Transforming the VA system

To the Editor:

The week of September 22, 2014, I had the distinct privilege of meeting the new Secretary of the Veterans Administration (VA) Bob McDonald. Secretary McDonald was coming into the VA during a very difficult period for the VA, but insisted that he could turn the VA around. Mr. McDonald stressed the need to "Transform the VA."

During our meeting, Mr. McDonald referenced a pyramid that has been used as the model of operation for the VA. Meaning, pyramids are larger at the bottom and smaller at the top. With the bottom of the pyramid representing the frontline staff that provides direct patient care to veterans (patients), to the top of the pyramid where decisions are made that affects the operation of facilities. One would think it makes perfect sense, to invite suggestions and solutions from the individuals that actually perform the work. Frontline staff is the perfect group to develop process improvements and to improve care and the delivery of care that we provide to our nations heroes.

The problem has been and will continue to be heavy handed administrative approaches, abuse of authority and abuse of power, and a complete disconnection from frontline staff. These types of issues have plagued us for years, and is the crux of the issues. Individuals towards the top of the pyramid, often times, have never performed the work of frontline staff and couldn't perform the work if push came to shove. Which creates two separate issues, 1) they often don't have the experience necessary to understand the challenges and how to work through them and 2) they are often unwilling to engage and solicit suggestions from the individuals that perform the work.

If one didn't know any better, one would believe that the recent access scandal was a new issue. However, these types of issues were brought to light several years ago. Therefore, transforming the VA will require agency officials to stop undermining the goals and principals of the new Secretary of the VA and treating frontline staff like human beings and not as numbers. Transforming the VA, will undoubtedly boil down to (as mentioned at the meeting) assisting individuals that demonstrate these types of behavior and actions to find employment in locations other than the VA Medical Centers.

Unless agency's are willing to stop mismanaging taxpayer dollars, willing to stop performing questionable hiring practices, willing to properly staff critical direct care positions and willing to stop retaliating against employees for voicing their concerns, we will find ourselves in the same situation a few years down the road.

Kevin Ellis

President

AFGE Local 2338

John J. Pershing

VA Medical Center