Michael Miller Email & Phone Number

San Antonio, Tx

Leads a team of 23 personnel to provide direct support to the Office of Business Integration (OBI) within the Veterans Benefits Administration (VBA). The team is comprised of the Operations Center (Tier 1 and 2 support), Administrative Support, Dashboard creation and maintenance, Training, Table Profiling, Data Governance and Senior Analysts. Oversee the creation of, quality, and submission of all deliverables including Monthly and Quarterly Status Reports, Quarterly Training Report, maintaining the external facing dashboard and metrics, and numerous ad hoc requests per month involving presentation creation, managing Teams channels, and various analyses. Provides leadership, communication, and coaching to employees; cultivates a motivated employee environment of trust, teamwork, accountability, self-confidence, and cohesiveness. Evaluates current procedures and practices for accomplishing department objectives; develops and implements improvements as needed. Responsible for exercising managerial leadership with regard to planning, development, and implementation of a comprehensive administrative management program. Collects program data relative to program effectiveness. Reviews and analyzes program and policy functions including issues and requirements related to contracting, budget, and information systems. Oversight of key program functions, including: program budget and contracts management, data management, staff credentialing, and contractor/trainee onboarding. Assist in building the framework for data governance to be implemented across the VBA enterprise encompassing 11 lines of business and reporting to the VA Data Governance Council. Participates in multiple VA Data Governance Work Groups (Community of Practice, Data Ethics, and VA DGC). Ensures that all monthly quotas are met/exceeded; currently 15 consecutive months where quotas exceeded, on average, by 39%.

San Antonio, Texas, United States

Operations Center Manager heading up a team of nine Tier 1 and four Tier 2 Analyst performing data quality clean up for the Office of Business Integrity (OBI) in the Veteran's Benefits Administration (VBA). Responsible for maintaining metrics pertaining to the quality of work produced, monthly totals, and working collaboratively with the senior members of OBI and external partners within VBA to discover business rules for proper data quality and apply them across the spectrum. Work with the team to discover root cause analysis for data issues, recommences ways to improve through system changes/upgrades or training, and strategic thinking sessions for the way ahead. Responsible for personnel management of the 23 member team to include onboarding/off boarding, interviews, counseling, time cards, and initiate/maintain security clearances for each team member.

San Antonio, Texas Area

Working with the Health Informatics Division at the VA in Wash, DC on policy and program management in advance of the deployment of the new Cerner EHR.

San Antonio, Tx

San Antonio, Texas Area

• Assigned noted deficiencies in quality to appropriate director within Information Technology Services Division and followed through until complete ensuring proper documentation in accordance with organizational and regulatory standards.• Ensured that all policies and procedures within ITS met the requirements of Regulatory Affairs and national/international best practices.• Verified that changes in policies within ITS were implemented and followed according to change management protocols resulting in positive changes within the organization. Reason for leaving: Position quickly morphed into a computer engineer position to a point where I no longer felt qualified. My mother grew very ill and I could no longer trust her while I was away at work.

San Antonio, Tx

• Served as the medical technology expert for the Department of Defense (DoD) and Veteran’s Administration (VA) transition from the 20-year-old Composite Health Care System (CHCS) to a new lab and pathology module purchased from Cerner.• Created project timelines and performed both budget and gap analyses to ensure scope of project remained appropriate and profit targets met.• Managed 7 personnel and both the Nutritional Management Information System and the Special Needs Program Management System.Reason for leaving: Contract was not awarded to HP for government work and the team was dismantled.

San Antonio, Tx

• Implemented the laboratory module within ESSENTRIS, the DoD’s inpatient documentation system, at 17 sites globally for the Navy Bureau of Medicine and Surgery (BUMED).• Performed extensive data mapping between CHCS and ESSENTRIS so the two systems would provide the exact same data about the same patient to the system users.• Change manager for BUMED on this project. Coordinated site calls, held sites accountable to the prescribed solutions, ensured that analytical testing was performed using best practices and documented outcomes for senior leadership.• Provided briefings to senior leadership and clinical champions, as well as, content advisory groups to ensure lessons learned were captured appropriately.Reason for leaving: System deployed globally and work for the project ended.

San Antonio. Tx

• Deployed ESSENTRIS globally to medical treatment facilities within the Navy for the Navy Medical Information Systems and Support Activity (NAVMISSA) and BUMED over a 2-year period within the prescribed timeline and $200K under budget.• Change manager reaching out to 17 sites via phone and video, visited each site before and during “go live” to educate hospital executives and staff on the change processes, and informed staff of upcoming changes.• Coordinated the training of more than 1o,ooo medical staff in the U.S., Guam, Japan, Italy, and Spain resulting in a user rate higher than originally predicted.• Created pre-go live conferences so that the changes and best practices could be discussed before systems were installed at each site.• Provided written reports and delivered presentations weekly, at quarterly meetings, and at user conferences.Reason for leaving: End of government contract.

Washington, Dc

• Served as the Health IT Consultant within the Enterprise System Division of the Veteran’s Administration Health Benefits Division.• Provided professional and relevant consultation for the Joint Interoperability Venture (JIV) between the DoD and the VA.• Contributed to a variety of work projects including program analysis, program effectiveness, capability and capacity planning, and project management.

Rosslyn, Va

• Assembled and stood up the first congressionally mandated office, the IPO, which oversaw all health care information system initiatives and sought the same solution to fit the needs of both agencies.• Financial oversight of a $6.4M budget for the first year and created a 10-year follow on budget forecast.• Hiring and administration oversight of 41 civilians and 16 contract personnel.• Briefed program progress to both Congress and the Government Auditing Organization.• Led the change management team to integrate the office consisting of military, DoD and VA civilians, and contract personnel. The first time a venture like this had been undertaken.

Falls Church, Va

• Managed the pharmacy, laboratory, and radiology information systems within CHCS for the DoD with a budget of $194M for legacy system, CHCS, replacement and $3.7M for legacy sustainment.• Chaired the first joint medical systems acquisition between DoD and VA from requirements development to system purchase to replace portions of CHCS and VISTA.• Global deployment manager of the DoD’s outpatient documentation system, AHLTA, to 37 Army sites during a 30-month period with a budget of $36M annually. System deployment completed 3 months ahead of schedule with a user compliance rate 11% higher than projected.• Administrator over 7 project managers and 154 implementation and training professionals in acquisition, installation, implementation and training of more than 17,000 Army medical personnel on the AHLTA application.• Oversaw change management metrics and identified training on AHLTA as a weakness. Initiated pre-implementation conferences for key staff and leaders at the facilities in order to gain buy in and strengthen training for all personnel.

Fort Sam Houston, Tx

• Served as the Training and Education Officer in Unites States’ largest Medical Laboratory Technician (MLT) training program generating more than 450 graduates annually.• Through innovative training techniques, increased the graduation rate by 6% and GPA by 8% overall.• Program manager for all student relations with George Washington University, the program’s accrediting body, serving as adjunct faculty, overseeing placement of students for Phase II training, and administrator for all grades submission and transcript oversight.

Fort Bragg, Fort Hood, Fort Riley

• Managed the Departments of Pathology, clinical and anatomic, at multiple facilities: Irwin Army Community Hospital, Fort Riley, KS; Darnell Army Medical Center, Fort Hood, TX; Womack Army Medical Center, Fort Bragg, NC.• Executed budgets in excess of $8M annually and supervised the work of up to 130 people.• Contracting officer representative for all laboratory contracts for goods and services, some exceeding $1M annually.• Ensured that the lab met all federal regulations and best practices as prescribed by the American Society of Clinical Pathologists, Joint Commission, Food and Drug Administration, Healthcare Finance Administration, and Occupational Safety and Health Administration. All inspections during this timeframe were highly successful with minimal deficiencies noted.

M.S., Healthcare Informatics

Dual Degree with Clinical Laboratory Medicine

M.S., Clinical Laboratory Medicine

Dual degree with Healthcare Informatics

Medical Technology, Clinical Lab Science

B.S., Biology

Precursor to an 18 month internship at Baptist Medical Center School of Medical Technology, Columbia, SC