business opportunities with asd office of technology strategies€¦ · · 2016-01-05business...

Business Opportunities with

ASD Office of Technology Strategies

Tom Coryell

Technical Reference Model (TRM)

Office of Technology Strategies (TS)

Acquisitions and Contractual Authority

• Acquisitions and contractual commitments can only be made by Government officials having expressed authority to enter into such agreements on behalf of the United States Government. The ONLY Government officials with such authority are Warranted Contracting Officials. Any discussions of contractual requirements do not constitute contractual direction or authorization of any kind. Future contractual directions, If ANY, shall ONLY come from the cognizant Department of Veterans Affairs Warranted Contracting Officer.

Enterprise Architecture and Strategy: Leads and evolves the VA Enterprise Architecture as an authoritative reference for information used to make informed decisions. Leads OIT Strategic Planning. Facilitates and supports VA Enterprise transformation efforts.

• VA transformation initiatives / VA core process improvement

• VA/OIT Planning: IRM Strategic Plan/ VA Enterprise Roadmap

• OneVA EA Development, Maintenance, Evolution

Business Office: manages essential day-to-day administrative and logistics activities of ASD. Acts as a liaison to OIT for workforce management, finance, acquisition management, facilities and IT assets.

Office of Technology Strategies: defines the “To Be” enterprise technology vision for the VA Office of Information and Technology (OIT).

• Enterprise Technology Strategic Plan • Design Patterns• TRM

Process and Knowledge Management: develops, and oversees the OIT process framework. Promotes efficient and effective information sharing both internally and externally to ASD.

• Breakout Facilitation• SharePoint Environments• ProPath

Ruthless Reduction Task Force : Tasked w/ exploring cost savings / avoidance measures & presenting recommendations based on verified analysis • Systems Divestiture • Infrastructure Optimization

Product and Platform Management: provides solution architecture and integration services to guide the engineering of IT systems in the VA

• VistA Evolution

• Enterprise Shared Service Product Management

• Solution Architectures

• Interagency Interoperability

• Life Cycle Product Management • Product Cost Analysis & LCCE

• Program Operating Plan (POP) Development

1/5/2016

3

ASD Structure

• GEAC

About Technology Strategies

• Technology Strategies (TS) defines the “To Be” enterprise technology vision for the VA Office of Information and Technology (OI&T) and assists business and technical users in achieving this vision.

• Enterprise Technology Strategic Plan

• Enterprise Design Patterns

• Architecture and Engineering Review Board (AERB) Co-chair and Secretariat

• One-VA Technical Reference Model (TRM)

• Manage ASD support to Integrated Project Teams developing VA software

Who Procures?

•Contracting Office: Usually use the VA Technology Acquisition Center (TAC)

•Key leaders identify requirements:• Rodney Emery (Director; GEAC)

• Tim McGrail (Design Patterns)

• Tom Dymond (TRM)

•DCIO ASD controls funds

How Can You Help Us?

Challenges:

Cloud Technology

Data Storage

Telecommunications

Licensing/Software Management

Server Virtualization

Lifecycle Management/Refresh

Mobile Applications and Strategy

Expand and improve Telehealth and Telemedicine capabilities

Strengthen Cyber Security and Data Security

Relevant Needs:• Program integration at all

levels• System design and system

engineering• Enterprise data

management• Information interoperability

Services• Process modeling• Program management

support

You can add value by providing solutions that work with or

improve VA business processes.

What Does TS Procure?

•Advisory and Assistance (A&A) Non-personal Services

• IT Professional Services

TS Opportunities Forecast 2016

8

Opportunity Description Anticipated date needed

Range of Budget

Technology Strategies Support Project management & analysis; design patterns; analysis of emerging technologies

September 2016 (Option in place)

$7-8M

Technology Strategies Advisory Services

IT research and advisory services September 2016

$139k

Technology Strategies Governance, Enforcement, Assessment and Compliance (GEAC)

Support for Technical Reference Model operations, Open Data, Independent Project Team and Architecture Engineering Review Board

March and September 2016(Options in place thru 2018)

$3-4M

1/5/2016

Q&A

• TS Point of Contact: me! [email protected](202) 461-4282

• SBL: Renee Kenan [email protected]

• Key websites:• Office of Technology Strategies:

http://www.techstrategies.oit.va.gov/index.asp

• One-VA TRM: www.va.gov/trm

• TechStrat Blog: http://vaww.blog.va.gov/techstrattoday/

Questions?

mailto:[email protected]

mailto:[email protected]

http://www.techstrategies.oit.va.gov/index.asp

http://www.va.gov/trm

http://vaww.blog.va.gov/techstrattoday/

Back Up

1/5/2016Working Draft, Pre-Decisional, Deliberative

Document – Internal VA Use Only v210

3/31/2015DRAFT EHR Military Symposium: not VA

policy v211

“…Red Tape…”

Veteran-Centric:

We Need to Focus

on Systems Thinking

and

End-To-End Process

Re-Engineering

ASD Mission:

Cut Red Tape

“…Red Tape…”

We Need to Focus on

Systems Thinking and

End-To-End Process

Re-Engineering

Improve

Service

Reduce

Spend

Increase Value: More

Service to Veterans for

each $1 Spend

3/31/2015 12

VA Business Case For Sharing Data With Private Sector Providers

79%

External Health Information Exchange Can

Ultimately Equal

Improved patient care and health outcomes

Fewer duplicate tests

Increased patient safety (e.g., medication reconciliation)

Improved care coordination

Reduced phone calls to follow-up and track referrals

Timely access to critical information

Saved time, money, and other resources for Veterans and VA staff

Expedited results notifications

Enhanced security and privacy

External Health Information Exchange

Enables clinicians to make more informed decisions

Reduces the need for patients to carry paper records between health care providers

Provides immediate access to additional health care information during an emergency

Supports Population Health Management

Helps others meet Meaningful Use criteria

79% of Veterans see private health care providers1

1Per the 2010 Survey of Veteran Enrollees’ Health and Reliance Upon VA, VA Office of Policy and Planning, July 201113

is about…

Putting the Veterans’ interest first.

Empowering employees and

helping them deliver excellent

customer service to improve the

Veteran experience.

Improving or eliminating processes

that impede good customer service.

Rethinking our internal structures

and processes to become more

Veteran-centric and productive.

14

MyVA Vision

1) Put Veterans in control of how, when, and where they wish to be served

2) Measure success by ultimate outcome for Veterans

3) Integrate across programs and organizations to optimize productivity and efficiency



MyVA Guiding Principles

– Consider change through lens of Veteran to enhance effectiveness & efficiency from Veteran’s perspective

– Optimize VA’s unique competencies in health care, benefits delivery, & memorial affairs, while enhancing external partnerships to support service delivery where VA is less well postured to directly deliver service

– Integrate operations to improve service delivery and realize efficiencies

– Recognize central role of VA employees in identifying challenges, crafting solutions, & delivering world-class service to Veterans

– Focus on future in terms of Veteran needs; “skate to where puck is going to be”



1. Improve Veterans experience by examining Veteran-facing processes & organizations from Veteran’s perspective, to enable seamless, integrated, & responsive VA service for Veterans

2. Achieve support services excellence by identifying common services that are performed in support of VA components; optimize to increase efficiency & eliminate duplication. Including: Human Resources, Legal, Information & Technology, Acquisitions & Logistics, Real Property Facilities Management, Public Affairs, Congressional Affairs, Budget & Finance, Security & Preparedness

3. Establish culture of continuous performance improvement, so conditions are set at local level for issues to be raised, addressed, & solutions replicated across VA

4. Enhance strategic partnerships by making better partnerships between community, nonprofit, & other organizations & work being done at VA facilities

5. Improve employee experience by focusing on VA staff and culture so employees are empowered to better serve Veterans

To Achieve The MyVa Vision, We Are Focusing On 5 Primary Areas

17

MyVA Is About Much More Than These 5 Themes: It’s Mindset & Cultural Shift That Places Veteran At Center

Of Everything We Do

18

VA’s APGs will address;

1. Improve Veterans Experience with VA

2. Improve Employee Experience

3. Improve Veterans Access to Healthcare

4. Improve Access to VA Benefits

• Access to Care and Benefits will remain priority for VA for

foreseeable future

• Implementing MyVA’s initiatives will remain cornerstone in

achieving success (see later slide)

• VA needs to improve how our people work, how we buy things,

how we

hire colleagues, where we work and how we work

• Partnering with other agencies (ie., DoD, HUD, etc.) is critical to

achieve results, and VA requests OMB awareness19

FY ‘16-’17 Agency Priority Goal Areas

Access: Choice Program

• Eligibility

o Veteran told by local VA medical facility that he/she will need to wait > 30 days for appointment from date clinically determined by his/her physician or, if no such date is provided, Veteran’s preferred date

o Veteran’s residence is > 40 miles driving distance from closest VA medical facility

• See http://www.va.gov/opa/choiceact/

20

http://www.va.gov/opa/choiceact/

Cyber Security

• FISMA/FISCAM audits

– Material Weakness

– Continuous Readiness in Information Security Program (CRISP)

– Integrate audit preparation efforts into daily work so that these behaviors become habits



22

Technology Infrastructure

Email ServersApp Servers Audio Video DataWeb Servers

Data Center SwitchesFirewall Storage

APPLICATIONS/SYSTEMS

Pharmacy RadiologyCPRS

TECHNOLOGY INFRASTRUCTURE

Scheduling

Information and Data

Scheduling InformationDrug Interaction

Information

Business Operations

Medical Research

Medical EducationMedical Care

Health Care

STRATEGY

BUSINESS

BUSINESS FUNCTIONS

VA/VHAStrat. Plan.

Imaging

SERVICES

Transformation/Mediation

MessagingDiscoverySecurity

INFORMATION AND DATA

“Line of Sight”: Business Process Improvement with IT Investments

VA Strategic Plan

KPIs


policy v2


policy v223







Scheduling



Information

Business Operations

Medical Research


Health Care

STRATEGY

BUSINESS

BUSINESS FUNCTIONS

VA/VHAStrat. Plan.

Imaging

SERVICES




VA Strategic Plan

KPIs


24







Scheduling



Information

Business Operations

Medical Research


Health Care

STRATEGY

BUSINESS

BUSINESS FUNCTIONS

VA/VHAStrat. Plan.

Imaging

SERVICES




Common

Infrastructure

Components

Efficiency through

Shared Services at

all levels


policy v2

VA Strategic Plan

KPIs


25







Scheduling



Information

Business Operations

Medical Research


Health Care

STRATEGY

BUSINESS

BUSINESS FUNCTIONS

VA/VHAStrat. Plan.

Imaging

SERVICES




Common SW

Services

Efficiency through

Shared Services at

all levels


policy v2

VA Strategic Plan

KPIs


26







Scheduling



Information

Business Operations

Medical Research


Health Care

STRATEGY

BUSINESS

BUSINESS FUNCTIONS

VA/VHAStrat. Plan.

Imaging

SERVICES




Model-based

common data –

Corporate Data

Governance at

VA

Efficiency through

Shared Services at

all levels


policy v2

VA Strategic Plan

KPIs


27







Scheduling



Information

Business Operations

Medical Research


Health Care

STRATEGY

BUSINESS

BUSINESS FUNCTIONS

VA/VHAStrat. Plan.

Imaging

SERVICES




Standardize

business

processes to

serve Veterans

Efficiency through

Shared Services at

all levels


policy v2

VA Strategic Plan

KPIs


VA Enterprise Architecture Meta-Model

28VA EA provides a taxonomy and framework to establish the relationship between key

information sources to enable enterprise level decision making and reporting

VADI Focus

VASI Focus

VA System Inventory

29

All Active Systems 5/1/15 06/1/15 Current %

Total Number of Active Systems 722 707 100%

Technical POC (SDE/PD) 637 644 91%

Business Owner (LOB) 557 566 80%

Security Accreditation (OIS) 563 566 80%

Budget Line Item (ITRM) 357 344 49%

Software Platform (SDE) 478 480 68%

Hosting Location (SDE) 576 585 83%Business Function Mapping (LOB)

250279

40%

Sponsor Organization (LOB) 722 707 100%

System Interfaces (LOB) 295 308 44%

Data Architecture Framework

30

VADI

Tying IT to Mission Performance

Working Draft – For Internal VA Use Only 31

VA Strategic PlanVA Goals, Objectives, APGs

≈ Total VA IT Budget

How OI&T will fulfill

mission support to VA

Transformation

Programs

• Service Delivery

• Product Delivery

• Information

Security

• Fiscal Management

• Operational Metrics

VHA Operational Plans

Key Performance

Indicators (KPIs)

Veteran Health

Outcomes

What

needs to

be

do

ne

…

IT Funds aligned

to Healthcare

Delivery

+

Service Level

Agreements (SLAs)

& Benchmarks

OI&T Commitments

to effectiveness and

efficiency

VBA Operational Plans

Key Performance

Indicators (KPIs)

Veteran Benefits

OutcomesW

hat

needs to

be

do

ne

…

IT Funds aligned

to Benefits

Delivery

+

Service Level

Agreements (SLAs)

& Benchmarks

OI&T Commitments


efficiency

NCA Operational Plans

Key Performance

Indicators (KPIs)

Veteran Memorials

Outcomes

What

needs to

be

do

ne

…

IT Funds aligned

to Memorials

Delivery

+

Service Level

Agreements (SLAs)

& Benchmarks

OI&T Commitments


efficiency

Other VA Operational

Plans

Key Performance

Indicators (KPIs)

Veteran Corporate

Outcomes

Wh

at

ne

ed

s t

o

be

do

ne

…

IT Funds aligned

to Corporate

Initiatives

Service Level

Agreements (SLAs)

& Benchmarks

OI&T Commitments


efficiency

GAO Report

• Government Accountability Office (GAO) Report: Agencies Need to Establish and Implement Incremental Development Policies

• GAO recognized that:

o Only VA met all of the incremental development policies that GAO and Office of Management and Budget outlined

o Only VA delivered functionality every 6 months on all of its remaining investments

32

Analyzing Past Delivery Performance (cont.)

33

Figure 1: FY14 and 15 To Date On-Time Performance

PMAS Metrics Snapshot—On-Time Performance FYs 14 and 15 To Date

All PMAS Metrics are as of opening of business on Friday, 8 May 15

FY15 TechStat Issue Areas

Characteristics of Risk

on Projects

FY14 TechStat Issue Categories

• FY15 data from TechStats held to date indicates a more even distribution of technical reasons and also project management activities

• FY14 data from TechStats shows over half of the time technical reasons (primarily testing/QA activities and dependency work) accounted for missed commitment dates.

4, 5%

5, 7%

6, 8%

8, 11%

2, 3%4, 5%

45, 60%

1, 1%

Increments that Missed Initial Committed Date (75)

Acquisitions/Procurement

Manpower

Other

Procedural

Project Management Methodology

Scope & Schedule Management

Technical Issues

Tools, Communications, and Training

Analyzing Past Delivery Performance (cont.)

FY15 TechStat Issue Areas

Small Business Programs

• Service-Disabled Veteran-Owned Small Business Set-Asides or Sole Sources (Public Law 109-461)

• Veteran-Owned Small Business Set-Asides (Public Law 109-461)

• 8(a) Reserves (FAR 19.8) OR

• Historically Underutilized Business (HUBZone) Set-Asides (FAR 19.13) OR

• Women-Owned and Economically Disadvantaged Women-Owned Set-Asides (FAR 19.15)

• Small Business Set-Asides -- Total & Partial (FAR 19.5)

Mandatory Contracts

• Federal Supply Schedule

• VA Strategic Sourcing Contracts/Blanket Purchase Agreements (BPA)

• NASA Solutions for Enterprise Wide Procurement (SEWP)

• VETS Government Wide Acquisition Contract (GWAC)

How Does VA Buy?

• Required Sources of Supply (FAR Part 8)

• Contract Vehicles - GWACs, MACs, FSS

• Full & Open Competition after exclusion of sources (Small Business Programs)

• Full & Open Competition (Open to all vendors)

Where to Submit?

•Federal Business Opportunities Page

•GSA eBuy System

•NASA SEWP

1/5/2016 39Working Draft, Pre-Decisional, Deliberative


• Title: PPM Enterprise Information Technology Product Planning & Development Support

• Description: Provide program support activities for the infrastructure activities associated with management for product planning; administrative and programmatic support in order to execute the Product Portfolio Management mission

• Est. Value(provide range):$1-2M

• Sol Number (if known): Unknown

• Est Award Date: August 2015

Top Procurement Actions FY16

Product & Platform Management

(PPM)

PPM Opportunities

Forecast 2015-2016

40

Title: VistA Evolution Program Executive Office Support

Description: Provide the Program Executive Office and Projects with technical, clinical, financial and acquisition support

Est. Value (provide range): $5.5-7.5M

Sol Number (if known): Unknown

Est Award Date: March 2015





• Title: ProPath Support & Advisory Services

• Description: OI&T Standard Process Development & Implementation; Internal Communication Improvements; ASD Web & SharePoint Development & Content Management

• Est. Value(provide range): $3.7-3.9 million

• Sol Number (if known): SPI# 16-PKM-1-2

• Est Award Date: Jul 2016


Process and Knowledge Management and

Communications Service (PKMCS)



• Title: ProPath Support & Advisory Services

• Description: Provide IT research and advisory Services

• Est. Value(provide range): $220-230K

• Sol Number (if known): SPI# 16-PKM-1-3

• Est Award Date: Sep 2016


PKMCS



• Title: Enterprise Architecture Consolidated Execution

• Description: Provide support in analysis, data collection, and generation of architecture products, VA plans and policies, business processes, organizational structures, and IT services

• Est. Value(provide range): $25-27M (base + 2 option years)


• Est Award Date: July 2014


Enterprise Architecture



• Title: Enterprise Architecture Strategy & Governance Technical and Non-Technical Support

• Description: Provide support in the areas of improved strategic management capabilities, enterprise data standards, enterprise-wide interoperability and technical compliance.

• Est. Value(provide range): $3-5M (1 year)


• Est Award Date: January 2015


Enterprise Architecture



• Title: Enterprise Design Patterns, Technical and Non-Technical Support

• Description: Development of Enterprise Design Patterns; technical analysis of emerging industry technologies

• Est. Value(provide range): $7-8M

• Number (if known): Unknown

• Est Award Date: September 2016 (final option year)


Technology Strategies



• Title: Governance, Enforcement, Assessment and Compliance (GEAC) Technical and Non-Technical Support

• Description: Provide operations support to TRM, manage and provide support to ASD IPT and Open Data programs, and technical evaluation support the Architecture Engineering Review Board

• Est. Value(provide range): $3-4M• Number (if known): Unknown• Est Award Date: March and September 2016 (first

and second option periods)





• Title: Advisory Services

• Description: Provide IT research and advisory services

• Est. Value(provide range): $139K

• Number (if known): Unknown

• Est Award Date: September 2016 (final option year)



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