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.
Alan B. Candia
U.S. Army (Ret.)
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?
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.
The VA Rating Schedule
How does the VA come up with those wonderful percentages that often seem so stupid, or don’t make any sense? The answer is very easy; it's all very complicated. To those who make the rating decisions and those who receive them, it’s sometimes like it is talk from a creature from Mars.
The first thing to remember is the concept of “lack of function.” Lack of function comes in many forms. You can see it in a vet’s inability to extend his leg fully to 140 degrees. Lack of function can also be measured by laboratory values; this is especially true for diseases like cancer. The VA always tries to rate a disability that a veteran has by the amount of the loss of function caused.
The first and most common impairments are of the bone and muscle. The VA has a manual to aid them in determining how much function is lost and what the appropriate rating percentage should be.
As an example I’ll use loss of movement in the knee:
When the knee is fully extended, it can move a total of 140%. But if the total movement has a loss of 35 degrees from being straight out, then the appropriate rating should be 40%.
Extension limited to 45°...50%
Extension limited to 30°...40%
Extension limited to 20°...30%
Extension limited to 15°...20%
Extension limited to 10°...10%
Extension limited to 5°…..0%
A higher evaluation can be considered if there is a complete loss of use for that knee, just as if it were amputated. There are many laws that must also be considered and can earn a higher percentage at the same time the rating is made. Is the other knee injured? What other organs are affected by this deficit knee, and what are the social and occupation involvements? those are some of the questions that must be looked at. Look and read your rating letter carefully. It is supposed to tell you how you were evaluated and how a higher percentage of rating can be given. If you think something was missed, find somebody who knows the laws, there are many good online sources as well as your local Service Officer. You have one year to dispute any rating before it becomes final.
The next question concerns those medical issues that can not be readily seen. The vet looks fully functional, but is rated/paid at the 100% level. These are usually mental health problems, such as PTSD, Schizophrenia and Traumatic Brain Injury. There is no loss of physical movement, but there is a major impairment to the veteran’s social and occupational efforts.
As an example I know of a vet (initials, S.T.). He attended college courses every week and afterwards quickly left the building. He never made any friends, even after years. When there were a lot of homeless or beggars around the area of the city where he worked, he was way too much on edge. He finally went to a vet center for help and felt very at ease sitting in the middle of complete strangers, all of whom were veterans. The vet eventually quit all his jobs and non-veteran relationships because of trust issues. He once shared he could not stand being around anyone he could not trust to guard his six-o’clock (his back). This included the people he liked at his jobs. Among other combat veterans, he was sociable, giving, gentle, and caring.
S. T. was recognized by VA doctors as being unemployable after twenty years in the infantry. A year later he moved up to the mountains in the Northwest, alone. His service time affected his ability to fully and normally function in both social and occupational spheres. His loss of functions were unseen.
I said earlier there were rating percentages that are assigned based on laboratory values. A good example of this is Aids related illness. The number of red blood cells and white cells found in the blood are the discriminating factors in this portion of the rating scheme. Some of the rating for this disease goes as follows:
“Recurrent constitutional symptoms, intermittent diarrhea, and on approved medication(s); or minimum rating with T4 cell count less than 200, or Hairy Cell Leukoplakia, or Oral Candidiasis...30%
Following development of definite medical symptoms, T4 cell count of 200 or more and less than 500, and on approved medication(s), or with evidence of depression or memory loss with employment limitations...10%.”
There are special considerations for a veteran’s rating called Special Monthly Compensation. There are cases where a veteran is just 20% for his back. This engenders a mild loss of movement range, yet in reality the veteran is on several medications for pain and muscle spasms. The vet can not walk to the mailbox without tiring, nor can he drive very far. Essentially the vet is confined to his house. With medical evidence he or she may be considered for House Bound benefits. There are also even higher benefits that can be added to the rating called Aid and Attendance if the veteran is in need of special higher level medical care for daily needs.
To help ensure that you received a fair rating, use the VA provided website, www.warms.vba.va.gov. When you get there in the first box type your query and in the lower box select either “Compensation or Pension 21” or “38 Code of Federal Regulations.” This website is very thorough so patience and time are essential.