1. OI&T District
Customer Support
Structure
Version 6.0
10/6/15

2. MyVA Five Geographic Model2
OI&T District Customer Support Structure
NPC Brief: 10/06/2015; vs 6

3. Overlay of District Model Over Current Model
MyVA Districts
Pacific
Midwest
Continental
Southeast
North
Atlantic
Region 4
Region 2
Region 3
Current Regions*
Region 1
*Region 5, 6 & VACO
have locations across
the country 3
OI&T District Customer Support Structure
NPC Brief: 10/06/2015; vs 6

4. Goals Focus on customer service – meet MyVA customer service goals
Standardize IT support customers (e.g., VHA, VBA, NCA, FPO)
Streamline points of service for customer to reduce handoffs
Service Delivery Managers to serve as point of contact for customers, improve ownership and accountability
Optimize processes
Ensure resolution of customer needs occurs as close to the customer as possible
Increase efficiencies
Leverage IT skillsets across customer base
Workload balance 4
OI&T District Customer Support Structure
NPC Brief: 10/06/2015; vs 6
Working Draft, Pre-Decisional, Deliberative Document – Internal VA Use Only

5. Key Changes
Customer base would be aligned within the five district based on their location instead of their program office (VBA, VHA, NCA, FPO)
Workload account based implementation of moving customers based to MyVA geographic districts
Desktop support will be provided by Field Operations which will include National Cemetery and Field Offices
Functions alignment will capitalize on increase productivity by the efficient use of personnel resources and potential cost reduction  5
OI&T District Customer Support Structure
NPC Brief: 10/06/2015; vs 6
Working Draft, Pre-Decisional, Deliberative Document – Internal VA Use Only

6. Workload Model
Blends both mileage, manageability, and customer structure
Majority of sites have between 1,000-4,000 AD Accounts (Mean: 3,178)
Creates 146 different geographic areas across the 5 districts
AD Accounts supported by each location vary from 637 to 8,012
Accounts for all customer locations (VHA, VBA, NCA, FPO)
VHA Community Based Outpatient Clinics (CBOCs) and VBA Out-based sites stay associated with their parent facilities 6
OI&T District Customer Support Structure
NPC Brief: 10/06/2015; vs 6
Working Draft, Pre-Decisional, Deliberative Document – Internal VA Use Only

7. # Field Program Office (FPO)
Workload Southeast
Group
VAMC/RO in option
# VHA Medical Centers
# VBA Regional Office
# NCA Cemeteries
# Field Program Office (FPO)
# VHA CBOCs
#VBA Outbased Sites
# Vet Centers
# Other
# AD Accounts 1
VAMC-Atlanta 8 2 3
7,420
RO-Atlanta, FPO-Atlanta
2,129
VAMC-Augusta 4
3,352
VAMC-Bay Pines 5
4,875
RO-St Petersburg, ESE-Bay Pines
4,080 6
VAMC-Birmingham 9
3,314 7
ESE-Birmingham, FPO- Birmingham
3,309
VAMC-Charleston
3,296
VAMC-Columbia
2,986 10
RO-Columbia
1,334 11
VAMC-Dublin
1,619 12
VAMC-Lexington
2,804 13
VAMC-Louisville RO -Louisville
2,758 14
VAMC-Memphis
3,313 15
VAMC-Miami
3,821 16
VAMC-Middle Tenn.
5,527 17
FPO-Murfreesboro (Middle Tenn), RO-Nashville
2,545 18
VAMC-Montgomery; RO-Montgomery
4,130 19
VAMC-Mountain Home
2,912 20
VAMC-North Florida
7,018 21
VAMC-Orlando
4,299 22
VAMC-Tampa
6,151 23
VAMC-Tuscaloosa
1,181 24
VAMC-West Palm Beach
3,111 25
CBOC-Puerto Rico; RO- Puerto Rico
5,856 7
OI&T District Customer Support Structure
NPC Brief: 10/06/2015; vs 6

8. Workload Southeast OI&T District Customer Support Structure8
OI&T District Customer Support Structure
NPC Brief: 10/06/2015; vs 6 8
Working Draft, Pre-Decisional, Deliberative Document – Internal VA Use Only

9. OI&T Field Operations Description:
This structure is similar to the current but does collapse Tier 2 operations while also realigning functions both out of and into FO. Starting left to right the first one, Medical IT Support, would align support for VHA under the five MyVA districts. Next is the Benefits and Other IT Support, this would align VBA, NCA, VACO, and ITSS under one operating group. Of note is the dotted line around the two, as we mature as an organization and consolidate both offices would merge and create a 5 district model that would align with MyVA. Next is Technology Services which is the National Service Lines rebranded. Then ECTM group would remain under FO. Next is the National Service Desk which would handle all Tie 1 support. Then you have a Business Office and a Security and Compliance office. The Business Office would be responsible for budget, personnel management, standardization, communications, etc. Then is Security and Compliance, this office would work as an internal office for quality assurance within FO, they would serve as a liaison between the national CRISP team and FO, they would manage the IG playbook and/or other tools, serve as consultants to the sites one best practices for security, manage the GRC tool, and manage the CRISP contractors.
MyVA Alignment:
Align with MyVA District Boundaries (VHA short term, Department wide long term)
Integrates support of programs and organizations
Provides process improvements (Tier 1-3 under one umbrella)
Provide consistent standardization of delivery of services
Improve efficiencies
Improves communication through multiple lanes
Key Changes:
BISL  realigned from SDE Field Operations to Enterprise Operations
NSD realigned from under SDE to Field Operations
NCA (Tier1-3) tier 1-3 support is realigned from EO to Field Operations
VBA, ITSS, and VACO support would merge and realign together
Creates an Associate Executive Director role
Establishes a National Service Line (Technology Services)
Establishes a Business Operations office
Establishes a Security and Compliance office 9
OI&T District Customer Support Structure
NPC Brief: 10/06/2015; vs 6
Working Draft, Pre-Decisional, Deliberative Document – Internal VA Use Only

10. Way-Ahead
Monitor region-to-district mapping process to ensure continuity of IT customer support throughout the realignment
Develop a communications strategy across business units and facilities to provide transparency on district mapping and any implications to day-to-day operations 10
OI&T District Customer Support Structure
NPC Brief: 10/06/2015; vs 6