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Thomas W. Stoddert, US Army Retired, is right on every point and I applaud his courage to write a very exacting letter.  My tenure at Madigan Army Medical Center as the NCOIC of the Department of Medicine made me aware of mismanaged policies and management issues.  I worked with a wonderful staff of professionals and paraprofessionals who conducted themselves very appropriately and courteously, with politeness, knowledge, experience and timeliness.  However, all of our efforts were frequently clouded by the frustrations of personnel shortages, ancillary demands of personnel, frustrations secondary to multi-echelon mismanagement issues, and numerous other problems.

The Department of Medicine includes 13 separate sections, clinics, and sub-departments, each with specific medical missions comprised of doctors, PA's, nurses, medical technicians, and support personnel, including military and civilian staff.  Some clinics have direct access through central appointments while many others required a referral from the primary care provider.  All too often miscommunication between various services and ancillary personnel would complicate scheduling problems.  An appropriate example: Patient "A" might be scheduled to see doctor "Z" in a specific clinic, but Dr. Z had to cancel all appointments because he/she had to support another military mission somewhere else on post or deploy to another country.

Frequently, the appointment schedule confusion was not because of medical staffing, but due to Central Appointments or Tri-Care issues for providing less than appropriate information to the patient and the provider.  Regardless who was at fault, the senior enlisted member of each clinic, section or department always tried to resolve relevant matters at the lowest level before involving the members of the Patient Representative Office and Patient Affairs Office. 

As the NCOIC or the department, I coordinated with the Patient Representative Office and Patient Affairs Office and designed placard's which identified the OIC and NCOIC of each clinic, section and department with a current photograph and a customer service statement bent on resolving problems or complaints at the lowest level.  The commanding general at the time accepted the design and ordered that it be implemented throughout the hospital.  The implementation was done in 2000 and I hope it is still in place. I am confident that the NCO's and OIC's at each level are fully capable of resolving conflicts and complaints, providing they get support from the senior management of medical care at Madigan Army Medical Center.

On the other hand, I and many others have all too often witnessed many frustrated and dissatisfied patients and family members who lack the patience to allow the system to work as it is designed.  These patients complain every chance they get and they become very loud and ugly about it, making treats, breaching the chain of command, and writing letters and memos to anyone who will listen.  The members of the Patient Representative Office and Patient Affairs Office do everything possible to bring providers and patients to a equitable arrangement, resolve appointment conflicts and ultimately bend-over-backwards.  Still, the patient complains and will ultimately use the same tactic every time they feel the need, regardless of how well or how often they have been treated with the same professional level of care that all patients and family members are given.

I am not blind and I do not wear rose colored glasses.  I know there are problems with the management of care at Madigan Army Medical Center and other military medical facilities.  However, there is no single mission in the military service that is as resource intensive as the medical mission on a daily basis.  Then the medical facilities must comply with and satisfy military and civilian laws, protocols, standards, inspections, and funding agencies.  All of this while still supporting the military missions of deployments, training, education, reassignments, and command emphasis issues. 

So, yes, a problem exists, but it will take the collective initiative of the soldier's at each facility to make the improvements, with the support of the Army Medical Corp senior management and mass influence of money and personnel.

Sincerely,
Alan B. Candia
U.S. Army (Ret.)   

Reader's Response Below
Question:
I am rated 100% unemployability. My ratings are as follows.
30% for chlorache from Agent Orange exposure
30% for PTSD
40% for diabetes
It also says on my award letter, "No Future Exams."
My question is do you think they can re-examine me in the future and take away my benefits?
Thank You,
Bob Clark

Answer:
Bob, Thanks for writing in to the "Veteran's Voice."

The VA can require a future exam at any time  if they feel there may be an issue of fraud or if a   gross mistake was made. But generally in cases like yours where they say no future exams,
they mean just that.

The VA can, if they have sufficient reason, propose to lower a rating percentage only if they        believe you may have gotten better or something has happened and they have to review
certain awards. This can happen as an example as the result of a mandate from Congress. The   issue of PTSD, was getting a lot of nasty attention by the national press and the VA went back   and started looking at this issue when it was awarded to  non-combat veterans.

However, the general rules are basically after five years, service connection can not rescinded,   but the rating percentage can be lowered; after ten years there can be no reduction in the rating percentage or severance of a service connected condition unless there was fraud.

All this to say, if you got a fair rating and they have said no future exams, just run with it. The  VA does not like to hassle vets when they do not need to.

Now, the down side, FYI. The VA does  routinely check up to see if you are working and so does    the Social Security Administration. They both allow you some grace in making some extra income because they know staying home vegetating is harmful. However, 100% unemployability is just that and both agencies frown on a veteran receiving benefits because they can not work and then go out and work full time. So check carefully and see what they allow you. I was told recently that these rules may have changed not too long ago.

Assuming you are not working you may want to consider doing volunteer work in the community and/or working with veterans. Here is where the fun starts. The VA, through the education department,  will sometimes purchase items to make a veteran's life more meaningful. In my case they helped me purchase computer equipment so that I can write like I am now and aid other veterans. Now that there is a war on, there are many opportunities to use your talents and experiences for others, particularly other vets.

So good luck and welcome home.
Thom
Thank you for your courage to tell it like it is!   The General is a good person but what can one person do?   Do you know who the members of her so-called command group are?   The Deputy Commander for Administration is ineffective, disinterested, weak and lame.   The Deputy Commander for Clinical Services is pretty smart but he is a poor leader, has no clue what his subordinates are supposed to do and he is leaving in a few weeks.   The Deputy Commander for Nursing is also lame and she is about to retire.   The Hospital Sergeant Major is also about to retire!    In addition to the problems you described, there are many others.   For example, I wish someone would approach Mr. and Ms. Horrell  and ask them what they know about nepotism and the merit system!   Madigan is a wonderful institution and has many great people but the fat, ineffective and overstaffed upper management needs to replaced and realigned now!  

Husband of a very concerned member of the Madigan Team  
Thomas W. Stoddert, US Army Retired, is right on every point and I applaud his courage to write a very exacting letter.  My tenure at Madigan Army Medical Center as the NCOIC of the Department of Medicine made me aware of mismanaged policies and management issues.  I worked with a wonderful staff of professionals and paraprofessionals who conducted themselves very appropriately and courteously, with politeness, knowledge, experience and timeliness.  However, all of our efforts were frequently clouded by the frustrations of personnel shortages, ancillary demands of personnel, frustrations secondary to multi-echelon mismanagement issues, and numerous other problems.

The Department of Medicine includes 13 separate sections, clinics, and sub-departments, each with specific medical missions comprised of doctors, PA's, nurses, medical technicians, and support personnel, including military and civilian staff.  Some clinics have direct access through central appointments while many others required a referral from the primary care provider.  All too often miscommunication between various services and ancillary personnel would complicate scheduling problems.  An appropriate example: Patient "A" might be scheduled to see doctor "Z" in a specific clinic, but Dr. Z had to cancel all appointments because he/she had to support another military mission somewhere else on post or deploy to another country.

Frequently, the appointment schedule confusion was not because of medical staffing, but due to Central Appointments or Tri-Care issues for providing less than appropriate information to the patient and the provider.  Regardless who was at fault, the senior enlisted member of each clinic, section or department always tried to resolve relevant matters at the lowest level before involving the members of the Patient Representative Office and Patient Affairs Office. 

As the NCOIC or the department, I coordinated with the Patient Representative Office and Patient Affairs Office and designed placard's which identified the OIC and NCOIC of each clinic, section and department with a current photograph and a customer service statement bent on resolving problems or complaints at the lowest level.  The commanding general at the time accepted the design and ordered that it be implemented throughout the hospital.  The implementation was done in 2000 and I hope it is still in place. I am confident that the NCO's and OIC's at each level are fully capable of resolving conflicts and complaints, providing they get support from the senior management of medical care at Madigan Army Medical Center.

On the other hand, I and many others have all too often witnessed many frustrated and dissatisfied patients and family members who lack the patience to allow the system to work as it is designed.  These patients complain every chance they get and they become very loud and ugly about it, making treats, breaching the chain of command, and writing letters and memos to anyone who will listen.  The members of the Patient Representative Office and Patient Affairs Office do everything possible to bring providers and patients to a equitable arrangement, resolve appointment conflicts and ultimately bend-over-backwards.  Still, the patient complains and will ultimately use the same tactic every time they feel the need, regardless of how well or how often they have been treated with the same professional level of care that all patients and family members are given.

I am not blind and I do not wear rose colored glasses.  I know there are problems with the management of care at Madigan Army Medical Center and other military medical facilities.  However, there is no single mission in the military service that is as resource intensive as the medical mission on a daily basis.  Then the medical facilities must comply with and satisfy military and civilian laws, protocols, standards, inspections, and funding agencies.  All of this while still supporting the military missions of deployments, training, education, reassignments, and command emphasis issues. 

So, yes, a problem exists, but it will take the collective initiative of the soldier's at each facility to make the improvements, with the support of the Army Medical Corp senior management and mass influence of money and personnel.

Sincerely,
Alan B. Candia
U.S. Army (Ret.)   

Reader's Response Below
Thank you for your courage to tell it like it is!   The General is a good person but what can one person do?   Do you know who the members of her so-called command group are?   The Deputy Commander for Administration is ineffective, disinterested, weak and lame.   The Deputy Commander for Clinical Services is pretty smart but he is a poor leader, has no clue what his subordinates are supposed to do and he is leaving in a few weeks.   The Deputy Commander for Nursing is also lame and she is about to retire.   The Hospital Sergeant Major is also about to retire!    In addition to the problems you described, there are many others.   For example, I wish someone would approach Mr. and Ms. Horrell  and ask them what they know about nepotism and the merit system!   Madigan is a wonderful institution and has many great people but the fat, ineffective and overstaffed upper management needs to replaced and realigned now!  

Husband of a very concerned member of the Madigan Team  
Question:
I am rated 100% unemployability. My ratings are as follows.
30% for chlorache from Agent Orange exposure
30% for PTSD
40% for diabetes
It also says on my award letter, "No Future Exams."
My question is do you think they can re-examine me in the future and take away my benefits?
Thank You,
Bob Clark

Answer:
Bob, Thanks for writing in to the "Veteran's Voice."

The VA can require a future exam at any time  if they feel there may be an issue of fraud or if a   gross mistake was made. But generally in cases like yours where they say no future exams,
they mean just that.

The VA can, if they have sufficient reason, propose to lower a rating percentage only if they        believe you may have gotten better or something has happened and they have to review
certain awards. This can happen as an example as the result of a mandate from Congress. The   issue of PTSD, was getting a lot of nasty attention by the national press and the VA went back   and started looking at this issue when it was awarded to  non-combat veterans.

However, the general rules are basically after five years, service connection can not rescinded,   but the rating percentage can be lowered; after ten years there can be no reduction in the rating percentage or severance of a service connected condition unless there was fraud.

All this to say, if you got a fair rating and they have said no future exams, just run with it. The  VA does not like to hassle vets when they do not need to.

Now, the down side, FYI. The VA does  routinely check up to see if you are working and so does    the Social Security Administration. They both allow you some grace in making some extra income because they know staying home vegetating is harmful. However, 100% unemployability is just that and both agencies frown on a veteran receiving benefits because they can not work and then go out and work full time. So check carefully and see what they allow you. I was told recently that these rules may have changed not too long ago.

Assuming you are not working you may want to consider doing volunteer work in the community and/or working with veterans. Here is where the fun starts. The VA, through the education department,  will sometimes purchase items to make a veteran's life more meaningful. In my case they helped me purchase computer equipment so that I can write like I am now and aid other veterans. Now that there is a war on, there are many opportunities to use your talents and experiences for others, particularly other vets.

So good luck and welcome home.
Thom
Thom Stoddert
KAZMIERCZAK
VA 101: The Basics
Know & Understand VA Benefits
A.O. My Perspective
VA Rating Schedule
Understanding Basic VA Benefits
Evidence Is Everything With the VA
Don't Be Stupid,                 Get the Truth
Veterans For Peace....???
Stoddert Assignment Berlin
The ABC’s of Individual Unemployability
Madigan Army Medical Center’s Restructuring

  By Thom Stoddert


    Recent news media stories in the Puget Sound region reported that the Secretary of the Department of Defense (DoD), Chuck Hagel, requested to review military facilities in light of the Department of Veteran Affair’s medical care scandals that occurred in other states. Thus several town hall meetings at Madigan Army Medical Center were scheduled to assess the quality, safety, and ease of access to care. Madigan is the medical flag ship for all of the military bases in the Northwest.

On Monday, June 23rd, about a 190 people who receive care at Madigan gathered in the Letterman Auditorium to express their viewpoints. During the hour and half meeting facilitated by Booz, Allen, and Hamilton, a consulting firm contracted by the DoD, little was learned. Most seemed happy with the care - when they could get it. There had also been earlier meetings during the day for the hospital staff.

On the 25th , a statement distributed around the hospital from COL. Ramona Fiorey, who has recently  taken command and is earning the respect of the staff for her efforts at reform, wrote this, “As most of you know, on Monday we hosted the Secretary of Defense Military Health System (MHS) 90 Day Review team. As expected, we did not receive any particular findings or specific feedback at the end of their survey. However, the general consensus from our MHS Team coordinators and escorts was that Madigan's continual focus on patient safety, quality care and access was demonstrated. We do expect that some areas for improvement will be identified, but overall the feeling from the MHS Team was that Madigan is doing the right things every day and living our vision to be Patient Centered in All We Do.”

One of the major efforts being undertaken by the command of COL. Fiorey is explained by Robert Salinger of Yelm, WA, a former nurse manager who still has his fingers on the Madigan pulse, “What you will find is that as part of PCMH (Primary Care Medical Home model) transition, jobs are being reclassified and whole depts. are being restructured.”  In other words Madigan is trying to get away from the traditional large hospital, one stop care facility, to that of a smaller more efficient and personal care system, just like the old family doctor scenario.

However, he adds, “The barons are using this as an opportunity to force undesirables (you know, the good people who complain) out thru a kangaroo re-hiring process. I know of one particularly incompetent LPN … who jumped from GS-4 to a 7, and has been announced as selected for an 11 position with no degree or credentials.”  In a broader explanation, the barons are promoting whom they want and letting go those they don’t.

“Baron” is term coined by former commanders, GEN. Phillip Volpe, and COL. Dallas Holmes, to describe military and civilian staff that are well entrenched, not working as hard as they could be, and feeling secure.  A former physician who fears retaliation against his medical credentials suggested that there may be a narcissistic sociopathic element to all of this and without constraints, it is acted out.

Now who left the cage open

Now the unexpected, in less than a week (June 28), a front page article appeared in the “New York Times” written by Sharon LaFraniere and Andrew W. Lehren, titled, “In Military Care, a Pattern of Errors but Not Scrutiny”. This article provides a long history of malpractice in the Army Medical Department, it also records a chronic lack of supervision. Even more importantly for this region, it documented that Madigan Army Medical Center had the highest percentage of post surgical complications, much higher than other military civilian hospitals.

The article further comments on the number of sentinel events (unexpected deaths) taking place in many military hospitals that go unreported. This would seem to support Cheryl Balcon’s story of how she was distracted and misinformed by Madigan staff after her son died from inappropriately prescribed blood pressure medication. 

Till now, no local papers have picked up on the Times’ front page story and carried it.  However, the “Veterans’ Voice” has covered this story for a longer time. Sorry, New York.

“In Military Care, a Pattern of Errors but Not Scrutiny”, the New York Times, June 28th, 2014, written by Sharon LaFraniere and Andrew W. Lehren.

Thom Stoddert, former VA Rating Specialist
Bio Here
How the VA Does Not Work
Saudi Syndrome from a VA
Finding Supporting Evidence
Healing, Reunions and Branson, MO
The Rating Schedule and Special Monthly Compensation
Ordinary Info that Every One Screws Up!
Scams & VA Benefits       Part 1
Scams & VA Benefits       Part 2
Scams & VA Benefits       Part 3
VA Ratings Basics
VA Ratings for Hearing
VA Benefits Basics 10
Veteran’s Overcoming Common VA Errors
VA Math
s, DIC and Pension
gger than Most Realize
PTSD Coach
Hearing Loss compensation
Aid and Attendance, Pension, Without Strings Attached
I Hope This Upsets You!
Special Cases of Unemployability
Corruption At Madigan
An Informative War Memorial Torpedoed By Pettiness & Politics
Nigerian Banker's Corruption Surpassed by Army Hospitals
It’s All About the Evidence
Scams, Shams, and Deceit
Scams, Shams, and Deceit
Care With Compassion?
A “Combat” Clerk Typist More
Roger Flygare Should Apologize More
Care With Compassion?
Madigan Corrunption
VA Unemployability
Little Known Tidbitsfrom VA
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In Military Care, a Pattern of Errors but Not Scrutiny Here

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