Supporting VHA’s Transition to a New Electronic Health Record
Supporting VHA’s Transition to a New Electronic Health Record
Implementing streamlined decision-making and operational alignment to modernize electronic health records
The Department of Veterans Affairs (VA) is currently modernizing its electronic health record (EHR) system to improve care delivery and coordination for more than nine million Veterans. To support this complex effort, the Veterans Health Administration (VHA) Office of Health Informatics (OHI) is leading the implementation of a tiered decision-making model to guide enterprise-wide operations and resource alignment.
Within OHI, the Client Portfolio Management Office (CPMO) manages the day-to-day coordination of EHR modernization (EHRM) activities across VHA. CPMO acts as a bridge between VA and VHA, developing systems and governance to address operational challenges, support national councils, and manage projects that are critical to EHR deployment.
Challenge
Modernizing a national EHR system across 1,200 sites
The EHR modernization effort is one of the most complex health IT transformations in the federal government. VHA required clearer coordination, operational visibility and consistency in decision-making to support its more than 1,200 sites of care. With inconsistent communication and limited integration across the Veterans Integrated Services Networks (VISNs), VA Medical Centers (VAMCs) and VHA Central Office (VHACO), leadership recognized the need for a centralized function to align priorities and support deployment.
Solutions
Operational models and decision frameworks to support VHA-wide modernization
VHA engaged Team Arrow (via prime contractor Aptive) to deliver mission-critical operational support across multiple functions:
Process optimization and administration
Team Arrow designed tailored operational processes for CPMO, applying ISO and Capability Maturity Model Integration (CMMI) best practices to align resources with modernization goals. The team regularly collaborates with VHA leaders to adjust strategic plans, timelines and staffing in response to emerging needs.
Tiered decision management
To support scalable decision-making, Team Arrow designed and implemented a tiered governance process for issue intake, triage and resolution. The model improves visibility into field and program office concerns and helps leaders prioritize actions that accelerate EHR readiness and deployment.
Risk management
Using a four-part risk framework — identify, analyze, mitigate and monitor — the team tracks program-level risks in a centralized register. This system allows VHA to proactively identify roadblocks, assess their impact and respond quickly to safeguard mission success.
Data analysis and performance metrics
We support data-driven decision-making by developing performance metrics, conducting assessments and delivering analysis reports. After-action reviews and enterprise studies inform future planning, while real-time analytics improve visibility into program success.
Operational messaging and coordination
We created an executive communication and messaging plan to align internal operations and keep leadership informed. We apply Prosci change management practices to assess readiness, deliver targeted resources and promote adoption of new systems and workflows.
Results
Building a foundation for successful EHR deployment
Team Arrow is helping VHA bring structure and consistency to its EHR modernization initiative. The team clarified CPMO’s mission and operational model, supported the realignment of the EHR National Councils under VHA, and helped redesign the enterprise-wide issue management strategy. We also provided hands-on support for more than 30 modernization projects across the system.
The EHRM initiative demonstrates how operational alignment, enterprise decision frameworks and targeted risk management are essential to modernizing health systems at scale. Through ongoing collaboration, Team Arrow continues to help VHA navigate EHR transformation with precision and purpose.