The veteran administration department is a result-oriented organization that is looking to transform itself into a modern organization. Ultimately, the department needs to be able to monitor this transformation to determine how far it has come in successfully achieving its goals, and also where it has lagged (Morrison 17). As veteran affairs transform, the VA Enterprise Architecture (VA EA) continues to evolve through a continuous, collaborative coalition between business and managers and technology leaders across the staff and administration offices.
The array of content, maturity, and maturity of the VAEA reflects the different decision-making processes, states of governance, standardization, and integration across the department. Where methods such as the PMAS are more mature and supported by the enterprise’s products such as the Enterprise Technical Architecture, there is increased progress towards achieving the strategic goals (Hussey et al., 54). When processes are integrated, and information capabilities such as shared services have been implemented, there is bound to be quality improvements as well as efficiencies that can increase veteran service satisfaction and also generate savings.
To address this complex and diverse work environment, the office of the Enterprise Architect has established a four-level performance model that it will use to measure the contributions of VAEA towards modern transformation. The four levels include 1) Architecture Completeness, 2) A EA Usage in VA Decision Processes, 3) VA Transformation Leading Indicators, and 4) Agency Performance Results (Rosenheck, Greg and Diane 113). The enterprise will also use the framework to track overall progress in attaining VA transformation objectives and goals. This performance measurement model takes in to account the different levels of maturity of all the transformational factors that must work in unison to achieve short term and long term objectives as stipulated in the VA strategic plan.
The four-level performance framework has had positive effects on the Department of VA (Anhang Price et al., 1634). It has so far shown positive outcomes that directly relate to the enterprise’s strategic goals, performance goals, and objectives as they align with the VA strategic plan.
Anhang Price, Rebecca, et al. “Comparing the quality of care in Veterans Affairs and non-Veterans Affairs settings.” Journal of general internal medicine 33 (2018): 1631-1638.
Hussey, Peter S., et al. “Resources and capabilities of the Department of Veterans Affairs to provide timely and accessible care to veterans.” Rand health quarterly 5.4 (2016).
Morrison, Ronald W. “Performance measurement in dynamic environments.” GECCO workshop on evolutionary algorithms for dynamic optimization problems. No. 15-18. No, 2013.
Rosenheck, Robert, Greg Greenberg, and Diane DiLella. “Department of Veterans Affairs National Mental Health Program Performance Monitoring System: Fiscal Year 2000 Report.” West Haven, CT: Northeast Program Evaluation Center (2013).
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