The American Veterans Benefits Administration

1758 WordsNov 17, 20158 Pages
In recent years, the Veterans Benefits Administration has found itself defending against a tsunami of negative public opinion, unrelenting media coverage and has suffered from a contentious relationship with the U.S. Congress. While the administration has made enormous strides in reducing the claims backlog, improving quality and undertaking the largest technological transformation in its history, the agency as a whole has not transformed its leadership practices and has neglected to learn from its failures. This has resulted in an erosion of trust both within the Veteran population and with external stakeholders alike. In order to restore the trust and respect of Veterans and reestablish public trust, the agency must transform itself into a learning organization, practice sound financial stewardship, focus on incremental improvements, act with a sense of urgency and reduce potential exposure to significant media events. Although significant opportunities have existed to learn from past mistakes, VBA as an organization has failed to capitalize on these opportunities and to use past failures as a springboard for future success. In 2011, the VA Office of Inspector General (OIG) completed an audit of all temporary 100% disability evaluations to ensure cases had future examinations appropriately established within the electronic record. The OIG found that VBA was improperly managing and evaluating these claims resulting in overpayments of approximately 53.2 million dollars
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