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M a n ag e m e n t ’ s D i s c u s s i o n a n d A n a ly s i sMission, Vision, and ValuesVA’s MissionTo fulfill President Lincoln’s promise—“To care for him who shall have bornethe battle, and for his widow, and his orphan”—by serving and honoring themen and women who are America’s Veterans.VA Franchise Fund’s MissionTo be the provider of choice of common administrative support services forVA and other government agency customers, enabling them to best meettheir primary missions.VA Franchise Fund’s VisionTo provide Comprehensive Business Solutions for Tomorrow’s Government.VA Franchise Fund’s ValuesTo guide us in fulfilling our mission, our employees strive to uphold corevalues that are consistent and closely aligned with those of VA. These valuesinclude compassion, commitment, excellence, professionalism, integrity, accountability, and stewardship.“To care for him who shall haveborne the battle, and for hiswidow, and his orphan.”ValuesCompassionWe will treat all Veterans and their families with the utmost dignity and compassion. We will provide services in a caringmanner, with a sympathetic consciousness of others’ distress together with a desire to alleviate it.CommitmentVeterans have earned our gratitude and respect. Their health care, benefits, and memorial service needs drive our actions.ExcellenceWe strive to exceed the expectations of Veterans and their families. We strive to perform at the highest level ofcompetence and take pride in our accomplishments.ProfessionalismOur success depends on maintaining a highly skilled, diverse, and compassionate workforce. We foster a culture thatvalues equal opportunity, innovation, and accountability.IntegrityWe recognize the importance of accurate information. We practice open, truthful, and timely communication withVeterans, employees, and external stakeholders. By listening and responding to their concerns, we seek continuousimprovement in our programs and services.AccountabilityWe will perform in a manner that makes us accountable and responsible to Veterans and their families, our leaders andother employees, as well as to external stakeholders.StewardshipWe will ensure responsible stewardship of natural resources as well as data and information entrusted to us. We willimprove performance through the use of innovative technologies and sound business principles.2V A F ra n c h i s e F u n d
M a n ag e m e n t ’ s D i s c u s s i o n a n d A n a ly s i sMembers of the VA Franchise Fund NetworkOrigin of the VA Franchise FundThe VA Franchise Fund was established under the authority of the Government Management Reform Act of 1994 and the VAand Housing and Urban Development and Independent Agencies Appropriations Act of 1997. VA was selected by the Officeof Management and Budget (OMB) in 1996 as one of six Executive branch agencies to establish a franchise fund pilot program. Created as a revolving fund, the VA Franchise Fund began providing common administrative support services to VAand other government agencies in 1997 on a fee-for-service basis. In 2006, under the Military Quality of Life and VeteransAffairs Appropriations Act, Public Law 109-114, permanent status was conferred upon the VA Franchise Fund.Secretary of Veterans AffairsFranchise FundBoard of DirectorsAssistant Secretaryfor Management,Chief Financial OfficerDeputyAssistant Secretaryfor FinanceAssistant Secretaryfor Operations,Security andPreparednessDeputy AssistantSecretary forPersonnel Securityand IdentityManagementAssistant Secretaryfor Information andTechnology,Chief Information OfficerDeputyAssistant Secretaryfor Security andLaw EnforcementAustin InformationTechnology CenterFranchise andTrust FundOversight OfficeSecurity andInvestigationsCenterLaw EnforcementTraining CenterVA RecordsCenter and ganizational StructureThe VA Franchise Fund is composed of an administrative office (Franchise and Trust Fund Oversight Office) and six selfsupporting lines of business (Enterprise Centers). The directors of the individual Enterprise Centers and their staffs areresponsible for customer liaison and coordination, business planning and development, staffing, and execution of day-today business activities consistent with their annual business plans. The Franchise Fund Board of Directors is composed ofrepresentatives from the three VA organizations that manage the Enterprise Centers (the Office of Management; Officeof Operations, Security, and Preparedness; and Office of Information and Technology), major organizations within VA,i.e., Veterans Health Administration (VHA), Veterans Benefits Administration (VBA), and National Cemetery Administration(NCA), and pertinent VA staff offices.F Y 2 010 A n n ua l R e p o rt3
M a n ag e m e n t ’ s D i s c u s s i o n a n d A n a ly s i sMembers of theVA Franchise Fund NetworkEntrepreneurial NetworkWe are one of the leading fee-for-service operations in government. By employingpeople nationwide to execute our day-to-day business activities, we provide ourcustomers with services that save resources and allow them to concentrate onmission-critical functions within their organization. We have positioned ourselvesto meet the needs of any Federal agency at competitive prices.Information Technology (IT)Records Center and Vault (Neosho, MO) Records Storage Records Management ServicesBusiness SegmentsThe VA Franchise Fund comprises three major segments: information technology (IT), financialmanagement (FM), and security and law enforcement (S&LE). The chart below shows therevenue among our segments for FY 2008 through FY 2010.The IT segment ended FY 2010 with over 170 million in revenue, compared to 138 million inFY 2009.The FM segment generated over 186 million in revenue in FY 2010, a 17 percent increase overFY 2009’s revenue of 159 million.The S&LE segment experienced an increase in revenue of approximately 24 percent. Revenue inFY 2010 was nearly 16 million compared to nearly 13 million in FY 2009. 400,000VA Franchise FundRevenue Trend by Major Segments( in thousands)Financial Management (FM) 350,000Financial Services Center (Austin, TX) 300,000 250,000 200,000 150,000 100,000 50,000 04FY 2008FY 2009FY 2010FM 112,946 159,236 186,176IT 107,301 138,430 170,265S&LE 10,945 12,601 15,653 Financial Reports and Accounting Audit Recovery Credit Card Payments Data Matching and Reconciliation Discount Subsistence Purchases Document Management System Electronic Commerce/Electronic DataInterchange Invoice Payments Medical Claims Adjudication andPayment Processing Customer Support Help Desks for Traveland Payments Payroll Support Services Permanent Change of Station andTemporary Duty Travel Vendor File Maintenance Common Administrative Services Accounting Training ConsultingV A F ra n c h i s e F u n d
M a n ag e m e n t ’ s D i s c u s s i o n a n d A n a ly s i sFinancial Management (FM)Debt Management Center (St. Paul, MN) Account Maintenance Administrative Offset Administrative SupportSt. Paul,MNFinancial Management (FM)Franchise and Trust Fund Oversight Office(Washington, DC) Administrative Support to the Enterprise Centers Budget Formulation and Execution Analysis Financial and Business Planning Oversight Audit of Consolidated Financial Statements Annual Report Coordination Marketing Strategies Strategic Plan Coordination Simplified Acquisition Procurement SupportWashington,DCNeosho,MOLittle Rock,ARAustin,TXSecurity and Law Enforcement (S&LE)Information Technology (IT)Austin Information Technology Center(Austin, TX) Systems Hosting Services Application Management Information Assurance Configuration Management Data Conversion and Data InterfacingLaw Enforcement Training Center (Little Rock, AR)Courses: New Chief Supervisory Active Threat Response Police Chief Conference Advanced Crime SceneCollection Police Officer Refresher Armorer Theft and Fraud in Hospitals Basic Training Basic Training w/o mealsand lodging Computer Crime Physical Security Tactical Firearms Instructor Technical SurveillanceInstallation Crime Scene Photography Traffic AccidentInvestigations Detective USAF BasicSecurity and Investigations Center (Little Rock, AR) Firearms Instructor USAF Security Officer Background Investigations and Adjudications Firearms InstructorRecertification Weapons TrainerSecurity and Law Enforcement (S&LE) Ground Defense Weapons Trainer Refresher Instructor DevelopmentF Y 2 010 A n n ua l R e p o rt5
M a n ag e m e n t ’ s D i s c u s s i o n a n d A n a ly s i sMembers of the VA Franchise Fund NetworkJudy Downing, ActingExecutive Director, CorporateData Center Operations andthe Records Center and VaultDaniel Osendorf, DirectorDebt Management CenterRodney Wood, DirectorFinancial Services CenterMarianne Condon, DirectorFranchise and Trust FundOversight OfficeInformation TechnologyFinancial ManagementCorporate Data CenterOperations (CDCO) – AustinInformation Technology Center(AITC). Located in Austin,TX, the AITC provides comprehensiveelectronic government solutions tomatch the critical needs of VA andother federal agency customers,from managing data to automatingbusiness processes. The AITC supportsover 100 customer applicationsthat provide mission-critical datafor financial management, payroll,human resources, logistics, medicalrecords, eligibility benefits and supplyfunctions. In addition, the AITC offers afull complement of technical solutionsto best meet customer needs.Debt Management Center(DMC). Located in St. Paul, MN,the DMC is a centralized facility thatprovides direct collection of delinquentconsumer debt owed to VA.Records Center and Vault(RC&V). Located in a subterranean,climate-controlled facility in a remoteMidwestern part of the country,the RC&V provides records storage,protection, and management servicesfor official federal records. The403,160 square foot facility is certifiedby the National Archives and RecordsAdministration to operate as anagency records center. General, vital,unscheduled, and records pendinglitigation freezes are safely and securelystored in paper or film format.6Financial Services Center(FSC). Located in Austin, TX,the FSC provides a full range offinancial and accounting servicesincluding financial reports andaccounting, invoice payments,credit card payments, medicalclaims adjudication and paymentprocessing, vendor file maintenance,discount subsistence purchases, andpayroll support services. The FSC alsoprovides customer support help desksfor travel and payment processing,electronic commerce/electronic datainterchange, automated documentmanagement, audit recovery,permanent change of station andtemporary duty travel pay processing,common administrative services,accounting training, and consulting.Franchise and Trust FundOversight Office (FTO). Located inWashington, DC, the FTO functions asthe business office for the VA FranchiseFund. As such, the FTO is responsiblefor providing administrative supportto the Enterprise Centers by directingRobert Cagle, Director, LawEnforcement Training CenterWalter Dodd, ActingDirector, Security andInvestigations Centerand analyzing budget formulation andexecution processes, administeringfinancial resources, overseeing businessplanning activities, managing theannual financial statement audit forthe Fund, preparing the annual reportsand strategic plans, coordinatingmarketing activities, and serving as theliaison between the Enterprise Centers,their customers, and the VA FranchiseFund Board of Directors.Security and Law EnforcementLaw Enforcement TrainingCenter (LETC). Located in LittleRock, AR, the LETC provides specialtraining for police officers workingin a health care or service-orientedenvironment. Emphasizing trainingin health care or limited jurisdictionenvironments, the LETC is available toapproximately 3,900 law enforcementpersonnel working at VA health carefacilities and to law enforcementprofessionals at other federalagencies.Security and InvestigationsCenter (SIC). Located in Little Rock,AR, the SIC provides quality andtimely background investigationsand adjudications for employees andcontractors in sensitive positions forVA entities nationwide.V A F ra n c h i s e F u n d
M a n ag e m e n t ’ s D i s c u s s i o n a n d A n a ly s i sLetter to StakeholdersOn behalf of the Franchise Fund, I invite you to examine our FY 2010 Annual Reportoutlining the VA Enterprise Centers’ accomplishments and plans for next year, and theFranchise Fund’s audited financial statements. This report documents the FranchiseFund’s progress in the delivery of common administrative services to VA and othergovernment agencies (OGA). We ended FY 2010 with total revenue of 372 million,an increase of 20 percent over FY 2009 revenue of 310 million.The Franchise Fund’s progress resulted in many noteworthy accomplishments.They include: I ntegrating five data centers into Corporate Data Center Operations to providemore efficient data processing and maximize knowledge transfer opportunities(AITC).W. Todd Grams,Acting AssistantSecretary forManagement andChief Financial Officer I ncreasing debt collections at a rate of return of 149 for every dollar spent inFY 2010, compared to 101 in FY 2009 (DMC). C reating a Web-based Permanent Change of Station (PCS) travel portal toautomate the flow of interagency transfer requests, thus streamlining the processfor initiating and approving travel documents (FSC). C onstructing a 48-room dormitory to accommodate the growing need forin-residence training programs (LETC). C onducting the Records Center and Vault’s first customer satisfaction survey toenhance records storage and management services capabilities (RCV). D eveloping SecurityManager, a comprehensive Web-based enterprise securitymanagement database (SIC). A ttaining an unqualified audit opinion of our financial statements for the 13thconsecutive year.These successful endeavors are examples of “Demonstrating Sound BusinessPractices” through our efficiency in delivering common administrative supportservices. The success of the Franchise Fund would not have been possible withoutthe support of its customers. We thank all of our customers for their continuingsupport.I am pleased to submit the Department of Veterans Affairs Franchise Fund FY 2010Annual Report. We look forward to the coming year and are confident that we willcontinue to demonstrate sound business practices.F Y 2 010 A n n ua l R e p o rt7
M a n ag e m e n t ’ s D i s c u s s i o n a n d A n a ly s i sOur StakeholdersExternal StakeholdersOur ultimate stakeholders are Veterans and their families who directlybenefit from the services VA provides and those who carefully monitorthe delivery of these services, including the Office of Management andBudget, Congressional authorization and appropriations committees andsubcommittees, and Veterans Service Organizations. Other stakeholdersinclude VA and other government agencies. Veterans and their familiesAs knowledgeable government professionals, we provide our stakeholderswith creative, cost-effective, and practical solutions to help themaccomplish their primary mission. Although Federal agencies have uniquemissions, our collective experience enables us to give expert advice froman insider’s point of view as we understand unique requirements andfinancial constraints. We realize that we must compete for business everyday to retain our customers’ trust and confidence. Private sector vendorsThe American public also holds us accountable to high standards as wespend their tax dollars to administer government programs. Expensiveand wasteful practices are not acceptable. We embrace resilience andresourcefulness as we adopt business practices that enable us to becomemore efficient and responsive. Department of Interior Office of Management and Budget Congressional authorization andappropriations committees andsubcommittees Veterans Service Organizations Department of Agriculture Department of Defense Department of Energy Department of Health and Human Services Department of Homeland Security Department of Justice Department of Labor Department of Transportation Department of the Treasury Department of State 400,000 Denali CommissionVA Franchise FundRevenue Sources – VA vs. OGA( in thousands) Environmental Protection Agency Food and Drug Administration General Services Administration Government Accountability Office 350,000 Internal Revenue Service 300,000 National Aeronautics and SpaceAdministration 250,000 National Archives and RecordsAdministration National Geospatial-Intelligence Center 200,000 Office of Personnel Management Postal Regulatory Commission 150,000 United States Postal Service White House Commission on theNational Moment of Remembrance 100,0004 50,000Internal Stakeholders 0FY 2008FY 2009FY 2010 Veterans Benefits Administration (VBA) Veterans Health Administration (VHA)OGA 69,834 76,971 95,830 National Cemetery Administration (NCA)VA 161,358 233,296 276,264 VA Staff Offices33228V A F ra n c h i s e F u n d1
M a n ag e m e n t ’ s D i s c u s s i o n a n d A n a ly s i sComparison ofCustomer Revenuefrom FY 2008–2010VA Franchise Fund Revenue by CustomerAs of September 30, 2010(Dollars in Thousands)OGA 95,83025.8%VHA 174,43146.9%Approximately three-fourths of our revenuecomes from VA customers. The remainingone-fourth comes from a wide variety of othergovernment agency (OGA) customers. Within VA,VHA programs provide the most revenue to theEnterprise Centers.Revenue from OGA customers has increased overthe past 3 years. We ended FY 2010 with 96million, an increase in OGA sales of 25 percentover FY 2009 levels of 77 million. This increase ismainly due to additional revenue from Immigrationand Customs Enforcement (ICE) and Office ofRefugee Resettlement (ORR) for medical paymentprocessing, ICE credit cards processing, andtravel payments.VBA 39,91610.7%VA Staff Offices 60,72916.3%NCA 1,1880.3%VA Franchise Fund Revenue by CustomerAs of September 30, 2009(Dollars in Thousands)OGA 76,97124.8%VHA 146,78047.3%VA Staff Offices 50,02916.1%VBA 35,44511.4%NCA 1,0420.4%VA Franchise Fund Revenue by CustomerAs of September 30, 2008(Dollars in Thousands)OGA 69,83430.2%VHA 97,69942.2%VBA 22,8409.9%F Y 2 010 A n n ua l R e p o rtNCA 6080.3%VA Staff Offices 40,21217.4%9
M a n ag e m e n t ’ s D i s c u s s i o n a n d A n a ly s i sMeeting VA Franchise Fund ObjectivesInformation Technology SegmentCDCO – AITC National Service DeskCDCO – AITC National Service Desk professionals arecertified through an accredited service desk institution,and receive extensive training and certification from theInformation Technology Infrastructure Library (ITIL). TheNSD provides a vital customer interface for processingand managing incidents, problems, inquiries, and servicerequests. The purpose of this interface is to manage andminimize the impact of any disruption to customer service.The CDCO – AITC service desk receives an average of over16,000 contacts monthly, and consistently exceeds theirFY 2010 goal of 80 percent resolution on “first contact.” Italso meet its goal of ensuring that 5 percent or fewer of allcalls are abandoned. Year after year, the AITC service deskreceives high marks on its annual customer satisfactionsurvey, conducted independently by Gartner. The servicedesk provides support on a corporate-wide basis for VACentral Office, VHA, and VBA systems and applicationsprocessed at all four Centers. In addition to its VAcustomers, the service desk supports such Federal customersas the Environmental Protection Agency (EPA), NationalArchives and Records Administration (NARA), and theGovernment Accountability Office (GAO).10All CDCO ITIL professionals in all areas are well trained andreceive professional certification where available, and all ofthe various ITIL implementations are closely integrated.Department of Defense (DoD) and VAAITC hosts several important sharing projects between theDepartment of Defense and VA. The Consolidated Mail Out Pharmacy (CMOP) projectallows DoD patients to receive prescription refills usingVA CMOP facilities, which has resulted in substantial costsavings to DoD and enhanced revenue for VA. The Laboratory project is similar to CMOP and allowsDoD hospitals to order lab results from VA medical centersand have results transferred back to them securely using avirtual private network (VPN) hosted at AITC. DoD is alsoinvestigating the benefits of using the DoD-VA gatewayat AITC to transmit images, such as X-ray, CAT scan, andother digitized medical data to VA medical centers foranalysis. Such telemedicine projects have already beeneffective within VA.V A F ra n c h i s e F u n d
M a n ag e m e n t ’ s D i s c u s s i o n a n d A n a ly s i s Part of the Veterans Relationship Management program,eBenefits (EBN) is a Web portal that is a joint VA and DoDproject allowing servicemembers and Veterans to access andretrieve copies of their official military personnel records,view VA disability compensation and pension claim status,obtain or submit an application for a home loan certificateof eligibility, and directly access MyHealtheVet accounts.VA has a critical need for assistance in establishing,implementing, integrating and maintaining an identity andaccess management (IAM) system for the EBN Web portal.This IAM system must be secure and available to link to EBNsites (i.e., DoD, VA, Department of Labor, and the SocialSecurity Administration) for use by wounded, ill, and injuredservicemembers, Veterans and their families. The EBN Webportal is the VA and DoD benefits Web site for informationon benefit and assistance programs for this user population.The AITC is providing a complete, secure, highly scalableIAM solution that seamlessly manages audits, and protectsand stores identity data for access to the EBN Web portaland supported sites.OMB Exhibit 300 Project SupportFor IT, Exhibit 300s are designed to be used as non-stopdocuments for many IT management issues. CDCO – AITCprovides support to the following OMB Exhibit 300 levelinvestment and steady state projects: The Decision Support System legacy applicationenables hospitals to compute their costs for treatingindividual patients and providing specific services, viewcorporate data for management and quality improvementpurposes, and conduct clinical studies. The Financial Management System is VA’sstandardized, integrated, VA-wide accounting system thatinterfaces externally with the Department of the Treasury,GSA, the Internal Revenue Service, the Defense LogisticsAgency, and various commercial vendors and banks forelectronic billing and payment purposes. This systemsupports the collection, processing, and disseminationof several billion dollars of financial information andtransactions each fiscal year. VETSNET provides a system that will support claimsprocessing from establishment, development, andrating, to award and payment. VETSNET will providefor more streamlined, accurate processing of claims andavailability of Veteran data, including claims history. Thistranslates into better, timelier service to Veterans throughthe improved access to Veteran and claim data, on-timeupdates, and immediate status on pay. VistA Foundations Modernization applicationsinclude Dental Encounter System, Debt ManagementSystem, Lab Sharing and Interoperability, DataTranslation, Environmental Agents Systems, EnvironmentalF Y 2 010 A n n ua l R e p o rtEpidemiology Service, Emerging Pathogens Initiative,Essence, Functional Status and Outcomes Database,Financial Management Information System, Home BasedPrimary Care, Hospital Laboratory, Lockbox, MedicalStatistical Analysis Software (SAS) files, Mailserver MumpsFarm, Master Patient Index, National Item File, NationalPatient Care Database, Non-VA Hospital System, PatientAssessment File, Program Cost Reporting, PurchaseOrder Management System, Prisoner of War, ResidentialHome Care, Spinal Cord Injury, Treasury Offset Program,Veterans Canteen Application, Vitria/Veterans HealthInformation Systems and Technology Architecture (VISTA)Interface Engines, VHA Work Measurement, and WorkersCompensation Information System. Enrollment applications include EnrollmentDatabase, Enrollment System Redesign, Health EligibilityCenter, Enrollment Priority Letters Phase II, OperationEnduring Freedom, and Social Security Confirmation. VA Computing Infrastructure and Operationsapplications include Automated Customer RegistrationSystem, Delegation of Authority, Electronic DataInterchange, Freedom of Information Act Reporting,Information Collection Budget, Privacy Officer Database,and Remote Customer System Use. Payroll/HR Systems applications include Personneland Accounting Integrated Data (PAID) System and frontend systems like Electonic Time and Attendance (ETA). The Health Data Repository (HDR) is a datarepository of clinical information that resides on one ormore independent platforms and is used by clinicians andother personnel to facilitate longitudinal patient-centriccare. The data in HDR will be retrieved from existing VistAfiles and organized in a format that supports the deliveryof care, regardless of the patient's location or where thepatient has been treated at VA in the past. Loan Guaranty Maintenance and Operationsapplications include Lockbox Funding Fee, Loan GuarantyWeb Processing, Loan Guaranty Processing, Loan Serviceand Claims, Mortgage Loan Accounting Center, andCustomer Owned Assets. Compensation and Pension Maintenance andOperations includes the Beneficiary Identification andRecords Locator System/Veterans Assistance DischargeSystem (BIRLS/VADS), Benefits Delivery Network(BDN) Maintenance and Operations, Insurance SystemMaintenance and Operations, Burial Operations SupportSystem, Automated Monument Application System, VAEnterprise Architecture, Capital Asset Management System,and Program Integrity/Data Management.11
M a n ag e m e n t ’ s D i s c u s s i o n a n d A n a ly s i s Other applications include Allocation ResourceCenter, Patient Financial Services System, Fee BasisTreatment/Central Fee (FEE), Replacement SchedulingApplication, Pharmacy Re-Engineering and IT Support, VALearning Management System, Federal Health InformationExchange, HealtheVet-Vista, and MyHealtheVet. Direct Access Storage Device (DASD)The AITC – CDCO has an established enterprise DASDenvironment that meets mainframe and open systemsstorage performance and data volume requirements,protects data against hardware failure, creates datasnapshots, and replicates data to remote sites forcontingency planning and disaster recovery (DR). Untilrecently, industry-wide decreases in hardware costs perunit and the use of best practices resulted in a continueddecline in our DASD rates. Current market researchindicated a need for extensive reconfiguration of theexisting hardware configuration with greatly increasedsoftware costs to accommodate projected 30 percentannual growth rates. In FY 2010, the CDCO-AITC procuredand installed Hitachi hardware and software at all of theCDCO data centers, excluding the Capital Region DataCenter (CRDC). This DASD infrastructure supports routine,essential support and mission critical, high availabilityDASDWorkloadDASDRateDASD- ‐REPLWorkloadDASDWorkloadDASD- ‐REPLRateDASDRate* REPL replicatedDASD- ‐REPLWorkloadDASD- ‐REPLRate12disaster tolerant storage at the three data centers. Underthis new infrastructure, failover at one primary site canbe accomplished by any of the other two DR sites. Thisnew solution includes two petabytes of usable storage andincorporates and interoperates with the existing investmentin EMC Corporation storage subsystems, software, andinfrastructure. This capital expenditure and its depreciationexpense are included in FY 2011 and FY 2012 rates. Sowhile the DASD mirrored rate increased from 1.89 inFY 2010 to 2.02 in FY 2011, the AITC-CDCO does notanticipate further increases in the DASD rates into FY 2012.The AITC plans to incorporate all disk storage into thisreplacement solution; then, as the environment’s individualcurrent hardware components reach the end-of-life cycle,each can either be replaced or disposed of depending uponthe existing DASD workload at that point in time. The AITCanticipates additional DASD workload from new initiatives inFY 2011 such as VBA’s Image Management System, VeteransOn Line Applications (VONAPP), Paperless, and Virtual VAapplications. Additionally, several legacy applications areexpecting increases in DASD workload. These applicationsinclude Loan Guaranty (LGY), VBA Corporate (CRP),ESSENCE (ESE), and Administrative Data Repository (ADR).FY07FY08FY09FY10FY11FY12818,024 6.35FY071,705,123 3.03FY082,249,416 1.91FY094,234,809 1.89FY103,164,132 2.02FY113,320,898 2.02FY1268,537130,318152,045317,678666,578699,935 28.03 29.30 8.62 10.42 11.32 11.3268,537818,024 28.03 6.35130,3181,705,123 29.30 3.03152,0452,249,416 8.62 1.91317,6784,234,809 10.42 1.89666,5783,164,132 11.32 2.02699,9353,320,898 11.32 2.02V A F ra n c h i s e F u n d
M a n ag e m e n t ’ s D i s c u s s i o n a n d A n a ly s i s Central Processing Unit (CPU)Rate trends are illustrated in the CPU chart below. Withworkloads relatively stable between FY 2007 and FY 2010,AITC was able to reduce the CPU rate in FY 2009 with amoderate increase in FY 2010. Increases in estimated FY2011 and 2012 workload will result in modest decreases inthe CPU rates in FY 2011 and 2012.CPUWorkloadCPURateCPUWorkloadCPU- ‐EWorkloadCPURateCPU- ‐ERateCPU- ‐EWorkloadCPU- ‐CWorkloadCPU- ‐ERateCPU- ‐CRateCPU- ‐CWorkload* CPU-E: EssentialCPU- ‐CRateCPU-C: CriticalFY07FY08FY09FY10FY11FY1276,404FY07 167.2176,4047,891 167.21 195.637,89135,736 195.63 219.1635,73676,133FY08 155.4676,1338,374 155.46 181.748,37434,969 181.74 197.8934,96
Mission, Vision, and Values VA's Mission To fulfill President Lincoln's promise—"To care for him who shall have borne the battle, and for his widow, and his orphan"—by serving and honoring the . Conducting the Records Center and Vault's first customer satisfaction survey to . VA FRAnchise Fund MAnAgeMent's discussion And .
