FRC – Department of Veteran Affairs


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Department of Veteran Affairs – New

“Barack Obama will restore our sacred trust with our nation’s veterans:

· Obama and Biden are committed to creating a 21st Century Department of Veterans’ Affairs that provides the care and benefits our nation’s veterans deserve.

Help returning service members:

· Obama and Biden will improve the quality of health care for veterans, rebuild the VA’s broken benefits system, and combat homelessness among veterans.

Improve mental health treatment:

· Obama and Biden will improve mental health treatment for troops and veterans suffering from combat-related psychological injuries.”

= Barack Omaba.com [1]

“Our veterans deserve all the support in any format they require without Government red tape and delays.”

Bryant Delaney, DOI2.com

This is a summary (yes a long page summary) of the thousands of pages the Department of Veteran Affairs provides to the public as a review and report card of their performance. The details can be found in a soon to be published book – “FAKE THE NATION” – The Peoples Last Stand.

The federal government reports 80% of federal program are performing when the data represents only 7% of the programs have reported current data and 60% of all programs haven’t reported any results in at least 3 years.

Every agency creates their own programs and provides an annual report of the results of each program. The Government Accountability Office (GAO) sets the parameters for these reports and claims 80% of all government programs are on target. If a private business only reported 7% accurate data, their leaders would be in jail. What about the leaders of the biggest business in America? Shouldn’t they be held accountable to the same rules and principles as private business?

“Fake the Nation” developed out of the frustration of seeing taxes increase year after year with no end in sight. The turning point for writing this book was when the federal government started running private businesses.

For the past 200 years, government has passed more and more rules on business creating a monster with 3 heads that affects every American. First, compliance with the rules and regulations is a cost that businesses pass on to the purchasers of their products. Second, the balance of international trade has regulated many businesses out of business. Third, the laws of Government have created a false sense of security creating the mentality that the Government is watching for bad business practices protecting American’s from corrupt business executives.

We define these basic principles in detail. But unlike most essays on the failure of government, Fake the Nation goes the extra mile to demonstrate proven business practices that will make the government operate efficiently.

To support American we do not need bigger government. We need leadership. It’s been said that “experience equals knowledge, the application of knowledge equals wisdom”. It is impossible to attain wisdom in a vacuum. If our leaders to not have the breadth and depth of experience they cannot apply their experiences to become wise.

The two party political system perpetuates the waste of American tax payer dollars. Fake the Nation tracks of $111 TRILLION of waste created because the federal government leadership doesn’t understand business – yet they now run the financial and automotive industries in America.

Fake the Nation provides proof of the problems and solutions to control the expenses of the federal government through 3 simple principles:

  1. The federal government has no obligation to provide any service that can be provided by private business and/or state and local government. The federal government’s responsibility is only applied where the services would be duplicated by the majority of the states or where the services are for the protection on one state from the actions of another state.
  2. State responsibilities only apply when the services offered by the State benefit all local level governments. State governments will not regulate any aspect of private business except to protect the rights of all citizens within the state.
  3. Local governments shall have the responsibility to set the rules and laws for the citizens of their community. No state or federal law, rule or regulation shall dictate to the local governments except where the rules, laws or regulations adversely affect the lives of citizens within other local governments. This is not to be extended to include civil rights, only criminal activities

This can only be accomplished when the American people stop adopting the platforms of political parties and mandate politicians adopt the Peoples Platform. We the People decide the agenda politicians enact the vision of the American people.

Department of Veterans Affairs – Current

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 men and women who are America’s veterans.

President Lincoln’s immortal words – delivered in his Second Inaugural Address more than 140 years ago – describe better than any others the mission of the Department of Veterans Affairs. We care for veterans and their families – men and women who have responded when their Nation needed help. Our mission is clear-cut, direct, and historically significant. It is a mission that every employee is proud to fulfill.

VA fulfills these words by providing world-class benefits and services to the millions of men and women who have served this country with honor in the military. President Lincoln’s words guide the efforts of approximately 250,000 VA employees who are committed to providing the best medical care, benefits, social support, and lasting memorials to veterans and their dependents in recognition of veterans’ service to this Nation.

Before

· $97B Budget

· 250,000+ Employees

Score

· 0% – Fail

Score Summary

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Detailed Scores

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Strategic Goal Summary

Strategic Goal 1:

Veterans Health Administration

1.1- Providing Medical Care

The VA operates the largest direct health care delivery system in America. In this context, VA meets the health care needs of America’s veterans by providing a broad range of primary care, specialized care, and related medical and social support services. VA focuses on providing health care services that are uniquely related to veterans’ health or special needs. VA is also the Nation’s largest provider of health care education and training for medical residents and other health care trainees. These education and training programs are designed to help ensure an adequate supply of clinical care providers for veterans and the Nation.

1.2 – Conducting Vet-Centered Medical Research

VA advances medical research and development in ways that support veterans’ needs by pursuing medical research in areas that most directly address the diseases and conditions that affect veterans. Shared VA medical research findings contribute to the public good by improving the Nation’s overall knowledge of disease and disability.

Strategic Goal 2:

Veterans Benefits Administration

2.1- Delivering Compensation Benefits

The Compensation program provides monthly payments and ancillary benefits to veterans in accordance with rates specified by law, in recognition of the average potential loss of earning capacity caused by a disability or disease incurred in or aggravated during active military service.

2.2- Providing Pension Benefits

Pension benefits are monthly payments, specified by law, provided to veterans with nonservice-connected disabilities who served in a time of war. Veterans must meet specific income limitations and must be permanently and totally disabled or must have reached the age of 65. This program also provides monthly payments, as specified by law, to income eligible surviving spouses and dependent children of deceased wartime veterans who die as a result of a disability unrelated to military service.

2.3- Providing Educational Opportunities

VA’s education programs provide eligible veterans, service members, reservists, survivors, and dependents the opportunity to achieve their educational or vocational goals. Education programs also assist the armed forces in their recruitment and retention efforts, and help veterans in their readjustment to civilian life. These benefits serve to enhance the Nation’s competitiveness through the development of a better educated and more productive workforce. VA administers a number of education programs, including the Montgomery GI Bill and the Reserve Educational Assistance Program (REAP) for Reserve and National Guard troops activated in support of the Global War on Terror.

2.4- Delivering Vocational Rehabilitation and Employment Services

The Vocational Rehabilitation and Employment program assists veterans with service-connected disabilities to achieve functional independence in daily activities, become employable, and obtain and maintain suitable employment.

2.5- Promoting Home Ownership

Through loan guaranties, VA’s Loan Guaranty program helps eligible veterans, active duty personnel, surviving spouses, and members of the Reserves and National Guard to purchase homes. We also assist veterans in retaining their homes through foreclosure avoidance services. In addition, VA offers grants to veterans who have specific service-connected disabilities for the purpose of constructing an adapted dwelling or modifying an existing one to meet the veteran’s needs. The Loan Guaranty program also provides direct loans to Native American veterans living on Federal trust land and offers some loans to the public when buying homes owned by the Department as a result of foreclosure.

2.6- Meeting Insurance Needs

The Insurance program provides service members and their families with universally available life insurance (automatically issued to all service members and their families without underwriting), as well as traumatic injury protection insurance for service members. It also provides for the optional continuation of insurance coverage after a service member’s separation from service. In this context, the program continues to provide life insurance coverage to 1.2 million WWII and Korean War-era veterans.

Strategic Goal 3:

National Cemetery Administration Delivering Burial Services to Veterans

Primarily through the National Cemetery Administration (NCA), VA honors veterans with final resting places in national shrine cemeteries and with lasting tributes that commemorate their service to our Nation.

Strategic Goal 4:

Staff Offices

The Department’s staff offices are critical to VA’s ability to deliver services to veterans in a cost-effective manner. These offices provide a variety of services including information technology, human resources management, financial management, acquisition, and facilities management.

Strategic Objectives

Strategic Goal: – $64,000B

SG1: Restoration and Improved Quality of Life for Disabled Veterans

Restore the capability of veterans with disabilities to the greatest extent possible, and improve the quality of their lives and that of their families.

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Strategic Objective 1.1 – Specialized Health Care Services

MAXIMIZE THE PHYSICAL, MENTAL, AND SOCIAL FUNCTIONING OF VETERANS WITH DISABILITIES AND BE A LEADER IN PROVIDING SPECIALIZED HEALTH CARE SERVICES.

Strategic Objective 1.2 – Decisions on Disability Compensation Claims

PROVIDE TIMELY AND ACCURATE DECISIONS ON DISABILITY COMPENSATION CLAIMS TO IM

Strategic Objective 1.2 – Decisions on Disability Compensation Claims

PROVIDE TIMELY AND ACCURATE DECISIONS ON DISABILITY COMPENSATION CLAIMS TO IM

Strategic Objective 1.4 – Improved Standard of Living for Eligible Survivors

IMPROVE THE STANDARD OF LIVING AND INCOME STATUS OF ELIGIBLE SURVIVORS OF SERVICE-DISABLED VETERANS THROUGH COMPENSATION, EDUCATION, AND INSURANCE BENEFITS.

Strategic Goal: -$3,984B

SG2: Smooth Transition to Civilian Life

Ensure a smooth transition for veterans from active military service to civilian life.

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Strategic Objective 2.1 – Reentry into Civilian Life

EASE THE REENTRY OF NEW VETERANS INTO CIVILIAN LIFE BY INCREASING AWARENESS OF, ACCESS TO, AND USE OF VA HEALTH CARE, BENEFITS, AND SERVICES.

Strategic Objective 2.1 – Reentry into Civilian Life

EASE THE REENTRY OF NEW VETERANS INTO CIVILIAN LIFE BY INCREASING AWARENESS OF, ACCESS TO, AND USE OF VA HEALTH CARE, BENEFITS, AND SERVICES.

Strategic Objective 2.2 – Decisions on Education Claims

ENHANCE THE ABILITY OF VETERANS AND SERVICEMEMBERS TO ACHIEVE EDUCATIONAL AND CAREER GOALS BY PROVIDING TIMELY AND ACCURATE DECISIONS ON EDUCATION CLAIMS AND CONTINUING PAYMENTS AT APPROPRIATE LEVELS

Strategic Goal: – $15,666B

SG3: Honoring, Serving, and Memorializing Veterans

Honor and serve veterans in life and memorialize them in death for their sacrifices on behalf of the Nation.

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Strategic Objective 3.1 – Delivering Health Care

PROVIDE HIGH-QUALITY, RELIABLE, ACCESSIBLE, TIMELY, AND EFFICIENT HEALTH CARE THAT MAXIMIZES THE HEALTH AND FUNCTIONAL STATUS OF ENROLLED VETERANS, WITH SPECIAL FOCUS ON VETERANS WITH SERVICE-CONNECTED CONDITIONS, THOSE UNABLE TO DEFRAY THE COSTS, AND THOSE STATUTORILY ELIGIBLE FOR CARE.

Strategic Objective 3.2 – Decisions on Pension Claims

PROVIDE ELIGIBLE VETERANS AND THEIR SURVIVORS A LEVEL OF INCOME THAT RAISES THEIR STANDARD OF LIVING AND SENSE OF DIGNITY BY PROCESSING PENSION CLAIMS IN A TIMELY AND ACCURATE MANNER.

Strategic Objective 3.3 – Meeting Insurance Needs

MAINTAIN A HIGH LEVEL OF SERVICE TO INSURANCE POLICYHOLDERS AND THEIR BENEFICIARIES TO ENHANCE THE FINANCIAL SECURITY OF VETERANS’ FAMILIES.

Strategic Objective 3.4 – Meeting Burial Needs

ENSURE THAT THE BURIAL NEEDS OF VETERANS AND ELIGIBLE FAMILY MEMBERS ARE MET.

Strategic Objective 3.5 – Symbolic Expressions of Remembrance

PROVIDE VETERANS AND THEIR FAMILIES WITH TIMELY AND ACCURATE SYMBOLIC EXPRESSIONS OF REMEMBRANCE.

Strategic Objective 3.6 – Home Purchase and Retention

IMPROVE THE ABILITY OF VETERANS TO PURCHASE AND RETAIN A HOME BY MEETING OR EXCEEDING LENDING INDUSTRY STANDARDS FOR QUALITY, TIMELINESS, AND FORECLOSURE AVOIDANCE.

Strategic Goal: -$1,569B

SG4: Contributing to the Nation’s Well-Being

Contribute to the public health, emergency management, socioeconomic well-being, and history of the Nation.

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Strategic Objective 4.1 – Emergency Preparedness

IMPROVE THE NATION’S PREPAREDNESS FOR RESPONSE TO WAR, TERRORISM, NATIONAL EMERGENCIES, AND NATURAL DISASTERS BY DEVELOPING PLANS AND TAKING ACTIONS TO ENSURE CONTINUED SERVICE TO VETERANS, AS WELL AS TO SUPPORT NATIONAL, STATE, AND LOCAL EMERGENCY MANAGEMENT AND HOMELAND SECURITY EFFORTS.

Strategic Objective 4.2 – Medical Research and Development

ADVANCE VA MEDICAL RESEARCH AND DEVELOP PROGRAMS THAT ADDRESS VETERANS’ NEEDS – WITH AN EMPHASIS ON

SERVICE-CONNECTED INJURIES AND ILLNESSES – AND CONTRIBUTE TO THE NATION’S KNOWLEDGE OF DISEASE AND DISABILITY.

Strategic Objective 4.3 – Academic Partnerships

ENHANCE THE QUALITY OF CARE TO VETERANS AND PROVIDE HIGH-QUALITY EDUCATIONAL EXPERIENCES FOR HEALTH PROFESSION TRAINEES, CREATED INTERNALLY IN VA AND VIA PARTNERSHIPS WITH THE ACADEMIC COMMUNITY.

Strategic Objective 4.4 – Socioeconomic Well-Being of Veterans

ENHANCE THE SOCIOECONOMIC WELL-BEING OF VETERANS, AND THEREBY THE NATION AND LOCAL COMMUNITIES, THROUGH VETERANS BENEFITS; ASSISTANCE PROGRAMS FOR SMALL, DISADVANTAGED, AND VETERAN-OWNED BUSINESSES; AND OTHER COMMUNITY INITIATIVES.

Objective 4.5 – Maintaining National Cemeteries as Shrines

ENSURE THAT NATIONAL CEMETERIES ARE MAINTAINED AS SHRINES DEDICATED TO PRESERVING OUR NATION’S HISTORY, NURTURING PATRIOTISM, AND HONORING THE SERVICE AND SACRIFICE VETERANS HAVE MADE.

Strategic Goal E: – $5,343B

Enabling Goal: Applying Sound Business Principles

Deliver world-class service to veterans and their families through effective communication and management of people, technology, business processes, and financial resources.

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Enabling Objective E-1 – Development and Retention of a Competent Workforce

RECRUIT, DEVELOP, AND RETAIN A COMPETENT, COMMITTED, AND DIVERSE WORKFORCE THAT PROVIDES HIGH-QUALITY SERVICE TO VETERANS AND THEIR FAMILIES.

Enabling Objective E-2 – Outreach and Communications

IMPROVE COMMUNICATION WITH VETERANS, EMPLOYEES, AND STAKEHOLDERS ABOUT VA’S MISSION, GOALS, AND CURRENT PERFORMANCE, AS WELL AS BENEFITS AND SERVICES THAT THE DEPARTMENT PROVIDES.

Enabling Objective E-3 – Reliable and Secure Information Technology

IMPLEMENT A ONE-VA INFORMATION TECHNOLOGY FRAMEWORK THAT ENABLES THE CONSOLIDATION OF IT SOLUTIONS AND THE CREATION OF CROSS-CUTTING COMMON SERVICES TO SUPPORT THE INTEGRATION OF INFORMATION ACROSS BUSINESS LINES AND PROVIDES SECURE, CONSISTENT, RELIABLE, AND ACCURATE INFORMATION TO ALL INTERESTED PARTIES.

Enabling Objective E-3 – Reliable and Secure Information Technology

IMPLEMENT A ONE-VA INFORMATION TECHNOLOGY FRAMEWORK THAT ENABLES THE CONSOLIDATION OF IT SOLUTIONS AND THE CREATION OF CROSS-CUTTING COMMON SERVICES TO SUPPORT THE INTEGRATION OF INFORMATION ACROSS BUSINESS LINES AND PROVIDES SECURE, CONSISTENT, RELIABLE, AND ACCURATE INFORMATION TO ALL INTERESTED PARTIES.

Enabling Objective E-4 – Sound Business Principles, cont’d.

IMPROVE THE OVERALL GOVERNANCE AND PERFORMANCE OF VA BY APPLYING SOUND BUSINESS PRINCIPLES; ENSURING ACCOUNTABILITY; EMPLOYING RESOURCES EFFECTIVELY THROUGH ENHANCED CAPITAL ASSET MANAGEMENT, ACQUISITION PRACTICES, AND COMPETITIVE SOURCING; AND LINKING STRATEGIC PLANNING TO BUDGETING AND PERFORMANCE.

Performance Reports

Summary

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Organization Chart

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Accomplishments:

· TRAUMATIC BRAIN INJURY (TBI): In collaboration with the Department of Defense, VA developed the first evidence-based guideline on the management of traumatic brain injury in primary care settings. This will form the basis of caring for this challenging population throughout the VA healthcare system.

· DEVELOPED SURGICAL QUALITY AND OPERATIVE COMPLEXITY INFRASTRUCTURE MODEL: As surgical procedures and perioperative care become more complex, it is increasingly important to understand their nature, and to quantify and qualify the extent of processes and personnel involved in the pre- perative assessment, the operative intervention, and the post-operative care of the surgical patient. The model quantifies optimal levels of pre-operative, intra-operative, and post-operative support in order to assure quality, safety, and efficiency.

· SUICIDE PREVENTION HOTLINE: VA continued operating a national suicide prevention hotline to ensure that veterans in emotional crisis have free, 24/7 access to trained counselors. Veterans can call the Lifeline number, 1-800-273-TALK (8255), and press “1” and they are immediately connected to VA suicide prevention and mental health professionals.

· UNIFORM MENTAL HEALTH SERVICES PROGRAM HANDBOOK: This Handbook establishes minimum clinical requirements for VA Mental Health Services. It delineates the essential components of the mental health program that are to be implemented nationally to ensure that all veterans, wherever they obtain care in VA, have access to needed mental health services.

· 36 PERCENT INCREASE IN SPECIALLY ADAPTED HOUSING (SAH) GRANTS AWARDED: VA assisted 985 severely disabled veterans in building a new or adapting an existing dwelling to meet their adaptive housing needs enabling them to live more independently. This is a 36 percent increase from 2007.

· BEGAN PILOTING NEW DISABILITY EVALUATION SYSTEM (DES): Starting in the National Capital Region in cooperation with DoD, VA began testing a pilot project that involves administering a single DoD medical examination and a single VA disability evaluation for active duty persons entering the Physical Evaluation Board (PEB) process. The goal of the pilot program is to reduce the overall time it takes a service member to progress through DES from time of referral to the Medical Examination Board to receipt of VA benefits.

· PAPERLESS PROCESSING OF CLAIMS: Benefits Delivery at Discharge (BDD) claims are now being processed electronically — in a paperless, fully automated environment. On average, VA processes 28,500 BDD claims per year. Veterans will receive benefits more quickly after separation from service.

· INCREASED EFFICIENCY AND EFFECTIVENESS THROUGH SPECIALIZATION: VA consolidated all customer service calls into nine National Call Centers, created a fiduciary hub pilot consolidating oversight of fiduciary activities from several sites into one site, and centralized processing of original pension claims to three Pension Management Centers.

· UPGRADING WORKFORCE SKILLS AND CAPABILITIES: VA has embarked on an aggressive training program for new and seasoned employment and rehabilitation counselors to ensure that all veterans receive the high quality care they deserve. Training focus areas include the following: leading people, new counselor training, new manager training, employment coordinator training, and contract management training.

· VA HOSPITAL REPORT CARD ISSUED TO CONGRESS: VA issued its first comprehensive Hospital Report Card to Congress, including analysis of disparities in quality of care and satisfaction, demonstrating VA’s commitment to transparency and accountability in health system performance.

· STRENGTHENED HEALTH CARE CREDENTIALING AND PRIVILEGING REQUIREMENTS: VA strengthened its requirements for credentialing and privileging licensed independent health care practitioners to ensure safe care to veterans is delivered by appropriately qualified clinicians.

· HIGH CUSTOMER SATISFACTION WITH NATIONAL CEMETERIES: VA’s National Cemetery Administration once again received the highest rating awarded for customer satisfaction on the American Customer Satisfaction Index (ACSI). NCA scored 95 out of a possible 100 points, scoring higher than all 200-plus Federal agencies and private corporations and matching NCA’s top ranked score on the 2004 survey.

· FUNDING NEW STATE VETERANS CEMETERIES: In 2008, 4 new State veterans cemeteries funded by VA’s State Cemetery Grants Program began interment operations. These new cemeteries in Glennville, Georgia; Anderson, South Carolina; Des Moines, Iowa; and Williamstown, Kentucky will provide a burial option for approximately 200,000 veterans.

· TIMELY HEADSTONE AND MARKER PROCESSING: VA annually processes approximately 220,000 applications for headstones and markers that mark the graves of veterans in cemeteries other than VA national cemeteries worldwide. In 2008, VA processed 95 percent of headstone and marker applications within 20 days of the date of receipt. This is a dramatic improvement over 2007, when VA processed 38 percent of applications within 20 days of receipt.

· COST EFFECTIVE FORECLOSURE AVOIDANCE: VA achieved an “Efficiency-Foreclosure Avoidance Through Servicing (E-FATS)” ratio of 5.8. This means VA avoided $5.80 in potential claim payments for every dollar spent on assisting veterans who were at risk of losing their homes because of foreclosure. This figure has been impacted by the conversion of VA loan servicing to a new business environment and system.

· HELPING SEVERELY WOUNDED VETERANS: In 2008, the Traumatic Injury Protection Program, which is designed to provide short-term financial assistance to severely injured members, paid $303 million to more than 4,900 severely wounded service members and veterans. VA also provided $1.4 billion

· VA RESEARCH SHOWS HOW EARLIER INTERVENTION COULD BENEFIT HIV PATIENTS: Highly Active Antiretroviral Therapy (HAART) is the standard treatment for HIV infection. VA investigators identified human genes that may inform the decision of when to initiate HAART treatment for each patient. VA’s research has shown that patients with a CCL3L1-CCR5 genotype would benefit from earlier initiation of therapy.

· ENABLING GAINFUL EMPLOYMENT AMONG THE SPINAL-CORD INJURED: Using a comprehensive, innovative, intensive vocational intervention technique, VA has succeeded in assisting veterans with spinal cord injury to return to gainful employment. The program is being implemented in five VA hospitals throughout the Nation.

· PROVIDING RELIEF FOR PATIENTS WITH STABLE CORONARY DISEASE: VA’s Cooperative Studies Program conducted the COURAGE trial, which showed that patients with chronic coronary disease can obtain relief from angina if they are treated with Percutaneous Coronary Intervention (PCI) plus optimal medical therapy or with optimal medical therapy alone. PCI plus optimal medical therapy relieved angina and improved health status better than optimal medical therapy alone for about 24 months. PCI’s benefit was greater in patients with more severe and frequent angina.

· INCREASING VA’S MEDICAL RESIDENTS COHORT: VA’s Graduate Medical Education (GME) Enhancement aims to increase VA’s share of U.S. resident positions from its low of 8.5% to the range of 10-11%. The 5-year plan is designed to add approximately 2,000 positions to VA’s pre-existing physician resident positions. In the first three years, VA added 967 residency positions to the base allocations of 72 VA facilities in 66 different specialty training programs.

· COMPLETED PROGRAM EVALUATION OF BURIAL PROGRAM: An independent evaluation was completed to assess the extent to which VA’s program of burial benefits has reached its stated goals and the impact that this program has had on the lives of veterans and their families. The information received from this evaluation, which included a nation-wide survey sent to more than 38,000 veterans, will help to guide future policy decisions for improving the ways in which VA serves the burial needs of veterans.

· NEW HUMAN RESOURCES CENTER ESTABLISHED: In June 2008, VA established a new centralized Human Resources Center (HRC) devoted to meet the staffing requirements of VA’s 131 national cemeteries, 5 Memorial Service Networks, and NCA’s National Training Center. Previously, the burial program’s field staffing needs were supported by local VHA and VBA field sites. Through the HRC, NCA has implemented new automated HR procedures and other process improvements that have increased the efficiency and cost effectiveness of NCA recruitment and workers compensation processes.

· HIGH SATISFACTION WITH CEMETERY APPEARANCE: Ninety-eight percent of respondents to NCA’s annual Survey of Satisfaction with National Cemeteries rated the appearance of national cemeteries as excellent. This is the seventh consecutive year that VA’s national cemeteries have been rated at or above 97 percent in overall appearance by funeral home directors and family members of veterans interred in a national cemetery.

· SUPPORTING VETERAN-OWNED SMALL BUSINESSES: In January 2008, pursuant to P.L. 109-46, the Veterans Benefits, Health Care, and Information Technology Act of 2006, the Secretary established first-ever procurement targets for contracting with Service-Disabled Veteran-Owned Small Businesses (SDVOSB) and Veteran-Owned Small Businesses (VOSB), respectively. The targets are ambitious with 5 percent and 10 percent of procurement dollars to be directed towards these entities. VA is committed to supporting veteran entrepreneurs.

· ENCOURAGING AND PROMOTING VETERAN ENTREPRENEURSHIP: Since 2002, through VetFran, VA’s Partnership with the International Franchise Association, more than 350 franchisors have created discounted franchise opportunities for more than 1,100 veterans. Leading the charge is Mike Ilitch, owner of Little Caesar’s Pizza, who waives the franchise fee completely for disabled veterans and adds unique training support and other credits to encourage disabled veterans to operate his stores, a $68,000 savings to the veteran.

· CREATING PUBLIC-PRIVATE PARTNERSHIPS TO PROMOTE VETERANS EMPLOYMENT: VA and Monster Government Solutions, Inc., began a partnership in July 2008 to help veteran-owned businesses quickly locate honorably-discharged veterans seeking employment by matching data from VA’s VetBiz.gov Vendor Information Pages and Monster’s database as an information conduit. VA executed a partnership with Schneider National to help veterans become independent business owners.

· APPLYING LESSONS LEARNED TO IMPROVE EMERGENCY RESPONSE: As a result of lessons learned from Hurricane Katrina and numerous organizational changes in the area of emergency preparedness, the Department’s planning, response, and recovery from Hurricanes Gustav, Hanna, and Ike was more effective. Specifically, VA deployed liaison officers to the National Operations Center, the National Response Coordination Center, and the Department of Health and Human Services

· INCREASE IN COLLECTIONS: Total 2008 collections of $2.4B through August 2008 represent a 42 percent increase in total collections from $1.7B in FY 2004. VA improved revenues by engaging leaders and stakeholders in collection planning, incorporating private-sector best practices, and using strategic and tactical initiatives for process improvement. Staff experts provided direct intervention with lower performing medical centers to develop plans and assist them in achieving their collection goals and establishing a data-driven approach to determining collections potential and improvements.

· PURCHASED (NON-VA) CARE: Improved claims processing for processing claims from non-VA health care providers from 79 percent processed within 30 days to 90 percent processed within 30 days – meeting the national goal.

· DECREASED IMPROPER PAYMENTS: VA’s error rate for accounts payables decreased from 5.00 percent in 2007 to a rate of 1.28 percent in 2008.

· NATIONAL SUMMIT ON WOMEN VETERANS ISSUES: Attended by women veterans, active duty military personnel, Reserve and Guard members, and Federal, State, and local officials, the summit informed attendees of VA’s initiatives on behalf of women veterans and women service members. Participants had access to more than 45 exhibits, a health expo featuring health screenings and information, as well as a town hall forum with VA experts.

Challenges:

VA’s CLCs means transforming the way we think about how we deliver care to our veterans in these facilities. The purpose of cultural transformation is to transform our CLCs from the institutional care model to vibrant communities where the focus is on resident-centered care and a homelike environment. Cultural transformation will take time.

· INCREASED SPECIAL ADAPTED HOUSING (SAH) WORKLOAD: The SAH program’s workload increased 84 percent from 2006 levels as a result of changes in Public Laws 109-233 and 110-289. These changes included increased grant amounts, multiple use provisions, and yearly adjustments to the grant maximums based on a cost-of-construction index.

· ADAPTING TO NEW WAYS OF DOING BUSINESS: (1) The DES Pilot has required significant changes to business processes and extensive, complex coordination between VA and DoD. For example, service treatment records are transferred to VA in hard copy because the infrastructure to transfer the records electronically has yet to be built. (2) Adoption of paperless processing beyond just BDD will require a robust electronic infrastructure that builds on the efficiencies VA has achieved through its paperless processing pilots. (3) Consolidation of pension claims processing requires ongoing dedication to training of newly hired staff before improvements in efficiency are realized.

· DETERMINING WHAT VETERANS NEED FOR ENHANCED INDEPENDENT LIVING: VA is conducting a study of independent living services and outcomes by reviewing a random sample of counseling files for veterans who entered independent living programs between February 2005 and December 2007.

· MANAGING THE EXPANSION OF EDUCATION BENEFITS: VA faces the challenge of implementing provisions of Public Law 110-252, the Supplemental Appropriations Act, 2008. The new law expands education benefits and creates the need to establish a new payment and claims processing system. There will be a significant increase in workload, which will make it increasingly difficult to ensure performance targets continue to be met.

· MEETING SERVICE EXPECTATIONS DURING EXPANSION: VA has established 5 new national cemeteries since 2005 with plans underway to establish 6 more in 2009. This is the largest expansion of VA’s system of national cemeteries since the Civil War. As VA opens these new cemeteries, it must continue to provide high-quality service in all of its contacts with veterans and their families — particularly with respect to scheduling committal services, arranging and conducting interments, and providing cemetery information.

· IMPACT OF AN ECONOMIC DOWNTURN: Any significant downturn in the national or local economies will likely increase the number of defaults and foreclosures of VA-guaranteed loans. The levels of defaults, foreclosures, and property acquisitions are related to interest rates and the economy in general, and are particularly sensitive to regional downturns.

· IMPROVING PROGRAM IMPLEMENTATION: In 2008, VA completed a “Year One Review” of the Service members’ Group Life Insurance Traumatic Injury Protection Program (TSGLI) to assess how well it is fulfilling its Congressional intent of providing short-term financial assistance to severely injured members. Over the next year or so, as recommended by the review, program enhancements providing for expanded benefits such as payments for limb salvage, uniplegia, and facial reconstruction

· MAINTAINING CEMETERY APPEARANCE: VA must ensure that the appearance of national cemeteries meets the standards our Nation expects of its national shrines. To meet these standards and fulfill the National Shrine Commitment, VA needs to make improvements in the appearance of burial grounds and historic structures as well as conduct regular maintenance and repair projects at more than 800 facilities on over 17,000 acres of land contained within 156 cemeterial installations.

· FULLY IMPLEMENT NCA BUSINESS OFFICE: Implementation of an NCA Business Office to provide centralized contracting, procurement, finance, and accounting support to national cemeteries will require coordination and involve numerous offices and functions.

· MONITOR USE OF VA’S VETBIZ.GOV VERIFICATION PROGRAM: Examines ownership and control of veteran owned small businesses, including service-disabled veteran-owned small businesses seeking Federal contracts at the prime or subcontract level. This program launched in May 2008. The challenge is to ensure that only eligible business concerns benefit from VA’s unique “Veterans First” buying authority. A second principal objective is to ensure that government and corporate teams have a supplier base of competent, mission-ready businesses who meet their performance and pricing criteria.

· REMEDIATION OF INFORMATION TECHNOLOGY SECURITY CONTROLS MATERIAL WEAKNESS: For several years, Office of Inspector General (OIG) audits have identified Information Technology (IT) security controls as a material weakness – primarily due to the lack of a centralized IT infrastructure. VA has now centralized its IT operations and management and has established an enterprise-wide information security program to help ensure timely and successful remediation of this material weakness.

· IMPLEMENT A ROBUST EARNED VALUE MANAGEMENT SYSTEM (EVMS): VA is working to achieve full American National Standards Institute compliance on 100 percent of its systems development projects. EVMS allows leadership to track cost and scheduling variances, providing snapshots and trends that are valuable in determining whether a project is or is not within tolerable boundaries.

· UPCOMING ATTORNEY RETIREMENTS: Five of the six senior attorneys in the torts group are currently eligible for retirement. Given the difficulty finding experienced attorneys with extensive medical legal knowledge, negotiating skills, and ability to successfully interact with a variety of clients and customers, these departures will challenge both overall productivity and unit cohesion.

2 comments on “FRC – Department of Veteran Affairs

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