1. 1 MyVA Update December 10, 2015

2. 2 To care for him who shall have borne the battle and for his widow, and his orphan. - Abraham Lincoln, 1865 Today, we say to care for those “who shall have borne the battle,” and for their families and their survivors. Fulfilling our Mission

3. I ntegrity C ommitment A dvocacy R espect E xcellence Living our Values 3

4. MyVA effort traces its origins to the 2014-2020 VA Strategic Plan Strategic Obj 1.2: Increase Customer Satisfaction through Improvements in Benefits and Services Delivery Policies, Procedures, and Interfaces. Strategic Obj 2.2: Enhance VA’s partnerships with federal, state, private sector, academic affiliates, Veteran service organizations, and non-profit organizations. Strategic Obj 3.1: Make VA a Place People Want to Serve. Strategic Obj 3.3: Build a Flexible and Scalable Infrastructure through Improved Organizational Design and Enhanced Capital Planning “VA will rethink how it operates as a Department, defining the fundamental cross-cutting capabilities and interdependencies required to achieve them. We will identify and address any internal organizational, policy, procedural, perceptual, and cultural boundaries that constrain our ability to coordinate, integrate, and deliver benefits and services. VA will evaluate alternate organizational designs that improve integration of benefits and services to provide the client a coordinated experience when utilizing multiple benefits and services.” - 2014-2020 Strategic Plan, Strategic Objective 3.3, pg 34 4

7. Purpose: Analysis of alternatives and recommendations for reorganizing specified VA structure and processes, while providing initial planning and capability building for select functions and offices with the ultimate goal to orient all VA operations to the needs and expectations of our Veterans and beneficiaries MyVA Task Force is an enabler: Small in size, augmented by FTE from VA Administrations and Staff Offices Task Force itself is temporary, with an initial two year charter Develop and guide required new initiatives Develop and incubate enabling capabilities to permanent organizations Fortify and integrate existing efforts Ensure VA initiatives are aligned to achieve Veteran-centricity and integrated operations Success requires the talents of the best and brightest across VA, and support of employees at every level of the organization. To coordinate the transformation effort, the Secretary created the MyVA Task Force 7

9. 9 VA is moving to five districts to achieve more effective internal operations that, in turn, will result in better service to Veterans.

10. 10 Midwest District DVEO (P) : Chicago Area DVEO (S) : Minneapolis NCA : Indianapolis VHA Vet Centers: St. Louis VBA : St. Louis HRA: VESO - DC OALC: Chicago OPA : Chicago OIT: Continental District DVEO (P) : Denver DVEO (S) : Dallas NCA : Denver VHA Vet Centers: Denver VBA : Denver HRA:VESO- Seattle OALC: Chicago OPA : Dallas OIT: Southeast District DVEO (P) : Atlanta DVEO (S) : Tampa NCA : Atlanta VHA Vet Centers: St. Petersburg VBA : Nashville HRA:VESO - DC OALC: Silver Spring, MD OPA : Atlanta OIT: North Atlantic District DVEO (P) : New York DVEO (S) : Washington DC NCA : Philadelphia VHA Vet Centers: Auburn NH VBA : Philadelphia HRA:VESO - DC OALC: Silver Spring, MD OPA : New York OIT: VA District Locations Legend: VE NCA VHA VBA HRA OALC OIT OPIA Pacific District DVEO (P) : Los Angeles Area DVEO (S) : Seattle NCA : Oakland VHA Vet Centers: Fairfield CA VBA : Phoenix HRA: VESO- Seattle OALC: Mare Island, CA OPA : Los Angeles OIT: VA District Locations

11. OrganizationRealignment NCARealign the 5 Memorial Service Networks into 5 NCA District Offices. 11 director positions and 32 cemeteries realigned to different NCA District Offices, but no movement of FTE. VHAAlign VISNs along state boundaries and 5 Districts. Right size VISNs in terms of number of health care systems and patients served – reduce from 21 to 18 VISNs. Vet Center regions reduced from 7 regions to 5 districts. VBAIncrease the VBA Area Offices from 4 to 5 VBA District Offices, establishing a new VBA District Office in Denver, CO. 15 Regional Offices realigned to different VBA District Offices, but no movement of FTE. HRAOffice of Resolution Management (ORM) and Veteran Employment Service Office (VESO) field structures realigned to the District framework. ORM realigned from 3 districts, 6 operations offices and 11 satellite offices to 5 Districts and 16 satellite offices. OALCConstruction and Facilities Management (CFM) 4 Regional Offices realigned to each support one or more VA Districts OGCConsolidate the current 21 Regional Counsel Offices to approximately 12 OGC Chief Counsel Offices, aligned along VISN Boundaries. OITRealign existing 6 regions and VACO into 5 districts and establish 5 geographic district account managers. OPIAConsolidate from 6 regional offices to 5, realigning coverage of 15 states. The Dallas and Denver offices will merge to provide support to the Continental District. 11 All VA organizations are aligning to the 5-District Model

12. Continue progress on critical VE capabilities, e.g., MyVA Communities, Customer Data Integration (CDI), Unified Digital Experience (UDE), and contact center modernization Synchronize and integrate district roll-out and implementation of Veteran Experience (VE) district offices and district Performance Improvement (PI) capabilities in coordination with VHA, VBA, and NCA field directors Develop and execute initial VE and Employee Experience (EE) pilots Complete “Leaders Developing Leaders” cascade Develop “To Be” state for support services with priority to supply chain operations, staffing, and IT support Support VA/VHA response to Choice Act “Section 201” Assessments Operationalize MyVA as the Department transformation Ongoing Steps

13.  Increase access to healthcare (VHA lead)  Provide same day access to primary care at all VAMCs  Deliver care seamlessly across VAMC and VISN boundaries  Implement care in the community (VHA lead)  Deliver a Unified Veteran Experience (MyVA TF / VE Team lead)  Integrate existing customer-facing websites into a single digital platform  Implement a coordinated contact center (formerly “call center”) system  Integrate common customer data access across systems to enable transactions and proactive, tailored outreach  Improve the Veterans Experience (MyVA TF / VE Team lead)  Design and implement a coherent, Department-wide framework for measuring VE  Design and deliver front-line initiatives to Improve Veterans Experience in VHA Facilities  Establish and support a national network of My VA Communities (100+)  Establish Veterans Experience Office, including both national and district operations  Improve Compensation and Pension (C&P) Evaluations (VBA lead)  Complete Veterans Crisis Line (VCL) Modernization (VHA lead)  Set Conditions to Achieve a Simplified Appeals Process (BVA lead)  Continue Progress in Reducing Veterans Homelessness (VHA lead) Leader Focus – Breakthrough Initiatives (1 of 2)

14. FOUR CRITICAL ENABLERS:  Staff Critical Positions and Improve Hiring Processes  Transform OIT / Improve IT Support  Transform Supply Chain Operations  Implement Leaders Developing Leaders (LDL) Program Leader Focus- Breakthrough Initiatives (2 of 2)

15. Leader Focus- Essential Initiatives VISN Alignment Complete realignment of 2 of 3 VISNs (current VHA VISN plan has going from 21 to 19 by end of FY16 then to 18 by end of FY17) Employee Training VA101Implement VA101 training (175,000 graduates) LeanImplement Lean training (train 35,000 lean experts) HCD Deliver Human Centered Design (HCD) training to key personnel (front-stage, 500 experts trained, 5,000 base level training) PartnershipsEstablish Strategic Partnerships as enterprise operation with $100m per year revenue Security and Prep Complete Security & Preparedness quick-wins (to include Workplace Violence Prevention program) SSE & PI Explore Service Support Excellence Office with authority over transactional support service activities;

16. Contact Information MyVAops@va.gov 202-266-4685

17. 17 MyVA Update December, 10, 2015