Summary: The Service Treatment Record Life Cycle Management Process

The Veterans Affair has always claimed to take pride in their timeliness care. What they were not offering was the truth about how they were getting these numbers. They were changing the dates on paper work and falsely recording in the database. The patient’s charts were altered in order to lessen the effect of their conditions, along with performing useless procedures to make the time seem more favorable. Schedulers were pressured into using unofficial waitlist and other inaccurate paper work in justifying these wait times. It has been proven that the extended waiting periods have led to many deaths within the Veterans Affairs care system. An incident surrounding the wait was when “Thomas Breen, a 71-year-old U.S. Navy veteran, With a history of bladder cancer, Breen called his Veterans Affairs hospital in Phoenix for a follow-up appointment. He had to wait months to receive treatment. In the meantime, his family took him to a private hospital where he was diagnosed with bladder cancer”(Hankel,1). Thomas Breen had passed away before ever hearing back from his Veterans Affairs hospital. This story is important in understanding that the wait times for the Veterans Affair program are causing deaths in our Veteran population. This story allows one to understand how long the wait times could be for this care, but the question aroused from this is what is allowing the Veterans

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In many cases, soldiers didn’t seek treatment in fear that their military careers would come to an end. Others were on waiting lists or were directed to the bottom of the list among treatment providers without getting consistent care, or seemed to slip under the radar completely.

In organizational decision making, many individuals should be involved in order to ensure that everyone involved or touched by organizational activities in one way or another is not affected negatively by the decisions made and arrived at by decision makers. Consulting widely before making a decision enables decision makers in the organization make all-round and informed decisions, and decisions that satisfy anyone who is in any way connected to the organization (Donna, 2012). In an organization, clients are the ones who are served by the organization. The

Over the past 15 years, the Veterans Benefits Administration (VBA) has seen a dramatic increase in the average degree of disability, growth in the number of compensation recipients, a rise in the number of medical issues claimed and an increased level of complexity of claimed issues. To illustrate this point, prior to the September 2011 terrorist attacks, 333,700 Veterans received compensation at the 70-100 percent level; however, these figures rose to over 1.1 million by the end of 2013. Additionally, since 2009, VA’s disability compensation workload rose 132 percent. This is in large part due to an unprecedented demand resulting from over a decade of war, military downsizing, economic issues, increased outreach, the addition of presumptive conditions and an aging Veteran population.

Josh Hicks, author at The Washing Post, says that the Veterans Affairs has an ongoing problem of delays in servicing veterans. “Phoenix VA hospital kept delays off the books with secret wait lists that allegedly included dozens of patients who died while waiting for care” (Hicks 1). “Several patients died at an Atlanta clinic because of mismanagement” (Hicks 1). “A Department clinic in Fort Collins, Colorado, falsified appointment records to give the impression that staff doctors saw patients within the agency’s goal of 14 days” (Hicks 1). In addition to these issues, other veterans waiting to hear if their disability claims had been approved for care were waiting in excess of 125 days without determination. Retired four-star Army General Eric Shinseki, serving

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This increase in the number of claims has caused the backlog to become extensive. This influx of claims is not just from new veterans returning from the Middle East but veterans that served in Vietnam, as they are now able to claim disabilities due to the use of Agent Orange. There are currently over 95,000 claims that are backlogged, the lowest it has been in years, with very little improvement in this number in the last year. Claims have become easier to file, as they can now be submitted electronically, but there are still a great number of paper claims that need to be completed. It does take longer to process these remaining paper claims as they are trying to convert them to the electronic versions first then the electronic versions. This has caused the wait times for a disability claim to be finalized and benefits being received by the veteran to be an average of 386 days with over 318,000 claims countrywide. In Los Angeles the average amount of time it takes for the veteran to receive benefits is 402 days; this is for all new claims that are filed. The extended wait times that veterans are experiencing in receiving their disability compensation are affecting their families and even some of their living

In recent years, the Department of Veterans Affairs (VA) has found itself guarding against a tsunami of negative public opinion, unrelenting media coverage and at times, a contentious relationship with the U.S. Congress. Despite these challenges, the administration (VBA) has made enormous strides in reducing the pending inventory of the oldest claims, improving quality, and has undertaken the largest technological transformation in its history. If the VA is to continue to provide timely and quality service to Veterans, VBA must significantly increase enrollment and utilization of Vocational Rehabilitation and Employment (VR&E), Education programs and continue to streamline and modernize the disability compensation process.

Men and women serve in the United States armed forces in hopes of receiving the promise of a dependable income and reliable benefits. The primary influence for those joining the armed forces is tuition reimbursement followed by health care benefits (Clever, & Segal, 2013). The majority of enlisted military only serve for seven years and often work in minimum wage jobs without health insurance after departing from the military. Before the implementation of the Affordable Care Act, veterans could only utilize veteran hospitals and outpatient clinics for military related health problems (United States Department of Veterans Affairs, 2016). Once the Affordable Care Act was initiated, all veterans could utilize veteran medical services for any of their health care needs. The problem needing to be addressed is the number of veteran facilities available to provide treatment for the vast amount of veterans now qualified for medical services.

Additionally, it examines the challenges that they face in the decision making process that occurs in

|Project Name |Department of Defense’s (DoD) provision of electronic access to service treatment record (STR) information and|

This method will help them find and appreciate possibilities together for pursuing enduring resolutions that will positively impact communities, future generations and the company. It will also ensure that both the company and the communities will always understand each other 's interests, issues, needs and concerns. Also, they support programs and institutions that contribute to building an educated and engaged workforce7. This enriches the individual’s skills and also provides skilled workforce for the company as they will be operating in a knowledge and skill rich environment.

There needs to be enough knowledge and expertise in the organisation to be able to resolve the issue

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