prevention resources in the healthcare Other IT enhancements will allow VA to
Veterans, engage them in services, find year following transition to civilian life. provide preemptive and critically needed
• Recovery Engagement and
pathways to permanent housing, and Furthermore, the 2019 Executive Order Coordination for Health – Veterans care to Veterans in a timely fashion by
prevent homelessness from occurring. National Roadmap to Empower Veterans Enhanced Treatment (REACH-VET): implementing Health Provider Systems like
VA has made significant progress in ending and End Suicide created a task force to Program that analyzes existing data Pharmacy programs (One VA Pharmacy, and
Veteran homelessness. Since 2010, the develop a roadmap for empowering from EHRs and identifies Veterans at Pharmacy Automated dispensing) and NCPS
number of Veterans experiencing Veterans to pursue an improved quality of risk for adverse outcomes, such as Patient Safety updates, thus reducing the
homelessness in the U.S. has declined by life, preventing suicide, and strengthening suicide, hospitalization, or illness likelihood of a negative patient safety
nearly half, and over 700,000 Veterans and collaboration across the public and private outcome.
sectors. • Clinical Administrative Systems:
their families have been permanently Programs that track patients and
housed or prevented from becoming Technology advancements—such as AI, big influence staffing requirements,
homeless. data analytics, simulation modeling, and enhancing safety and efficiency
omnichannel customer relationship within the clinical environment (e.g.,
platforms—are shaping future solutions to Automated Patient Discharge and
address Veteran suicide and homelessness. Clinical Staffing, which interface with
SaaS, and Veteran and Staff Facing
Scheduling)

As of January 2, 2020 16
 Other Health Information Technology Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q1 (SP): Advance Q1 (Home): Complete Q1–Q4 (SP): Expand Q1–Q4 (SP): Expand N/A N/A N/A N/A
Clozapine SQUARES 2.0 Mental Health and Mental Health and
Modernization – modernization to Suicide Prevention Suicide Prevention
establish FDA improve Veteran services services
requirements identification & benefits
Q2 (Home): Initiate eligibility
SQUARES 2.0 Q2 (SP): Complete
modernization Patient Record Flag
Q3 (SP): Establish (PRF) enhancement
Suicide High-Risk Q2 (SP): Activate
Patient Enhancements Computerized Patient
(SHARPE), Other Than Record System (CPRS)
Honorable Discharge Q3 (SP): Advance
(OTHD) Phase II Clozapine
Q3 (Home): Initiate Modernization – Deploy
Google Doc pilot to FDA requirements
enable data exchange Q4 (SP): Advance
regarding homeless Clozapine
Veterans with CC Modernization – Deploy
partners Electronic Registration
Q4 (Home): Complete Program and
Google Doc pilot Methadone Dispense
Q4 (SP): Advance Tracking Program
Clozapine Q4 (SP): Deploy SHRPE,
Modernization – OTHD Phase II
Establish Electronic Q4 (SP): Deploy Suicide
Registration Program Prevention Package
and Methadone (SPP) Veteran Mobile
Dispense Tracking Questionnaire
Program enhancement
Q4 (SP): Deploy PTSD
Checklist 5 updates

As of January 2, 2020 17
Health Services Capability: Supply Chain Management
Current Environment Drivers Transformative Initiatives Future Environment
VA's supply chain delivers clinical Effective management of a supply chain • Supply Chain Transformation: VA will pursue a holistic supply chain
care to Veterans by managing the flow is a major differentiator between high- Developing an efficient supply modernization effort that addresses
of supplies and equipment. Currently, and low-quality healthcare systems. chain environment that improves people, training, processes, data, and
VA's supply chain system is comprised Over the past decade, oversight bodies care and provides timely access automated systems, and it will leverage
of a set of antiquated legacy and COTS have identified ineffective performance to data focused on patient and and strengthen its collaboration with
systems with disjointed capabilities. by VA's supply chain. This performance financial outcomes DoD to modernize its supply chain.
The lack of integration with other VA leads to patient safety issues and • Defense Medical Logistics Based on the success of the JALFHCC
systems prevents the Department from inefficient resource allocation. Support System (DMLSS) Pilot: Pilot implementation, VA will deploy
achieving comprehensive financial, In 2016, the Commission on Care Implementing James A. Lovell DMLSS as the supply chain management
inventory, and supply chain reported that VHA could not Federal Health Care Center system at EHRM IOC sites. The
management. modernize its supply chain to (JALFHCC), the joint VA/DoD Department will implement DMLSS at
VA has had a lasting need to replace its overcome cost inefficiencies because it facility, to understand the viability the Mann-Grandstaff and Seattle VAMCs
antiquated supply chain management is burdened with antiquated IT systems of enterprise-wide deployment four months before the Cerner EHR IOC.
system and has attempted to that inhibit automation. • Defense Medical Logistics VA will also collaborate with DoD on an
modernize the system in the past. In 2017, GAO recommended that the Support System (DMLSS): VA is enterprise-wide adoption of DMLSS to
However, disparate modernization Department consolidate and transform implementing DoD's on-premise, replace VA's existing supply chain
efforts have led to a proliferation VA's medical supply chain client-server-based government solution. Its implementation of
of enhancements, workarounds, and organization, improve data off-the-shelf (GOTS) supply chain DMLSS will ensure that the right
add-on systems. This has resulted standardization and IT systems, and system at VAMCs enterprise wide. products are delivered to the right places
in a fragmented supply chain standardize supply chain processes. DMLSS will promote greater at the right time. This decision leverages
environment that is difficult to operational efficiencies and will a proven system that DoD has
maintain and accurately oversee. Additionally, one of Secretary Wilkie's
2019 priorities is Business Systems have positive impacts on quality of developed, tested, and implemented.
VA's current supply chain systems face Transformation, which includes care, patient safety, and access to DMLSS's synergies with the Cerner EHR
numerous challenges. The supply chain VA's supply chain. Business Systems care through the adoption of a and iFAMS will enable improved resource
environment is not fully interoperable Transformation is essential to VA single supply chain management efficiency, responsiveness, regulatory
with other key VA systems. empowering its employees to provide used by VA and DoD. compliance, access to care, quality, and
Additionally, they are not equipped to world-class customer service. • LogiCole: Technical refresh of safety when combined with data
address the complexity of decision DMLSS that will be a single, Cloud- improvements. VA will determine the
making and integration required across Technology advancements—such as AI,
robotics, IoT, and blockchain—are based application, which VA will transition timeline and process from
functions, such as acquisition, logistics, determine its migration to once DMLSS to LogiCole.
and construction. shaping future solutions and
competitive positioning in Supply Chain. the application is operational

As of January 2, 2020 18
 Supply Chain Management Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q1: Initiate DMLSS Pilot Q1: Initiate DMLSS Q1: Deploy DMLSS at Q1: Deploy DMLSS at Q1: Deploy DMLSS at Q1: Deploy DMLSS at Q1: Deploy DMLSS at Q1: Deploy DMLSS at
at Captain James A. deployment planning 2% of VAMCs (3 in- 9% of VAMCs (13 in- 19% VAMCs (27 in- 39% of VAMCs (55 in- 50% of VAMCs (71 in- 59% of VAMCs (83 in-
Lovell Federal Health for rollout to EHRM IOC total) total) total) total) total) total)
Care Center (JALFHCC) sites Q3: Deploy DMLSS at Q2: Deploy DMLSS at Q2: Deploy DMLSS at Q2: Deploy DMLSS at Q2: Deploy DMLSS at Q3: Deploy DMLSS at
Q2: Complete Inter- Q2: Deploy DMLSS Pilot 5% of VAMCs (7 in- 11% of VAMCs (15 in- 23% of VAMCs (33 in- 41% of VAMCs (58 in- 52% of VAMCs (74 in- 65% of VAMCs (91 in-
Agency Agreement at JALFHCC – IOC total) total) total) total) total) total)
(IAA) funds transfer for Q4: Complete Q4: Deploy DMLSS at Q3: Deploy DMLSS at Q3: Deploy DMLSS at Q3: Deploy DMLSS at Q3: Deploy DMLSS at Q4: Deploy DMLSS at
JALFHCC DMLSS Pilot deployment of DMLSS 6% of VAMCs (9 in- 14% of VAMCs (20 in- 28% of VAMCS (40 in- 46% of VAMCs (65 in- 55% of VAMCs (77 in- 70% of VAMCs (99 in-
Pilot at JALFHCC to total) total) total) total) total) total)
provide the joint Q4: Deploy DMLSS at Q3: LogiCole available Q4: Deploy DMLSS at Q4: Deploy DMLSS at
VA/DoD facility a single 18% of VAMCs (25 in- for deployment at 48% of VAMCs (67 in- 57% of VAMCs (81 in-
SCM system – FOC total) VAMCs total) total)
Q4: Initiate DMLSS Q4: Deploy DMLSS at
deployment at EHRM 34% of VAMCs (48 in-
VA sites total)

As of January 2, 2020 19
Current Environment of VA Supply Chain Management Systems

As of January 2, 2020 20
Benefits and Memorial Services Capability: Benefits
Current Environment Drivers Transformative Initiatives Future Environment
The Benefits technology environment is Legacy systems pose significant risks to VBA's • Caseflow: Web-based application that The Board will drive toward application
currently built on a multi-systems approach ability to provide benefits in a consistent, will streamline the way benefit claims enhancements in order to intake decision
and outdated hardware and software that are secure, and timely manner. The inefficiencies appeals are processed reviews, to process appeals from VBA, VHA and
becoming increasingly obsolete. Legacy required to conduct business via legacy • Virtual Hearings: Technology that NCA and to improve the timeliness of decisions.
systems often fail to integrate, and even where systems have led to inconsistent Veteran enables Veterans to attend hearings Virtual Hearing capabilities will be augmented to
integration exists, extensive duplication of experience, and diminishing knowledge of from home or a location near their home take advantage of strategic partnerships that
customer data and functionality leads to non- these systems indicates an urgency for with video conferencing equipment improve availability of video conferencing
authoritative data sources and complex system decommissioning efforts. equipment to Veterans near their homes.
interfaces. • Veterans Benefits Management System
The VA Secretary's mandates and new (VBMS): System that processes disability VBA will drive toward application
VBA must continue to utilize its legacy legislation also drive Benefits modernization. compensation claims electronically, modernization, resulting in greater availability
systems until new IT solutions are established The Forever GI Bill, otherwise known as the facilitating faster delivery of benefits of standard platforms, common data sharing,
to replace the functionality. These systems Harry W. Colmery Veterans Educational and a standardized software delivery.
present technical difficulties with Assistance Act, expands access to GI Bill • Benefits Delivery Network (BDN)
Decommissioning: Transition VBA will orient the future environment around
programming capabilities that result in benefits, eliminating the requirement for a uniform, Veteran-centric approach known as
inefficiencies and rework. For example, VBA Veterans to use their Post-9/11 GI Bill benefits functionality of VBA's primary payment
system to modernized systems BIP. Built on the technological foundation of
employees currently use numerous within 15 years of their last 90-day period of VBMS, BIP will consolidate common services
workarounds for legacy systems, such as active duty service. • Benefits Integration Platform (BIP): and capabilities and operate as VA's unified
VBMS, to execute agency operations. There The Veterans Appeals Improvement and Modern, unified claims platform that benefits and services platform. VBA will migrate
are several hundred workarounds and nearly Modernization Act of 2017 (AMA) will integrates Benefits-related capabilities all appropriate IT systems and functionality for
2,000 production defects for VBMS alone. modernize the benefit claims and appeals • eFolder Enhancements: Improvements LoBs to BIP. Using the BIP platform, it will
Ongoing system maintenance and process by providing Veterans with new to VBMS eFolder to capture all Veteran establish authoritative customer data and
development place a substantial financial options for seeking review, requiring improved non-health related information in one reduce duplication across LoBs.
burden on VBA and contribute to technical notification of VA decisions, and improving the designated repository BIP will include the infrastructure for the
debt. VBA's legacy systems also inhibit the turnaround time and quality of Appeals • VA Loan Electronic Reporting Interface management process and rules engine to create
consideration of COTS solutions and managed Decisions. Re-Design (VALERI-R) Enhancements: a central platform framework to modernize
services. Recent legislative changes will expand and Development of CRM capabilities within legacy systems. Furthermore, VBA will integrate
Additionally, VBA is dependent on external simplify access to benefits for Servicemembers VALERI-R and integration with a vendor more functionalities into VBMS, increase use of
systems and agencies to complete claims and Veterans. To achieve the requirements of loan origination system to enable self- COTS solutions, and decommission legacy
processing. These dependencies perpetuate new legislation, VBA must significantly service during the loan process systems. It will also leverage the development
delays, prohibit timely processing, and create enhance the Benefits IT environment. To • Legacy System Decommissioning: of greater automation for claims processing with
consistency and quality issues. enable Benefits transformation, VA will Veteran Service Network (VETSNET), clearly defined rules and eligibility criteria.
leverage Cloud, virtual exams, tele-counseling, Veterans Appeals Control and Locator VBA's transformative IT initiatives will enable
AI, RPA, and APIs. System (VACOLS), Control of Veterans customer service excellence, improve fiscal
Records System (COVERS), Funding Fee stewardship, and enhance seamless
Payment System (FFPS), Personal collaboration. They will also significantly
Computer Generated Letters (PCGL), improve the quality, accuracy, and timeliness of
Virtual VA (VVA) appeals and benefits/claims processing.

As of January 2, 2020 21
 Benefits Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q1 (Board): Deploy Q1 (VRE): Deploy tele- Q1 (CS): Update Cardio Q1 (CS): Update Q1 (CS): Update Q1 (EDU): Decommission Q1 (CS): Update additional Q1 (CS): Update additional
Caseflow Hearing Prep and counseling to Veterans Ratings in VASRD Musculoskeletal Rating in Neuro/Convulsive Ratings BDN body systems in VASRD to body systems in VASRD to
initial Caseflow Queue Q2 (Board): Caseflow AMA Q1 (CS): Deploy QMS 1.0 VASRD (DBQ and IEPD in VASRD (DBQ and IEPD Q1 (CS): Update more accurately reflect more accurately reflect
Q2 (Board): Deploy Initial Operating Capability and EMS enhancements updates) updates) Respiratory/Ears, Nose, modern medicine and modern medicine and
Q1 (P&F): Deploy BFFS
Caseflow Reader and Q3 (CS): Deploy VBMS API Offline Client 3-in-1 Q1 (CS): Deploy CAPRI Q2 (CS): Update Mental and Throat/Auditory in provide clearer rating provide clearer rating
Caseflow Intake to Board Exposure Customer Data Q1 (EDU): Implement replacement on the Disorders Ratings in VASRD (DBQ and IEPD decisions for VBA claims decisions for VBA claims
of Veterans Appeals (VA.gov) and Evaluation Section 501 & 107 of the Cerner EHR Platform VASRD (DBQ and IEPD updates) processors to evaluate the processors to evaluate the
Administrative Staff Builder Colmery Act (Forever GI) Q1 (CS): Deploy Quality updates) Q2 (CS): Update severity of disabilities and severity of disabilities and
Q2 (Board): Deploy Q3 (P&F): Migrate Q1 (LGY): Decommission Management System Q4 (CS): Enhance Exam Genitourinary in VASRD assign disability ratings assign disability ratings
Vets.gov Appeals Status Beneficiary Fiduciary Field FFPS and migrate to Web- Enhancements 2.0 Request Functionality in (DBQ and IEPD updates) (DBQ and IEPD updates) (DBQ and IEPD updates)
Caseflow functionality System (BFFS) to Microsoft Based LGY Q1 (EDU): Initiate EDU VBMS Q2 (CS): Deploy Digital Q4 (EDU): Complete EDU Q1 (CS): Complete
Q3 (EDU): Implement 365 in VAEC Q2 (CS): Enhance VA/DoD Payment Module Q4 (EDU): Complete Outbound Payment Modernization migration of images from
Section 112 of the Q4 (P&F): Deploy BFFS 4.9 Bi-Directional Capabilities Modernization to migrate transition of education Communications by deploying a VAEC VVA to VBMS
(Return Scanned STRs to
Colmery Act (Forever GI and 5.0 Release DoD) to a modern VAEC hosted benefits payment Capability (Office of hosted solution to Q4 (CS): Deploy Other
Bill) Q4 (INS): Deploy the Life Q2 (EDU): Deploy solution and transition processing to the Finance Business Process integrate with VA systems VBMS Non-Rating Claim
Q3 (Board): Deploy Insurance Policy Centralized Mail Pilot for from BDN Accounting Service (FAS) Integration) and improve efficiency, Automation and
Caseflow Queue Administration Solution Returned Mail Q1 (P&F): Deploy modern and awards processing to ability, and security Improvements (e.g.,
Q3 (CS): Update (LIPAS) in VAEC – IOC Q2 (Board): Deploy Virtual solution to store Federal the Long-Term Solution Incarcerated Vet)
Gynecological Body Q4 (LGY): Deploy VALERI-R Hearing Tax Information to VAEC (LTS) Q4 (Board):
System and Eye Disease in VAEC to enable LGY Q3 (INS): Deploy LIPAS to Q3 (INS): Migrate debt Q4 (LGY): Transform the Decommission VACOLS
Body System Ratings in Benefits Modernization VAEC – FOC claims function to LIPAS Specially Adapted Housing
the VA Schedule for Rating Q4 (CS): Decommission Q3 (VRE): Transition to Q4 (LGY): Migrate LGY and Special Housing
Centralized Mail Platform
Disabilities (VASRD) – Search & Participant and VBMS eFolder suite of applications to Adaptions (SAHSHA)
Disability Benefits Profile Q4 (EDU): Complete VAEC Program to integrate with
Questionnaire (DBQ) and Q4 (CS): Update Infectious Centralized Mail & eFolder Q4 (CS): Complete CS, VHA, and VRE systems
Information Exchange Disease in VASRD integration VETSNET functionality by adopting modernized,
Packet Database (IPED) (DBQ/IPED) Q4 (BAS): Consolidate VBA transition to VBMS and fully-integrated systems
updates Q4 (CS): Enhance VA/DoD Call Centers to the fully decommission on the BIP
Q4 (Board): Deploy Bi-Directional Capabilities National Call Center VETSNET (Awards & Share) Q4 (LGY): Modernize Loan
Caseflow Appeals Hearing (EP Updates) Q4 (OFO): Enhance Q4 (CS): Decommission Underwriting, Credit
Schedule Q4 (VRE): Deploy Virtual National Work Queue Personal Computer Verification, Guaranty
Q4 (CS): Decommission
Q4 (CS): Update Skin Assistant using AI to VETSNET MAP-D and Generated Letters Certainty Capability
Rating Body System & interact with Veterans COVERS Q4 (CS): Integrate Letter Q4 (LGY): Integrate LGY
Hemic Body System Q4 (VRE): Deploy VBMS Q4 (CS): Deploy Letter Solution into VBMS (all CS capabilities with the
Ratings in VASRD (DBQ EMS Enhancements Creator Solution to VAEC letters) Lending Industry
and IPED updates)

As of January 2, 2020 22
Benefits and Memorial Services Capability: Memorials
Current Environment Drivers Transformative Initiatives Future Environment
NCA oversees the largest cemetery NCA's legacy IT systems cause • Memorial Benefits Management NCA will implement MBMS to replace
system in the country with over 4 operational inefficiencies and present System (MBMS): Modern solution BOSS-E and its legacy applications with a
million Americans memorialized by security risks. Specifically, its legacy case for Memorials that will automate more cohesive, compliant, and functional
burial in VA’s national cemeteries. VA management system, BOSS-E, lacks the manual NCA business processes enterprise platform that seamlessly
developed the Burial Operations functionality of a modern software and enable the Department to integrates with VA's systems. MBMS will
Support System (BOSS) as NCA's main IT application. It requires NCA personnel decommission legacy Memorials streamline VA's management and
system to ensure that all aspects of the to manually perform scheduling via a systems, platforms, and processes. operation of the cemeteries that NCA
interment process are completed text file that can be interpreted multiple VA will leverage and expand BIP oversees and will serve as NCA's system
efficiently and effectively. ways. These manual processes can lead functionality to incorporate NCA of record once VA migrates all BOSS-E
BOSS supports cemeteries nationwide to high hold times and present requirements and develop MBMS, applications to the modern platform.
with 3.5 million occupied gravesites and opportunities for improper scheduling. increasing standardization and Furthermore, VA will leverage shared
processes over 100,000 new interments NCA must implement robust IT systems access to authoritative data across services in order to meet the needs of
annually. The legacy system consists of in order to address current risks, adapt LoBs. NCA and realize cost savings by reducing
14 custom-developed modules that are to increasing Veteran interments, and • Burial Operations Support System duplicative and antiquated
complex and difficult to update. ultimately enable efficient delivery of – Enterprise (BOSS-E) systems. NCA will use VA enterprise-wide
Collectively, these applications are memorial benefits to Veterans. Decommissioning: Transitioning solutions where available and purchase
referred as BOSS Enterprise, or BOSS-E. Modern solutions are required to users from legacy Memorials COTS solutions for services that are
Implemented in 1994, the system is no improve access to memorial benefits systems by leveraging BIP integral to NCA's mission but do not
longer compatible with VA's needs, and tracking and delivery as well as end-user capabilities, VA systems, and COTS currently exist within VA. For these
NCA's continued reliance on BOSS-E is a functionality. Such solutions will enable solutions to decommission the 14 reasons, ensuring that Memorials
major risk. The legacy IT system fails to NCA to continue to provide excellent custom-built legacy systems within functionalities connect effectively with
comply with security and accessibility customer service that is consistently BOSS-E systems in other Portfolios will be key to
requirements, lacks integration with positive for Veterans and their families • Veterans Legacy Memorial (VLM): the success of Memorials modernization.
other Benefits systems, and relies on in terms of ease, effectiveness, and Interactive online memorialization These features include seamlessly
manual processes. emotional resonance. solution designed to honor the referenced authoritative data from
To transition to a modern solution and Furthermore, in his 2018 Memorial Day service and sacrifice of the appropriate sources, automated
decommission BOSS, NCA is developing Proclamation, the president announced nation’s Veterans by allowing approvals, and GIS digital mapping that
the Memorial Benefits Management the development of a single-source tool public contributions to Veterans' allows cemetery visitors to obtain
System (MBMS). to memorialize Veterans and safeguard pages walking directions to gravesites via their
their legacy. Cloud technology and APIs cell phones.
are also driving the development of the
Veterans Legacy Memorial (VLM).

As of January 2, 2020 23
 Memorials Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q1: Identify BOSS Q1: Initiate migration Q1: Deploy Claimant Q2: Deploy MBMS v4.0 Q2: Deploy MBMS v6.0 Q1: Initiate delivery of Q1: Complete Phase 5 N/A
functionality from legacy systems to Data Entry (MBMS v2.0) Q4: Deploy MBMS v5.0 Q2: Decommission MBMS Pre-Need of VLM geospatial
replacement MBMS Q2: Integrate MVI into Q4: Deploy National BOSS and AMAS enhancements digital renderings
applications Q2: Deploy MBMS MBMS Gravesite Locator Q4: Deploy MBMS v7.0 Q4: Deploy MBMS
Scheduling Office (SO) Q3: Deliver Eligibility
Q1: Deploy Memorial IOC – Time of Need Determination and Q4: Deploy National Q4: Deliver new MBMS functionality that
Enterprise Letters (MEL) functionality including Feith document Burial Schedule self-service tools enables pre-designation
Q2: Implement eligibility determination conversion (MBMS Q4: Decommission Q4: Deploy MBMS of who receives
modernized faxing & burial scheduling v3.0) AMAS legacy database functionality that Presidential Memorial
Q2: Deploy MBMS Build Q2: MBMS allows Q4: Migrate AMAS Q4: Deploy MBMS enables the public to Certificates
2.01 Cemetery Regulation database to MBMS headstone and marker order Presidential Q4: Deploy VLM
Q3: Migrate resolution entry Q4: Initiate MBMS ordering Memorial Certificates functionality that
letter archives and Q3: Establish MBMS as cemetery management Q4: Complete Phase 2 online enables pre-designation
retire legacy system an element of BIP modernization of VLM geospatial Q4: Deploy MBMS of who serves as
Q3: Deploy biographical Q4: Deploy MBMS
Q3: Deploy MBMS Build functionality in VLM – gravesite assignment & digital renderings functionality enabling custodian for VLM page
2.02 IOC disinterment Q4: Consolidate MEL cemetery visitors to use by Veterans
Q4: Deploy GIS Q3: Begin SO limited functionality into MBMS their cell phones to Q4: Deploy VLM
handheld devices to all release (MBMS v1.3) Q4: Deploy MBMS Q4: Deploy MBMS obtain walking functionality that
135 national cemeteries Q4: Migrate BOSS management decision functionally that directions to any enables pre-
Q4: Establish AWS database to MBMS support and gravesite enables funeral gravesite determination of VLM
Government Cloud as Q4: Deploy MBMS self- assessment directors to schedule Q4: Decommission all account page by
MBMS's hosting service (Pre-Need) functionality services remaining legacy Veterans
environment functionality to NCA's Q4: Integrate GIS into system systems Q4: Complete Phase 4
SO MBMS
Q4: Deploy MBMS Build Q4: Convert Legacy Q4: Decommission Q4: Complete Phase 3 of VLM geospatial
2.1 Resolution Letter to BOSS legacy database of VLM geospatial digital renderings
Q4: Establish MBMS Cloud-based solution Q4: Integrate Tableau digital renderings Q4: Complete MBMS
Pre-Need data ingestion Q4: Establish MBMS reporting into MBMS cemetery management
from VA.gov integration with VBMS Q4: Complete Phase 1 modernization
Q4: Deploy MBMS Time eFolder of VLM geospatial
of Need case Q4: Achieve MBMS case digital renderings
establishment management and Q4: Deploy MBMS
functionality scheduling cemetery management
modernization functions

As of January 2, 2020 24
Conceptual Interim MBMS Infrastructure Design

As of January 2, 2020 25
Corporate Services Portfolio Overview
Current Environment Drivers Transformative Initiatives Future Environment
The Corporate Services Portfolio Both internal business • VA Integrated Enterprise VA envisions the Corporate
provides IT support to VA's imperatives from across VA and Workflow Solution (VIEWS) Services Portfolio as an
Administrations, Staff Offices, external guidance drive integrated service delivery
and boards and consists of Corporate Services • White House VA Hotline platform that places Veterans at
customer service and back-office modernization efforts. the center.
operations that are integral to The current Corporate Services • Financial Management Integrated systems will enable
running the business at VA. technology environment leads Business Transformation cost savings, operational
Currently, the Corporate Services to significant costs, operational (FMBT) efficiency, and improved access
Portfolio relies on multiple risks, decreased efficiency, and to benefits and services. This will
outdated and interconnected unpredictable customer • Personnel and Account ultimately strengthen the
systems that have outlived their experience. Integrated Data (PAID) Department's ability to provide
effectiveness. VA's use of Key legacy systems are System Decommissioning care and services to Veterans and
obsolete legacy systems and extremely outdated, with VA's enhance customer experience.
different platforms has created a legacy financial and HR systems • HR Shared Services VA will employ, and promote
fragmented environment with being over 30 and 50 years old, further adoption of, shared
unstandardized processes and, respectively. These legacy • Human Capital Business services within the Corporate
as a result, inconsistent systems also fail to comply with Reference Model (HCBRM) Services Portfolio. In addition to
customer experience. federal regulations and Alignment shared services, the Department
However, through Corporate mandates. will use COTS and GOTS solutions
Services initiatives, VA is taking VA's modernization strategy to provide a modernized
steps to transform its CRM, within the Corporate Services experience across functional
Finance and Acquisition, and HR Portfolio is further guided by the areas. These solutions will allow
technology to improve the PMA, OMB's mandate regarding VA to replace outdated legacy
Department's service to financial shared services, and a systems and comply with federal
Veterans. government-wide Center of requirements.
Excellence (COE) for call centers.

As of January 2, 2020 26
Corporate Services Capability: Customer Relationship Management
Current Environment Drivers Transformative Initiatives Future Environment
In an effort to effectively communicate VA's use of disparate CRM technology • VA Integrated Enterprise VA will create a “post channel” world in
with the population that it serves, VA results in inconsistent Veteran Workflow Solution (VIEWS): which multiple forms of interaction or
uses various CRM technologies. These experience and inhibits its ability to track Modern enterprise solution that omnichannel engagement (e.g., hub, chat,
channels of communication are a single engagement record. The integrates correspondence and and secure messaging) blend to create
especially important for Veterans and Department must develop a CRM case management functionalities, the best customer experience.
their families, as they typically engage strategy and implement a unified enabling VA to better coordinate The Department will define and
with VA during times of need. platform in order to address these issues requests and correspondence from implement a unified CRM strategy built
However, VAMCs and other VA facilities and provide excellent customer service. internal and external stakeholders on an integrated commercial platform in
use differing CRM technologies, which One of VA's goals is to unify its CRM (e.g., Veterans and their families, order to improve Veteran, beneficiary,
has led to a proliferation of non- technology using best practices from the Congress, state and local officials, and partner access to VA through state-
standardized tools and inconsistent public and commercial industry. VA is VSOs, the White House, and of-the-art CRM and self-service tools. Self-
experiences for customers. VA currently currently working with the White House, government agencies) service will create a customer care
utilizes legacy and commercial tools OMB, and GSA to support a government- • White House VA Hotline: 24/7 feedback loop and customized self-service
(e.g., Salesforce, Microsoft Dynamics wide COE that is dedicated to call crisis line for at-risk Veterans that interactions.
365, and ServiceNow) for both internal centers. This COE will assist VA in interfaces with the Master Veteran Using an enterprise CRM platform, VA
and external engagement purposes. considering a unified CRM strategy for Index (MVI) and will deliver will gather data and communicate with
The Department is committed to enterprise-wide deployment. additional reporting capabilities, Veterans through the channel of their
creating an interactive experience with Furthermore, as a part of VA's CRM self-service for Veterans, and preference. This platform will provide a
the Veteran that is consistent, easy, strategy, an enterprise CRM platform improved call center capabilities consolidated interface and means of
intuitive, and personalized. Therefore, would enable cost efficiencies; improve answering, tracking, and reporting contact
VA is planning to transition all of its Veteran engagement, trust, and access points to improve customer experience
contact centers and associated CRM and to services and benefits; and support and service delivery. Overall, it will more
knowledge management tools to a single data-driven, Veteran-focused effectively serve Veterans through
enterprise application. organizational improvements. consistent engagement and access to VA
Currently, the Veterans Experience PMA CAP Goal 1 (Improving Customer care, benefits, and services.
Office (VEO) is engaging key Experience) and CAP Goal 4 (IT The enterprise-wide CRM solution will
stakeholders and using human-centered Modernization) also drive CRM ultimately allow VA to proactively deliver
design techniques to elicit and transformation. Technology drivers for the right care to the right Veterans at the
document business requirements for an this transformation include advanced right time. The Department will be able to
enterprise CRM platform. analytics, AI (e.g., ML and natural build long-term relationships as part of a
language processing), Cloud, and holistic approach that treats Veterans—
standard APIs. not just their conditions.

As of January 2, 2020 27
CRM Future Environment Reference Architecture

As of January 2, 2020 28
Corporate Services Capability: Finance and Acquisition
Current Environment Drivers Transformative Initiatives Future Environment
Like other systems in the Corporate VA's legacy financial and acquisition • Financial Management Business FMBT will deploy iFAMS—a streamlined,
Services Portfolio, VA's current financial management systems are over 30 years Transformation (FMBT): VA is federally compliant, and Cloud-hosted
system, Financial Management System old. It becomes more challenging to implementing iFAMS, which will offer financial and acquisition solution with
(FMS), is outdated and ineffective. FMS technically and functionally support these new features and capabilities that transformative business processes and
is also non-compliant with several federal legacy applications each year. help users and stakeholders analyze capabilities.
regulations, including U.S. Government VA is unable to meet federal financial data and ultimately improve the Through the iFAMS implementation, FMBT
Standard General Ledger requirements. regulations and mandates, including the efficiency and effectiveness of will increase the transparency, accuracy,
FMS has over 100 primary interfaces Digital Accountability and Transparency financial and acquisition timeliness, and reliability of financial
with legacy systems, and its hardware Act of 2014 (DATA Act), due to its management. VA will benefit from information across VA. FMBT will fully
and software are no longer updatable. inability to update legacy code and the real-time integration of financials implement iFAMS by FY 2027. This will
This legacy software prevents lack of integration between finance and through a single consolidated system, result in improved fiscal accountability to
the Department from fixing audit acquisition systems. which will provide VA with a American taxpayers and strengthen the
issues, including security and privacy consolidated view of all acquisition Department's ability to provide care and
Additionally, OMB Memorandum 13-08, and financial transactions.
concerns. Improving Financial Systems through services to Veterans.
Additionally, iFAMS will deliver
VA has cancelled two major efforts to Shared Services, directs all executive unprecedented functionality to track Additionally, iFAMS will enable VA to
replace FMS since 1999. Prior to the agencies to use a shared services solution undelivered orders and expenditures. resolve a material weakness on its annual
Financial Management Business for future modernizations of core financial statements and increase the
Transformation (FMBT) program, VA's accounting or mixed systems. In 2016, VA Department's operational efficiency,
last attempt to implement a new financial chose the U.S. Department of Agriculture productivity, agility, and flexibility. The
system ended in 2010. This has led to a (USDA) as its Federal Shared Service system will also integrate with the Cerner
proliferation of FMS enhancements and Provider (FSSP) to guide its migration to EHR and DMLSS as well as provide
workarounds and the development of an integrated solution. However, in 2017, additional security, storage, and scalability.
add-on systems, resulting in a USDA officially notified VA that it would Ultimately, iFAMS will modernize VA's
fragmented financial system no longer serve as an FSSP in support of financial and acquisition management
environment. FMBT, prompting VA to solely manage and reporting to comply with federal
To replace FMS, the FMBT program is the program. requirements.
implementing the Integrated Financial PMA CAP Goals 1 (Improving Customer
and Acquisition Management System Experience), 9 (Getting Payments Right),
(iFAMS) as VA's modern financial and 11 (Improve Management of Major
management system. The Department is Acquisitions) also drive VA's financial
carefully coordinating the modernization. Cloud, AI, and RPA will be
implementation activities of iFAMS, the key technology drivers for this
Cerner EHR, and DMLSS. modernization.

As of January 2, 2020 29
FMBT Future Environment Operational View

As of January 2, 2020 30
iFAMS High-Level Application and Data View

As of January 2, 2020 31
Corporate Services Capability: Human Resources
Current Environment Drivers Transformative Initiatives Future Environment
VA's Human Resources (HR) IT VA's HR modernization efforts are driven • PAID Decommissioning: Leveraging HRIT will modernize the Department's HR
environment consists of a set of by business imperatives from across the the Human Resources Information systems to provide cost-effective,
applications that support the Department and external sources. Per the System (HRIS) Shared Service Center standardized, and interoperable HR
Department's human capital business FY 2018–2024 VA Strategic Plan, VA is to replace PAID, VA's legacy HR solutions to support the strategic
functions. These applications exist on modernizing its human capital solution, with HR·Smart management of human capital. It will also
disparate platforms and vary in scope, management capabilities to empower • HR Shared Services: Adopting and develop HR data standards for efficient
size, complexity, and support and enable a diverse, fully staffed, and expanding shared services for HR and reliable data exchange and leverage
mechanisms. Additionally, many of these highly skilled workforce that consistently functions (i.e., HR·Smart existing HR system capabilities to supply
business functions are supported by delivers world-class services to Veterans enhancements and the Performance innovative core and non-core solutions
redundant systems across VA and their families. Management System) to realize cost between shared service resources.
Administrations and Staff Offices. VA is focused on enabling cost avoidance savings and improve internal HR VA will implement a modern end-to-end
The current HR environment presents associated with incorrect personnel and operations and data governance system (i.e., a system comprised of one or
challenges, such as the significant cost pay data, reducing disparate systems, • HR·Smart Data Cleanse: Enterprise- more interconnected applications)
associated with sustaining outdated and improving HR system capabilities to wide correction of invalid data that designed to enter HR data one time and
functionality that uses different workflow reduce manual entry and data errors and was transferred from PAID to move that data in concert with employees
and business processes. Additional increase the accuracy of personnel HR·Smart in order to sustain data through the HR lifecycle. Additionally, HRIT
challenges include inconsistent and records. integrity will encourage VA Administrations and Staff
unreliable data standards and reporting In 2016, GAO identified PAID as one of Offices to transition from localized and
methods as well as increased workload • HR·Smart Help Desk Ticketing siloed HR resources to shared services.
the 10 oldest systems in use in the federal System: Consolidated ticketing
and decreased efficiency of VA's HR government. PAID has supported many The HR transformative initiatives will
practitioners due to manual processes tracking system to enable a seamless
core HR functions for more than 50 years user experience and eliminate enable VA to achieve a future environment
that require remediating data errors. and is antiquated, expensive to maintain, in which HRIT operates seamlessly and
duplication
In order to address these challenges, VA and no longer compliant with federal efficiently to address business needs.
Human Resources Information security requirements and mandates. • HCBRM Alignment: Realignment of They will also enable cost savings,
Technology (HRIT) has numerous efforts VA's HR service delivery model to operational efficiency, enhanced customer
Additionally, PMA CAP Goal 3 (Workforce OPM's HCBRM in order to define and
underway, including the decommission of of the Future) guides VA's transformation service, and improved ability to manage the
the Personnel and Account Integrated provide a holistic view of VA's HCBRM functions.
of its HR capabilities. Digital self-service business operations and align them
Data (PAID) system, the transition to tools, Cloud technology, and AI (e.g., ML,
shared services with HR·Smart, and with business operations used by
virtual reality, RPA, chat bots, and agencies across the government
additional efforts to modernize HR augmented analytics) will enable this
capabilities that align to the Office of modernization by streamlining and
Personnel Management's (OPM) Human improving HR processes.
Capital Business Reference Model
(HCBRM).

As of January 2, 2020 32
HR and Payroll Future Operational Environment

As of January 2, 2020 33
 Corporate Services Portfolio Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q1 (F&A): Transition Q1 (CRM): Complete Q1 (HR): Complete OPF Q1 (F&A): Deploy Q1 (F&A): Deploy Q1 (F&A): Deploy Q1 (F&A): Deploy Q2 (F&A): Deploy
planning for USDA VIEWS Deployment Modernization iFAMS at VHA Central iFAMS at VHA VISN 1 iFAMS at VHA VISN 21, iFAMS at VHA VISN 19, iFAMS Compensation
withdrawal from FMBT Q2 (HR): Deploy Q2 (HR): Deploy Office (VistA/IFCAP) 22 (EHRM/DMLSS) and 23 (VistA/IFCAP) and Pension Function
relationship with VA HR·Smart Manager Self- Manpower System Q2 (HR): Complete Q2 (F&A): Deploy CPAC West Q1 (HR): Deploy (includes NCA Benefits)
Q2 (CRM): Deploy Service Q2 (HR): Deploy Talent Development iFAMS Insurance Q2 (F&A): Deploy Employee at VBA
VIEWS – IOC Q2 (HR): Connect USA Workers Compensation Phase 1 of the HCBRM (Annuities, Collections, iFAMS to Office of Compensation & Q2 (F&A): Deploy
Q2 (F&A): Deploy Staffing to HR·Smart and Safety System Q3 (HR): Complete Actuaries, Lump Sum) Inspector General, Benefits Function of the iFAMS Acquisitions
iFAMS Budget Q2 (HR): Deploy Q2 (F&A): Complete Talent Acquisition functions at VBA General Administration, HCBRM Wave at NCA
Formulation HR·Smart Ticketing iFAMS Integrated Phase 1 of the HCBRM Q2 (HR): Complete Pershing, Board of Q2 (F&A): Deploy Q3 (F&A): Deploy
functionality enterprise- System System and Q4 (HR): Complete Talent Development Veterans Appeals, iFAMS at VHA VISN 8 iFAMS at VHA VISN 9,
wide Q3 (CRM): Performance Testing Separation & Phase 2 of the HCBRM Franchise Fund at (EHRM/DMLSS), CPAC 16, 17 (EHRM/DMLSS),
Decommission VAIQ Q3 (HR): Deploy Retirement Phase 1 of Q3 (HR): Complete VACO Florida (8) CPAC Mid-South (8)
Q3 (HR): Decommission Workers Without the HCBRM Talent Acquisition Q2 (F&A): Deploy Q4 (F&A): Deploy Q3 (F&A): Deploy
PAID Compensation Q4 (F&A): Deploy Phase 2 of the HCBRM iFAMS to OIT at VACO iFAMS to Major (CFM) iFAMS Acquisitions
Q4 (HR): Deploy ER/LR Capability iFAMS General Q4 (HR): Complete Q2 (HR): Complete and Minor (VHA, VBA, Wave at VHA SAO
Case Management Q3 (F&A): Complete Operating Expense Separation & Talent Development NCA) Construction at West
System iFAMS NCA User Function at VBA Retirement Phase 2 of Phase 3 of the HCBRM VACO Q4 (F&A): Deploy
Q4 (HR): Deploy Transit Acceptance Testing the HCBRM Q3 (HR): Complete Q4 (F&A): Deploy iFAMS Veteran Canteen
Benefit Program Q4 (HR): Deploy Q4 (F&A): Deploy Talent Acquisition iFAMS to Supply Chain Service Integration
Q4 (HR): Complete Performance System iFAMS at VHA VISN 20 Phase 3 of the HCBRM at VACO
HR·Smart Enterprise Q4 (F&A): Deploy (EHRM/DMLSS) Q4 (F&A): Deploy
Data Cleanse iFAMS at NCA – IOC iFAMS Loan Guaranty
Q4 (HR): Deploy Q4 (HR): Deploy Function at VBA
Automated HR·Smart Enterprise
Classification Self-Service
Q4 (HR): Deploy Data Q4 (CRM): Implement
Warehouse & Business CRM pilot
Intelligence Tool

As of January 2, 2020 34
Technology and Platform Services Portfolio Overview
Current Environment Drivers Transformative Initiatives Future Environment
The Technology and Platform VA's complex and fragmented • VA.gov Relaunch Through the initiatives in the
Services Portfolio maintains a technology environment affects Technology and Platform
robust technology the customer experience of 10 • Enterprise Contact Center Services Portfolio, VA will deliver
infrastructure for the million users. The PMA and Modernization (ECCM) seamless and personalized
Department to enable the 21st Century Integrated Digital • Virtual Care in VHA Clinical experiences for Veterans and
business Portfolios to deliver Experience Act (IDEA) further Contact Centers customers across all digital
care and other services to call for a world-class, Veteran- services and communication
Veterans. centric customer experience. • Networx Transition Project channels.
VA's technology environment VA must modernize legacy • VA Enterprise Cloud (VAEC) Efficient and modern
consists of applications with a infrastructure and transition to telecommunications and
dedicated infrastructure and a the Cloud to alleviate technical • Identity Access infrastructure technologies will
project-centric IT service debt, enable interoperability, Management (IAM) be capable of integrating with
delivery model. and ultimately improve • Data Center Optimization newly adopted solutions, and VA
Although the current IT customer service and delivery and Consolidation will achieve a hybrid Cloud
environment is characterized of care. The Federal Information environment that is efficient and
by the need for infrastructure Technology Acquisition Reform • Vet360 dynamic.
improvements coupled with a Act (FITARA), the Data Center
Optimization Initiative (DCOI), • HealthShare Enterprise Data standardization and
collection of legacy and Platform (HSEP)
and federal Cloud policies guide synchronization will enable
modern technologies, VA has
VA in areas of this effort. seamless information sharing
made progress in the direction • Data Access Services (DAS) and reuse for collaboration and
of its future technology Such transformation presents
• Lighthouse: VA's API research. It will position VA to
environment. additional opportunities to
Management Platform become a learning health
improve quality of care through
system with the ability to make
collaboration and enhanced • Multi-Cloud Research precise diagnostics and deliver
analytics capabilities. Environment precise care.

As of January 2, 2020 35
Technology and Platform Services Capability: Digital Modernization
Current Environment Drivers Transformative Initiatives Future Environment
Whether it is shopping for car Over 10 million people access VA's • VA.gov Relaunch: By dramatically Through the relaunch of VA.gov, the
insurance, changing a mobile phone digital tools and content each month. upgrading VA's online front door, Department is demonstrating that it is
plan, or scheduling a dentist These users have a difficult experience the Department is providing possible to transform its online
appointment, Americans increasingly when navigating VA websites, logins, customers with exceptional experience.
expect the places where they do and outdated tools that are a service. The homepage content With over 100,000 pages of content on
business to offer easy-to-use digital reflection of Department's stove-piped will focus on the top 20 tasks that VA.gov, the Digital Modernization
tools for routine transactions. nature. 80% of Veterans need. VA.gov will Council and Web Brand Consolidation
Veterans, caregivers, Servicemembers, Users of VA's digital footprint believe have single sign-on, standard group will continue to streamline VA's
Veterans Service Organizations (VSOs), it is challenging to find tools and design across tools, and a digital experience so it is more user-
and VA's other users are no different; services online and believe that VA personalized dashboard that will friendly for customers and more
they expect VA to offer an online designs its websites for the allow customers to view the items efficient for VA. The Department will
experience on par with the private Administrations—not customers. In that they have outstanding with consider using AI to suggest possible
sector companies that they interact order to improve customer experience, VA. areas of interest to users based on
with in their day-to-day lives. VA will leverage APIs and Cloud personal preferences.
Through user research sessions, VA technology to enable Digital The Department will develop a modern
learned that Veterans think about the Modernization. experience for Veterans—one that will
Department as a single entity and are The 21st Century IDEA further put the Department at the leading edge
confused when VA services are solidifies the goal of creating citizen- of digital modernization across
presented under different brands or friendly digital services. The legislation government.
organizations. VA ingested this requires public-facing agency websites VA will deliver self-service tools on par
customer feedback and is putting to have a consistent look and to be with top private sector companies and
Veterans first by integrating disparate compliant with web standards have the best online experience in the
content, tools, and brands into one developed by GSA. federal government. VA's Digital
experience and delivering a single, Additionally, the Foundations for Modernization Vision will ensure that
digital experience that is customized Evidence-Based Policymaking Act of the Department will customize every
to each individual user. 2018 requires all federal agencies to digital service to the individual using it.
VA will leverage its Digital designate a chief data officer, maintain
Modernization Principles to continue comprehensive data catalogs, and
identifying ways to improve Veteran ensure that all non-sensitive
and employee experience. government data is available in
machine-readable formats by default.

As of January 2, 2020 36
 Digital Modernization Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q1: Deploy online Q1: Consolidate VA's Q3: Integrate EHRM Q1–Q4: Continue to Q1–Q4: Continue to Q1–Q4: Continue to Q1–Q4: Continue to Q1–Q4: Continue to
scheduling APIs into Patient Portal improve VA's Digital improve VA's Digital improve VA's Digital improve VA's Digital improve VA's Digital
enhancements Q1: Modernize VA.gov (VA.gov) Experience based on Experience based on Experience based on Experience based on Experience based on
Q2: Launch integrated homepage Q4: Optimize user feedback from feedback from feedback from feedback from feedback from
sign-on for Vets.gov Q1: Launch VA.gov sign- experience customers and current customers and current customers and current customers and current customers and current
Q2: Launch updated on Q4: Implement new VA priorities VA priorities VA priorities VA priorities VA priorities
appeals status tool Q1: Unify VA digital digital capabilities
Q2: Achieve medical brand and customize Q4: Launch Digital
imaging in Patient user experience Transition Assistance
Portal Q2: Achieve ability to Tools
Q3: Launch Benefits access appeals status
Intake API to enable through VA Contact
third-party Centers
organizations (e.g., Q2: Launch modernized
VSOs) to securely compensation claim
submit Veteran application
disability and pension Q3: Launch Health API
claims directly to VA to enable Veterans to
Q3: Deploy text interact with their own
message health personal health data
appointment reminders with mobile and web-
nationwide based applications

As of January 2, 2020 37
Technology and Platform Services Capability: Contact Center Modernization
Current Environment Drivers Transformative Initiatives Future Environment
VA provides a wide range of services to VA's contact centers are the door to a • Enterprise Contact Center By breaking down institutionalized silos
10 million Veterans, survivors, family complex environment that Veterans Modernization (ECCM): and transforming the Department's
members, caregivers, and personal must navigate when contacting the Consolidating the existing network approach to customer service, VA will
representatives. During the delivery of Department. They are implemented by of contact centers into an deliver seamless and personalized
these services, the Department each Administration and regionally enterprise-wide Veteran Contact experiences for all Veterans across every
receives 140 million calls annually, through VAMCs. This results in over Center through a unified customer touchpoint and channel.
which are serviced by over 9,300 call 1,800 VA contact centers. relationship management (CRM) Contact Center Modernization will
agents spread throughout VA's 1,800 VA contact centers have varying and knowledge management (KM) deliver a unified experience that is
contact centers. levels of maturity based on their platform and technology consistent and benefits Veterans
Veterans expect VA to offer intuitive primary mission, funding, and • Telecommunications: Modernizing regardless of how they choose to
customer experiences, self-service leadership. Each one operates in telephony technology and setting interact with VA. Contact Center
options for routine transactions, and an independent, unstandardized consistent standards across the Modernization will use a Veteran-centric
exemplary customer service. manner with fragmented equipment, Department by transitioning to a omnichannel operating model in order
Accordingly, OIT strives to provide technologies, and processes. This managed infrastructure service to decrease complexity and provide
Veterans and business partners with creates multiple redundancies, • Virtual Care in VHA Clinical ease of access for Veterans. This model
services effectively and efficiently. inefficient operations, and an Contact Centers: Transforming will support consistent and accessible
However, VA currently lacks an inconsistent customer experience. hundreds of fragmented and customer interaction channels to
omnichannel operating model that is VA is serving as the lead agency for antiquated call centers into enhance customer experience and
coordinated across the enterprise. This PMA CAP Goal 4, advising 14 other modern, VISN/regional virtual care quality of customer service.
prevents the Department from federal agencies in achieving improved centers to achieve clinically The Department will provide a modern,
providing a seamless Veteran customer experience. Furthermore, the meaningful first-contact resolution streamlined, and responsive customer
experience that meet industry 21st Century IDEA is placing the focus via omnichannel virtual triage experience for those who contact VA
standards. on agency CIOs to more broadly assume contact centers. It will improve the level
Therefore, Veterans attempting to the leadership role for customer of care available to Veterans by
access VA services through contact experience. eliminating and unifying facilities and
centers have fragmented and variable Advances in AI (e.g., ML, chat bots, and technology stacks and standardizing
encounters that include unanswered voice assistants), advanced data processes.
phone calls, long wait times, and analytics, virtual care platforms, and
overwhelming written materials. APIs will shape the future direction of
enterprise contact centers.

As of January 2, 2020 38
 Contact Center Modernization Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

N/A Q3: Identify and Q1: Deploy customer N/A N/A N/A N/A Q1: Complete ECCM
augment a robust experience training
Clinical Contact Center pilot
in each VISN Q4: Implement VISN
Q3: Initiate Phase 1 of telephony solution
Vet360 integration with Q4: Implement
contact centers customer experience
Q3: Implement Phase 1 training – FOC
of Veteran Signals
(VSignals) for contact
centers
Q4: Improve Veteran
and employee
experience through the
expanded integration
LIPs and telehealth into
virtual urgent care
Q4: Establish a virtual
urgent care provider
pool to prevent EHRM
access burden in
collaboration with
telehealth hubs
Q4: Initiate ECCM

As of January 2, 2020 39
ECCM Veteran-Centric Operating Model

As of January 2, 2020 40
Technology and Platform Services Capability: IT Infrastructure
Current Environment Drivers Transformative Initiatives Future Environment
The cost of enhancing and maintaining VA's As the integrated framework upon which • Networx Transition IT infrastructure modernization will increase
operational systems hosted on large and its digital services operate, IT infrastructure Project: Transitioning to a flexible capabilities to better respond to the needs of
complex on-premise infrastructure is is critical to VA's foundation. Therefore, as platform to support VA’s migration to Veterans, business partners, employees,
growing exponentially. Sustainment, VA integrates new solutions and services modern telecommunications and IT rapidly changing technology, and new modes
operations, and maintenance costs into enterprise operations, such as EHRM, service offerings of business delivery. VA will provide
comprise more than 80% of VA's IT spend it must modernize its infrastructure to • Telephony Modernization: efficient and modern telecommunications
and are increasing, leaving little funding for meet the standards for additional Modernizing telephony systems to and infrastructure technologies with
new investment in development, resources. improve VA's ability to provision new enhanced hardware and software capable
modernization, and enhancement. Modernization of VA's IT systems is services and reduce maintenance of integrating with newly adopted
Portions of VA's infrastructure are more important to security, cost, and mission. contract costs solutions. The Department will also achieve
than five years past end-of-life. Outdated However, technical debt inhibits the greater IT infrastructure cost transparency
• Enterprise Service Desk Managed through its TBM implementation.
desktops and laptops, under-strength Department's ability to optimize and Service Provider: Transitioning to a
network infrastructure, exponential storage transform, as legacy infrastructure, managed service provider to maintain OIT will transition from a capital
growth, out-of-warranty phone systems, systems, and processes are a barrier to IT an effective IT service delivery expenditure model, which is government-
and under-capacity bandwidth contribute and digital transformation. Consequences environment that manages owned and operated, to an operating
to an unbalanced state of technical debt. of technical debt include increased risk of customers’ end-to-end services expenditure model, which is contractor-
VA requires infrastructure elasticity to take critical system failure, inhibited owned and operated (e.g., Anything as a
performance of new software • Server and Storage Farm: Providing Service [XaaS] or managed services). This
advantage of new capabilities and rapid delivery of infrastructure,
innovative technologies. The existing applications, and legacy technology that is model will expedite modernized
unable to respond to new business operational support, and lifecycle infrastructure, provide greater scalability,
infrastructure is not architected to scale management and allow VA to only
cost effectively; thus, the Department must requirements. reduce technical debt, and improve IT
pay for what it uses service delivery.
replace and update hardware and software Technical debt will impede innovation and
in many cases in a wall-to-wall fashion. agility and hinder VA’s ability to deliver • Mobile Device Services: Leveraging Furthermore, VA will have a fully deployed
Therefore, VA is taking steps to refresh improved experience and Veteran-centric Cloud services to provide full hybrid Cloud environment with improved
and update hardware and software at VA services in a timely, reliable, and consistent functionality on VA mobile devices wireless and mobile connectivity.
facilities. manner. • End User Computing as a Service: Accordingly, its digitally transformed IT
The Department is initiating procedures to In addition to technical debt, new IT Modernizing end user computing infrastructure will expand the opportunities
migrate legacy solutions to modern, systems (e.g., Cerner EHR) and bandwidth infrastructure by moving to a capitally to capitalize on Cloud computing and
unmodified COTS solutions and conducting needs (e.g., telehealth) are driving efficient managed services approach reduced cost of operations. As OIT
technical refreshes of wireless routers infrastructure upgrades. Similarly, • Wireless Infrastructure Upgrade: accomplishes its Cloud computing objectives,
across all VAMCs as a result of integrating utilization of Cloud technologies, 3D Modernizing the aging Wi-Fi VA architecture will become readily capable
new solutions into enterprise operations. printing, 5G, and managed services will infrastructure currently in place as of leveraging managed services, allowing VA
shape future IT infrastructure well as expand coverage areas and to reduce and control costs, increase
modernization. capabilities efficiency, and provide scalability.

As of January 2, 2020 41
 IT Infrastructure Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q3: Initiate deployment Q1: Complete staff Q1: Initiate Q1: Deploy new Q4: Implement Q1: Develop VA Q3: Improve Q1: Re-initiate
of ITIL including 7 key training on ITIL infrastructure refresh of modernization strategy telephony infrastructure strategy infrastructure infrastructure refresh of
ITIL policies and processes and 20% of VA's hardware and plan modernization phase 4 and plan effectiveness and VA's hardware
processes enterprise procedures on annual basis Q4: Complete for 33% of VAMCs and Q3: Complete migration efficiency based on beginning with the first
wide – IOC Q1: Complete initial beginning with the end implementation of remote sites with of Networx, WITS 3, and Veteran service 20%
Q4: Initiate OLAs and implement of life hardware telephony legacy systems RLS contracts requirements Q1: Develop future
implementation of key foundation Q1: Implement holistic modernization phase 2 Q4: Complete refresh of Q4: Review and Q4: Complete infrastructure strategy
IT infrastructure infrastructure analysis of system and 3 for 46 VAMCs and next 20% of hardware improve infrastructure telephony and plan based on
modernization plan management capacity and utilization remote sites (60% complete) capabilities and modernization phase 4 evolved Veteran service
Q4: Refresh RADIUS procedures in initially modernized Q4: Complete performance across VA for 100% of VAMCs and objectives
Q4: Refresh Wireless Q1: Replace network infrastructure infrastructure refresh of environment and third- remote sites with Q2: Implement new
Infrastructure access points at 39 VA Q2: Initiate transition of the next 20% of party services legacy systems infrastructure
Technology in Region 5 locations EOL voice systems to hardware (40% Q4: Implement Q4: Complete refresh of technologies and
and 6 Q3: Deploy Asset ECSC complete) telephony next 20% of hardware management
Management & Release Q4: Initiate modernization phase 4 (100% complete) capabilities enterprise
Management ITIL implementation of for 66% of VAMCs and wide
policies telephony remote sites with Q4: Complete
Q4: Implement CDM modernization phase 2 legacy systems infrastructure refresh of
Q4: Implement annual and 3 for 46 VAMCs and Q4: Complete refresh of 20% of VA's hardware
ITSM assessment & remote sites next 20% of hardware
prioritize new ITIL Q4: Complete (80% complete)
policies infrastructure refresh of
the first 20% of VA's
hardware

As of January 2, 2020 42
Proposed Future Enterprise Network and Infrastructure

As of January 2, 2020 43
Technology and Platform Services Capability: Migration of Applications to the Cloud
Current Environment Drivers Transformative Initiatives Future Environment
The current environment of VA's IT Cloud technology is a key enabler for IT • VA Enterprise Cloud (VAEC): VA is VA will migrate to VAEC, a Cloud
enterprise is a significant factor in the modernization and is one of the implementing a multi-vendor Cloud computing environment that will allow
need to migrate to the Cloud. For cornerstones of the PMA. Cloud-based solution for the development and OIT to better leverage the latest
example, VA currently owns over 365 capabilities support faster development deployment of VA Cloud technologies to more rapidly deliver
data centers that depend on legacy and provide modern, cost-effective IT applications that provides a set of improved services to Veterans. The
technology and create unnecessary and solutions. common general support services migration will significantly reduce IT
unsustainable pressures on the Accordingly, the Report to the President for each application. VAEC simplifies operating costs and enable VA to shift
Department's IT budget. VA's large and on IT Modernization recommends the development of new from a capital expenditure model to an
complex IT infrastructure, with an bringing government to the Cloud and applications in the Cloud and operating expenditure model. This will
exponentially growing volume of bringing Cloud to the government. VA's accelerates VA's migration of result in more efficient and responsible
hardware and storage, is inconsistent migration to the Cloud responds to this existing applications to the Cloud. stewardship of taxpayer dollars.
with a modern Cloud computing strategy. report's recommendations as well as the • Enhancements and Strategy: VAEC will be a business enabler that
Additionally, the current process for VA federal Cloud strategy. Enterprise Cloud strategy to deliver provides Veterans, VA employees, and
customers to adopt SaaS is time more responsive, cost-effective IT business partners with on-demand services
consuming and expensive. In 2010, OMB established a Cloud First
policy as part of the Federal Cloud services and promote adoption of and applications that are accessible on
To improve its delivery of Cloud services, Computing Strategy, which the Cloud First and Cloud Smart policies, user-preferred devices. VAEC will form the
OIT has begun to refine its Cloud strategy Department has adopted through VA high-capacity contracts, foundation of an interoperable, scalable,
to incorporate recent realignments and Directive 6517. In accordance with recent public/community/private Cloud and secure Cloud computing environment
reassignments within its organization. updates to this strategy, VA's ECSO will criteria, early adopters, and VAEC- that can adapt to evolving business
Additionally, in April 2018, VA supplement its Cloud First efforts with specific Cloud computing EDPs needs. It will offer elastic data storage and
established the IOC for the VA Enterprise the Cloud Smart policy. VA's Cloud First • Identity Access Management (IAM): computing capability to support innovative
Cloud (VAEC) as well as the Enterprise policy further supports the Department's VA's Enterprise Shared Service (ESS) approaches for the delivery of integrated
Cloud Solutions Office (ECSO) to buy-first strategy for acquisitions, for user authentication that services to Veterans.
implement and improve OIT Cloud focusing primarily on the procurement of coordinates secure access to VA VAEC's future environment will include a
governance structures and processes. managed services through Cloud vendors. resources for both internal and fully implemented and operational
In its implementation and operation of external users enterprise Cloud Management Platform.
VAEC with ITOPS, ECSO also partners and • Office 365: Migration of all VA VA will achieve highly reliable and
collaborates with OIS to ensure mailboxes to the Cloud via Office available infrastructure to develop and
adherence to VA and FISMA security 365 host Cloud services and applications
standards and to adapt and streamline across the Department. This integration of
Cloud security assurance processes. Cloud will shorten the DevOps lifecycle and
provide OIT and partners more flexibility to
innovate and collaborate.

As of January 2, 2020 44
 Migration of Applications to the Cloud Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q2: Achieve VAEC IOC Q1: Begin developing Q1: Improve VAEC Q1: Continue to review Q1: Complete Q1: Continue to review Q1: Evolve technology Q1: Adapt VAEC to new
Q2: Achieve Azure Cloud native service performance new VAEC computing transformation of all new Cloud technology strategy for VAEC strategic technology
environment IOC in architecture Q2: Continue to review technology and revise applications migrated and evolve VAEC computing practice trends
VAEC Q1: Enhance VAEC Cloud redundant VAEC strategy and plan to the Cloud computing strategy Q3: Expand VAEC to Q2: Evolve and improve
management and
Q2: Establish Enterprise monitoring functions services used at the Q2: Automate VAEC Q3: Complete VAEC Q3: Continue to incorporate new Cloud strategy and direction
Cloud Solutions Office Q3: Establish criteria local level for enterprise security services automation services in improve enterprise service technology based on evolution of
(ECSO) and governance and standards for app solutions Q2: Automate VAEC key areas (e.g., security, Cloud strategy and Q4: Complete migration VAEC and IT
policy development Q3: Continue to scanning and testing testing, and software policies of 350 applications to technologies
Q2: Achieve AWS Q3: Complete migration execute VAEC migration services development) Q4: Continue improving VAEC initiated in FY18
environment IOC in of all VA applications plan Q3: Automate Cloud Q4: Enhance ECSO VAEC service Q4: Stabilize existing
VAEC from the Q4: Review VAEC software development governance body and performance and data center operation
Q4: Develop a Cloud IBM/Terremark data migration program and lifecycle structure efficiency with VAEC
migration roadmap center develop roadmap for Q4: Continue to
Q3: Proof of concept –
Q4: Initiate VAEC Migrate first VistA FY21 and beyond execute Cloud
service & performance instance to VAEC Q4: Migrate additional migration plan
improvement Q4: Monitor and review VistA instances and
Q4: Develop workforce VAEC service disaster recovery
training for existing performance and capabilities
staff efficiency
Q4: Migrate initial 10 Q4: Accelerate
applications to VAEC application migration to
Q4 (IAM): Move VAEC
Q4 (IAM): Move MPI
Terremark/Access and migrate remaining
Service components to MVI consumers to the
the Cloud Cloud
Q4 (IAM): Migrate Q4 (IAM): Virtualize
front-end java based Master Patient Index
components to the (MPI) at Austin
Cloud Information Technology
Center (AITC)
Q4 (IAM): Migrate 1
Consumer to Cloud

As of January 2, 2020 45
VAEC Architecture Future Environment

As of January 2, 2020 46
Technology and Platform Services Capability: Data Center Optimization and Consolidation
Current Environment Drivers Transformative Initiatives Future Environment
The federal Cloud First and Cloud In 2010, OMB established the Federal • Data Center Optimization and OIT will continue to invest in
Smart policies and VA's Virtualization Data Center Consolidation Initiative Consolidation: VA is identifying the organizational change management
First policy are significantly reducing (FDCCI) to reduce the footprint of services, tools, applications, and and strengthen its staff through Cloud-
the number of physical servers in data government data centers. systems that are hosted in a data focused training and OIT community
centers, positioning VA to eliminate The Federal Information Technology center and coordinating their engagement to understand the issues
legacy hardware. The effort to migrate Acquisition Reform Act (FITARA) of transition to the Cloud with their and concerns regarding this transition.
applications to the Cloud is well 2014 enacts and builds upon FDCCI by respective owners. Coordination Existing applications will be evaluated
underway; VA's ECSO has moved requiring agencies to submit annual between VA organizations and for Cloud compatibility and may
beyond IOC and is moving applications reports that include comprehensive services is vital to ensure that the require application reengineering or
to the off-premise Cloud. data center inventories, strategies to services transition to the Cloud refactoring as part of the migration
However, VA has several types of data consolidate and optimize data centers, without interruption. VA is process. Assessment for migration will
centers that have evolved over the performance metrics and a timeline categorizing and classifying data be based on several Cloud readiness
years and are based on mission for activities, and yearly calculations of center functions by mission factors including cost, available
requirements. Many VA data centers investment and cost savings. requirements and availability services, application technology,
contain aging, VA-owned equipment needs. The Department is also sensitivity of information, and business
In 2016, the Data Center Optimization recommending and executing data
that is largely dependent on legacy Initiative (DCOI) refreshed the requirements.
technology. Some of these legacy center consolidations to enhance
strategy and standards for operational efficiency and align This future environment will help
systems have no record of service or management of data centers. DCOI reduce VA-owned data centers and the
identified system owner. physical data center facility
required agencies to develop and operations with OIT organizational cost of sustaining on-premise
This creates an issue when OIT needs report on data center strategies and mission functions. infrastructure. The benefits of a
to decommission or migrate data; fulfill closure goals for Tiered and Non- reduced and optimized infrastructure
without knowledge of service or Tiered data centers while will include a highly reliable and
application owners, progress may be simultaneously meeting certain available infrastructure as well as the
halted or cause an interruption in performance standards for those that use of effective and efficient data
services being used to assist Veterans. were retained. centers. This will enable VA to maximize
The FITARA Enhancement Act of 2017 functions and capabilities while
extended the data center reducing cost.
requirements of FITARA until October
1, 2020. As a result, OMB is updating
and extending DCOI for another two
years.

As of January 2, 2020 47
 Data Center Optimization and Consolidation Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q1: Establish data Q1: Implement new Q1–Q4: Continue to Q1: Complete Q2: Complete Q1: Complete Q1: Enhance the N/A
center categories to OMB guidance for DCOI sunset additional data execution of Phase 1 execution of Phase 2 execution of Phase 3 efficiency of remaining
identify rooms that are for FY19 and beyond, centers migrated in data center data center data center data centers after Cloud
physically inseparable updating strategy Phase 1, 2, and 3 of consolidation consolidations consolidations migration
from non-IT hardware accordingly data center Q1–Q4: Continue to Q1–Q4: Continue to Q4: Complete
and/or that perform a Q1: Continue executing consolidations sunset additional data sunset additional data deployment of at least
specific, non-standard Phase 1 of data center centers migrated in centers migrated in 1 survivable Campus
set of tasks consolidations Phase 2 and 3 of data Phase 3 of data center Support Center at each
Q4: Complete 68 OMB- Q1–Q4: Begin planning center consolidations consolidations VAMC
defined data center and executing Phase 2
closures and Phase 3 of data
center consolidations

As of January 2, 2020 48
Technology and Platform Services Capability: Trusted Information Sharing
Current Environment Drivers Transformative Initiatives Future Environment
Since the establishment of the Healthcare data interoperability plays • Vet360: Data source platform that Vet360 will build the foundation for VA's
Department, VA has experienced a key role in all four of VA's top integrates and stores common data enterprise master data management
challenges in achieving interoperability. priorities—from implementing the across VA systems and applications solution. It will streamline data collection
Disparate modernization initiatives and MISSION Act and EHRM to transforming and will become the authoritative and dissemination to ensure that there is
lack of an enterprise interoperability VA's business systems and delivering data source (ADS) for shared and accurate information in a central
strategy have led to non-standard user better customer service. Interoperability common VA data across the repository. Veterans will have the ability to
interfaces, data exchanges, performance between VA and DoD specifically is the Administrations and Staff Offices update information and a comprehensive
monitoring, and security challenges. lynchpin for EHRM, VA's highest-profile IT • HealthShare Enterprise Platform view of their Master Records.
VA collects and stores information from modernization initiative in its history. (HSEP): Platform to unify and HSEP will improve enterprise access to all
multiple channels, lines of business In healthcare, data exchange standards modernize access to all VistA-based VistA-based health and non-health data
(LoBs), systems, and applications. Due to and protocols form the foundation health and non-health data currently and enable seamless communication
the numerous sources of information, the for interoperability and health maintained in the 130+ VistA between all points of care. Synchronized
Department has not established a information exchange (HIE) initiatives. instances that will support the data will support EHRM and enable
standard or common understanding of The lack of a single VA environment for migration of patient data from VistA healthcare research and quality and
maintaining information for uniformity. data interoperability and exchange to the Cerner EHR and facilitate performance management and reporting.
Additionally, information sharing and limits the ability to share and broader HIE Lighthouse will establish a universal
reuse is limited at VA. understand information in a common • Data Access Services (DAS): System health language with external partner
VA has invested significant resources to manner. of Enterprise Middleware Services systems that will use APIs and ESS to
improve interoperability and data Furthermore, the 21st Century Cures Act that enables intra- and inter-agency exchange, process, and present
standardization. Along with other aims to achieve improved data transport, transformation, and information. VA will consume and reuse
modernization efforts, the Virtual interoperability. Relatedly, the Office of storage capabilities between data APIs across the ecosystem, allowing OIT to
Lifetime Electronic Record (VLER) and the National Coordinator for Health producers and data consumers more rapidly deliver new technology and
Joint Legacy Viewer (JLV) have improved Information Technology (ONC) and the • Lighthouse: VA's API Management services. Veterans will be able to manage
VA's interoperability capabilities. Centers for Medicare & Medicaid Platform that employs an open- their own health experience within a
The Department's API Management Services (CMS) have outlined their source API gateway platform on a secure and interoperable environment.
Platform, Lighthouse, is also improving approach to information blocking, APIs, private VA Cloud to connect data VA will partner with the third-party
interoperability. VA's venture into public- and FHIR standards for interoperability. from many sources and will allow developer community to enable Veterans
facing apps is powered by Lighthouse, In addition, ONC's Trusted Exchange critical health data to flow securely to seamlessly access their data. The
which enables vendors to directly link Framework and Common Agreement rule between patients and their Department will implement its first public
new technologies to internal VA data. is intended to establish baseline technical healthcare providers record-sharing platform available to all
The Department expects Lighthouse to and legal requirements for sharing Veterans, which will allow them to access
be a pivotal step in its digital electronic health information nationwide their personal medical records via the
transformation. across disparate networks. iPhone's Health app in near real time.

As of January 2, 2020 49
 Trusted Information Sharing Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q1 (HSEP): Complete Q1 (API): Launch Veteran Q1 (HSEP): Complete N/A N/A N/A N/A N/A
initial migration of 13 VIE Verification API and Health interim HSEP – Cerner
API
applications Q2 (Vet360): Integrate hybrid HIE
Q2 (API): Achieve API VBMS as a notification Q1 (Vet360): Establish
Management Platform IOC preference consumer Enterprise Rating Data API
Q3 (HSEP): Integrate HSEP Q2 (Vet360): Add CRM Q1 (Vet360): Add Veteran
Member Services as a
in AWS Contact Information Interaction Summary as a
Q3 (API): Launch Benefits consumer data domain and establish
Intake API Q3 (API): Connect Cerner Enterprise API
Q3 (HSEP): Integrate HIE and API Platform Q2 (HSEP): Initiate
with EHRM Q3 (API): Achieve transition to Cerner HIE
interoperability between
Q3 (Vet360): Incorporate HSEP and API Platform Q2 (Vet360): Integrate
Veteran contact Q3 (HSEP): Transition VHIE Cerner with Veteran
information as a data to HSIE Profile Service and Push
source and integrate Q3 (HSEP): Migrate all 13 Notifications
Vets.gov VIE apps to HSEP Q2 (Vet360): Enhance
Q4 (Vet360): Add legacy
Q4 (Vet360): Deploy APIs Veteran & non-Veteran Predischarge integration
for LoBs to consume information as new data with VADIR and MVI to
Q4 (HSEP): Enable HSEP sources include contact
in-production at AITC & Q4 (Vet360): Add Veteran information data
Rating data as a new data
PITC source Q2 (Vet360): Add the
Q4 (HSEP): Initiate Q4 (Vet360): Add VBMS as Payment address data
Veterans Health an Address Validation API domain to Veteran Profile
Information Exchange consumer API
(VHIE) transition to HSIE Q4 (Vet360): Transition Q3 (Vet360): Integrate
Vet360 Address Validation
Q4 (HSEP): Initiate direct consumers to API VBMS, LGY, Community
Veterans Data Integration Management Platform Care, and White House VA
and Federation (VDIF) Q4 (Vet360): Implement Hotline as a new Veteran
transition to HSEP Veteran Predischarge data Contact Information API
integration with VADIR
Q4 (API): Launch Facilities and MVI consumer
API Q4 (Vet360): Migrate Q4 (Vet360): Add
platform to VAEC-AWS Homeless and Fraud
Q4 (HSEP): Transition Indicators to Veteran
major VDIF services to Profile API
HSEP
Q4 (DAS): Complete Q4 (Vet360): Integrate
migration of DAS from MBMS with Vet360 APIs
AITC to VAEC-AWS

As of January 2, 2020 50
Vet360 Ecosystem

As of January 2, 2020 51
VA's Future Environment of API Architecture

As of January 2, 2020 52
Technology and Platform Services Capability: Analytics
Current Environment Drivers Transformative Initiatives Future Environment
VA uses analytics as one of its tools to As the largest integrated healthcare • DOE Partnership: Partnership The Department will add data scientists to
improve healthcare for Veterans. The system in the U.S., VA requires through MVP that aims to advance all research VAMCs and implement
Department has one of the largest innovative ways to collect, manage, and medical treatment for Veterans by predictive and personalized medical
healthcare-related data repositories in report data throughout the system. utilizing large sets of data to practices with robust integration of big
the world. However, VA's analytical VA's historically limited capabilities in identify trends that support the data to deliver meaningful outcomes. The
capabilities have long lagged behind comparison to other federal agencies development of new treatments future Analytics environment also
other federal agencies and industry and commercial healthcare systems and preventative strategies includes a seamless integration with the
counterparts. restrict its ability to utilize its data to • Data Commons: De-identifying VA Cerner EHR and cognitive tools. This will
Although VA collects patient data from improve care and outcomes. For this data for data commons and help VA become a learning health system
tens of millions of individuals on a reason, VA must invest in analytical tools collaborative research with DoD, with the ability to make precise
variety of health conditions, it has had and train their workforce to better industry, and community and diagnostics and deliver precise care.
difficulty sharing this information with analyze and interpret data, utilizing academic partners To support this effort, VA will develop a
researchers tasked with developing analytics to improve quality of care. • Multi-Cloud Research solution architecture for an analytical
advance medical treatments. Overall, Key analytic use cases include predictive Environment: Hybrid, multi-Cloud system that will allow data scientists and
the current Analytics environment is outcomes modeling; risk modeling; environment that will be researchers to develop and manage
fragmented and constrained by population health; chronic disease coordinated by a system research cases. Throughout the
infrastructure and resource limitations. management; utilization management; orchestrator and consist of development and implementation of the
VA is exploring ways to improve how it health economics and cost of care; phenomics, imaging, genomic, and analytical system, VA will establish study
uses data to make real-time, fact-based quality and safety insights; precision de-identified data data marts (subsets of a data warehouse
decisions. It has focused on how its medicine; claims and appeals organized for a specific analysis) that will
• Research Administrative System be designed with the tables and tools
healthcare system utilizes data to reduce intelligence; and fraud, waste, and abuse (RAMS): Multipurpose tool that will
statistical variations in levels of care. management. required for analysts to do their jobs.
improve the efficiency of research
As part of its suicide prevention efforts, Key drivers of VA’s big data research administration Additionally, the scope of the VA-DOE
VA is collaborating with the Department include EHRM, the public Cloud and IT partnership will expand to focus on other
• Predictive Analytics: Capabilities areas of care that are critical to Veteran
of Energy (DOE) and Lawrence Berkeley transformation, and network bandwidth and systems to provide real-time
National Laboratory to use its EHR and and multi-Cloud interconnect. health (e.g., prostate cancer and heart
analytics and enable VA to review disease). Through this initiative, AI will
Million Veteran Program (MVP) genomic Additionally, the Executive Order on nationwide outcomes and patient
data to identify Veteran suicide risks. Maintaining American Leadership in enable VA to identify risks and provide
safety issues in real time preventative care for illnesses that
The initiative aims to leverage this data Artificial Intelligence will drive AI
along with DOE's experience with AI to research and development activity significantly impact the Veteran
apply deep learning strategies to the within government agencies. population.
challenge of addressing these risks.

As of January 2, 2020 53
 Analytics Milestones* * Timelines may shift due to changes in resources and priorities
 Pre-decisional

Q1: Deploy Manual Q3: Deploy outcome Q1: Operationalize DOE Q1: Complete Cloud Q2: Initiate N/A N/A N/A
System Orchestrator measures pilot Argonne genomic migration collaborative program
V1.0 Q4: Implement 8 study enclave Q4: Implement 25 study management
Q2: Develop Enterprise marts in the Q2: Operationalize DOE marts at DOE – FOC integration for data
Architecture V1.0 commercial Cloud Laurence Livermore Q4: Expand medical and analytics initiatives
Q3: Complete Research Q4: Complete RAMS enclave for imaging clinical image analytics
Administration implementation at Q2: Operationalize pilot (6-9 additional
Management System VAMCs nationwide research enclaves image types)
(RAMS) development within VAEC
Q3: Deploy Manual Q2: Develop Enterprise
System Orchestrator Architecture V3.0
V2.0 Q3: Pilot deployment of
Q4: Implement 10 study outcome measures
marts at DOE and 3 Q4: Implement
study marts with commercial Cloud &
Federal Information study marts
Security Management Q4: Implement study
Act (FISMA) data in the marts at the University
commercial Cloud of Chicago (UoC) Data
Q4: Establish Master Commons and begin
Veteran demographics work on VA data
Q4: Deploy medical and Q4: Initiate data de-
clinical image analytics identification pilot
pilot within VAEC
Q4: Define outcome Q4: Deploy Manual
metrics and measures System Orchestrator –
for all VA service lines FOC
Q4: Develop Enterprise
Architecture V2.0

As of January 2, 2020 54
VA's Multi-Cloud Research Environment

As of January 2, 2020 55
OIT Transformation
OIT is transitioning into an organization that fundamentally improves the way Veterans interact with VA. OIT understands the need to enable our
business partners to provide the access, care, benefits, and services to Veterans. The following are items that will enable OIT Transformation.
DevOps Integration Enterprise Data Management
Development and Operations (DevOps) is a software industry concept Enterprise Data Management (EDM) is the holistic development and
that improves IT service delivery to customers. DevOps identifies the execution of data management plans, policies, and practices that
interdependence between the programming activities of software develop, protect, and deliver the value of data and information assets
development and the IT operational environment that supports across the enterprise. VA’s wide-ranging definition of EDM embodies its
software deployment. Traditionally handled separately within EPMO Data Strategy Goals. Often cited as a strategic asset, VA will leverage its
and ITOPS, OIT will integrate development and operations to enable data as a primary component to enable improved benefits and service
frequent delivery of incremental releases with high reliability. delivery.

Technology Business Management Product Line Management

Technology Business Management (TBM) is a value-management Product Line Management (PLM) is an operating construct that aligns IT
framework for IT organizations predicated on transparency of cost, resources and funding to the enterprise's most critical business
consumption, and performance. This transparency provides technology capabilities. OIT Leadership established the PLM Working Group to
leaders and their business partners with the facts they need to evaluate the benefits of adopting a PLM methodology. The PLM
collaborate on business-aligned decisions. The TBM framework is Working Group developed an initial Portfolio and Product Line construct
characterized by continuous improvement and enabling organizations and initiated a pilot based on Digital Experience. Based on the success
to deliver value. By FY 2022, OIT will meet the OMB mandate to fully of the pilot, OIT will adopt PLM across the organization. During FY 2019,
report all IT Towers and Cost Pools in the TBM taxonomy and will it will begin implementation of this new model with goals to finalize the
operate at Level 5 (Business Driver) of TBM maturity. PLM structure, assign ownership for each Product Line, conduct initial
Product Line analyses, and formalize Product Lines.

IT Governance
IT Governance responsibility spans the culture, organization, policy and Strategic Sourcing
practices that provide for IT management and control across five key OIT established the Office of Strategic Sourcing (OSS) to provide more
areas: alignment, value delivery, risk management, resource accountable IT product and service procurement for VA. OSS's work
management, and performance management. Utilizing the Governance encompasses the entire sourcing lifecycle and includes implementing a
Framework, IT Governance will touch all levels of OIT. The Committee Centers of Excellence (COE) to streamline and leverage best practices.
level Governance Bodies (GS 14–15 level) will feed information/analysis OSS is transforming OIT to be a customer of choice to suppliers, thereby
to the Councils (SES and above). The Councils will feed important attracting the best talent and the best price.
information covered in their meetings to the ITGB.

As of January 2, 2020 56
OIT Transformation (continued)
Enterprise Cybersecurity
VA, its core constituents, and external partners are subject to a wide variety of constantly evolving cyber threats. Given the high degree of connectivity,
interdependence, and reliance on integrated open platform technology, meeting cybersecurity challenges requires strategic attention and collaboration
across the entire VA ecosystem. VA has a critical mission that includes acting as an effective steward of Veteran and VA data, protecting VHA biomedical
equipment, and safeguarding VA’s information systems and infrastructure from continuously evolving cybersecurity threats. VA's strategic cybersecurity goals
and objectives are identified below.
Goals Objectives
• Create an agency-wide cybersecurity and privacy risk management strategy
Enhance Enterprise
•
1 Cybersecurity and Privacy Risk
Management
•
Integrate cybersecurity and privacy into enterprise-wide risk management programs and processes
Enhance the High Value Asset (HVA) risk management program
• Integrate the NIST Cybersecurity Framework with VA’s existing cybersecurity risk management processes

• Ensure that data is protected regardless of its location

Ensure Secure Interoperability •
2 Both Within and Outside VA •
Ensure that access methods are secure, flexible, and support VA business processes
Leverage shared security and privacy capabilities
• Collaborate with partners and third-party providers to meet VA cybersecurity and privacy requirements

• Partner with stakeholders to provide security and privacy services that add business value
Deliver Exceptional Customer
3 Service
• Integrate cybersecurity policies, standards, architectures, and services with business and IT processes
• Enhance VA-wide governance processes that link cyber investments with mission outcomes

• Improve cyber hygiene to minimize exposure to potential attack vectors and cyber threats
• Employ mechanisms to take a proactive approach to cybersecurity and privacy threats
Enable Secure and Resilient
4 Business Operations
•
•
Validate and enhance cross-organizational incident response and continuity of operations plans
Accelerate adoption of innovative and effective cyber technologies to address cybersecurity and
privacy gaps

• Recruit, train, and sustain a cybersecurity and privacy capable workforce

Cultivate a VA Cybersecurity
•
5 and Privacy Workforce and
Culture
•
Enhance VA cybersecurity and privacy commitment and accountability across the organization
Develop a privacy and cybersecurity-aware VA culture
• Integrate a VA cybersecurity and privacy workforce planning capability

As of January 2, 2020 57
Next Steps
• Publish the FY 2018–2024 VA Enterprise Roadmap Executive Summary

• Publish the comprehensive FY 2018–2024 VA Enterprise Roadmap aligned to VA's IT Strategy

• Collaborate with Business Partners and VA Staff Offices

• Introduce to OIT Governance Boards to review the major components and drive meaningful and
strategic IT management governance decisions

• Inform long-term IT planning and prioritization activities, and support Enterprise and Platform
Architecture efforts

• Collaborate with Strategic Sourcing and ITRM to gather data on reinvestment strategies, cost
savings, and cost avoidance

• Leverage the VA Enterprise Roadmap to inform VA Enterprise and System Architecture

• Update VA Enterprise Roadmap on an annual basis

As of January 2, 2020 58
Acronyms and Abbreviations (A–HR)
Acronym Description Acronym Description Acronym Description Acronym Description
Advanced Computational and Translational Electronic Claims Administration and
COE Center of Excellence eCAMS Management System FFPS Funding Fee Payment System
ACTIV Initiative for Veterans
COMS Cloud Operation and Migration Services ECCM Enterprise Contact Center Modernization FHIE Federal Health Information Exchange
ADS Authoritative Data Source
COVERS Control of Veterans Records System ECSS Enterprise Cybersecurity Strategy FHIR Fast Healthcare Interoperability Resources
AI Artificial Intelligence
Federal Information Technology Acquisition
COTS Commercial Off-the-Shelf eCMS Electronic Contracting Management System FITARA Reform Act
AITC Austin Information Technology Center
CP&E Compensation, Pension, Burial and Education ECSC Enterprise Cloud Session Control
AMAS Automated Monument Application System EHR Electronic Health Record
CMS Centers for Medicare & Medicaid Services ECSO Enterprise Cloud Solution Office Federal Information Security Management Act
API Application Programming Interfaces FISMA of 2002
CRM Customer Relationship Management EDI Electronic Data Interchange Financial Management Business
ARS Attachment Repository System FMBT Transformation
CPRS Computerized Patient Record System EDIPI Electronic Data Interchange Personal Identifier
ATA Anywhere to Anywhere EDM Enterprise Data Management FMS Financial Management System
CSP Cloud Service Provider
ATO Authority to Operate EDU Education Service FOC Full Operating Capability
CSR Customer Service Representative
AWS Amazon Web Services EHRM Electronic Health Record Management FSC Financial Services Center
CTRTS Clinical Trainee Registration Tracking System
BAS Benefits Assistance Services EIN Employer Identification Number FSSP Federal Shared Service Provider
CUCM Cisco Unified Communications Manager
Enterprise Infrastructure Solutions
BDN Benefits Delivery Network EIS Telecommunications Contract FY Fiscal Year
CX Customer Experience
BIP Benefits Integration Platform EPMO Enterprise Program Management Office GAO Government Accountability Office
DAS Data Access Services
General Counsel Legal Automated Workload
BOSS Burial Operation Support System Digital Accountability and Transparency Act of EOL End of Life GCLAWS System
DATA Act 2014
ERP Enterprise Resource Planning Genomic Information System for Integrated
BOSS-E Burial Operation Support System-Enterprise
DC Data Center GenISIS Science
ESB Enterprise Service Bus
Board Board of Veterans Appeals
DCC Data Center Consolidation GIS Geographic Information System
EVSS Enterprise Veteran Self-Service
CAP Cross-Agency Priority GSA General Services Administration
DCOI Data Center Optimization Initiative
ESS Enterprise Shared Services
CapEx Capital Expenditures DevOps Development Operations GUI Graphical User Interfaces
F&A Finance and Acquisition
CAS Cloud Advisory Services DMLSS Defense Medical Logistics Standard Support HCBRM Human Capital Business Reference Model
FAS Financial Accounting Service
CBOC Community-Based Outpatient Clinic DoD Department of Defense HDR VA Health Data Repository
FBCS Fee-Based Claims System
CC Community Care DOE Department of Energy FCVA Faster Care for Veterans Act HIE Health Information Exchange
CCP Community Care Program DRC Decision Ready Claims FDA Food and Drug Administration HIT Health Information Technology

CCN Community Care Network DSI Data Services Interchange FDCCI Federal Data Center Consolidation Initiative HR Human Resources

As of January 2, 2020 59
Acronyms and Abbreviations (HRO–RLS)
Acronym Description Acronym Description Acronym Description Acronym Description

HRO High Reliability Organization ITIL IT Infrastructure Library MOU Memorandum of Understanding OTHD Other Than Honorable Discharge
Information Technology Operations and MPI Master Patient Index
HRIS Human Resources Information System PaaS Platform as a Service
ITOPS Services
MVI Master Veteran Information
HRIT Human Resources Information Technology PACT Patient Aligned Care Team
ITSM IT Service Management MVP Million Veteran Program
Captain James A. Lovell Federal Health Care PAID Personnel and Accounting Integrated Data
HSE HealthShare Enterprise MYP Multi-Year Planning
JALFHCC Center Problems, Allergies, Medications, Procedures,
HSEP HealthShare Enterprise Platform NCA National Cemetery Administration PAMPI Immunizations
JLV Joint Legacy Viewer
HSIE HealthShare Information Exchange NCC National Call Centers PCGL Personal Computer Generated Letters
LoB Line of Business
NCPS National Center for Patient Safety PEO Program Executive Office
HVA High Value Asset
LDSI Laboratory Data Standard Interchange NFSA Network Flow Security Analytics
PC Primary Care
IAA Inter Agency Agreement National Institute of Standards and
LGY Loan Guaranty Service
NIST Technology PITC Pittsburgh Information Technology Center
IaaS Infrastructure as a Service
LIP Licensed Independent Practitioners NOD Notice of Disagreement PLM Product Line Management
IAM Identity & Access Management
LTS Long Term Solution NWQ National Work Queue
PMA President's Management Agenda
IBM International Business Machines Office of Acquisition, Logistics, and
MAC Migration of Applications to the Cloud Planning, Programming, Budgeting, and
OALC Construction
ICU Intensive Care Unit PPBE Execution
MAP-D Modern Award Processing Development OCA Office of Congressional and Legislative Affairs
PPMS Provider Profile Management System
IDEA Integrated Digital Experience Act MASS Medical Appointment Scheduling System Office of Employment Discrimination and
OEDCA Complaint Adjudication PRF Patient Record Flag
IDIQ Indefinite Delivery Indefinite Quantity MBMS Memorial Benefits Management System OEI VA Office of Enterprise Integration PSIM Physical Security Information Management
Integrated Financial and Acquisition
iFAMS Management System MDM Master Data Management OGC Office of General Counsel
PTSD Post Traumatic Stress Disorder
IOC Initial Operating Capability MEF Mission Essential Function OIG Office of the Inspector General
P&F Pension & Fiduciary Service
OIT Office of Information and Technology
IoM Institute of Medicine MEL Memorial Enterprise Letters
QMS No context provided by OBPI
OLA Operational Level Agreement
IOSS Infrastructure Operation Support Services Med-COI Medical Community of Interest RADIUS Remote Authentication Dial In User Service
OM Office of Management
IoT Internet of Things MGMT Management RAMP Rapid Appeals Modernization Program
OMB Office of Management and Budget
MH Mental Health Office of the National Coordinator for Health RAMS Research Administrative Management System
IRM Information Resource Strategic Plan
ONC Information Technology
MHV MyHealtheVet Recovery Engagement And Coordination for
ISA Interoperability Standards Advisory Office of Public and Intergovernmental
REACH VET Health – Veterans Enhanced Treatment
OPA Affairs
IS Insurance Service ML Machine Learning
OpEx Operating Expenditures REFDOC Referral Documentation
Maintaining Internal Systems and
IT Information Technology MISSSION Strengthening Integrated Outside Networks OPM Office of Personnel Management RFE No Context provided by OBPI
ITIL IT Infrastructure Library MoA Memorandum of Agreement OSS Office of Strategic Sourcing RLS Regional Local Service

As of January 2, 2020 60
Acronyms and Abbreviations (RO–X)
Acronym Description Acronym Description Acronym Description Acronym Description

RO Regional Office Tele-ICU Tele-Intensive Care Unit VBMS Veterans Benefits Management System
XaaS Anything as a Service
TIA Technical Impact Analysis VBO VIP Business Office
ROI Return on Investment
VCL Veterans Crisis Line
RPA Robotic Process Automation TIS Trusted Information Sharing
VC Viewer Virtual Care Viewer
RPC Remote Procedure Call TK Tool Kit
VDIF VA Data Integration and Federation
SaaS Software as a Service TMP Telehealth Management Platform
VECMS VA Enterprise Case Management Solution
SCM Supply Chain Management UoC University of Chicago
VEO Veterans Experience Office
SCHMC Supply Chain Healthcare Master Catalog U.S. United States The Veterans E-Health and Telemedicine
USDA United States Department of Agriculture VETS Support
SDLC Systems Development Life Cycle
VETSNET Veteran Service Network
SecVA VA Secretary USSGL United States Standard General Ledger
VHA Veterans Health Administration
SEOC Standardized Episodes of Care VA Department of Veteran Affairs
Veterans Access, Choice, and Accountability VHIE Veterans Health Integration Exchange
SEP Stakeholders Enterprise Portal VACAA Act
VIA VistA Integration Adapter
SHRPE Suicide High-Risk Patient Enhancements VACO VA Central Offices VIE Variable Interest Entity
SLA Service Level Agreement VACOLS Veterans Appeals Control and Locator System VIEWS VA Integrated Enterprise Workflow Solution
Veteran's Informatics Information and
SMART Site Monitoring, Auditing and Resource Team VADIR VA Department of Defense Identity Repository
VINCI Computing Infrastructure
SP Suicide Prevention VAEC VA Enterprise Cloud
VISN Veterans Integrated Service Networks
SPP Suicide Prevention Package VAIQ VA Intranet Quorum Veterans Information Systems and Technology
VistA Architecture
SORN System of Records Notice VALERI VA Loan Electronic Reporting Interface
VLM Veterans Legacy Memorial
VA Loan Electronic Reporting Interface Re-
SO Scheduling Office VALERI-R Design VR&E Vocational Rehabilitation and Employment
SQUARES Status Query and Response Exchange System VAMC VA Medical Center VSignals Veteran Signals
SSA Social Security Administration VAOS VA Online Scheduling VSO Veterans Service Organizations

Su Suicide Prevention VAPC VA Private Cloud VVA Virtual VA

Veterans Affairs Schedule for Rating VVC VA Video Connect
TaaS Telehealth as a Service VASRD Disabilities
Washington Interagency Telecommunications
TBM Technology Business Management VBA Veterans Benefits Administration WITS System

As of January 2, 2020 61