Veteran Benefits Administration

Technology Proposal/Implementation Paper
A: Introduction
The Department of Veterans Affairs (VA) remains a vital entity in as far as the provision of key services to veterans in the country is concerned. The Veteran Benefits Administration (VBA), to a large extent, concerns itself with the administration of U.S. Department of Veteran Affairs’ programs. This is more so the case with regard to the provision or advancement of various forms of support to not only veterans and survivors, but also their dependents. Towards this end, some of the main programs that VBA administers include, but they are not limited to; pension and compensation, rehabilitation and employment, loan guaranty, and insurance. In the year 2016, the National Archives and Records Administration (2016) released a records management inspection report which was categorical that “the VA Records Management Program lacks several basic records management fundamentals.” The relevance of VA records cannot be overstated when it comes to veterans’ benefits government accountability. In that regard, therefore, it would be prudent to implement a robust electronic records management system.
B: Fit for the Organization
It is important to note that “the mission of VBA, in partnership with VHA and NCA, is to provide benefits and services to Veterans and their families in a responsive, timely and compassionate manner in recognition of their service to the nation” (Veteran Affairs, 2012). To a large extent, the relevance of accountability, efficiency, and effectiveness in the promotion of veteran wellbeing cannot be overstated. The keeping of meaningful, proper, and accessible records happens to be in line with this mandate. However, in an assessment of VA’s records management conducted in the year 2016 by the National Archives and Records Administration (2016), it was found that “the VA has a large volume of unscheduled records, particularly those residing in electronic information systems.” In that regard, therefore, it would be prudent to implement a robust electronic records management system. Aziz, Mohammad, Mokhtar & Ambari (2017) point out that “electronic document and records management system (EDRMS) is designed to enable organizations to manage their documents and records throughout their life cycle” (10733). The authors further observe that EDRMS ought to be considered critical infrastructure when it comes to the protection of valuable information and the efficient utilization of the same at the organizational or agency level. It therefore follows that a robust, efficient, and effective records management system would come in handy in seeking to further advance the mission of VBA.
C: Implementation Plan
The implementation plan highlighted herein is firmly rooted on the fact that the implementation of a robust electronic records management system is a rather complex process that ought to be managed in a deliberate and effective manner. Towards this end, the various stages of the implementation process will be highlighted below:
I. Roadmap Formulation
In as far as the implementation of electronic records management system is concerned, the most critical tasks will be inclusive of: implementation committee recruitment; estimation of implementation costs; data migration; undertaking of testing activities; and evaluation. This is, in essence, the roadmap that defines the entire implementation plan.
II. Setting Up of an Electronic Records Management (ERM) Implementation Committee
The said committee will in this case comprise of several committee tasks – with those in each role/task being players in the various stakeholder groups identified: i.e. sponsor stakeholder group; end-user stakeholder group; solution development stakeholder group; implementation stakeholder group; and evaluation stakeholder group. Key committee tasks will be inclusive of project manager, program office advocates, application analyst, and super users. The last group comprises of those who will be the early adopters of the ERM system.
III. Cost Estimation
Figure 1.0 below highlights some of the most critical cost elements in as far as the implementation of the ERM system is concerned.
Cost Item
Estimate
Consultancy costs
$7,000
Hardware and software requirements
$40,000
ERM vendor consultancy (for customization)
$9,000
Training fees (payable to vendor)
$3,000
Cloud ERM costs – relating to storage and backup
$1,500
Total
$60,500
Figure 1.0
IV. Data Migration
Some of the most important undertakings in this case will be inclusive of:
a) Converting hardcopy records into e-records
b) Verification of data
c) Creation of an ERM database
d) Transfer of the relevant data to the ERM system
e) Legacy data verification and testing
V. User Training
The relevance of user training in the implementation process cannot be overstated. Lack of training is likely to result in unsatisfactory user adoption of the ERM system. Training will in this case be limited to several factors and/or considerations. Therefore, in this regard, we shall have role-based training buttressed by an efficient feedback loop. It will also be in the interest of training to ensure that users and the vendor are locked up in clear communication channels.
Anticipated Challenges
It would be prudent to highlight some of challenges that have been identified in relation to the implementation of the ERM system. These are inclusive of:
I. Implementation Cost
As can be seen from the cost estimates above, this could be quite an expensive undertaking. However, it is important to note that the processes highlighted relate to not only the selection, but also the implementation and optimization of the system. These are key to the overall outcomes of the ERM system. One solution to this challenge could be the execution of the implementation process in multiple phases - in which case the costs highlighted will be spread over various periods.
II. Staff Resistance
Resistance to change is not alien in as far as the implementation of new systems and processes in organizational settings is concerned. As Daft and Marcic (2008) observe, “people have trouble developing a vision of what life will look like on the other side of a change” (103). One way to minimize resistance to change in this case would be via the active involvement of all users in the formulation and implementation stages.
III. Privacy of Data
This is a serious ethical consideration in as far as the adoption of the ERM system is concerned. With the migration of veteran data and other confidential information to electronic records comes the risk of data leakage as a consequence of hacking attempts. This is more so the case given that cyber criminals are getting more confident and skillful each passing day. To minimize chances of data breach, the relevance of ensuring the security of the ERM system cannot be overstated. Approaches to be considered in this case include; data encryption, ensuring that users are aware of approaches to enhance data security, and the active utilization of anti-malware protection (Morgan and Boardman, 2012).
Stakeholder Identification
To a large extent, the implementation stage is a key phase in an undertaking of this nature. In this case, there is need to fully comprehend the intricacy of shareholder involvement and its impact on successful implementation. Thus, on this front, the relevance of active stakeholder management cannot be overstated. The key stakeholder groups have been identified below.
I. Sponsor Stakeholder Group (U.S. Department of Veteran Affairs (VA)
The key interest of this stakeholder group is ensuring that veterans are able to access their benefits as well as other services in an efficient manner.
II. End-User Stakeholder Group (staff in various program offices – specifically records management personnel)
This stakeholder group is interested in improved efficiency in information storage, retrieval, and distribution
III. Solution Development Stakeholder Group (team comprising of database administrators, and ICT officers)
The key mandate of this stakeholder group is the setting up of an electronic records management (ERM) system that serves as the driver for change in as far as the creation, storage, sharing, tracking, and protection of information at VBA is concerned
IV. Implementation Stakeholder Group (Veteran Benefits Administration (VBA) management)
This stakeholder group seeks to ensure that staff has effective access to needed information, while at the same time facilitating the effective management of the ERM implementation and operationalization stages.
V. Evaluation Stakeholder Group (information systems auditors and quality assurance auditors)
The stakeholder group is interested in seeing to it that there are minimal opportunities for the unauthorized access, alteration, or modification of electronically stored information.
D: Risk Assessment
As has been highlighted elsewhere in this text (Figure 1), there will be five categories of implementation costs. These are inclusive of consultancy costs, hardware and software requirements, ERM vendor consultancy (for customization), training fees (payable to vendor), and cloud ERM costs (relating to storage and backup). The dollar values associated with each cost category have been identified in Figure 1. The total cost of implementing and maintaining the technology has been estimated to be $60,500 (see Figure 1). However, it should be noted that in addition to technology acquisition and infrastructure costs that have been identified in monetary terms, time is yet another cost that ought to be highlighted. This particular cost could be conceptualized in terms of the number of hours that go into employee training. It is important to note that hours spent in training are essentially the very same hours that would have been spent engaging in various other productive undertakings/activities within the organization.
In this context, it would be prudent to identify or highlight some of the risks inherent with the project. These will be highlighted below:
1. Poor Definition of the Purpose of the Project
Lack of clarity with regard to the nature and scope of this particular project could have a negative impact on design, implementation, and execution. For this reason, there is need for a project charter clearly defining project purpose. The deliverables should be clearly highlighted.
2. Poor Definition of the Project Schedule
This could result in delayed and/or missed tasks. It therefore follows that formal project progress engagements are of great relevance.
3. Non Performance/Poor Performance
For a project of this nature and magnitude, poor performance by the contractor or consultant could be fatal. This is more so the case given the sensitivity of tasks to be executed when the system is operationalized. In seeking to reign in poor performance, the contract will include late penalties. Further, there will be need to ensure that the schedule is not only communicated early enough, but also has lead time built into it.
4. Cost
Ineffective cost management practices could have a negative impact in as far as the control and allocation of costs is concerned. In that regard therefore, there is need to make use of good cost-estimation methods and have in place precise cost forecasting and tracking tools. In this case, the regular tracking of schedules could also come in handy.
5. Stakeholder Conflict
Roberts (2011) points out that each stakeholder in a project has vested interests in the outcome. In the words of the author, “differences in interest from the point of view of the stakeholders can be a significant cause of conflicts during a project” (Roberts, 2011, p. 73). It therefore follows that the relevance of conflict management cannot be overstated on this particular front. Conflicts could be addressed by promptly tackling emerging issues and ensuring that there are regular meetings to iron out issues. A well-crafted stakeholder engagement plan ought to be in place.
Benefits of the Technology
The adoption of a robust electronic records management (ERM) at VBA would bring various benefits to the organization. To begin with, a move of this nature would essentially be an improvement in the compliance practices of VBA. This is more so the case with regard to data storage and management. Indeed, as the National Archives and Records Administration (2016) observes, the records management program at VBA happens to be “non-compliant with various aspects of 36 CFR Chapter XII, Subchapter B.” There is need to ensure that the records management program at VBA does not go contrary to the best practices in as far as agency records creation, maintenance, and access are concerned.
Next, with the adoption of a robust electronic records management (ERM), VBA will have backups that are more reliable. At present, the document management practices at VBA leave the agency exposed to permanent content loss in some unique scenarios. Third, the project proposed will result in enhanced document control and security at VBA. Some of the records that the agency handles happen to be extremely sensitive – effectively meaning that it would be imperative to ensure that the data/information contained therein is not accessed by unauthorized third parties. This is more so the case when it comes to veteran financial records, rehabilitation data, compensation claim files, medical records, etc. With the adoption of superior security practices and implementation of sound controls, all this info would be safe from even the most sophisticated of hackers. This is more so the case given that in addition to the standard unauthorized access barriers, robust electronic records management (ERM) would also have embed audit trails.
E: Measurement Plan
There are several metrics that I would use to measure the effectiveness of the technology following its implementation. It is important to note that of key relevance on this front is whether the technology solution is technically sound, whether it was achieved on budget, and whether it was completed on time. Two of the metrics, i.e. adherence to schedule and budget would come in handy in the evaluation of implementation success. The technical soundness of the technology solution, on the other hand, would be of great relevance in the measurement of the effectiveness of the technology following implementation. In this case, the concern would be whether the technology solution has achieved the relevant technical objectives. Stakeholder satisfaction could also be taken into consideration on this front. This is more so the case when taking into consideration the potential needs as well as interests of specific stakeholder groups as has been highlighted elsewhere in this text.
F: Conclusion
In the final analysis, it should be noted that there are a wide range of key services as well as benefits provided by Veterans Benefits Administration (VBA) to not only veterans, but also their beneficiaries and survivors. These are inclusive of insurance service, pension and fiduciary service, compensation service, VR&E service, loan guaranty service, etc. In seeking to safeguard the interests of veterans and promote efficiency in the execution of VBA’s core mandate, the relevance of implementing a robust electronic records management system cannot be overstated. There is plenty of evidence indicating that a robust and effective electronic records management system is key to the promotion of good governance.
References
Aziz, A.A., Mohammad Y., Mokhtar, U.A. & Ambari, D.I. (2017). Establishing Policy for the Implementation of Electronic Document and Records Management System in Public Sector in Malaysia: The Influencing Factors. Advanced Science Letters, 23(11), 10732-10736.
National Archives and Records Administration (2016). Department of Veterans Affairs Records Management Program: Records Management Inspection Report. Retrieved from https://www.archives.gov/files/records-mgmt/pdf/va-2016-inspection.pdf
U.S. Department of Veteran Affairs (2020). About VBA. Retrieved from https://www.benefits.va.gov/BENEFITS/about.asp