Saturday, April 8, 2017

FIX OUR DEPARTMENT OF VETERANS AFFAIRS

U. S. Military Veterans
A treatise on how to handle and reorganize the Departments/Agencies charged with administering
benefits to the Nation’s Military Veterans

I. Where to start the process of creating a better delivery system for Veterans’ Benefits:
a. Redesign the methods and practices of transition from Military Active Duty to civilian status
b. Task the Department of Defense for the institution of a Mandatory Military Separation Transition Program for all Military Personnel and all Military Branches of Service

II. What we have now:
a. Department of Defense “Transition Assistance Program” (TAP)
b. The Department of Veterans Affairs - Federal level
c. Individual States’ Departments of Veterans Services - State level
d. Individual County’s Veterans Service Agencies - County level
e. Individual City/Town Veterans Service Agencies - City/Town level
           
Order of Battle for re-inventing Veterans’ Services:
III. The Department of Veterans Affairs:
a. Design a Federal Mission Statement
§  Design Mission Statements for all lower-than-Federal of departments/Agencies          
b. Identify the structure of each level’s departments/agencies
§  Flag all “Silo” structures for reorganization
c. Identify the structural effectiveness of each level’s departments/agencies          
§  Use common metrics to measure organizational effectiveness of the current structures
§  Common metrics will be used to measure effectiveness of all new structures
d. Identify duplication
§  Flag duplication throughout the different levels of organizations
§  Duplication(s) will be eliminated, thus reducing waste and redundancy
e. Identify non-essential sectors/items/groups/categories
§  Flag all sectors/items/groups/categories for elimination
f. Redesign the organizational charts to reflect the efficiencies indicated
§  Simplify and consolidate like and similar task groups into the new organizational structure and organizational charts
g. Renegotiate the Civil Service Union Laws/Rules/Regulations to better serve the Mission
§  Remove all burdensome employee regulations to allow for better overall service management
h. Implement all changes and reorganizations from the Federal Level down to the City/Town level; starting at the Federal level

IV. The Veterans Health Administration:
a. Identify the structure
§  Replace the “Silo” structure with proven private sector structure
§  Tailor the new structure to reflect the needs and accommodations of a Federal Department/Agency
b. Identify the structural effectiveness of each level’s departments/agencies
§  Use common metrics to measure organizational effectiveness of the current structures
§  Common metrics will be used to measure effectiveness of all new structures
c. Identify non-essential categories of the structure
§  Eliminate all categories that do not reflect a direct service to the Mission
d. Identify duplication to/from other Departments/Agencies
§  Eliminate all categories that do not reflect a direct service to the Mission
e. Redesign the organizational chart to reflect changes in efficiencies concurrent with the Mission Statement
f. Implement the new organizational structure and institute all Civil Service Law changes

V. The Veterans Benefit Administration:
a. Identify the structure
§  Tailor the new structure to reflect the needs and accommodations of Military Veterans
b. Identify the structural effectiveness of each level’s departments/agencies
§  Use common metrics to measure organizational effectiveness of the current structure
§  Common metrics will be used to measure effectiveness of the new structure
c. Identify non-essential categories of the structure
§  Eliminate all categories that do not reflect a direct service to the Mission
d. Identify duplication to/from other Departments/Agencies
§  Eliminate all categories that do not reflect a direct service to the Mission
e. Redesign the organizational chart to reflect changes in efficiencies concurrent with the Mission Statement
f. Implement the new organizational structure
All content by: Hutch, Inc. / all rights reserved: © Hutch, Inc. April 8, 2017

Still to come:

A full Appendix will show and list all proposed Programs and redesigned Organizational charts to reflect strict adherence to the Federal Mission Statement for the Department of Veterans Affairs. This restructuring will reflect the elimination of duplication, redundancy, waste, fraud, and mismanagement to the benefit of our Nation’s Military Veterans. The changes in the Civil Service Laws, as they pertain to employees of the Department of Veteran Affairs, will bring the entire Agency into the 21st Century and reflect a management structure that allows for an efficient, streamlined operation. The total redesign and restructuring of all Veterans Service Agencies and Departments, from the Federal level to the City/Town level, will create a service delivery system that will maximize the use of taxpayers’ dollars and optimize the delivery of all benefits to all Veterans.

Thursday, April 6, 2017

“WE LOVE OUR VETS”

“WE LOVE OUR VETS"

A mere seven days after the passing of the “Mo-Shit-A Regime”, this is the effect of Mr. Brat-brain’s  “Mold Remediation” program at the VA Medical Center in Northport, NY. The once elegant Main Hospital building has been allowed to fall into a slight state of disrepair. But, not to worry, it’s still fully operational and processing a large Patient load. The long-awaited “Wait Time Shuffle” has entered a new phase, also. Now a lucky Vet can get an appointment by simply making their way to the third floor of this elegant structure. The new process is quick, courteous, and painless; a far cry from the days of 30-60-90 day wait times for even a Primary Care appointment. The good Dr. Cough-man will usher you into the Medical Suite - no questions asked. The unsuspecting Vet  will be ushered to a comfy chair with wheels; gently spun around three times; given a printout of current medications and the next few scheduled appointments; then, in one graceful movement, the Vet and the chair will be summarily launched out of the gaping hole in the exterior wall. And, voila, Patient cured - case closed. Hopefully, someone from Bay Pines will show up to scrape the Vet’s remains into a garbage can and trundle said remains off to a shower to be “cleaned up”. With any luck at all, the next of kin will be notified by telegram that their loved one has met with an inauspicious end, and would someone please come collect what’s left. In the time it takes for this scenario to play out, the Hospital will have managed to duplicate this procedure forty-five times. In doing so, the Medical Center will have lowered its appointment request rate by more than 60% and be able to show that their “wait time” numbers are really outstanding. These awesome low “wait times” will, in turn, generate huge year-end bonuses for the upper management.
Conclusion:
 Happy upper management,



 


                      a whole lot fewer Vets to provide for,






and more free donuts for the morning Executive Meetings in the richly paneled Board Room.




Like they say, “We love our Vets”.