veterans affairs major initiatives virtual lifetime electronic record (mi 4) veterans benefits...
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Veterans Affairs Major Initiatives
Virtual Lifetime Electronic Record (MI 4)Veterans Benefits Management System (MI 2)
Veterans Relationship Management (MI 6)
AFCEA Luncheon PresentationEatontown, NJOct 20, 2011
Veterans Affairs Major Initiatives
Virtual Lifetime Electronic Record (MI 4)Veterans Benefits Management System (MI 2)
Veterans Relationship Management (MI 6)
AFCEA Luncheon PresentationEatontown, NJOct 20, 2011
Virtual Lifetime Electronic Record (VLER)AFCEA Luncheon Presentation
Eatontown, NJOct 20, 2011
Virtual Lifetime Electronic Record (VLER)AFCEA Luncheon Presentation
Eatontown, NJOct 20, 2011
Presented by: Bill Porter Technology Acquisition Center
Program Advisory Officeon behalf of Gerry Lowe, VLER IT Lead
The President’s direction forms the basis for the VLER strategy
The President’s direction forms the basis for the VLER strategy
“Both Departments will work together to define and build a system that will ultimately contain administrative and medical information from the day an individual enters military service throughout their military career, and after they leave the military.”
President Barack Obama
April 09, 2009
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What is VLER?What is VLER?
• The goal of VLER is to establish the interoperability and communication environment necessary to facilitate the rapid exchange of patient and beneficiary information between public and private partners yielding consolidated, coherent and consistent access to electronic records that will enrich support for health, benefits and personnel activities.
• Sharing of reliable data from the best possible source.
• D-A-T-A S-H-A-R-I-N-G
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What VLER is NOTWhat VLER is NOT
• VLER is NOT Nationwide Health Information Network (NwHIN)- NwHIN is a program within VLER which provides a specific data-sharing technology.
• VLER is NOT an Electronic Health Record (EHR), though we apologize for the misnomer and the fact that “electronic record” appears in our name.– EHR will shortly become it’s own
initiative and rumor has it will supplant VLER as the Secretary’s “favorite”.
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Who Will Use VLER?Who Will Use VLER?
• Department of Veterans Affairs– Veterans Health Administration– Veterans Benefit Administration
• Department of Defense– All four branches of the military– United States Coast Guard
• Other Federal Partners– Indian Health Services
• Private Sector– Health Systems– Primary Care Physicians– Specialists
• Veterans– Blue Button
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The VLER Initiative StructureThe VLER Initiative Structure
Executive Product Management Office (EPMO)
• Governance & Executive Level
Reporting
• Strategic Direction
• Requirements Management/Brokerage
“Desk Kicking”
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Information Technology Program Management Office (IT PMO)
• Program/Project Managers
• Developers
Office of Acquisition Operations Technology Acquisition CenterProgram Advisory Office
• Advise and Assist the Major Initiative Team on Acquisition
• Provide insight to Senior Acquisition Personnel
How is the VLER Initiative Organized?How is the VLER Initiative Organized?
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VLER IT PMO: A Closer Look at What We Do (Well!)VLER IT PMO: A Closer Look at What We Do (Well!)
• Execution & Implementation– Utilizes the Program Management Accountability System (PMAS) to
ensure compliance• Budget Formulation
– Quad Charts, Budget Tracking Tool (BTT), Enterprise Project Schedule (EPS), and OMB Exhibit 300’s
• Acquisition Execution– Development & Support BPAs, SPAWAR, “Legacy” vehicles
• Creation and implementation of a robust/scalable Architecture• Create and Monitor a network of project schedules which roll
up to an Integrated Master Schedule (IMS)• Standardization of operational support across all programs in
VLER- a competency within a competency
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Eating the VLER ElephantEating the VLER Elephant
• Implement a common architecture to drive the sharing technology (NwHIN is the backbone)
• Leverage this technology across all four VLER program areas rather than create stove pipe solutions– Process is referred to as “convergence”
• In a broader sense- decompose features into four (4) VLER capability areas, or “VCAs”
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Provider perspective
Veteran perspective
VLER – the approachVLER – the approach
VLER
VCA 1Health data for
a clinical encounter
Create
Demonstrate
Deploy
VCA 2Health data for
a disability adjudication
VCA 3Non-health
data for benefits
VCA 4Portal for Service
members and Veterans
Create
Demonstrate
Deploy
Create
Demonstrate
Deploy
Create
Demonstrate
Deploy
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…and when is the aperitif served?…and when is the aperitif served?
• Full Operational Capability represented by culmination of VCA 4 is expected to be achieved by December 2014.
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Questions?
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Veterans Benefits Management System (VBMS)
AFCEA Luncheon PresentationEatontown, NJOct 20, 2011
Veterans Benefits Management System (VBMS)
AFCEA Luncheon PresentationEatontown, NJOct 20, 2011
Presented by: Chris SwenartonTechnology Acquisition Center
Program Advisory Office
What is VBMS?What is VBMS?
VBMS is a paperless claims processing system – New application suite that…
– Enables paperless claims processing– Enhances paper-based claims processing to highest degree
possible
– Business practices that…– Implement paperless claims workflow– Incorporate best practices into the paperless environment
– Enterprise data services that enable external and inter-departmental communications, e.g. VRM, VLER
– Technology platform based on Services Oriented Architecture (SOA) principles that…
– Is the foundation for future application development at VBA– Incorporates legacy data and applications, e.g. VETSNET
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Why is VA Investing in VBMS?Why is VA Investing in VBMS?
• We must eliminate the paper from our process– Our current paper-based system is inefficient and slow
• Wastes time• Wastes human resources• Creates bottlenecks
– Makes it hard to communicate and share information with our Veterans and stakeholders
• Provides VA with critical tool needed to break the back of the backlog
• Improved timeliness through claims process automation• Efficient use of resources, regardless of geographic location• Platform for implementing improved business processes• Quality improvement by eliminating human error and guiding
humans to ensure proper actions are taken
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What Does VBMS Do?What Does VBMS Do?
• Automates claims processing – Improving timeliness and quality– Eliminates much of the data entry (human) errors
• Lets Claims Processors focus on data instead of paper– Search for evidence electronically– Automatically connect submissions to claims tracking to correspondence– Collaboration between teams members and locations– Future: Enables rule based claims development & rating
• Set the stage for ‘big’ process changes– Allows VBA to measure performance & product quality– Makes process restructuring possible
• Changes the way we deliver IT via a modern technology platform– Begins to let us truly leverage market technology (i.e. COTS)– Improves code maintenance and delivery– Let business update correspondence/rules without IT
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How Does VBMS Work?How Does VBMS Work?
• VBMS combines business process re-engineering and software
• Software has 4 major components
• Document Storage– Smart docs– Scanned images– Electronic data
• Data about a Veteran (aka the corporate database)• Data about the claim
– Corporate database ‘stuff’ (end products, contentions, status)• A single application user interface
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VBMS Deployment StrategyVBMS Deployment Strategy
Phase I Phase II Phase III
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Software Bias
Business Process Bias
This chart illustrates the methodology behind the VBMS Phasing strategy. During Phase 1, the primary focus will be on software and software delivery. As additional phases begin and the software matures, the focus will shift towards business process optimization supported by software.
Area of
Focus
VBMS Major MilestonesVBMS Major Milestones
Milestone PurposeStart Date Completion Date
Virtual Regional Office Develop business requirements through creation of a graphical user interface (GUI). Jan 2010 May 2010
VBMS Wireframe Diagram
Wire diagram of linkage between application and underlying components showing how Pilot I software release will function.
June 2010 Jul 31, 2010
Pre-Production Working System
Demonstrate system functionality in test environment, subject to punch-out list prior to Pilot I deployment.
June 2010 Sep 30, 2010
Phase I Test initial software, and ability to process claims from end-to-end in paperless environment.
Nov 2010 Nov 2011
Phase II Test further iteration of software (increased functionality), test scalability – locations and types of claims
May 2011 May 2012
Phase III Primary goal is to blend software with improved business processes. Nov 2012 Nov 2013
National Deployment Delivery of production system to all regional officesFY 12*
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Phase IPhase I
• Providence, RI Regional Office– Site of Business Transformation Lab (BTL)– Experience testing paperless processes– Small, well-run office– Ease of access for vendors, VBMS leadership, stakeholders
• Nov 2010 – Nov 2011
• Goal: test the software, proof of concept
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VBMS Phase IVBMS Phase IVeteran
6. VBMS Correspondence app used to communicate results to Veteran
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Filenet ImageRepository; VBMS ServersAIDE, Teremark, Va.
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3. Digital Claim Folder sent electronically to IR at AIDE, Teremark
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VA Data CenterCorporate DatabaseAustin, TX
5. VSRs process claim w VBMS/VETSNET apps; store results inCorporate DB at Austin TX
4. VBMS apps and IR accessed via VPN by VSRs at Providence, RI RO
VBMS Pilot 1 appVETSNET appsCorrespondence appProvidence, RIRegional office
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1. Paper Claim sent to Regional Office (RO).
Paper Claim
1
NARA Scanning/QA Digital Claim FolderSt. Louis, MO
Paper Claim
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2. Paper Claim forwarded to St. Louis, MO. Smart scanned to createDigital Claim Folder.
Phase IIPhase II
• One additional site (Salt Lake City, UT, RO)
• May 2011 – May 2012
• Goals: – test full application flow– demonstrate scalability (offices, users, claims)– begin to test automated process flows and/or automated
decision recommendations
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Phase IIIPhase III
• At least one additional site (TBD)
• Nov 2011 – Nov 2012
• Goals: – Tune software for production– Demonstrate scalability (offices, users, claims)– Continue to test automated process flows and automated
decision recommendations– Validate production business processes prior to nationwide
rollout– Baseline timeliness and quality gains
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Business Process Re-engineeringVeterans Benefits Management Assistance Program (VBMAP)
Business Process Re-engineeringVeterans Benefits Management Assistance Program (VBMAP)
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Focuses on Claims Development segment• Grant 805,000 Veterans access to My eBenefits• Gathered all required evidence for up to 300,000 claims• Returned all evidence electronically to the VA
SummarySummary
• VBMS Phase I deployed to two Regional Offices– VBMS-Core software focuses on claims management and electronic content– “Hundreds” of claims processed
• VBMS Phase II in development– Re-factored VBMS-Core, VBMS-Correspondence Engine, VBMS-Rating– Addresses scalability concerns– Additional ROs
• VBMS Phase III initiated– Focuses on integration with revised Business Practices– Fully integrated VETSNET applications– Additional ROs
• National Roll-Out under contract in FY12
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The VBMS Initiative StructureThe VBMS Initiative Structure
Executive Product Management Office (EPMO)
• Governance & Executive Level
Reporting
• Strategic Direction
• Requirements Management/Brokerage
“Desk Kicking”
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Information Technology Program Management Office (IT PMO)
• Program/Project Managers
• Developers
Office of Acquisition Operations Technology Acquisition CenterProgram Advisory Office
• Advise and Assist the Major Initiative Team on Acquisition
• Provide insight to Senior Acquisition Personnel
Questions?
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Veterans Relationship ManagementAFCEA Luncheon Presentation
Eatontown, NJOct 20, 2011
Veterans Relationship ManagementAFCEA Luncheon Presentation
Eatontown, NJOct 20, 2011
Presented by: Jim SinticTechnology Acquisition Center
Program Advisory OfficeOn behalf of: Leo Phelan, Director VRM IT PMO
What is VRM?What is VRM?
The Veterans Relationship Management Program (VRM) will provide the capabilities required to achieve on-demand access to comprehensive VA services and benefits in a consistent, user-centric manner to enhance Veterans, their families, and their agents’ self-service experience through a multi-channel customer relationship management approach.
Interagency Collaboration Program Executive Office "Enabling Seamless Access across the Federal Enterprise"
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VRM FocusVRM Focus
The VRM focus will include modernization of voice telephony, unification of public contact representative desktops, development of cross-VA knowledge base system, Veteran identity and access management, implementation of customer relationship management systems (CRM), and integrating self-service capabilities with multiple communication channels to empower Veterans.
Interagency Collaboration Program Executive Office "Enabling Seamless Access across the Federal Enterprise"
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VRM Strategic Business ObjectivesVRM Strategic Business Objectives
• Improve efficiency by facilitating anytime, anywhere access via web to promote self service and access to personalized information
• Ensure that Veterans and beneficiaries have access to accurate and consistent information on benefits and services through one knowledge base
• Streamline and improve internal business processes in order to provide high quality experiences for Veterans and their beneficiaries
• Improve transparency and provide seamless support across all touch points
• Improve ability to measure service quality
• Improve VA’s ability to successfully resolve Veterans and beneficiaries’ issues on the first contact
• Allow Veterans to receive care in VA and community care centers at reduced burden to Veterans through the implementation of an industry standard Beneficiary identification
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VRM VisionVRM Vision
VRM will provide the capabilities required to achieve on-demand access to comprehensive VA services and benefits to enhance Veterans, their families, and their agent’s self-service experience.
Interagency Collaboration Program Executive Office "Enabling Seamless Access across the Federal Enterprise"
Enterprise-wide: VBA, VHA, NCA, BVA
Standard Open Architecture and Common Services
Multi-Channel Veterans Relationship Management (VRM)
Web Telephone Email Mail
Veterans, Dependents, and Trusted Partners
Fax Includes
other external
interfaces
In PersonK
now
led
ge
Man
agem
ent
Kno
wle
dge
M
anag
emen
t
Iden
tity
& A
cces
s M
anag
emen
tId
entit
y &
Acc
ess
Man
agem
ent
Cus
tom
er
Rel
atio
nshi
p M
anag
emen
t
Cus
tom
er
Rel
atio
nshi
p M
anag
emen
t
Voi
ce A
cces
s M
oder
niza
tion
Voi
ce A
cces
s M
oder
niza
tion
Uni
fied
Des
ktop
Uni
fied
Des
ktop
Web
Se
lf S
ervi
ceW
eb S
elf
Ser
vice
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Benefits to VeteransBenefits to Veterans
• Ability to receive accurate answers to inquiries in a consistent and timely manner– Reduced wait time – Inquiries answered correctly on the first attempt– Minimal need to call different numbers
• Ability to effectively perform self-service – Through robust, veteran centric channels– Within a secure environment– Available on-demand, 24/7
Interagency Collaboration Program Executive Office "Enabling Seamless Access across the Federal Enterprise"
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VRM Goal:Improve the speed,
accuracy, and efficiency in which information is
exchanged between veterans and the VA,
regardless of the communications method (phone, web, email, and
social media).
Benefits to VABenefits to VA
• Efficient, enterprise-wide contact management will provide a broadened understanding of Veteran needs and lead to more effective decision making.
• Enhanced self-service capabilities will allow management to reallocate VA staff normally focused on telephone or public contact.
• An enterprise knowledge base will empower VA staff with timely, accurate, and consistent information to better serve our clients.
• Integrating applications into a single desktop view will allow VA staff rapid access to authoritative business systems and decrease Veteran wait time.
• Satisfied VA staff empowered with the “right” tools, in a federated environment will lead to: – Reduction in attrition– Savings in costs for recruiting, hiring, and training replacement staff due to turnover
Interagency Collaboration Program Executive Office "Enabling Seamless Access across the Federal Enterprise"
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Guiding Principles for our Future DirectionGuiding Principles for our Future Direction
Interagency Collaboration Program Executive Office "Enabling Seamless Access across the Federal Enterprise"
1. Focus on Veteran’s perspective– Comprehensive, on demand info– Consistent answers and seamless
support across touch points– Implement web-based capabilities with
user-centered design
2. Ensure Security and Privacy– Protect information– Use a consistent approach
3. Support effective VA business processes (VBMS, VLER)– Support self-service – Consider all VA needs including those
of external partners
4. Ensure new and existing initiatives align with this vision
Web
Telephone
Vet
eran
s, D
epen
dent
s, a
nd T
rust
ed P
artn
ers
Fax
In Person
Veteran Experience
EffectiveVA
Enterprise Business
Operations
EffectiveVA
Enterprise Business
Operations
Vet
eran
s R
elat
ions
hip
Man
agem
ent
Vet
eran
s R
elat
ions
hip
Man
agem
ent
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End StateEnd State
Out of VRM Scope Interagency Collaboration Program Executive Office "Enabling Seamless Access across the Federal Enterprise"
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Internal
Unified Desktop
Knowledge Mgt **
IAMIAMVIERS
VADIRVADIRVADIR **
Member Services
Data Access Services
Data Svcs
DataSvcs
Data Svcs
Enabling Services
IAM Services
Other Enabling Services
Knowledge Mgt
Self-service
Eligibility
Registration
One VA Portal Framework **
VIP
VONAPP
CHAMPVA
VTA
MyHealtheVet
Veterans & Beneficiaries
Employees & Contractors
Clinical Users
Volunteers, VSOs
DoD, Other Agencies
Private Sector
VBMS
HealtheVet
Con
tact
C
ente
rW
ebE
mai
lM
ail
Fac
ilitie
sC
onta
ct
Cen
ter
Sel
f S
ervi
ce
(We
b)
Em
ail
Mai
lF
acili
ties
Pho
ne/
IVR
NOA
eBenefits
• Single sign-on• Authentication• Identity Mgt• Identity Correlation• Provisioning• Access Mgt• Proofing
• VIC• PKI Enabling• Audit &
Compliance• Credentialing• Electronic
signature• PIV• Common Security
Framework
Telephony• CTI/IVR• Call forwarding• Call recording• Intelligent call
routing• Call traffic reports• Call back option• Natural language
recognition
ES
B
Other agencies
(VBA, NCA, VHA)
External
VL
ER
Other Fed Agencies
DoD Health
DoD Admin
Other State Agencies
Private Health
Reporting & Analysis
Auto-enrollment
Military history service
Customer Relationship Management
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VRM Definition and ApproachScope – High-Level Work Breakdown Structure
VRM Definition and ApproachScope – High-Level Work Breakdown Structure
The identified business and technical capability needs drive the need to develop and deliver core standardized functions:
Interagency Collaboration Program Executive Office "Enabling Seamless Access across the Federal Enterprise"
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VRM
Voice Access Modernization
Identity & Access Mgt
CRM/Unified Desktop
Web Self-Service
Knowledge Management
Member Services
Program Support
Technical Integration
Operations & Maintenance
Intelligent call routing
Call recording
CTI
Language recognition
Call back option
Warm transfers
OneVA Identity Management
Identity Proofing
eAuthentication
Credentialing
Single sign-on
PKI Enablement
Provisioning
Common Sec Framework
Compliance & Audit
CRM
Unified Desktop
Telephony Integration
Workflow automation
Portal
Content
Self-service
Call traffic report
OneVA Knowledge
BaseKnowledge Mgt
Sys
External info integration
Middleware
Enterprise Svc Bus
Data Access Svcs
Audit
Program Mgt
Security & Privacy
Integration Mgt
Oversight & Performance
QA/Test, Training
Requirements Mgt
Acquisitions
Risk Mgt
Communication
Financials
Architecture
Integration
Testing
Standards
SOS PlanningRegistration
Eligibility
Enrollment
ERM Common Services
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OrganizationManagement Framework
OrganizationManagement Framework
Interagency Collaboration Program Executive Office "Enabling Seamless Access across the Federal Enterprise"
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Each functional workstream will be managed by co-leads, as a joint effort between the business and IT.
Voice Access Modernization
(VAM)
Identity & AccessMgt (IAM)
CRM)/Unified Desktop
KnowledgeManagement
MemberServices
Web Self-Service
Workstreams
Program Support
Operations & Maintenance
Technical Integration (architecture, testing, standards, SOS planning)
Program Management Office
Technical Mgt
Business Mgt
Change Control
Deliver Objectives
Comm. & Mgt.
ReportingPerf.Mgt
Risk & Issue Mgt
IMS
Integration and oversight
Overarching Integrated Product Team
Program Manager
Executive Steering Committee
Strategic direction, scope priorities
Advisory
(business, technical, compliance)
Management Support
The VRM Initiative StructureThe VRM Initiative Structure
Executive Product Management Office (EPMO)
• Governance & Executive Level
Reporting
• Strategic Direction
• Requirements Management/Brokerage
“Desk Kicking”
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Information Technology Program Management Office (IT PMO)
• Program/Project Managers
• Developers
Office of Acquisition Operations Technology Acquisition CenterProgram Advisory Office
• Advise and Assist the Major Initiative Team on Acquisition
• Provide insight to Senior Acquisition Personnel
Questions?
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