5 Ways the VA Can Better Serve Veterans
In the financial world, banks conduct regular “stress tests” to identify risks and weaknesses in the banking system. These drills help banks prepare for unforeseen economic circumstances and demands, and are a useful tool in protecting against threats to the financial system.
Over the last several years, the U.S. Department of Veterans Affairs (VA) has undergone a “stress test” of its own as demand for VA benefits has exploded. Unfortunately, this stress test was more than a drill—it took place in real time. And what we learned is that the VA was seriously unprepared to meet a surge in demand for veterans’ services.
By now, you’ve heard about the VA’s travails: the large number of pending compensation claims (more than 850,000 as of this writing); the unacceptable number of backlogged claims; the interminable wait times of a year or longer for claims to be processed. These facts are indisputable, and have resulted in strong criticism of the VA from Congress, the media and veterans’ advocacy groups.
The chorus of criticism serves a valuable purpose in drawing attention to the department’s shortfalls and underscoring the need for a change in how the VA does business. However, these critiques eventually diminish in value; what the VA needs more than anything is not just problem identification, but also a plan for the future.
How do we fix the VA? This is a question that Concerned Veterans for America is taking up as part of our Defend & Reform series of panel discussions in Washington, D.C., which are aimed at developing innovative reform proposals in the realm of military and veterans’ affairs.
As a former VA presidential appointee from 2001-2009, and based upon my frequent conversations with VA employees and feedback from veterans, I propose the VA start with the following potential reforms:
- Demand leadership accountability. While I greatly respect VA Secretary Eric Shinseki's public service, he hasn't gotten the job done. In order to send a clear signal to VA that the department will be held accountable for its performance, President Obama should request Secretary Shinseki's resignation. The President should then appoint a military veteran with a private sector background in corporate or institutional turnarounds. This crucial change should take place immediately, with new departmental leadership in place by September 1. This accountability should also extend to VA employees at all levels; successful employees should be rewarded, while those who underperform should be let go.
- Temporarily freeze new non-service-related claims. By enacting a temporary hold on new claims for non-service-related disabilities, the VA can process existing claims for the most pressing cases first, such as veterans wounded or disabled in combat. (Former VA Secretary Anthony Principi enacted a similar “priority access” policy in 2003, which was controversial but achieved positive results for the most critical cases.) The VA should enact the temporary hold on non-service-related claims by July 1, and renew the hold monthly until the backlog is sufficiently eased.
- Reduce reliance on paper claims. According to the VA’s own documents, 97 percent of VA claims are paper-based. While a transition to electronic records is not a cure-all, it will expedite many simpler claims; indeed, the VA has already begun this process, but progress has been slow. The VA should expedite the transition to electronic records as soon as possible, providing Congress with a monthly progress report to ensure accountability.
- Improve internal accounting controls. Revelations that the VA spent millions on employee conferences at luxury hotel resorts and provided generous bonuses to executives indicate the department lacks adequate spending oversight. The Obama administration should place a temporary freeze on all VA bonuses, conference spending and inessential expenses until the department addresses its lack of accounting controls. In the long term, the VA should then explore how to revise incentives to reward, and release, employees based on performance.
- Clear the Backlog by 2014. Secretary Shinseki has pledged to end the backlog by 2015. The secretary has the right idea in setting a firm deadline, but this is simply too long for veterans to wait. The VA should set a goal to clear the backlog by December 31, 2014, with regular milestones and a quarterly report to Congress on the status of the backlog and what is being done—not just promised—to meet the deadline.
The VA stress test of the last few years has had one positive effect, in that it has revealed the department’s weaknesses and given us a clearer understanding of how the VA needs to be reformed. Now it’s time to use this knowledge to transform and streamline the VA into a 21st century agency that provides sterling customer service to those who have served on our behalf. Don’t make our veterans wait any longer.
