The VA scandal exposed VA’s shortcomings, as well as its incompetence, by showing that its workers did not follow the best practices.
That VA is a private company, and therefore not subject to the laws and regulations that govern private entities, is not surprising.
But it also reveals some important lessons.
First, it’s clear that the VA’s managers were not doing the job properly.
In fact, many VA managers had no clue about what they were doing or why.
Second, it was clear that those who failed the job were not the VA itself.
In other words, they were not part of the VA system.
Third, it is important to understand that the Veterans Health Administration (VA) is not an independent, self-sufficient entity.
In a government system, the government is responsible for providing services and care, and the VA is the sole provider of that care.
It is not a private enterprise, nor is it a corporation.
Rather, it functions as a quasi-government agency, with its own board of directors and elected officials.
The VA’s Board of Health, composed of members appointed by the Secretary of Veterans Affairs, is charged with overseeing the agency’s management and oversight.
The Board of Nursing and Rehabilitative Services (BNS), which administers the VA hospitals and other facilities, oversees the health care delivery system and manages its finances.
The Veterans Health Care Administration (VHA), the Department of Defense (DOD), and the Department and Veterans Affairs Office of Inspector General (VAOIG) are also responsible for overseeing the VA.
In the last few years, the VA has taken steps to address its many problems.
The agency has hired more staff, revamped its procedures, and begun an internal review of its performance.
And, as in the past, it has taken appropriate action to address the issues raised by the inspector general’s report.
But even as the VA takes steps to improve its performance, the problems it has identified remain.
The IG report has been the VAs first significant report since it was launched in 2010.
While it did not address every possible oversight or oversight failure, the IG report is important because it has opened the door to a more comprehensive investigation into the VA, and a thorough and independent review of the department.
The report’s findings, and recommendations, should be a first step in any effort to improve the VA and its performance and accountability.
The first step, as the IG explained, is to examine the problems identified and to determine what steps need to be taken to fix them.
While the report does not address all the VA problems, it does outline the most important areas for reform, and it sets a clear and consistent framework for future improvement.
The second step is to conduct a thorough, independent, and transparent investigation into those issues.
The third and final step is for the VA to take action to remedy those issues and to make the VA more accountable.
That is what the VA IG report does.
It does so in four areas.
First: The VA has created a system of accountability for senior managers and their employees, with the goal of identifying, tracking, and identifying accountability failures.
Second: The IG has found that VA managers were unable to implement and communicate their plans, and were not responsive to VA employees who raised concerns.
Third: The report has found some instances in which the VA did not take appropriate action or did not adequately address concerns raised by VA employees.
Fourth: The GAO has found problems with the way the VA handles complaints from the public.
VA officials have acknowledged that some of those problems have occurred and have acknowledged the need to improve them.
But they have not responded to the IG’s recommendations for improvement.
Instead, they have engaged in a pattern of inaction and have not taken action to fix the problems they identified.
The GAP has also recommended that VA officials and employees address the following issues: The agency must have an independent accountability mechanism to track the performance of its employees.