The Ultimate Guide to the Department of Veterans Affairs (VA) Information and Technology

The Ultimate Guide to the Department of Veterans Affairs (VA) Information and Technology


The Ultimate Guide to the Department of Veterans Affairs (VA) Information and Technology580 pages - $2,999



(as of May 15, 2017)

The Ultimate Guide to the Department of Veterans Affairs (VA) provides the most comprehensive, in- depth, and up-to-date source of intelligence on VA in existence. It connects thousands of dots to enable contractors to understand VA’s organizations, programs, requirements, budgets, challenges, problems, etc. It enables contractors to save time, save money, make informed decisions, and avoid making mistakes. It provides the “who” to talk to, “what” they do, “where” they’re located, “how” much money do they have and “how” to contact them, and “why” they need your products, services and/or capabilities.

This preview provides a small “taste” of the information and intelligence contained in the Ultimate VA Guide, and the critical value it provides to contractors doing business or seeking to do business with VA. It also offers a closer look at the methodology Panoptes Intelligence uses to find, evaluate, analyze, and connect tens of thousands of dots in ways that are relevant, actionable, and valuable to users and can be found in no other source. Did we also mention that it saves you valuable time and resources that can be spent on actually finding and winning new business?

However, it is just a “taste.” The full Guide is over 1,000 pages and we hasten to add that it is written in a user-friendly and easily searchable format that does not require reading the Guide from cover to cover.

The Guide covers over 1,000 offices and hundreds of programs across VA, with a focus on information technology (IT), health IT, acquisition and procurement, and A/E, construction, and facilities management. It includes in-depth analyses of VA’s Exhibit 53 major IT programs that can’t be found anywhere else.

The Guide contains over 900 points of contact (POCs) with titles, offices, and contact info, and where theyre located and what they do. (A consolidated POCs spreadsheet, including titles, offices, and contact info, is provided with the Guide.) The Guide identifies over 970 contractors and many of their activities.

To learn more about the Ultimate VA Guide and how it can help you in your business development, sales, and marketing to the VA, please contact us at 202-253-2828, or email us at: We can schedule a walk-through either in person or by WebEx.

This Preview contains the following materials from the Ultimate VA Guide:

Table of Contents

In the full Guide, all the section titles are linked to their respective sections for easy access and search.


Provides an overview of the methodology and contents of the Ultimate VA Guide.

OI&T Overview

The Office of Information and Technology (OI&T) section which is 386 pages covers hundreds office and program analyses, POCs, budgets, activities, technologies, requirements, challenges, and more.

Sample Office Analysis

Provides a typical office analysis. Office analyses may also contain extensive information on programs, technologies, priorities, and contractors and contractor activities.

Sample Exhibit 53

Provides a typical Exhibit 53 analysis.

Sample VISN

Provides a typical example of a Veterans Integrated Service Network (VISN), including key points of contact (POCs), overview of coverage and responsibilities, procurement and contracting requirements and activities, and guidance for contractors doing business with the VISN.

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    a) WEBSITE

    1. b)  LEADERSHIP

    2. c)  BUDGET

    3. d)  PERSONNEL

    4. e)  MISSION

    5. f)  VISION



    8. i)  CHALLENGES





      1. i)  STAFF OFFICES


      3. iii)  ADMINISTRATIONS

        (1) NationalCemeteryAdministration(NCA) (2) VeteransBenefitsAdministration(VBA) (3) VeteransHealthAdministration(VHA)


      1. i)  STAFF OFFICES


      3. iii)  ADMINISTRATIONS

        (1) NationalCemeteryAdministration(NCA) (2) VeteransBenefitsAdministration(VBA) (3) VeteransHealthAdministration(VHA)

  3. C)  VA IT PROGRAM OVERVIEW a) Overview

    b) VA Information Technology Activities (FY17) c) VA Information Technology Activities (FY16) d) VA Information Technology Activities (FY15) e) VA Information Technology Activities (FY14)



    f) VISION


    a) Background

    1. b)  Overview

    2. c)  Key Planning Documents

    3. d)  Chief Information Officer (CIO) Position

    4. e)  Organization

    5. f)  Acquisition and Procurement

    6. g)  Collaboration

    7. h)  Enterprise Call Centers

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  1. i)  Enterprise Risk Management

  2. j)  Enterprise Shared Services (ESS)

  3. k)  Help Desk / Service Desk Organizations and Operations

  4. l)  Information Resources Management

  5. m)  Integrated Electronic Health Record

  6. n)  Mobile Device and Related Wireless Services

  7. o)  Software Asset Management

  8. p)  Veterans Health Information Systems and Technology Architecture (VistA)

F) TECHNOLOGYOVERVIEW a) Mission Support Overview b) VA Network Hierarchy
c) IT Cost Factors

d) Cloud Computing
e) Customer Data Integration (CDI) Initiative
f) Data Centers
g) I n f r a st r u c t u r e
h) Internet of Things (IoT)
i) IT Tools Standardization
j) Microsoft Enterprise License
k) Open Source Software (OSS) Initiative
l) Trusted Internet Connection (TIC) Consolidation m) Wireless








    1. a)  Architecture, Strategy, and Design (ASD)

    2. b)  Enterprise Data Management Office (EDMO)

    3. c)  DoD/VA Interagency Program Office (IPO)

    4. d)  Enterprise Program Management Office (EPMO)

    5. e)  Information Technology Account Management (ITAM)

    6. f)  Information Technology Resource Management (ITRM)

    7. g)  Office of Information Security (OIS)

    8. h)  Office of Quality, Performance, and Oversight (QPO)

    9. i)  Product Development (PD)

    10. j)  Service Delivery and Engineering (SDE)

    11. k)  StrategicSourcing


  1. a)  VA Acquisition Overview

  2. b)  Top 25 Prime Contractors (FY16)

  3. c)  IT Infrastructure Portfolio Evolution

  4. d)  Selling to VA OI&T

    1. i)  Overview

    2. ii)  Solicitation Process: Do’s and Don’ts

    3. iii)  MarketingtoGovernmentDecision-Makers

    4. iv)  MarketResearch

    5. v)  RFIs, RFQs, and RFPs

    6. vi)  ProposalPreparationandSubmission

    vii) Discussions with the Government viii)Debriefings
    ix) Protests

  5. e)  OI&T Product Development (PD) Contracting

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  1. i)  How to Win Product Development (PD) Contracts

  2. ii)  How to Keep PD Contracts

iii) WhenDoesPDAwardContracts?

  1. f)  Selling to the Veterans Integrated Service Networks (VISNs)

  2. g)  SmallBusinessPrograms

  3. h)  VA Office of Small and Disadvantaged Business Utilization (OSDBU)

  4. i)  VA Virtual Office of Acquisition (VOA)

  5. j)  Open Source Electronic Health Record Alliance (OSEHRA)

  6. k)  Software Procurement and License Management

  7. l)  Contracts and Contracting

    1. i)  Contracting Preferences

    2. ii)  OI&T: Most Commonly Used Contracts

    iii) OI&T:MostCommonlyUsedContractsExplained

    1. (1)  CommoditiesEnterpriseContract(CEC)

    2. (2)  GSAITSchedule70

    3. (3)  GSASmartBUY

    4. (4)  InformationTechnologySupportServicesContract(ITSS)

    5. (5)  NASASolutionsforEnterprise-WideProcurement(SEWP)

    6. (6)  ProductDevelopmentLeadershipSupportServices(PDLSS)

    7. (7)  VeteransAffairsTransformationTwenty-OneTotalTechnology(VAT4)

      (a) VAT4ContractorsandSubcontractors

    8. (8)  VeteransAffairsTransformationTwenty-OneTotalTechnologyNextGeneration

      (VA T4NG)

    9. (9)  VeteransTechnologyServices(VETS)

      (a) LargeBusinessStrategicPartnerContractors

      (b) SmallBusinessPrimeContractors

    (10)Veterans Technology Services 2 (VETS 2)

m) VA Contracting Organizations
i) Office of Acquisition, Logistics, and Construction (OALC)

  1. (1)  OfficeofAcquisitionandLogistics(OAL)
    (a) OfficeofAcquisitionProgramSupport
    (b) OfficeofLogisticsandSupplyChainManagement(LCSM)
    (c) OfficeofNationalHealthcareAcquisition(NationalAcquisitionCenter) (d) OfficeofProcurementPolicy,SystemsandOversight
    (e) VAAcquisitionAcademy(VAAA)

  2. (2)  OfficeofAcquisitionOperations(OAO) (a) AcquisitionBusinessService(ABS) (b) CustomerAdvocacyService(CAS) (c) StrategicAcquisitionCenter(SAC)

(i) Major Contracts
(d) TechnologyAcquisitionCenter(TAC)

(3) OfficeofConstructionandFacilitiesManagement(CFM) (a) OfficeofFacilitiesAcquisition
(b) OfficeofFacilitiesPlanning
(c) OfficeofOperations

(d) OfficeofProgramsandPlans(OPP)

(e) Office of Resource Management




  4. R)  POINTS OF CONTACT (See VAPOCs Spreadsheet)


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The Department of Veterans Affairs (VA) ranks first in total budget among federal civilian departments/agencies and it ranks third only to the Department of Health and Human Services (DHHS) and the Department of Homeland Security (DHS) in spending on information technology (IT) among civilian federal agencies. This vast, sprawling, and often dysfunctional organization also ranks near the top among all federal agencies in organizational, administrative, functional, and technological problems

At the same time, while in some areas it can be fairly easy to find information on VA’s activities, it is all too often the case that such information – especially relating to VA’s information and technology – is simply unavailable, incomplete, out of date, or scattered around in unrelated pieces or all of the above.

This publication, which is modestly entitled “The Ultimate Guide to the Department of Veterans Affairs,” is the result of intensive research to find that information and connect the dots and assemble the puzzle pieces concerning VA’s information technology, healthcare technology, and architecture, engineering, and construction activities, as well as procurement. It is intended to provide a one-stop shop of comprehensive, in-depth, and actionable intelligence for government contractors who want to help VA function smoothly and cost-effectively and solve its many problems.

Based on open-source research and interviews with VA officials, this 1,045-page document provides a wealth of strategic, tactical, and actionable intelligence for contractors seeking to do business (or seeking to expand existing business) at VA. Much of the intelligence provided in these pages either cannot be found in any other source or it cannot be found in any one source. That includes 926 points of contact, 823 of whom are senior officials focused on IT, healthcare technology, business, financial and human resources management, and acquisition. Another 103 POCs are contracting officers focused primarily on IT procurement.

The methodology used to find, sift, analyze, and turn data and information into usable intelligence is based on the expertise and experience that the author acquired and developed as an intelligence analyst at the Department of Defense, as an industry analyst at such research and consulting companies as Jane’s Information Group, FedSources (now Deltek GovWin), and immixGroup, as well as a journalist covering the government and technology.

The Guide is written in outline bullet format to make it easy to read and use. This format also enables users to easily copy and paste relevant sections into PowerPoint presentations for their business development, sales, and marketing activities. The Guide also contains hundreds of links that allow the reader to easily move around the Guide and see the relationships and connections among offices and programs.

By the numbers, the Guide identifies 1,006 offices at VA, of which 742 are analyzed as completely as possible. Out of the 1,006 total, 345 offices come under the Office of Information and Technology (OI&T) and are analyzed as completely as possible; 265 offices come under the Veterans Health Administration (VHA), of which 162 are analyzed in depth because of their IT and/or healthcare technology and/or management and/or acquisition activities; 50 offices come under the Veterans Benefits Administration (VBA), of which 20 are analyzed in depth because of their IT focus and/or activities; and 41 offices come under the National Cemetery Administration (NCA), of which 16 are analyzed in depth because of their IT, procurement, and/or construction focus or activities. Of the remaining 305 offices, the Guide identifies 154 Staff Offices, of which 102 are analyzed in depth because of their IT focus and/or activities; and 152 Staff Organizations, of which 90 procurement organizations, six Office of Inspector General offices, and four Office of Small and Disadvantaged Business Utilization (OSDBU) offices are analyzed in depth because of their IT focus and/or acquisition activities.

The Guide contains 152 organizational charts, of which 65 illustrate organizations in the Office of Information and Technology (OI&T); 64 organizational charts cover the VA staff offices and organizations, as well as the three VA administrations (NCA, VBA, and VHA); and 23 charts illustrate the acquisition organizations covered in the Guide.


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Still by the numbers, the Guide identifies 971 contractors and subcontractors for VA and dozens of contractor POCs (and their contact information) for those who want to know who are their competitors and/or potential teaming partners.

The first 377 pages of the Guide which include this introduction provide an overview of the entire Department of Veterans Affairs, with particular emphasis on its information technology activities. This includes detailed analyses of the National Cemetery Administration (NCA), Veterans Benefits Administration (VBA), and Veterans Health Administration (VHA), as well as in-depth analysis of the 21 Veterans Integrated Service Networks (VISNs).

The next 415 pages focus on the VA Office of Information and Technology (OI&T). This section provides the “who, what, when, where, how, and why” – and frequently how much – of OI&T’s organization, offices, and programs, and the IT infrastructure and applications, operations, maintenance, development, planning, support, spending, and acquisition, etc. at VA.

The next 143 pages focus on guidance to contractors on how to do business with VA and its various acquisition organizations; analysis of VA’s acquisition and procurement organizations (Office of Acquisition and Logistics (OAL), Office of Acquisition Operations (OAO), and Office of Construction and Facilities Management (CFM), as well as the Strategic Acquisition Center and Tactical Acquisition Center), covering IT, logistics, healthcare technology, construction and facilities management, architecture and engineering (A/E), financial management, and training; and analyses of the major contracts used by VA, and particularly OI&T (including T4NG and VETS), identifying hundreds of prime contractors and subcontractors under each contract.

The final 110 pages (provided in a separate section) contain a consolidated list of the contractors and subcontractors and their activities at VA identified in the Guide; a consolidated list of acronyms described, used, and/or analyzed in the Guide; and the bibliography of sources.

The following are capsule summaries of what is contained in the major sections/chapters of the VA Guide:

Department of Veterans Affairs (VA) Overview

The VA Overview provides a capsule summary of VA, ready for copying and pasting into any PowerPoint presentation. It includes the top VA leadership (including their complete titles and their contact information); VA's total and IT budgets for FY10 - FY17; a summary breakdown of VA personnel; an overview of VA's roles and responsibilities; a breakdown of all VA facilities (with an accompanying map to show their locations); and a VA organizational chart.

VA Organization

This section provides hierarchical listings of all the VA offices that could be found, identified, located, and/or uncovered excluding the offices that come under OI&T, which are covered in a separate section. These listings cover the Staff Offices and Staff Organizations, as well as the three VA administrations (NCA, VBA, and VHA).


This Guide is the result of “best effort” research and analysis. Given the limitations of open- source and even primary source research directed at a huge and largely opaque federal agency that has gone through numerous reorganizations particularly in the IT arena the Guide may contain incomplete or dated information. We are continuously working to fill in those gaps and make any corrections, where necessary as more information becomes

available. We welcome any and all feedback from users and readers in order to make this a better and more accurate Guide.

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VA Organizational Analysis (Selected)

This section covers those organizations and programs within the Staff Offices, as well as the National Cemetery Administration (NCA), Veterans Benefits Administration (VBA), and Veterans Health Administration (VHA) whose focus is on information technology (the procurement offices listed under Staff Offices are analyzed in the Acquisition and Procurement section). It provides, in most cases, intelligence on each office’s responsibilities, roles, functions, missions, and programs; the office’s location in the organizational food chain; and links to relevant offices and programs elsewhere in the Guide, if appropriate. It also provides key points of contact (if they could be found) and their complete (parent - child) job titles, as well as their contact information. When a POC could not be identified the complete job title is provided as a place-holder for when the person may be identified in the future or by the reader.

VA IT Program Overview

This section provides highlights of IT activities and funding across VA, focusing on the most important programs for FY 2014, FY 2015, FY 2016, and FY 2017.

OI&T Overview

This section provides a summary of the key top OI&T officials and the office’s mission, vision, personnel, and a budgetary analysis.

OI&T Roles and Responsibilities

This section provides OI&T's key roles, responsibilities, and functions, summaries of (and links to) key planning documents, a description of the CIO position, and summaries of key areas of responsibility.

Technology Overview

The Technology Overview section provides summaries of various important technology issues that are described and analyzed in different places in the Guide.

OI&T Goals and Objectives

This section provides OI&T's goals and objectives that were developed in response to the VA FY 2014-20 Strategic Plan and which drive OI&T's organizational, functional, development, operational, and procurement missions.


This section describes VA's IT priorities, including the VA Strategic Objective 3.2, which focuses on information technology; an analysis of the VA CIO's strategic priorities (including customer service, next- generation information security, transparent operational metrics, product delivery, and fiscal management).


The Challenges section describes and analyzes the challenges facing VA, and particularly the Office of Information and Technology (OI&T), which have been publicly acknowledged by VA officials, as well as the challenges highlighted in this Guide.

CIO Strategic Risks

This section contains the strategic IT risks that have been identified by the VA CIO and their potential impacts for the organization.

Major IT Programs

The Major IT Programs chapter provides analyses of all 33 Exhibit 53 and Exhibit 300 VA programs. These analyses include six years (FY12-FY17) of budgets (including DME and Steady State breakdowns); in-depth descriptions and analyses of each program; the program offices responsible for each program; up to four (4) related points of contact (POC); and a list of the products, services, and technologies that each program uses, will use, could use, or should use, based on an in-depth analysis by Panoptes Intelligence. The chapter also provides a consolidated spending spreadsheet of program spending for FY12-FY16.


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OI&T Organization

This section presents the most extensive hierarchical description of the OI&T organization outside of VA, identifying 344 offices and their positions in the organization. There may be gaps and s ome offices may not be correctly situated, due to the lack of or incompleteness of information, and the frequent (and usually unpublicized) reorganizations that OI&T has experienced since it was stood up in 2006.

OI&T Organizational Analysis

This section provides a comprehensive and in-depth analysis of the VA’s principal IT organization. It provides detailed descriptions of 344 offices, their roles and functions, programs, and POCs (with full titles and contact information). In many cases, the descriptions include technologies used, challenges, priorities, budgets, plans, forecasts, contracting requirements, etc. This section also contains 52 organizational charts.

Acquisition and Procurement

The Acquisition and Procurement section analyzes VA’s procurement landscape and organizations, with an emphasis on information technology and health IT. It provides valuable intelligence on VA’s and OI&T’s procurement priorities and do’s and don’ts for contractors, particularly small businesses.

OI&T: Most Commonly Used Contracts

This section provides an analysis of the seven contracts most commonly used by VA. Where applicable (and/or available), each contract description provides the government points of contact (POCs), as well as the contractors and subcontractors and their POCs. The section provides the most recent information on the VA T4 Next Generation (T4NG) contract, which began operating in June 2016, and the VETS 2 contract, which is projected to be awarded in 2017.

VA Contracting Organizations

This section provides detailed organizational, functional, and programmatic information of most VA contracting organizations. (NOTE: The VHA Procurement and Logistics Office (P&LO) and the VHA Veterans Integrated Service Networks [VISN] contracting offices are described and analyzed in those sections.) In addition to the organizational structures, leadership and roles and functions, the section provides the names and contact information for 103 contracting officers and contract specialists. This section also provides descriptions and analyses of the major contracts that are managed by the Strategic Acquisition Center (SAC).

Contractors and Subcontractors

This 79-page section provides a consolidated, alphabetical list of the 971 contractors and subcontractors contained in the Guide, with their activities and/or contracting relationships mentioned in the Guide. Each contractor name is also linked to its website.

List of Acronyms

This 14-page chart contains a consolidated alphabetical list of 750 acronyms and their definitions that are used in this guide. It can function as a glossary of the acronym-laden jargon used by VA and contractors, particularly related to information technology, procurement, and contracting.


The 17-page bibliography provides in descending chronological order the 681 documents (and their links) used as source materials for the Guide. (It does not include the intelligence gathered from conferences, trade shows, and interviews with VA officials.) These documents include reports, memorandums, budget documents, planning documents, organizational manuals, system manuals, annual reports, PowerPoint presentations, media articles, Performance and Accountability Reports (PARs), GAO reports, OIG reports, congressional testimonies, press releases, speeches, interviews, case studies, statements of work, contract award announcements, requests for quotation (RFQs), requests for proposal (RFPs), requests for information (RFIs), solicitation documents, business requirements documents, spreadsheets, privacy impact assessments (PIAs), yearbooks, fact sheets, briefings, handbooks, and brochures, In addition to these documents, extensive intelligence was acquired from


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thousands of websites (including, of course, the VA website), job announcements, online resumes, conference agendas, and from LinkedIn.

Points of Contact Spreadsheet

This spreadsheet, which is provided with “The Ultimate Guide to the Department of Veterans Affairs,” contains six worksheets. The first two worksheets are different versions of the consolidated lists of the 926 POCs identified in the Guide, including full titles, phone numbers (when available), and email addresses. (About 85% of them have links to their LinkedIn profiles or online bios/resumes.) All of them have email addresses and two-thirds of them have verified phone numbers. Most of the POCs have director, chief, or manager in their titles. The 926 POCs include 103 contracting officers / contracting specialists who are responsible for IT procurement at VA and who work with the IT-related officials on procurement initiatives and contract activities. (94% of them have links to their GovTribe contracting or LinkedIn profiles.) The POCs (Basic) worksheet contains the POCs in the form in which they are found in the Guide. The POCs (Expanded) worksheet is formatted to enable the user to easily slice and dice by people, titles, and offices using filters to identify, for example, all the POCs in a particular organization or office. The next two worksheets include 88 senior positions that have been identified as vacant, as of May 15, 2017 and come in two versions. The POCs - Vacant (Basic) contains these positions in the form in which they are found in the Guide. The POCs - Vacant (Expanded) worksheet is formatted to enable the user to easily slice and dice by titles and offices using filters to identify, for example, all the vacancies in a particular organization or office. The remaining two worksheets (Basic and Expanded formats) contain 269 senior positions (with full titles) that are contained in the Guide but for whom POCs could not yet be identified.

About the Author

Mark Kagan is the author of “The Ultimate Guide to the Department of Veterans Affairs (VA).” He has also written “The Ultimate Guide to the U.S. Patent and Trademark Office (USPTO)” and “The Ultimate Guide to the Drug Enforcement Administration (DEA).” He is a long-time analyst of the IT and government contracting arenas, having worked as a Principal Consultant at FedSources (now part of Deltek GovWin), as Research Manager at IDC - Government Insights, and as Principal Consultant at immixGroup. He has also worked as Director of Research at NTT-DATA Federal (formerly Keane Federal) and as Defense Analyst at Jane’s Information Group, as well as an independent consultant for numerous government contractors. He has written hundreds of articles, research studies, white papers, and case studies during his career. Mark began his career as an intelligence analyst in the Department of Defense and subsequently worked as a journalist covering the government and technology fields for various publications. His training and experience as an intelligence analyst and a journalist, as well as his experience analyzing the government market, has enabled him to develop the expertise and methodologies that produced this Ultimate VA Guide.

The Ultimate Guide to the Department of Veterans Affairs (VA) Information and Technology is the intellectual property of Mark Kagan and Panoptes Intelligence, LLC. It may not be resold, copied, transferred, reproduced, distributed, leased, or retransmitted, in whole or in part, without the express written permission of Panoptes Intelligence, LLC.


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  1. i)  Dr. David J. Shulkin, Secretary, Office of the Secretary, Department of Veterans Affairs (VA); Tel: 202-461-7000; Email:

  2. ii)  Scott Blackburn, Deputy Secretary (Acting), Office of the Secretary, Department of Veterans Affairs (VA); Tel: 202-273-5400; Email:

  3. iii)  Viveca Wright-Simpson, Chief of Staff, Office of the Secretary, Department of Veterans Affairs (VA); Tel: 703-681-4299; Email:

  4. iv)  Gina Farrisee, Deputy Chief of Staff, Office of the Secretary, Department of Veterans Affairs (VA); Tel: 202-461-7750; Email: N/A

  5. v)  Edward J. Murray, Assistant Secretary for Management (Acting) and Chief Financial Officer (CFO) (Interim), Office of Management (OM) / Chief Financial Officer (CFO), Department of Veterans Affairs (VA); Tel: 202-461-6703; Email:

  6. vi)  Bob Snyder, Executive Director, MyVA Task Force, Office of the Secretary, Department of Veterans Affairs (VA); Tel: 202-461-4808; Email:

vii) Vacant(asofJanuary2017),ChiefTechnologyOfficer(CTO)andSeniorAdvisor,Officeof the Secretary, Department of Veterans Affairs (VA); Tel: N/A; Email: N/A
(1) Principaladvisor,planner,andstrategistforVA-operatedgovernmentfee-for-serviceIT


  1. (2)  Identifiesandinvestigatesneworimprovedtechnologiesandevaluatespotentialfor

    expanding products or services

  2. (3)  Overseesselectionofresearchprojectsandconductstechnicalassessmentsofpotential


  3. (4)  Creates,refines,andreviewsarchitecturalstandardsfortheorganization

  4. (5)  Oversees the Digital Services Team

    (a) DigitalServiceexpertspairwithinternalVAteamstobuildandstrengthenVA’s internal technical capacity, expanding adoption of modern technology and approaches to enable rapid execution against agency missions such as claims processing, health data interoperability, and expanding access

(i) The team mirrors the GSA's 18F and OMB's U.S. Digital Service
(b) Aimistobringinoutsidetechnologistswithexperienceinthelatesttools,agilework

styles, and design principles who will disseminate that expertise throughout VA viii) Ronald E. Walters, Under Secretary for Memorial Affairs (Interim), National Cemetery Administration (NCA), Department of Veterans Affairs (VA); Tel: 202-461-6112; Email:

Department of Veterans Affairs (VA); Tel: 202-461-9300; Email: x) Dr. Poonam Alaigh, Under Secretary for Health (Acting), Veterans Health Administration

(VHA), Department of Veterans Affairs (VA); Tel: 202-461-7000; Email:




FY10 (Actua l)

FY11 (Actua l)

FY12 (Actua l)

FY13 (Actua l)

FY14 (Actua l)

FY15 (Actua l)

FY16 (Ena cte d)

( R e q u e st )



















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2017 VA Budget Breakdown 2016 VA Budget Breakdown

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  1. i)  FY 2018 VA Budget Highlights

    (1) ThePresident’s2018budgetrequests$78.9billionindiscretionaryfundingforVA,a$4.4 billion or six percent increase from the 2017 enacted level

    (2) Thebudgetalsorequestslegislativeauthorityand$3.5billioninmandatorybudget authority in 2018 to continue the Veterans Choice Program

  2. ii)  FY 2017 VA Budget Highlights

(1) BenefitsClaimsProcessing

(a) Requests$2.8billion(up$118millionover2016)formoreefficientbenefitsclaims processing through technology enhancements, improved business processes, and hiring 300 claims processors to improve the timeliness of non-rating claims

  1. (b)  Invests$142.9millionfortheVeteransClaimsIntakeProgram(VCIP)toconvert paper claims to digital images into the Veterans Benefits Management System (VBMS) to improve claims processing

  2. (c)  Supportscompletionof1.4milliondisabilitycompensationandpensionclaims,and 4.7 million education claims

  3. (d)  Provides$103.6billionformandatorybenefits,includingdisabilitycompensationand Post-9/11 GI Bill education benefits

  4. (e)  Requests$103.9billionfor2018advanceappropriationsforthreemandatory benefits programs:

(i) Compensation and Pensions (ii) ReadjustmentBenefits

(iii) Insurance and Indemnities

(2) Medical Care

(a) 2017MedicalCare
(i) $68.6 billion (including $3.6 billion in collections), up $3.9 billion over 2016

(b) 2018MedicalCare
(i) $70.0 billion for the 2017 advance appropriation (including $3.6 billion in

collections), up $1.4 billion over 2017 (c) CareintheCommunity

(i) $12.2 billion, up $1.4 billion from 2015 (d) MentalHealth

(i) $7.8 billion (up $347 million from 2016) to expand veteran inpatient, residential, and outpatient mental healthcare

(e) HepatitisC
(i) $1.5 billion to treat 35,000 veteran patients

  1. (3)  Appeals

    (a) Provides$156.1millionand922full-timeemployees(FTEs)fortheBoardof Veterans Appeals (up $46.2 million and 242 FTEs over 2016) as a down payment on a long-term, sustainable plan to improve services to veterans

  2. (4)  Information Technology

    (a) Requestsover$4.3billion(up$145millionover2016)foranITprogramthat supports modernized information systems

    1. (b)  Invests$370millionforinformationsecuritytoprotectveterans’informationand improve VA’s information networks resilience

    2. (c)  Provides$171millionfordevelopmentandimplementationoftheImproveVeterans Experience (IVE) initiative

    3. (d)  Includes$260millionforVistAEvolution,Interoperability,andforVLERHealth

(i) All to develop an electronic healthcare record (HER) to better serve veterans,

service-members, and eligible beneficiaries

  1. (5)  NationalCemeteryAdministration(NCA)

    (a) $286.2million($15millionover2016)foroperationsandmaintenanceofournational cemeteries

  2. (6)  Construction

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(a) SupportsseismiccorrectionsatLongBeach,CAandReno,NV;newcemetery construction in Western New York and Southern Colorado; and gravesite expansions in Jacksonville, FL and Southern Florida


i) Full-Time Equivalent (FTE) employees



2014 (Actua l)

2015 (Actua l)

2016 (Esti m a te )

( R e q u e st )

Veterans Health Administration (VHA)





Veterans Benefits Administration (VBA)





National Cemetery Administration (NCA)





Office of Information Technology (OI&T)





General Administration





Board of Veterans' Appeals





Office of the Inspector General (OIG)





Supply Funds





Franchise Funds





Supply and Franchise Funds





Total Veterans Affairs






i) To fulfill President Lincoln's promise, “To care for him who shall have borne the battle, and for his widow, and his orphan,” by serving and honoring the men and women who are America’s veterans


i) To provide veterans the world-class benefits and services they have earned and to do so by adhering to the highest standards of compassion, commitment, excellence, professionalism, integrity, accountability, and stewardship


  1. i)  Improve the Veterans Experience

    (1) Measures

    (b) Willbeaccomplishedbyincreasingthetrustmeasureto70%byyearendand

    establishing a department-wide customer experience measurement framework to

    enable data-driven service improvements.

    1. (2)  MyVA Communities

      (a) ExpandthenetworkofCommunityVeteranEngagementBoardsto100-plus

    2. (3)  Frontline(FL)Training

      (a) Fullystafffrontlinewithwell-preparedemployeeswhohavebeenselectedfortheir customer service orientation

    3. (4)  VeteransExperience(VE)Office
      (a) OperationalizeVeteransExperienceOffice

  2. ii)  Increase Access to Health Care

    (1) Same Day Care
    (a) WhenaveterancallsorvisitsprimarycareataVHAMedicalCenter(VAMC),their

    clinical needs will be addressed that day (2) Seamless Care

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(a) Veteranswillbeabletoreceivemedicallynecessarycare,referrals,andinformation from any VA medical centers in addition to the facility where they typically receive care utilizing existing VistA technology

(3) Mental Health
(a) Whenveteranscallforanewmentalhealthappointment,theyreceiveasuiciderisk

assessment and immediate care if needed
(b) Veteransalreadyengagedinmentalhealthcareidentifyinganeedforurgent

attention will speak with a provider that day

iii) ImproveCommunityCare

(1) Improve veterans' experience by streamlining Community Care Network access and improving relationships with providers and partners

  1. (2)  Ensureaccesstoaproviderwithin30daysofreferral

  2. (3)  Process/payCommunityCareclaims(clean)within30days85%ofthetimeandreduce

    backlog to <10% of inventory

  3. (4)  Reduce referral and authorization time

iv) DeliveraUnifiedVeteransExperience

(1) UDI
(a) Provideveterans,theirfamilies,andcaregiversasingle,easy-to-use,high-

performing digital platform to access benefits and services (2) CustomerDataIntegration(CDI)

(a) Addresstop100searchtermswithinoneclick

  1. (b)  AllcontentonthecurrentpublicfacingVAwebsiteswillberedesigned,rewrittenin

    plain language, and migrated to

  2. (c)  Establishoneauthoritativesourceforveterancontactinformation,militaryservice

    history, and veteran status

v) M odernize our Contact Centers

  1. (1)  Contact Centers
    (a) Ensureveterans:canaccessVAsystem24/day;knowhowtogettheirquestions

    answered; receive prompt and accurate service; and are treated with kindness and

    (b) Establishtheconditionsnecessaryforanintegratedsystemofcustomercontact


  2. (2)  Veterans Crisis Line

    (a) Aveteran-in-crisiswillhavetheircallpromptlyansweredbyanexperienced responder

vi) ImprovetheCompensationandPensionExam

(1) Improve veteran satisfaction with Comp and Pen assessment

(2) Completenationalrolloutofastandardizedveteransexperience

vii) Develop a Simplified Appeals Process

  1. (1)  Simplifyappealsprocess,enablingthedepartmenttoresolve90%ofappealswithinone year of filing by 2021

  2. (2)  Increaseappealsproductiontoaddresstheexistingappealsinventory

viii)Continue to Reduce Veteran Homelessness

(1) Reduceveteranhomelessnessthroughhousingorpreventionfor100,000moreveterans and their family members by December 2016

ix) ImproveEmployeeExperience(toincludeleadershipdevelopment)

(1) Engageleadersatalllevelstoinspireandempowereveryemployeetodelivera responsive VA customer service experience by:
(a) Training12,000-plusleadersinLDLprinciples
(b) IncorporatingLDLprinciplesintosupervisordevelopmentprograms

(c) RequiringemployeeengagementelementsinSESperformanceplans

(d) Implementingcustomerservicestandardsinallperformanceplans (2) Implementelectronicperformanceplans

x) Staff Critical Positions

(1) Improve critical staffing levels to balance access with clinical productivity (2) Fill95%ofmedicalcenterdirectorpositionswithpermanentappointments

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(3) Address 90% of critical management and clinical shortages

(4) Reduce“timetofill”standardsby30%

xi) TransformOI&T

(1) Deliver 50% of projects on time, on budget

  1. (2)  Establish:

    (a) AccountManagementOfficeandQualityandComplianceOffice (b) Administrationportfolios
    (c) Unifiedveterandatamanagementstrategy
    (d) Transformationalvendormanagementstrategy

  2. (3)  Strengthenelectronichealthrecord(HER)strategy

  3. (4)  Integratesupervisorandexecutiveperformancegoalstostrategygoals

  4. (5)  Closeallcurrentcybersecurityweaknesses

  5. (6)  Finalize Interoperability requirements

xii) Transform Supply Chain

(1) Buildanenterprise-wideintegratedmedical-surgicalsupplychainthatleveragesVA’s scale to drive an increase in responsiveness and a reduction in operating costs, such that $150 million-plus cost avoidance will be redirected to priority veteran programs


  1. i)  Goal 1: Empower Veterans to Improve Their Well-being

    (1) Objective 1.1: Improve veteran wellness and economic security
    (2) Objective1.2:Increasecustomersatisfactionthroughimprovementsinbenefitsand

    services delivery policies, procedures, and interfaces

  2. ii)  Goal 2: Enhance and Develop Trusted Partnerships

    (1) Objective2.1:EnhanceVA'spartnershipwithDoD

    1. (2)  Objective2.2:EnhanceVA'spartnershipswithfederal,state,privatesector,academic

      affiliates, veteran service organizations, and non-profit organizations

    2. (3)  Objective2.3:Amplifyawarenessofservicesandbenefitsavailabletoveteransthrough

      improved communications and outreach

  3. iii)  Goal3:ManageandImproveVAOperationstoDeliverSeamlessandIntegrated Support

    (1) Objective3.1:MakeVAaplacepeoplewanttoserve

    1. (2)  Objective3.2:EvolveVAinformationtechnologycapabilitiestomeetemergingcustomer

      service / empowerment expectations of both VA customers and employees

    2. (3)  Objective3.3:Buildaflexibleandscalableinfrastructurethroughimprovedorganizational

      design and enhanced capital planning

    3. (4)  Objective3.4:Enhanceproductivityandimprovetheefficiencyoftheprovisionofveteran

      benefits and services

    4. (5)  Objective3.5:Ensurepreparednesstoprovideservicesandprotectpeopleandassets

      continuously and in time of crisis

i) CHALLENGES i) VA Culture

(1) There is a pervasive lack of trust throughout VHA, according to the congressionally- appointed Commission on Care in June 2016

  1. (a)  Employeeswanttoworkforanorganizationthatisaccountableandefficient,but

    instead they operate in a bureaucratic, siloed, and political organization

  2. (b)  Theculturecreatesriskaversioninstaff,andwhenculturalfactorsaremeasuredin

    VHA, none of the metrics align with the definition of a healthy organization

(2) VA’s problematic culture has developed over decades and "absolutely calcified" within

the agency, according to Rep. Jeff Miller, chairman of the House Veteran Affairs Committee, in June 2015
(a) Peopleareextremelyreluctanttochangethewaytheydothings,evenifit'swrong

ii) Budget and Spending

(1) Likealmostallotherfederalagencies,VAspendsaroundone-thirdofitsannualcontract dollars in the last quarter of the fiscal year

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  1. (a)  Encouragesmoreshort-term,"evenfrivolous,"spendingandlessofafocuson longer-term investments

  2. (b)  Contributestolower-qualityacquisitionsdueto:

(i) Spending funds on low-value projects that have been pushed off to the end of the

(ii) Theincreasedvolumeofcontractingattheendoftheyearwillleadtoless

effective management of those acquisitions

iii) Workforce

(1) Workforce is 62% unionized, where hiring is hard, firing is harder

iv) PersonnelShortages

  1. (1)  AsofMarch2016,VAhad43,000vacantmedicalandhealth-relatedpositions

  2. (2)  VA’spaygapcomparedtotheprivatesectorandlengthyhiringrulesweretoblameforits

    failure to bring in more new employees, as well as for ongoing vacancies and interim


v) VA Scandals

(1) VA suffered through scandal after scandal in 2013-2014 as government investigators uncovered evidence of nationwide manipulation of data on how long veterans waited to receive medical care at VA facilities, as well as allegations of veterans dying while waiting for care

vi) VAPhysicalInfrastructure

(1) 900 facilities are more than 90 years old and 1,300 are more than 70 years old (2) Over 330 facilities are more than half vacant

(a) VAcouldsaveabout$24millionannuallyonmaintenancecostsbyclosingthose mostly empty buildings

vii) Privacy

(1) From2010throughMay2013,VAemployeesorcontractorswereresponsiblefor14,215 privacy breaches affecting more than 101,000 veterans across 167 VA facilities
(a) Breachesincludedincidencesofidentitytheft,stealingveteranprescriptions,

Facebook posts concerning veterans' body parts, and failing to encrypt data


  1. i)  VA profile
    (1) IfVAwasintheprivatesectoritwouldbeaFortune10company
    (2) Fourthlargestgovernmentagencyintermsofprocurementdollarsspent
    (3) $18billionannualspendongoodsandservices
    (4) 233,000-plusprocurementtransactionsperyear
    (5) Realpropertyportfolioof153millionsquarefeet;plantreplacementvalueof$87billion (6) Over 12,000 contracting, logistics, and facility managers supporting a workforce of

    300,000 and 23 million constituents

  2. ii)  Operates the largest integrated health care delivery system in America

    (1) Provides a broad range of primary care, specialized care, and related medical and social support services

    (2) Includes150hospitals,24,000doctors,91,000nurses,and1,800academicaffiliationsin which medical researchers also treat patients at VA medical centers

  3. iii)  VA is the nation’s largest integrated provider of healthcare education and training for physician residents and other healthcare trainees
    (1) Advancesmedicalresearchanddevelopmentinareasthatmostdirectlyaddressthe

    diseases and conditions that affect veterans and eligible beneficiaries

  4. iv)  Administers compensation benefits, pension benefits, fiduciary services, education benefits,

    vocational rehabilitation and employment services, transition services, and home loan and life insurance programs

    1. (1)  Provides 2.2 million veterans loan guarantees

      (a) Hasthelowestforeclosurerateintheindustry

    2. (2)  Runsthe10thlargesthealthinsuranceproviderintheUnitedStates

  5. v)  Operates the largest national cemetery system

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(1) Honors veterans and eligible beneficiaries and their families with final resting places in national shrines, and with lasting tributes that commemorate their service and sacrifice to our nation

  1. vi)  VA selected the Department of Agriculture (USDA) in September 2016 as its federal shared service provider to deliver a modern financial management solution
    (1) WillreplacetheexistingVAsystemandimprovefinancialtransparencyandprocessing

    across the department

  2. vii)  VAprovidescontingencysupportduringtimesofwarornationalemergencyforthefollowing

    (1) DepartmentofDefense(DoD)

    1. (2)  DepartmentofHomelandSecurity/FederalEmergencyManagementAgency


    2. (3)  Otherfederaldepartmentsandagencies

  3. viii)  VA is comprised of the Veterans Affairs Central Office (VACO), which is located in Washington, DC, and field facilities throughout the nation, as well as the U.S. territories and the Philippines

    (a) NationalCemeteryAdministration(NCA) (b) VeteransBenefitsAdministration(VBA) (c) VeteransHealthAdministration(VHA)

(2) VAisthesecondlargestfederaldepartment,withaworkforceofover322,000employees ix) Servicesandbenefitsareprovidedthroughanationwidenetworkofthefollowingfacilities:




Medical Centers


Vet Centers


Community-Based Outpatient Clinics (CBOC)


Community Living Centers


Independent Outpatient Clinic


Residential Rehabilitation Centers


Integrated Disability Evaluation System (IDES) sites


National and State or Tribal Cemeteries

(Total) 221

National / State or Tribal

131 / 90

Regional Offices


Fiduciary Hubs


Pension Management Centers


Insurance Center


VetSuccess on Campus (VSOC) sites


Out-Based Benefits Services Offices

(Total) 284

Military / Vocational Rehabilitation and Employment

154 / 130

Education Regional Processing Offices (RPO)


Regional Loan Centers


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The map below depicts the geographical locations of select VA facilities by primary service (As of September 30, 2013)


  1. i)  VA is planning “big” organizational changes under President Trump's executive order on reforming the executive branch
    (1) ExpectedtobesubmittingareorganizationplantotheWhiteHousemonthsbeforethe

    September 9, 2017 deadline

  2. ii)  VA announced in November 2014 that it was reorganizing its "labyrinthine" structure into a

    single, five-region national framework
    (1) Comes under the MyVA program, which revolves around five main areas:

    1. (a)  Improvingtheveteranexperience

    2. (b)  Improvingtheemployeeexperiencesotheycanbetterserveveterans

    3. (c)  Improvinginternalsupportservices,suchashumanresourcesandfinancial


    4. (d)  Establishingacultureofcontinuousimprovement

    5. (e)  Enhancingstrategicpartnerships

    1. (2)  Part of a major effort to improve services and reduce entrenched bureaucracy responsible for mismanagement

    2. (3)  Aimedatcreatingamorecohesiveandsingulardepartmentfromtheveteranperspective

  3. iii)  The current VA structure varies widely among the agencies and internal offices within the


    1. (1)  National Cemetery Administration (NCA) has five Memorial Service Networks and a

      central office

    2. (2)  VeteransBenefitsAdministration(VBA)ismadeupoffourregions

    3. (3)  VeteransHealthAdministration(VHA)has152medicalcenterswithin23Veterans

      Integrated Service Networks (VISNs) throughout the country

    4. (4)  Anumberofstaffoffices,includingpublicaffairsofficesandtheOfficeofInformationand

      Technology (OI&T), have their own structures and are sprinkled across the United States


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MyVA Regions Under VA Realignment


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(1) OfficeoftheAssistantSecretaryforCongressionalandLegislativeAffairs(OCLA)

(a) OfficeoftheDirectorofCongressionalAffairs
(i) Benefits Legislative Affairs Service
(ii) CongressionalReportsandCorrespondenceService (iii) Legislative Affairs Service

(b) OfficeoftheAssociateDeputyAssistantSecretaryforCongressionalandLegislative Affairs

(i) Corporate Enterprise Legislative Affairs Service (ii) HealthLegislativeAffairsService
(iii) Operations and Administration

(2) OfficeofHumanResourcesandAdministration(HR&A)

  1. (a)  CorporateSeniorExecutiveManagementOffice(CSEMO)

  2. (b)  OfficeoftheDeputyAssistantSecretary(DAS)forAdministration(OA)

(i) Facilities Service
(ii) OfficeofOccupationalSafetyandHealth(OSH) (iii) Office of Protocol
(iv) Space and Renovation Service
(v) SupportService


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(vi) Transit Benefit Program
(c) OfficeoftheDeputyAssistantSecretary(DAS)forDiversityandInclusion(ODI)

  1. (d)  OfficeoftheDeputyAssistantSecretary(DAS)forHumanResourcesManagement


  2. (e)  OfficeoftheDeputyAssistantSecretary(DAS)forLabor-ManagementRelations


  3. (f)  Office of the Deputy Assistant Secretary (DAS) for Resolution Management (ORM)

  4. (g)  VALearningUniversity(VALU)

(h) VeteransEmploymentServiceOffice(VESO)

(3) Office of Information and Technology (OI&T) (a) SeeOI&TOrganization

(4) OfficeofManagement(OM)/ChiefFinancialOfficer(CFO) (a) OfficeoftheExecutiveinCharge
(b) OfficeofAssetEnterpriseManagement(OAEM)

(i) Capital Asset Management Service (CAMS)
(ii) CapitalAssetPolicy,PlanningandStrategyService(CAPPS) (iii) Capital Operation and Program Service (COPS)
(iv) Green Management Program Service (GMPS)
(v) InvestmentandEnterpriseDevelopmentService(IEDS)

(c) OfficeoftheDeputyAssistantSecretary(DAS)forBudget(OB)

  1. (i)  Office of the Associate Deputy Assistant Secretary for Budget Operations

    1. Budget Review and Coordination

    2. Management Program

  2. (ii)  OfficeoftheAssociateDeputyAssistantSecretaryforProgramBudgets

    1. Benefits Programs

    2. Medical and IT Programs

  1. (d)  OfficeofBusinessOversight(OBO)

    (i) Internal Controls Service (ICS)
    (ii) ManagementQualityAssuranceService(MQAS)

    1. Administrative Services Division (ASD)

    2. Asset Accountability Division (AAD)

    3. Benefits Financial Assurance Division (BFAD)

    4. Health Care Financial Assurance Division (HCFAD)

    5. Purchased Care Division (PCD)

    6. Review Services Division (RSD)

  2. (e)  OfficeofEnterpriseRiskManagement(OERM)

  3. (f)  Office of Finance (OF)

    1. (i)  Debt Management Center (DMC)

      1. Information Technology Division

      2. Support Services Division

      3. Operations Division

    2. (ii)  FinancialServicesCenter(FSC)

      1. Corporate Travel Management and Reporting Office (CTRO)

      2. Financial Accounting Service (FAS)

a. Accounting, Reconciliation, and Reports Division

  1. Financial Healthcare Service (FHS)

  2. Financial Operations Service (FOS)

  3. Financial Support Service (FSS)

    a. Commercial Operations Division (COD) b. Customer Support Division
    c. Data Analytics Division (DAD)
    d. Operational Oversight Division

  4. Information Technology Support Service (ITSS)

  5. Purchase Card and Travel Service (PCTS)

    1. Purchase Card Services Division

    2. Travel Services Division


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(iii) Franchise Fund Oversight Office (FFO)
(iv) Office of Financial Business Operations (OFBO)

  1. Financial Management System (FMS) Service

  2. Payroll/Human Resources Services System Service

(v) OfficeofFinancialPolicy(OFP)

  1. Accounting Policy Service

  2. Cash, Cost and Debt Management Service

  3. Grants Management Service

  4. Management and Financial Reports Service

(vi) Office of Financial Process Improvement and Audit Readiness (OFPIAR)

  1. Data Quality Service (DQS)

  2. Financial Process Improvement and Audit Readiness Service

(g) OfficeofPerformanceManagement(OPM)
(5) OfficeofOperations,Security,andPreparedness(OSP)

(a) OfficeofEmergencyManagement(OEM)
(i) Office of Operations and National Security Service Division (ONSS) (ii) OfficeofPlanning,Exercises,Training,andEvaluation(PETE)
(iii) VA Integrated Operations Center (VAIOC)

(b) OfficeofPersonnelSecurityandIdentityManagement(OPSIM)
(i) Homeland Security Directive 12 (HSPD-12) Program Management Office
(ii) Identity,Credential,andAccessMonitoring(ICAM)ProgramManagementOffice




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  1. i)  Rob C. Thomas II, Assistant Secretary for Information and Technology and Chief Information Officer (CIO) (Acting) / Deputy Assistant Secretary (DAS) and Deputy Chief Information Officer (DCIO), Enterprise Program Management Office (EPMO), Office of Information and Technology (OI&T), Department of Veterans Affairs (VA); Tel: 202-461-6911; Email:

    1. (1)  OriginallyhiredinMarch2015asVAAssistantDeputyChiefInformationOfficerfor Product Support after serving as Acting Chief Information Officer at the Federal Emergency Management Agency (FEMA)

    2. (2)  PriortoFEMA,wasVPofEnterpriseTransformationatAccenture

    3. (3)  OtherrolesincludeDeputyChiefofStaffforWarfightingIntegrationandDeputyCIO,

      Department of the Air Force, and Executive Director, Air Force Personnel Center,

      Randolph Air Force Base, Texas

  2. ii)  Ron Thompson, Principal Deputy Assistant Secretary for Information and Technology

    (PDAS/IT), Office of Information and Technology (OI&T), Department of Veterans Affairs (VA); Tel: 202-461-6910; Email:

    1. (1)  Responsible for providing oversight and facilitation of all IT activities of VA, improving the

      effectiveness of program operations, and assisting line and staff organizations in

      performance of their missions

    2. (2)  Serves as the senior adviser to the Assistant Secretary for IT and CIO for cross-

      functional integration of department-wide information technology, security, and privacy matters including: policy/budget formulation; planning; assessment of department business requirements; acquisition, execution and oversight; internal and external coordination; and development and analysis of department-level program data

  3. iii)  Dr. Paul Tibbits, Deputy Chief Information Officer (DCIO), Architecture, Strategy, and Design (ASD), Office of Information and Technology (OI&T), Department of Veterans Affairs (VA); Tel: 202-461-4419; Email:

  4. iv)  Dr. Lauren Thompson, Director, DoD/VA Interagency Program Office (IPO), Office of Information and Technology (OI&T), Department of Veterans Affairs (VA); Tel: 703-588-8776; Email:

  5. v)  Rick Chandler, Deputy Assistant Secretary and Chief Financial Officer (DAS & CFO), Office of the Deputy Chief Information Officer (DCIO) for IT Resource Management (ITRM), Office of Information and Technology (OI&T), Department of Veterans Affairs (VA); Tel: 202-461- 7200; Email:

  6. vi)  Dr. Eugene Guglielmo, Deputy Chief Information Office (DCIO) and Senior Advisor for Health Data Management, Office of Information and Technology (OI&T), Department of Veterans Affairs (VA); Tel: 202-461-6911; Email:

vii) Vacant(asofFebruary2017),DeputyAssistantSecretary(DAS)andInformation Technology Account Manager (ITAM) for Benefits and Back Office Health, Information Technology Account Management (ITAM), Office of Information and Technology (OI&T), Department of Veterans Affairs (VA); Tel: N/A; Email: N/A



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i) Forward Looking Budgetary Overview

(1) AccordingtoanApril2017memobytheVADeputyAssistantSecretaryforITResource Management and Chief Financial Officer (CFO):
(a) OI&Tisheadingintoachallengingbudgetaryenvironmentwithlimiteddiscretionary

funding available for FY 2018 and beyond
(i) Beginning with FY18, development funding is expected to be reduced by

approximately 17%
(ii) Inaddition,sustainmentfundingwilldecreasechallengingITOperationsand

Services (ITOPS) ability to maintain and operate software delivered in FY18 and


  1. (b)  GiventhisconstrainedenvironmentOI&Tisrestrictingdevelopmenttofivespecific

    mission-critical systems:

    1. (i)  Veterans Appeals Control and Logistics Systems (VACOLS)

    2. (ii)  BenefitsDeliverySystem(BON)

    3. (iii)  Electronic Health Record (EHR)

    4. (iv)  Burial Operations and Support System (BOSS)

    5. (v)  Anydevelopmentprojectwhichanticipatesmovingintoitstestingordeployment

      phase by close of FY 2017

  2. (c)  ForprojectsanticipatingmovingintotheIRtestingordeploymentphasebycloseof

    FY17, certification will be required by ITOPS indicating they can maintain and operate the project once delivered to them

(i) Without this certification delivered to the IT Programming and Budget

Formulation (ITPBF) Service any additional development funds needed in FY18

won't be made available
(d) Anyactivedevelopmentprojectthatdoesnotcomportwiththeyardsticksexpressed

above will not be funded in FY18
(i) No new development will be funded in the future except to replace legacy

systems, reducing development through attrition

ii) FY16-FY17 Budgets and the Future

(1) DeltekGovWin’sfederalITforecastpredictsthatVAITspendingwillclimbto$4.5billion in FY 2021

(a) Wouldbea3.7%compoundannualgrowthrate(CAGR)

  1. (2)  VA's FY 2017 IT budget request is $4.278 billion

    (a) Wouldbea3.5%increaseoverFY2016

  2. (3)  VA'sFY2016ITbudgetisestimatedtobe$4.133billion

    (a) Thisisa6%increaseoverFY2015

iii) FederalInformationTechnologyAcquisitionReformAct(FITARA)

(1) FITARArequiresthattheChiefInformationOfficer(CIO)besignificantlyinvolvedinthe budget process to ensure that IT resources are visible in the budget

  1. (a)  Thenewframeworkwillprovideaclearlineofsightintothebudgetateachphaseof

    the processbefore plan, after plan, during an active state, and at completion

  2. (b)  AsofMarch2016,aspartofFITARA’ssystemofself-reporting,VAratesitselfatwo

(i) However, VA is evaluating all programs along a new framework, allowing it to better understand the budget and spending

(c) TheHouseOversightandGovernmentReformCommittee'sITsubcommittee released scorecards in November 2015 documenting federal agencies' progress implementing FITARA

  1. (i)  Most federal agencies earn barely-passing grades

  2. (ii)  VAreceivedanoverallgradeof"C"withthefollowingscores:

    1. Data center consolidation: F

    2. IT portfolio review savings: F

    3. Incremental development: A

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4. Risk assessment transparency: C (2) VA is working to ensure CONTINUED...

iv) Overview

(1) VAhasfollowedaconsensus-basedprocesstoallocatefundsforITacquisitions

  1. (2)  IT investments are made for VA’s administrations and offices based on their business

    priorities and budget constraints

  2. (3)  IT customers, including the administrative and staff offices for the Veterans Health

    Administration (VHA), the Veterans Benefits Administration (VBA), and the National Cemetery Administration (NCA) create the IT budget, respective to their needs and with input from the CIO and VA leadership

  3. (4)  VA’sITbudget:
    (a) AlignswithVAprioritygoals
    (b) Isinformedbystrategicplanningguidance
    (c) Isrequirements-drivenandfocusedongettingcareandservicetoveterans

  4. (5)  The overall objective of this approach is to best align VA IT capabilities to mission requirements in support of veterans

  5. (6)  ResourcerequirementsaredefinedbyVA’sITcustomers
    (a) Theyarethenvettedforfeasibilityandaffordabilitybytworeviewboardswith

    representation from across the department

v) VA IT Budget Development Process

(1) VAadministrationsdeveloptheirITrequirements
(a) EachVAadministration(VHA,VBA,andNCA)createsaprioritizedlistofitsITneeds (b)

leadership guidance (agency goals) and staff-identified needs

  1. (2)  Requirementsaremergedandprioritizedaroundagencygoals

    1. (a)  VAleadershipcombinestheprioritizedlistsintoasinglelistofITneedsacrossVA

    2. (b)  ThroughacoordinatedprocessinvolvingtheITorganizationanditscustomers,allof

      the department’s IT needs are merged at a senior executive level

    (c) Eventually,VAleadershipapprovesalistofITbudgetpriorities

  2. (3)  OMB reviews the list for inclusion in President’s budget

    1. (a)  VAsubmitsitsITbudgettotheOfficeofManagementandBudget(OMB)forreview

      and feedback before it is included in the President’s budget request

    2. (b)  Thebudgetmustpassthroughcongressionalbudgetjustification

    3. (c)  AdjustmentscanbemadeafterCongresspassesthebudget

    4. (d)  Asadditionalfundsbecomeavailable,thenextitemsonthebudgetlistcanbe


vi) VAITBudgetRequest(FY17)

(1) The FY 2017 request for information and technology is $4.278 billion, an increase of $145 million (3.5%) from FY 2016
(a) Development,Modernization,andEnhancement(DME)

(i) The FY 2017 DME request of $471 million is $33 million (7%) below the 2016 request

1. DME funding will support the highest priority development projects, such as VistA Evolution (VE), Veterans Customer Experience (VCE), Board of Veterans Appeals Modernization, Memorials Development support, Education Assistance to Veterans and their dependents (Chapter 33), and other clinical and benefits systems support

(b) OperationsandMaintenance(O&M)
(i) The FY 2017 O&M request of $2.534 billion is $21.2 million (1%) above the FY

2016 level

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  1. These funds will provide O&M for existing infrastructure systems and marginal sustainment for development efforts, which support newly deployed projects that have not fully matured into mandatory sustainment

  2. Also includes funding for activating medical facilities, protecting veterans’ personal information, and implementing an enhanced security strategy

(c) StaffingandAdministration
(i) The request of $1.272 billion is $156.8 million (14.1%) above the FY 2016 level

1. The majority of this funding is to support the headquarters, regional and field office, and VA hospital IT support staff that are responsible for the operations of IT systems
a. These funds are also for support services and contractor support

expenses to include sustainment of IT staff hired under the Veterans Choice Act in 2015 and 2016 (Veterans Choice Act funding may not be received in 2017)

2. In addition to the appropriated level, OI&T anticipates a transfer of 599 Enterprise Operations (EO) FTEs from VA’s Franchise Fund

  1. The Enterprise Operations (EO) organization is managed within the

    OI&T Service Delivery and Engineering (SDE) program office, but it has

    been funded through VA’s Franchise Fund

  2. EO provides services to several VA functions and one external

    government agency, but the bulk of its funding over 92% is provided

    by OI&T

  3. This transfer was directed by VA executive leadership to improve

    efficiency and responsiveness of this critical infrastructure component

  4. This does not change OI&T’s overall 2017 budget request

vii) VA IT Budget Request (FY16)

(1) The FY 2016 request for information and technology is $4.133 billion, an increase of $231 million (6%) from FY 2015
(a) Development,Modernization,andEnhancement(DME)

(i) The FY 2016 DME request of $504.7 million is $43.6 million (8%) below the FY 2015 level

1. DME funding will support the highest priority development projects, such as the Veterans Benefits Management Systems (VBMS), VistA Evolution (VE), Veterans Relationship Management (VRM)/Veterans Customer Experience (VCE), Clinical Research initiatives, Medical Registries and Repositories, Innovative IT solutions, and other continuing development

(b) OperationsandMaintenance(O&M)CONTINUED...


Budget Authority ($ in thousands)

FY14 (Actua l)

( R e q u e st )

FY15 (Enacted)

( R e q u e st )

FY16 (Esti m a te )

( R e q u e st )















Pay & Administration














Budget Authority ($ in thousands)

FY14 (Enacted)

( R e q u e st )

FY15 (Actua l)

( R e q u e st )

FY16 (Esti m a te )

( R e q u e st )

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I n f r a st r u c t u r e $ 1 , 7 1 0 , 5 0 0 $ 1 , 7 7 1 , 4 0 0 $ 2 , 2 5 7 , 1 0 0 $ 1 , 8 2 7 , 7 0 0 $ 2 , 5 1 2 , 9 0 0 (Hardware & Networks)

FY17 IT Budget Request: $4.278B

FY16 IT Budget Request: $4.133B FY15 IT Budget Request: $3.903B

$ 2 , 5 3 4 , 4 0 0



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Organizational analyses may also contain links to associated Exhibit 53 analyses, links to associated offices in other parts of VA, priorities, challenges, problems, additional program descriptions/analyses, technologies and products used, and contractors and contractor activities

d) Office of Privacy and Records Management (OPRM)

i ) W e b si t e

(1) ii) Leadership

(1) F.JohnBuck,Jr.,Director(Acting),OfficeofRiskManagementandIncidentResponse (RMIR) and Director, Office of Privacy and Records Management (OPRM), Office of Cyber Security (OCS), Office of Information Security (OIS), Office of Information and Technology (OI&T), Department of Veterans Affairs (VA); Tel: 202-632-9070; Email:

iii) Budget

(1) $M

iv) RolesandResponsibilities

(1) IntegratesprivacyconsiderationsintothewaysinwhichtheVAusestechnologiesand handles information

  1. (2)  Overseesactivitiesrelatedtocreating,maintaining,andusingrecords

  2. (3)  Develops guidance and assists in the identification, implementation, and maintenance of

    enterprise-wide information privacy policies and procedures

  3. (4)  Handles requests for information

  4. (5)  Ensures that the confidentiality, integrity, and availability (CIA) of VA sensitive information

    and information systems are protected

  5. (6)  Usesitsfield-basedofficerstocoordinatetrainingandcommunicatepoliciesand

    procedures to maintain a high level of privacy awareness for those working with veteran

    records CONTINUED...

v) FY2017 Request

(1) WillallowOPRMtoimplementnewandenhancedproceduresandprocessesthat identify and protect all veteran and employee information from any entity without the appropriate "need to know"
(a) Includesprotectionforinformationatrestaswellasinmotion

(2) AlsoincludesenhancedprocessesandimprovementstothemandatedPrivacyImpact Assessment (PIA) process to ensure they are completed in a timely and efficient manner

vi) FY16ContractingOpportunities

(1) ControlUnclassifiedInformation

(a) EstablishandmaintainpublicControlledUnclassifiedInformation(CUI)registry reflecting authorized CUI categories and subcategories, associated markings, and applicable safeguarding, dissemination, and decontrol procedures

(2) DataValidation

(a) EnablecreationofdatabasefromallsubmittedPrivacyImpactAssessments(PIAs) and fully automate current manual process of compliance and review

(b) Automationwillincludecreation,submission,review,approval,digitalsignature,and publication of all VA PIAs CONTINUED...


FY13 (Actua l)

FY14 (Actua l)

FY15 (Actua l)

FY16 (Esti m a te)

( R e q u e st )






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vii) Organization

  1. (i)  Enterprise Records Service (ERS)

  2. (ii)  FOIAService

  3. (iii)  Identity Safety Service (ISS)

  4. (iv)  IncidentResolutionServiceTeam(IRST)

  5. (v)  PrivacyService

1. Incident Management Branch (b) Organizational Analysis

(i) Enterprise Records Service (ERS)

1 . W e b si t e

a. 2. Leadership

a. Samuel T. Nichols, Jr., Director, Enterprise Records Service, Office of Privacy and Records Management (OPRM), Office of Cyber Security (OCS), Office of Information Security (OIS), Office of Information and Technology (OI&T), Department of Veterans Affairs (VA); Tel: 202-461-5869; Email:

3. Roles and Responsibilities

  1. Identifies VA’s records needs and implements strategies to meet those needs

  2. Advises senior officials and VA’s communities concerning records management, as

    well as the feasibility and quality of the department's record priorities and

    implementation plans

  3. Ensures that all VA records are managed in the most effective and cost-efficient

    manner and that VA’s records management practices comply with the Federal

    Records Act of 1950

  4. Ensures the accuracy and quality of information and facilitating information

    management to deliver world class policies, guidelines, and services to veterans and

    their families in compliance with federal regulations and guidelines

  5. Programs

i. Controlled Unclassified Information (CUI)
Plans the administration of VA’s Controlled Unclassified Information (CUI)

program, which standardizes the way the executive branch handles

information that requires such protection but is not classified ii. Delegation of Authority

ERS administers and VA’s Delegations of Authority program and tracks approvals throughout the VA enterprise

iii. Directives and Handbooks
VA's Directives management system consists of directives, handbooks, and

notices and is the official means by which department-wide policies, procedures, requirements, and other information of general applicability are issued to VA employees

iv. Information Collection Budget (ICB)
VA administers an integrated program of benefits and services established

by laws for veterans and their dependents and beneficiaries Copyright 2017, Panoptes Intelligence, LLC


Office of Priv acy and Records Management (OPRM)

Identity Safety Serv ice (ISS)

Incident Resolution Serv ice Team (IRST)

Enterprise Records Serv ice (ERS)

FOIA Serv ice

Priv acy Service

(ii) FOIAService

1 . W e b si t e

o Theseprogramsprovidemedicalcare,compensation,pension, education, vocational rehabilitation and counseling, loan guaranty, insurance and burial benefits to veterans, members of the Selected Reserves and the National Guard, and the beneficiaries of veterans

a. 2. Leadership

a. Jim Horan, Director, FOIA Service, Office of Privacy and Records Management (OPRM), Office of Cyber Security (OCS), Office of Information Security (OIS), Office of Information and Technology (OI&T), Department of Veterans Affairs (VA); Tel: 202-632-7453; Email:

3. Roles and Responsibilities

a. VA receives between 25,000 and 30,000 Freedom of Information Act (FOIA) requests per year and is mandated to respond to those requests within 20 days
i. VA has a decentralized system for handling FOIA requests

  1. Maintains the FOIA tracking system

  2. Responds to quarterly and annual reports to oversight agencies , such as the Office of

    Management and Budget (OMB) and the Department of Justice (DOJ)



Copyright 2017, Panoptes Intelligence, LLC


Each Exhibit 53 analysis contains the following:
* Link to the program’s IT Dashboard website if it is an Exhibit 300
* Responsible program offices and POCs are identified
* Detailed program description
* All associated prime contractors are identified
* A list of all the products, technologies, and capabilities that are being used, will be used, could be used, or should be used by the program, based on a deep analysis of the program, and chosen from a list of 135 products, technologies, and capabilities created by Panoptes Intelligence

i) Interagency 21st Century One Vet

  1. (1)  Website


  2. (2)  Program Offices

    1. (a)  VeteransRelationshipManagementProgramExecutiveOffice(VRMPEO),Benefits Delivery Products (BDP), Project Management Service (PM), Office of the Deputy Chief Information Officer (DCIO) for Product Development (PD), Office of Information and Technology (OI&T)

    2. (b)  VeteransRelationshipManagementProgramManagementOffice(VRMPMO), Office of Strategic Planning (OSP), Veterans Benefits Administration (VBA)

  3. (3)  POCs

    (a) FredTolley,ProgramManager,VeteransRelationshipManagementProgram Executive Office (VRM PEO), Benefits Delivery Products (BDP), Project Management Service (PM), Office of the Deputy Chief Information Officer (DCIO) for Product Development (PD), Office of Information and Technology (OI&T), Department of Veterans Affairs (VA); Tel: 202-461-9005; Email:

(b) TrishaDang,DeputyDirector,VeteransRelationshipManagementProgram Management Office (VRM PMO), Office of Strategic Planning (OSP), Veterans Benefits Administration (VBA), Department of Veterans Affairs (VA); Tel: 202-461- 9898; Email:


(4) Overview

(a) Majorinvestment(Exhibit300)

  1. (b)  Numberofprojects:48

  2. (c)  TheVeteransRelationshipManagement(VRM)initiativerenamedVeterans

    Customer Experience (VCE) in the FY16 budget was established as an enterprisewide, multiyear initiative to improve veteran and beneficiary secure access with reduced errors to benefits and services administered by the Veterans Benefits Administration (VBA)

  3. (d)  VRMsupportsintegrationofinformationthatenableson-demandandseamless access to veterans’ benefits

(i) Efficiently facilitates veteran and beneficiary access to VA services with reduced

(e) AsthemaininvestmentfortheVRMinitiative,theOneVetprogramseekstoaddress

VA's need for state-of-the-art customer relationship management program
(i) One Vet will provide consistent information, identity and access management,

and the assured continuity of services across any systems that our clients prefer (f) One Vet will encompass the following activities:

(i) Empower veterans and beneficiaries through accurate and flexible communication channels supporting seamless transition efforts across lines of business


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  1. (ii)  Manageandintegrateknowledgetocapture,store,share,andsearchfor information across all VA organizations, ensuring continuity of services and maintaining a shared record of all contacts through customer relationship management (CRM)

  2. (iii)  Modernize VA telephone services to enhance clients’ experience when communicating with VA

  3. (iv)  Implement identity and access management processes and systems to provide, manage, and seamlessly share unique digital identities for all clients

1. Robustly enforcing access by authenticated and authorized clients to

protected VA information assets


(5) Contractors

(a) AlvarezandAssociates,LLC

  1. (b)  BlueTech,Inc.

  2. (c)  CounterTradeProducts,Inc.

  3. (d)  CSRA,Inc.(formerlySRAInternational,Inc.)

  4. (e)  DocuSign,inc.(formerlyARX,Inc.)

  5. (f)  FedStore Corp.

  6. (g)  FourPointsTechnology,LLC

  7. (h)  InsigniaTechnologyServices,LLC

  8. (i)  Lockheed Martin Corp.


(6) Products,Services,andTechnologiesRequired

(a) Acquisition&ProcurementManagement

  1. (b)  Analytics

  2. (c)  ApplicationIntegration

  3. (d)  Application/SoftwareDevelopment&Engineering

  4. (e)  ApplicationLifecycleManagement

  5. (f)  Benefits Management / Administration

  6. (g)  BusinessIntelligence

  7. (h)  BusinessProcessManagement/Reengineering(BPM/BPR)

  8. (i)  Call Center Management

  9. (j)  Case Management

  10. (k)  ChangeManagement

  11. (l)  Collaboration

  12. (m)  Configuration Management

  13. (n)  ContentManagement

  14. (o)  CustomerRelationshipManagement(CRM)

  15. (p)  DataIntegration

  16. (q)  Data/InformationManagement

  17. (r)  Data Mining & Knowledge Discovery

  18. (s)  Databases

  19. (t)  Document Management

  20. (u)  HealthCareAdministration/Management


(7) Budget


Interagency 21st Century One Vet

$M F12 FY12 FY13 FY13 FY13 FY14 FY14 FY14 FY15 FY15 PY15 FY16 FY16 BY17 (Req) (Act) (Req) (CR) (Act) (Req) (Enact) (Act) (Req) (Est) (Act) (Req) (Enact) (Req)


































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VISN 10: VA Healthcare System Serving Ohio, Indiana, and Michigan o Website o HeadquartersLocation

  • ➢  Headquarters:
    Address:11500NorthlakeDr.Suite200,Cincinnati,OH45249 Tel: 513-247-4610

  • ➢  Satellite office:
    Address:POBox134002,AnnArbor,MI48113 Tel: 734-222-4300

o Leadership
Robert P. McDivitt, Network Director (Acting), VISN 10: VA Healthcare System Serving

Ohio, Indiana, and Michigan, Office of the Assistant Deputy Under Secretary for Health for Administrative Operations (ADUSH-AO), Office of the Deputy Under Secretary for Health for Operations and Management (DUSHOM), Office of the Principal Deputy Under Secretary for Health (PDUSH), Veterans Health Administration (VHA), Department of Veterans Affairs (VA); Tel: 513-247-4621; Email:

T. Jane Johnson, Deputy Network Director, VISN 10: VA Healthcare System Serving Ohio, Indiana, and Michigan, Office of the Assistant Deputy Under Secretary for Health for Administrative Operations (ADUSH-AO), Office of the Deputy Under Secretary for Health for Operations and Management (DUSHOM), Office of the Principal Deputy Under Secretary for Health (PDUSH), Veterans Health Administration (VHA), Department of Veterans Affairs (VA); Tel: 513-247-4631; Email:

ProvidesstrategicleadershipanddirectiontotheactivitiesoftheVISN’sChiefFinancial Officer, Chief Logistics Officer, Capital Asset Manager, Human Resources Manager, Business Implementation Manager, Pharmacy Benefits Manager, and Financial QA Officer, as well as other staff and areas assigned by the Director

ServesastheVISN10ChiefOperatingOfficerandisresponsibleformanagingday-to- day operations of the VISN 10 office and the staff and resources aligned under the Deputy Network Director

Sandy Selvidge, Chief Financial Officer (CFO), VISN 10: VA Healthcare System Serving

Ohio, Indiana, and Michigan, Office of the Assistant Deputy Under Secretary for Health for Administrative Operations (ADUSH-AO), Office of the Deputy Under Secretary for Health for Operations and Management (DUSHOM), Office of the Principal Deputy Under Secretary for Health (PDUSH), Veterans Health Administration (VHA), Department of Veterans Affairs (VA); Tel: 513-247-4627; Email:


o Budget
FY14: $4 billion

o RolesandResponsibilities

ThenewlyintegratedVISNiscalledVISN10,withheadquartersinCincinnati,Ohioatthe current VISN 10 network office, with a satellite office in Ann Arbor, MI

  • ➢  VISN 10 facilities:

  • ➢  VISN 10 covers the lower peninsula of Michigan, Ohio/Northern Kentucky, and Indiana

  • ➢  Veteran Enrollees: 500,000-plus (2014)

  • ➢  Comprises the following facilities:


NOTE: VISN 10 is the result of the integration of VISN 10 and the former VISN 11: Veterans


In Partnership as part of VA's MyVA transformation plan

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Community-BasedOutpatientClinics(CBOCs):59 o Procurement

  • ➢  Doing business with VISN 10
    Providerequesteddocumentationandinformationwhensubmittingproposals/bids Attendvendorfairstopromoteyourproductsandservices

  • ➢  Requirements for marketing to VISN 10 Registration(

    • ▪  Experience

    • ▪  Industry-specificlicensesandrequirements

    • ▪  Website/capabilitiesstatement

    • ▪  Knowledgeoffederalprocurementreadinessandprocesses

    • ▪  Knowledgeofcustomer

    • ▪  VerifiedintheVendorInformationPages(VIP)


    • ▪  Start small


  • ➢  How to help VISN 10

    VISN10needshelpwithfindingcertifiedwoman-ownedorHUBZonesmallbusinesses that are also service-disabled veteran-owned small businesses (SDVOSBs) or veteran- owned small businesses (VOSBs)

SDVOSBsorVOSBsmusthavesolidbusinessplansandbeaverifiedsmallbusiness VISN10receiveswaytoomanyprotests


chances to ever participate again

report any suspicious activity and report it to the OIG and/or VETBIZ Onceverifiedstaycurrent


o ContractorsandSubcontractors

  • ➢  HMS Holdings Corp.

    IT and systems provider

  • ➢  VetFed Resources, Inc.

    • ▪  ManagestheVISN10HealthcareNetworkatfiveVeteransAffairsMedicalCenters (VAMCs) and two clinics throughout Ohio

    • ▪  Implementingdesign/buildofareal-timelocatingsystem(RTLS)atsevenVISN10 VAMCs by integrating hardware, software, program management, quality assurance, and training


FY11 - FY14 Obligations and Actions






Contract Obligations





Contract Actions





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