Washington Promises To Fix VA But Overhaul Won’t Be Easy
By Lindsay Wise, McClatchy Washington Bureau
WASHINGTON — Eric Shinseki has been pushed out as the secretary of veterans affairs. The president vows changes. The Senate is moving with uncharacteristic speed toward a bipartisan response.
But fixing the sprawling agency with an entrenched bureaucracy won’t be easy.
It has a management culture marred by cronyism, intimidation and poor oversight from the Department of Veterans Affairs central office. It has a performance-based bonus system that rewards those who falsify records to meet unrealistic quotas. And it simultaneously penalizes supervisors who don’t push their employees to “cook the books.”
“If you weren’t going to crack people’s heads, if you didn’t put people’s feet to the fire, they didn’t want you around,” said Charleston Ausby, a Marine Corps veteran from Sugar Land, Texas, who worked as a VA service representative from 2002 to 2012.
Ausby said he and his co-workers routinely came under pressure to reduce the VA’s record disability-claims backlog by misfiling or mislabeling old claims that had been pending for years to make them appear in the computer system as though they were new claims.
Like “cooking the books” at VA hospitals to conceal delays in medical care, the practice of manipulating claims data made it seem as though veterans weren’t waiting as long for decisions on their benefits as they really were, Ausby said.
Most underlings are too demoralized to complain or don’t know how to do so without risking retribution, he said.
Falsifying data isn’t a new phenomenon at VA, said Gerald Manar, who worked as an adjudication manager at the VA for 30 years before becoming the national veterans service deputy director for Veterans of Foreign Wars.
VA managers are reluctant to ask for more money and the staff they need to meet quotas because they don’t think their requests will go over well with higher-ups in Washington or politicians in Congress, Manar said.
“The attitude among managers is, ‘Why even bother asking, because we’re not going to get it,'” Manar said. “When you have that kind of culture, you feel so beaten down, so restricted, so disheartened by what’s happened before that you don’t even ask for what you need.”
Some VA employees resort to hiding the problem. As a result, politicians, the public and officials at the VA central office don’t get an accurate picture of what’s wrong from people in the field.
“In a bureaucracy when people are given orders to do things that can’t possibly be done, they become cynical,” said Ronald Abrams, a former VA official who is the joint executive director of the National Veterans Legal Services Program.
“For example, years and years ago I read that the post office made a rule that all mail coming in on Monday had to get out on Monday, otherwise people would lose their jobs…so in Pennsylvania employees rented a trailer and simply threw the letters into a trailer,” Abrams said.
“When the VA said, ‘OK we have to get all these appointments scheduled within 14 days,’ the cynical employees said, ‘We can’t possibly do that.'”
A new test is whether the massive agency needs to grow even more to accommodate a booming veterans population or whether it’s an outmoded model that should be re-imagined to simplify veterans’ benefits applications and give them more access to private care.