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47–057 PDF 2009

S. HRG. 111–87 

NOMINATIONS OF THE 111TH CONGRESS, PART 1 

HEARING 

BEFORE THE

COMMITTEE ON VETERANS’ AFFAIRS 

UNITED STATES SENATE 

ONE HUNDRED ELEVENTH CONGRESS 

FIRST SESSION 

JANUARY 14, APRIL 1, AND MAY 6, 2009 

Printed for the use of the Committee on Veterans’ Affairs 

( 

Available via the World Wide Web: http://www.access.gpo.gov/congress/senate 

(II) 

COMMITTEE ON VETERANS’ AFFAIRS 

DANIEL K. AKAKA, Hawaii, Chairman 

JOHN D. ROCKEFELLER IV, West Virginia 

PATTY MURRAY, Washington 

BERNARD SANDERS, (I) Vermont 

SHERROD BROWN, Ohio 

JIM WEBB, Virginia 

JON TESTER, Montana 

MARK BEGICH, Alaska 1

ROLAND W. BURRIS, Illinois 1

ARLEN SPECTER, Pennsylvania 2

RICHARD BURR, North Carolina, Ranking 

Member 

JOHNNY ISAKSON, Georgia 

LINDSEY O. GRAHAM, South Carolina 

KAY BAILEY HUTCHISON, Texas 3

ROGER F. WICKER, Mississippi 

MIKE JOHANNS, Nebraska 3

WILLIAM E. BREW, Staff Director 

LUPE WISSEL, Republican Staff Director 

1 Hon. Mark Begich and Hon. Roland W. Burris were appointed to the Committee majority 

on January 21, 2009, after the nomination hearing of General Shinseki. 2 Hon. Arlen Specter was recognized on May 5, 2009, as a majority Member. 

3 Hon. Mike Johanns was appointed to the Committee minority on January 21, 2009, replacing Hon. Kay Bailey Hutchison. 

(III) 

C O N T E N T S 

JANUARY 14, 2009 

HEARING ON THE PRESUMPTIVE NOMINATION OF GENERAL ERIC K. SHINSEKI, TO

BE SECRETARY OF VETERANS AFFAIRS

SENATORS 

Page 

Akaka, Hon. Daniel K., Chairman, U.S. Senator from Hawaii ........................... 1 

Burr, Hon. Richard, Ranking Member, U.S. Senator from North Carolina ....... 3 

Specter, Hon. Arlen, U.S. Senator from Pennsylvania ......................................... 10 

Tester, Hon. Jon, U.S. Senator from Montana ...................................................... 11 

Murray, Hon. Patty, U.S. Senator from Washington ........................................... 13 

Wicker, Hon. Roger F., U.S. Senator from Mississippi ......................................... 14 

Webb, Hon. Jim, U.S. Senator from Virginia ........................................................ 16 

Rockefeller, Hon. John D., IV, U.S. Senator from West Virginia ........................ 17 

Sanders, Hon. Bernard, U.S. Senator from Vermont ........................................... 18 

Isakson, Hon. Johnny, U.S. Senator from Georgia ............................................... 20 

Hutchison, Hon. Kay Bailey, U.S. Senator from Texas ........................................ 21 

WITNESSES 

Dole, Hon. Bob, former U.S. Senator from Kansas ............................................... 4 

Prepared statement .......................................................................................... 7 

Inouye, Hon. Daniel K., U.S. Senator from Hawaii .............................................. 8 

Prepared statement .......................................................................................... 9 

Shinseki, Eric K., General U.S. Army (Ret.), Nominee to be Secretary, U.S. 

Department of Veterans Affairs .......................................................................... 22 

Prepared statement .......................................................................................... 25 

Response to pre-hearing questions submitted by: 

Hon. Daniel K. Akaka .................................................................................. 26 

Hon. Richard Burr ........................................................................................ 39 

Hon. Patty Murray ........................................................................................ 42 

Hon. Bernard Sanders .................................................................................. 46 

Hon. Johnny Isakson .................................................................................... 48 

Response to post-hearing questions submitted by: 

Hon. Daniel K. Akaka .................................................................................. 49 

Hon. Richard Burr ........................................................................................ 49 

Questionnaire for Presidential nominees ....................................................... 51 

Letter from the Office of Government Ethics ................................................. 58 

Letter from General Shinseki to the Office of General Counsel, U.S. 

Department of Veterans Affairs .................................................................. 59 

APPENDIX 

Duckworth, L. Tammy, Director, Illinois Department of Veterans Affairs; 

prepared statement .............................................................................................. 75 

Berthiaume, Rene, Post Commander, Vietnam Veterans Post 10583 of the 

Veterans of Foreign Wars (VFW); letter ............................................................ 76 

Kawamura, Edward M., A Disabled American Veteran, Member of Kauai 

Chapter No. 5, Disabled American Veterans, Lihue, Kauai, Hawaii; prepared statement ................................................................................................... 77 

Nakamoto, Robert, President, Japanese American Veterans Association; prepared statement ................................................................................................... 78 

Angapak, Nelson N., Sr., Veteran, U.S. Army; prepared statement ................... 81 

Attachments: 

Page

IV 

Angapak, Nelson N., Sr., Veteran, U.S. Army; prepared statement—Continued 

Letter introducing the Memorandum of Understanding ........................... 84 

Memorandum of Understanding between Department of Veterans Affairs and Indian Health Service ............................................................... 86 

APRIL 1, 2009 

NOMINATION OF W. SCOTT GOULD TO BE DEPUTY SECRETARY, 

U.S. DEPARTMENT OF VETERANS AFFAIRS

SENATORS 

Akaka, Hon. Daniel K., Chairman, U.S. Senator from Hawaii ........................... 89 

Burr, Hon. Richard, U.S. Senator from North Carolina ....................................... 121 

Tester, Hon. Jon, U.S. Senator from Montana ...................................................... 91 

WITNESSES 

Hon. Jack Reed, a United States Senator from the State of Rhode Island ........ 90 

Gould, W. Scott, Deputy Secretary-Designate for the U.S. Department of 

Veterans Affairs ................................................................................................... 92 

Prepared statement .......................................................................................... 94 

Response to pre-hearing questions submitted by: 

Hon. Daniel K. Akaka .................................................................................. 95 

Hon. Richard Burr ........................................................................................ 102 

Response to post-hearing questions submitted by Hon. Daniel K. Akaka ... 103 

Questionnaire for Presidential nominees ....................................................... 105 

Letter from the Office of Government Ethics ................................................. 113 

Letter from Mr. Gould to the Office of General Counsel, U.S. Department 

of Veterans Affairs ........................................................................................ 114 

APRIL 1, 2009 

NOMINATION OF L. TAMMY DUCKWORTH TO BE ASSISTANT SECRETARY FOR PUBLIC

AND INTERGOVERNMENTAL AFFAIRS, U.S. DEPARTMENT OF VETERANS AFFAIRS

SENATORS 

Akaka, Hon. Daniel K., Chairman, U.S. Senator from Hawaii ........................... 125 

Burr, Hon. Richard, U.S. Senator from North Carolina ....................................... 126 

Burris, Hon. Roland W., U.S. Senator from Illinois ............................................. 129 

WITNESSES 

Durbin, Hon. Richard J., United States Senator from the State of Illinois ........ 127 

Duckworth, L. Tammy, Designate to be Assistant Secretary for Public and 

Intergovernmental Affairs, U.S. Department of Veterans Affairs ................... 132 

Prepared statement .......................................................................................... 134 

Response to pre-hearing questions submitted by: 

Hon. Daniel K. Akaka .................................................................................. 135 

Hon. Richard Burr ........................................................................................ 139 

Response to post-hearing questions submitted by Hon. Richard Burr ........ 140 

Questionnaire for Presidential nominees ....................................................... 142 

Letter from the Office of Government Ethics ................................................. 155 

Letter from Ms. Duckworth to the Office of General Counsel, U.S. Department of Veterans Affairs .............................................................................. 156 

APPENDIX 

Japanese American Veterans Association; letter .................................................. 165 

Page

V 

MAY 6, 2009 

NOMINATIONS OF ROGER W. BAKER TO BE ASSISTANT SECRETARY FOR INFORMATION

AND TECHNOLOGY; WILL A. GUNN, COLONEL (RET.), U.S. AIR FORCE, TO BE

GENERAL COUNSEL; JOSE D. RIOJAS, BRIGADIER GENERAL (RET.), U.S. ARMY, TO

BE ASSISTANT SECRETARY FOR OPERATIONS, SECURITY, AND PREPAREDNESS; AND

JOHN U. SEPU ́ LVEDA TO BE ASSISTANT SECRETARY FOR HUMAN RESOURCES AND

ADMINISTRATION, U.S. DEPARTMENT OF VETERANS AFFAIRS

SENATORS 

Akaka, Hon. Daniel K., Chairman, U.S. Senator from Hawaii ........................... 169 

Burr, Hon. Richard, Ranking Member, U.S. Senator from North Carolina ....... 210 

Prepared Statement ......................................................................................... 210 

Isakson, Hon. Johnny, U.S. Senator from Georgia ............................................... 252 

Burris, Hon. Roland W., U.S. Senator from Illinois ............................................. 256 

Johanns, Hon. Mike, U.S. Senator from Nebraska ............................................... 258 

WITNESSES 

Baker, Roger W., Nominee to be Assistant Secretary for Information and 

Technology, U.S. Department of Veterans Affairs ............................................ 171 

Prepared statement .......................................................................................... 172 

Response to pre-hearing questions submitted by: 

Hon. Daniel K. Akaka .................................................................................. 173 

Hon. Richard Burr ........................................................................................ 177 

Response to post-hearing questions submitted by Hon. Daniel K. Akaka ... 178 

Follow-up letter ......................................................................................... 180 

Questionnaire for Presidential nominees ....................................................... 181 

Letter from the Office of Government Ethics ................................................. 187 

Letter from the nominee to the Office of General Counsel, U.S. Department of Veterans Affairs .............................................................................. 188 

Gunn, Will A., Colonel (Ret.), U.S. Air Force, Nominee to be General Counsel, 

U.S. Department of Veterans Affairs ................................................................. 190 

Prepared statement .......................................................................................... 191 

Response to pre-hearing questions submitted by: 

Hon. Daniel K. Akaka .................................................................................. 192 

Attachment A ............................................................................................. 195 

Memoranda ................................................................................................ 198 

Hon. Richard Burr ........................................................................................ 201 

Questionnaire for Presidential nominees ....................................................... 203 

Letter from the Office of Government Ethics ................................................. 208 

Letter from the nominee to the Office of General Counsel, U.S. Department of Veterans Affairs .............................................................................. 209 

Riojas, Jose D., Brigadier General (Ret.), U.S. Army, Nominee to be Assistant 

Secretary for Operations, Security, and Preparedness, U.S. Department 

of Veterans Affairs ............................................................................................... 212 

Prepared statement .......................................................................................... 213 

Response to pre-hearing questions submitted by: 

Hon. Daniel K. Akaka .................................................................................. 214 

Hon. Richard Burr ........................................................................................ 216 

Response to post-hearing questions submitted by Hon. Daniel K. Akaka ... 217 

Follow-up letter ......................................................................................... 218 

Questionnaire for Presidential nominees ....................................................... 219 

Letter from the Office of Government Ethics ................................................. 227 

Letter from the nominee to the Office of General Counsel, U.S. Department of Veterans Affairs .............................................................................. 228 

Sepu ́lveda, John U., Nominee to be Assistant Secretary for Human Resources 

and Administration, U.S. Department of Veterans Affairs .............................. 229 

Prepared statement .......................................................................................... 231 

Response to pre-hearing questions submitted by: 

Hon. Daniel K. Akaka .................................................................................. 232 

Hon. Richard Burr ........................................................................................ 236 

Questionnaire for Presidential nominees ....................................................... 238 

Letter from the Office of Government Ethics ................................................. 245 

Letter from the nominee to the Office of General Counsel, U.S. Department of Veterans Affairs .............................................................................. 246 

Response to request for follow-up plan by Hon. Daniel K. Akaka ............... 261 

(1) 

HEARING ON THE PRESUMPTIVE NOMINATION OF GENERAL ERIC K. SHINSEKI, TO 

BE SECRETARY OF VETERANS AFFAIRS 

WEDNESDAY, JANUARY 14, 2009 

U.S. SENATE, 

COMMITTEE ON VETERANS’ AFFAIRS, 

Washington, DC. 

The Committee met, pursuant to notice, at 10:07 a.m., in room 

106, Dirksen Senate Office Building, Hon. Daniel K. Akaka, Chairman of the Committee, presiding. 

Present: Senators Akaka, Rockefeller, Murray, Tester, Webb, 

Sanders, Burr, Specter, Isakson, Hutchison, and Wicker. 

OPENING STATEMENT OF HON. DANIEL K. AKAKA, CHAIRMAN, 

U.S. SENATOR FROM HAWAII 

Chairman AKAKA. The U.S. Senate Committee on Veterans’ Affairs hearing will come to order. 

Today’s hearing is to consider the nomination of Eric Shinseki to 

be Secretary of Veterans Affairs. I have known General Shinseki 

and his family for many years. Indeed, I had the honor and privilege of participating at his promotion ceremony, way back when he 

became a Colonel. I look forward to working with him in the latest 

chapter of his notable career as Secretary of Veterans Affairs. 

I am delighted to welcome with much aloha this distinguished 

native of Hawaii. His wife, Patty, is here, and Tim, their son-inlaw, is here. 

Following the inauguration next week, President Obama intends 

to formally nominate those individuals he has selected for cabinet 

positions, including General Shinseki. The plan is for most, if not 

all of those nominations, to go directly to the Executive Calendar 

and to be voted on later that day. Thus, it is my hope that General 

Shinseki will be confirmed by the Senate on January 20. This is 

the same process that was followed in connection with the nominees to head VA during the last two changes in Administration. 

My friend, Senator Inouye, and former Senator Bob Dole will 

elaborate on General Shinseki’s long and distinguished career in 

the Army, which culminated in his service as the Army’s 34th 

Chief of Staff. 

I will simply note that he graduated from the United States Military Academy in 1965 and that he served two combat tours in Vietnam, where he was wounded twice in combat. It was the second 

injury that could have ended his promising Army career. It did not 

2 

end because then-Captain Shinseki fought to remain on active 

duty, and in an inspired decision, the Army agreed. 

Throughout his 38 years of service in uniform, he gave his personal best, serving with great pride and dignity. This distinguished 

and decorated soldier set a new standard for the Army. He transformed the Army into an agile, lean, flexible, and lethal fighting 

force. He set a higher standard for those to follow, while keeping 

the spirit of aloha. With his pride and dedication to service, he 

made our Army stronger. 

General Shinseki, you will have tremendous challenges facing 

you. Heading VA is a challenging job, and that is even more true 

in a time of war. VA must not only meet the needs of those from 

prior conflicts, but also quickly adapt to address the needs of those 

newly injured or disabled. Each war brings different challenges and 

different demands. 

With Iraq and Afghanistan, VA is responding to new challenges: 

Veterans needing state-of-the-art prosthetics or age-appropriate 

long-term care for injuries that will last a lifetime. The Department 

must also confront less obvious and visible wounds, such as PTSD 

and TBI. 

Another area that needs prompt attention is the system for compensating servicemembers and veterans for in-service injury. The 

frustrating lack of timeliness and the challenge of coordinating 

DOD and VA’s systems are some of the areas that must be addressed quickly. This Committee stands ready to work with the administration on this effort. If you are confirmed, this must be one 

of your highest priorities. 

You will also need to focus on the transition for injured servicemembers from active duty to veteran status. A lot of work has been 

done over the last 2 years, and I am hopeful that your long experience in the Army will enable you to continue these efforts. For returning servicemembers, especially those who are seriously injured, 

there must be a truly seamless transition from DOD to VA. 

VA has a strong and dedicated workforce of employees who seek 

to do what is right. The Secretary, with the backing of the Congress, must give those employees the leadership, the tools, and especially the resources they need to carry out their jobs. If confirmed, one of your first responsibilities will be to ensure that the 

2010 budget is adequate for the coming fiscal year. 

When VA is doing its best, few notice. But things are not perfect 

within VA. Few human endeavors ever are. If a veteran receives 

less than what is expected, it can lead to an indictment of the entire VA system. Complaints must be investigated and problems 

must be fixed; but, individual failings should not lead to the indictment of the entire system. 

In closing, I am confident that you have a strong sense of empathy for those served by VA and a deep commitment to VA’s mission. This will serve you well as Secretary. 

I applaud your effort to avoid even the appearance of any conflict 

of interest in connection with your stock portfolio, your private consulting firm, and the boards on which you serve. I trust that all 

fair-minded individuals will appreciate the steps you have taken to 

preclude even an appearance of any conflict of interest. 

3 

With respect to the rest of your team, this Committee has a 

strong history of bipartisanship and this is especially true with respect to nominations. As quickly as the administration can send 

forward other advice and consent positions for VA, I promise that 

the Committee will take action. 

I look forward to your testimony, your responses to questions 

from Committee Members, and to any post-hearing questions. It is 

vitally important that the position of Secretary of Veterans Affairs 

be confirmed as soon as possible. 

There is a roll call vote, by the way, which is scheduled to start 

at 10:30. My hope is that we can continue the hearing with some 

Senators voting at the start of the roll call and then returning, at 

which time other Senators would leave to vote. If we reach a point 

where there is no Senator available to continue the hearing process, there will be a brief recess. 

So, let me call on our Ranking Member for his statement. 

STATEMENT OF HON. RICHARD BURR, RANKING MEMBER, 

U.S. SENATOR FROM NORTH CAROLINA 

Senator BURR. Good morning, Mr. Chairman. Aloha. And to our 

colleagues, let me say to you and them how much I look forward 

in the 111th Congress—to us working together to improve the lives 

of our Nation’s veterans and their families. 

I want to welcome General Shinseki and congratulate you on 

your nomination to serve as the Secretary of the Department of 

Veterans Affairs. I have personally had the opportunity to sit down 

with General Shinseki and to review his extensive credentials. It 

is clear to me, and I think it is clear to all Members, that you have 

the experience, you have the leadership skills, you have the determination needed to serve in a very important and challenging position as Secretary of Veterans Affairs; and I certainly welcome you 

and your family here today. 

Let me take a slightly different tack than what the Chairman 

took. The Chairman has to say, ‘‘if you are confirmed.’’ Let me say 

this, General, ‘‘When you are confirmed as the head of the VA,’’ you 

would be entrusted with one of the most noble missions of the Federal Government, and that is caring for the men and women who 

have served and sacrificed on behalf of our entire Nation. That 

means providing veterans and their families with a broad range of 

benefits and services that they need to live full and productive lives 

and making sure that our fallen heroes are honored and memorialized. 

But, as we will discuss today, the next Secretary will face many 

serious challenges in carrying out that mission. With our Nation 

continuing to fight conflicts in Iraq and Afghanistan, we have men 

and women returning home with the physical and psychological 

wounds of war. For those who leave the military, the goal must be 

to ensure they are quickly and effectively provided with the benefits and services that they need to return to civilian life as closely 

as possible as to how they left. 

Unfortunately, too many wounded servicemembers do not experience a seamless transition from active duty to civilian life. General, 

I look forward to hearing your thoughts on how we can prevent 

these wounded warriors from falling through the proverbial crack. 

4 

Our Nation is also facing the highest unemployment rates in 

nearly 16 years, which may lead veterans who lose their jobs to 

seek health care from the VA for the very first time. General, as 

Secretary, your charge would be to ensure that as more veterans 

come into the system, the quality of the health care provided by the 

VA does not deteriorate. This challenge will be even greater in 

States like mine of North Carolina, where the number of veterans 

is growing and where VA capacity is already stressed beyond its capable means. 

In addition, the next Secretary will be responsible for implementing the new Post-9/11 GI Bill. At a minimum, that means 

making sure veterans and their families receive the correct amount 

of benefits on time. But it also means providing user-friendly benefits that allow veterans and their families to make the educational 

choices that best meet their needs. 

General, considering all the challenges that lie ahead, I appreciate your willingness to serve our Nation in this very important 

role. I congratulate you again on your nomination and, more importantly, I look forward to working with you on behalf of our Nation’s 

veterans and their families. I thank you, General. 

Thank you, Mr. Chairman. 

Chairman AKAKA. Thank you very much, Senator Burr. 

Before we continue with opening statements of the Committee, I 

would like to call on our two distinguished World War II veterans, 

my esteemed senior Senator, Dan Inouye, and our former colleague, 

Senator Bob Dole, for their introduction of General Shinseki. 

I will leave it to the two of you to decide on the order of your 

introductions. 

[Laughter.] 

Senator INOUYE. You are older. 

[Laughter.] 

Chairman AKAKA. Senator Dole? 

PRESENTATION OF GENERAL ERIC K. SHINSEKI, U.S. ARMY 

(RETIRED), PRESUMPTIVE NOMINEE TO BE SECRETARY OF 

VETERANS AFFAIRS, BY HON. BOB DOLE, FORMER UNITED 

STATES SENATOR FROM THE STATE OF KANSAS 

Senator DOLE. Well, you know, like everybody on this Committee, we are all concerned about our veterans. There are 25 million-plus veterans, so this is no small job that you are undertaking. 

I have read all the material I could find. I don’t know of anything 

you haven’t done. You have been twice wounded. You have been on 

that side. You have been a patient. You understand the needs of 

patients. You know that, obviously, priority number 1 are deserving veterans; and the great majority are. But, there are always 

some who may be gaming the system. 

I am honored to be here, not only with you but with my former 

colleague, Senator Inouye. A little trivia. We were wounded a week 

apart, a mile apart, or a hill apart in Italy near the close of the 

war. We wound up in the same hospital, along with Colonel Hart, 

who the Hart Building is named after. So, here are three of us— 

we don’t know whether it is politics or whatever—who found ourselves together in the U.S. Senate. They were both wonderful men; 

and the Hart Building is named after Phil Hart because he was the 

5 

conscience of the Senate. I never heard him utter a bad word about 

any other colleague on or off the board. He was just a great mentor 

for me because before I decided to run, I came to Washington and 

had a long visit with Phil Hart. 

Dan, as an aside, was the best bridge player at Percy Jones General Hospital. We had nothing else to do, so we stayed up all night, 

and I think he won the championship. I don’t know how many entries there were, but he won the championship. 

I think one thing that ought to be noted here, we have General 

Shinseki succeeding General Peake and these guys have been longtime friends. It will be a seamless transition and they will be working together whenever they need each other. I don’t know what 

General Peake has in mind, but I want to personally thank him for 

what he has done. I particularly want to thank General Shinseki 

for all he has done from Vietnam to Bosnia to Afghanistan and 

Iraq to the present day: for his willingness, again, to offer his dedication, knowledge, and experience to this country. 

I know his assignment will take time away from his cherished 

grandchildren, which is not easy, particularly when General 

Shinseki has already given so much to his country. 

As I said, when Senator Inouye and I had the pleasure of introducing the current Secretary, it is good to have a Secretary who is 

impatient and who knows what it is like to have been in the system succeeding General Peake. He has lived with disability since 

his service in Vietnam and I cannot believe a day does not go by 

where he is not inconvenienced in some way in his life because of 

the sacrifices he has already made for his country. 

He is a West Point graduate, as was General Peake. That doesn’t 

mean he won’t care for those in the Navy and all the other 

branches—— 

[Laughter.] 

Senator DOLE [continuing]. But it is just another indication that 

this is a man of quality. We are lucky to have him. I think he 

was—you were the Army Chief of Staff when Peake was appointed 

Surgeon General, which I am certain you had something to do 

with. But anyway, as I said, they are long-time friends and this 

will be one of the easiest transitions there is. 

He will be a strong voice for veterans in the new administration. 

He has a profile, and I don’t condemn anybody who was VA Secretary in the past, but when you have a General with a record like 

his—he is going to have young men and women who are patients 

or looking for help after they are out of the hospital knowing that 

they have confidence in the leader of the VA system. This means 

a lot to people. They may never get to meet the General, but they 

have got to think in their mind, ‘‘here is a man who has been 

through it, here is a man who understands it, and I feel better 

about what is going to happen.’’ 

I was on a flight—I think we were going to Kyrgyzstan. I wasn’t 

certain I knew where it was. But on the way to the flight, a colonel 

who happened to be from Kansas came over to me and said, ‘‘I just 

want to visit a while.’’ When he left he said, ‘‘Before you get off the 

plane or sometime,’’ and he gave me his card. And on the back was 

a quote by John Stewart Mill and this is a quote. ‘‘War is an ugly 

thing,’’ it read, ‘‘but it is not the ugliest of things. The decayed and 

6 

degraded state of moral and patriotic feeling which thinks that 

nothing is worth war is much worse. The person who has nothing 

to which he is to fight for which is more important than his own 

personal safety is a miserable creature and has no chance of being 

free unless made so and kept so by the exertions of better men 

than himself,’’ end of quote. 

This is something that I know our friend General Shinseki understands. As a free country, America honors its commitments, and 

the first of those commitments is to support men and women in 

uniform and their families who risk everything in most cases. We 

will meet our commitments because we have a committee such as 

we have, and we have men like the new Secretary who will serve 

and do everything that should be done for our deserving veterans 

and promised them by a grateful Nation. 

As the Members of this Committee know, I joined former HHS 

Secretary Donna Shalala on a Presidential Commission examining 

the care we provide our warriors in VA and DOD facilities. I think 

it is fair to say there were nine of us on the Committee, of which 

five had disabilities. And whatever you think about President 

Bush, we had several meetings with the wounded veterans and the 

only thing he ever told us was that he was responsible for what 

happened to each one of these young men and young women. He 

said, ‘‘Do whatever it takes.’’ Nobody was asked the cost, nobody 

was asked the politics; and that is the way it should be, and that 

is the way it will be with the new Secretary. 

So, I think I was pleased, President Bush was pleased, and many 

Members of Congress were pleased with the recommendations of 

the Dole-Shalala Commission. And if not, I know Congress will 

make changes. We made recommendations where we thought if 

somebody lost an arm, for example, even though it is indirectly 

compensated, there should be a separate compensation because 

that quality-of-life has gone from a ten to a two or three or four, 

and the same for anybody else with a serious injury. It doesn’t 

have to be physical. It can be TBI or those very bad cases of PTSD. 

That is just one example that we think Congress should take a 

hard look at. 

When I called General Shinseki to offer help, I learned that 

being Secretary of VA is not considered a political appointment, 

and I compliment President-elect Obama for keeping the VA that 

way. Of any cabinet I can think of in the government that should 

not be political, it is the Veterans Administration. Nobody knew 

when we went to war whether we were Democrats, Republicans, 

Independents. Nobody knows. It doesn’t make much difference to 

the veterans today. They are just looking for some decent, honest 

person like General Shinseki to provide them leadership. 

The President-elect has made a wise choice and his appointment 

is yet another powerful indicator of how we care for and respect 

our men and women who serve our country. I cannot think of a better person to look after our 25 million-plus veterans than this true 

American hero, who has done about everything one can think of for 

his country. I wish I were still in the Senate so I could vote for his 

confirmation. 

7 

God bless America, General Shinseki, and our men and women 

whose service has kept us free. I ask that my statement be made 

a part of the record. 

[The prepared statement of Senator Dole follows:] 

PREPARED STATEMENT OF HON. BOB DOLE, FORMER U.S. SENATOR FROM KANSAS

Thank you, Mr. Chairman and Members of the Committee. I’m pleased to be here 

with my former colleague and dear friend, Senator Dan Inouye, to introduce an 

American hero. 

General Shinseki has an outstanding, impeccable record of service and personal 

sacrifice for our country. I personally thank him for all he has done from Vietnam, 

to Bosnia, to Afghanistan and Iraq, to the present day for his willingness again to 

offer his dedication, knowledge and experience to this country. I know he his assignment will take time away from his cherished grandchildren, which is not easy, particularly when General Shinseki has already given as much as he has. 

As I said when Senator Inouye and I had the pleasure of introducing the current 

Secretary, General James Peake: it is good to have a Secretary who has been a patient and who knows what it is like to have been in the system. 

General Shinseki has lived with a disability since his service in Vietnam. A day 

does not go by that he is not inconvenienced in some way or his life affected because 

he sacrificed for his belief in his country. 

General Shinseki is a West Point graduate as was General Peake. He was Army 

Chief of Staff when the President appointed Secretary Peake Army Surgeon General. Both men were wounded twice in Vietnam. They are long time friends. With 

General Shinseki following General Peake the President-elect is doing the right 

thing by ensuring continuity for our veterans—who deserve the best and they will 

get it with this appointment. 

General Shinseki will be a strong voice for vets in the new administration and 

an individual who truly knows what our commitment to deserving veterans should 

be. 

About two years ago I was on a flight with a colonel who was headed to Afghanistan for a second time. He handed me a card and on the back was a quote by John 

Stewart Mill: ‘‘War is an ugly thing,’’ it read, ‘‘but it is not the ugliest of things. 

The decayed and degraded state of moral and patriotic feeling which thinks that 

nothing is worth war is much worse. The person who has nothing for which he is 

willing to fight, nothing which is more important than his own personal safety, is 

a miserable creature and has no chance of being free unless made and kept so by 

the exertions of better men than himself.’’ This is something General Shinseki understands. 

As a free country, America honors its commitments, and the first of those commitments is support to men and women in uniform and their families who risk everything in most cases. We will keep our commitment because we have men like General Shinseki who will serve and do everything that should be done for our deserving veterans and promised them by a grateful Nation. 

As the Members of this Committee know, in 2007, I joined former HHS Secretary 

Donna Shalala on a Presidential Commission examining the care that we provide 

to our warriors returning home from our recent and ongoing wars. 

We found excellent care within the DOD and VA systems, but we also found many 

challenges that needed to be addressed so that patients and families were not burdened more than they already are when a loved one in the service faces serious injury or a lifelong disability. 

I was pleased that President Bush and many Members of Congress in both parties 

took many, if not all, of our recommendations to heart. They were recommendations 

that we constructed through what we believe was rigorous examination and broad 

input from many people that know the system inside and out, what its strengths 

and what its weaknesses are. 

When I called General Shinseki and offered to help, I learned he does not consider 

being Secretary of VA a political appointment and I compliment President-elect 

Obama for keeping the VA that way. The VA certainly should be free of politics. 

The President-elect has made a wise choice and his appointment is yet another 

powerful indicator of how we care for, and respect, our men and women who serve 

our country. 

I cannot think of a better person to look after our 25 million plus veterans than 

this true American hero who has done about everything one can think of in serving 

his country. I wish I were still in the Senate so I could vote for his confirmation. 

8 

God Bless America, General Shinseki, and our men and women whose service has 

kept us free. 

Chairman AKAKA. Thank you. Your statement will be included in 

the record and thank you very much, Senator Dole. 

Now, Senator Dan Inouye. 

PRESENTATION OF GENERAL ERIC K. SHINSEKI, USA RETIRED, PRESUMPTIVE NOMINEE TO BE SECRETARY OF VETERANS AFFAIRS, BY HON. DANIEL K. INOUYE, U.S. SENATOR 

FROM THE STATE OF HAWAII 

Senator INOUYE. Thank you very much, Mr. Chairman, Senator 

Burr, and distinguished Members of this Committee. I am grateful 

for this opportunity to appear before you with my very dear friend, 

Bob Dole, Senate Majority Leader, to present General Shinseki, 

President-elect Obama’s nominee to serve as Secretary of the VA. 

In Hawaii, our favorite word is aloha, but second to that is the 

word ‘‘ohana,’’ and that word means family. But a Hawaiian family 

includes men and women not necessarily of blood kinship, but 

united by shared concerns and shared beliefs. Yes, that is ohana. 

I had the great honor of standing with Senator Oren Long, Hawaii’s first elected Senator, to nominate General Shinseki to the 

United States Military Academy at West Point. Since that appointment and his acceptance, I have naturally followed his career. 

In his initial tour of duty in Vietnam, he did well, but he suffered 

a grievous injury. Most Americans are not aware of this, but he has 

an amputated foot. Any other man would have justifiably resigned 

himself to civilian life and retired from the military. It would have 

been an honorable thing to do. However, General Shinseki pleaded 

to remain on active duty despite the hardship and physical pain. 

Well, this is just one measure of the man who appears before you 

today, an unflinching devotion to our country and to his duty. His 

plea was granted. General Shinseki’s service encompassed both further study. He got his Master’s from Duke University and later at 

the United States Army Command and General Staff College and 

National War College. These studies, together with an astute grasp 

of the pragmatic, and the quality of his leadership, supported a 

steadily spiraling course upward through the ranks of the Army. 

That is another measure of General Shinseki: the stamina required 

for sustained excellence. 

During my service as a Senator, I had the occasion to go to 

Kosovo and I was so proud when I met General Shinseki, Commanding General of Kosovo Operations. At that time, I was certain 

that his career would blossom further. In June 1999, General 

Shinseki became the Chief of Staff of the United States Army. 

His tenure in that high post included the onset of the Iraq War. 

As we move from the emotional frenzy of commencing hostilities, 

Members of Congress began to have questions, most notably whether we had adequate resources to succeed in this war, and obviously 

General Shinseki was called upon to testify at hearings. I think 

most of us expected the General to give the standard line that any 

administration would favor. But as we all know, he did not. He told 

the truth. It wasn’t easy, and in so doing took a position contrary 

to his Commander-in-Chief. 

9 

His honest assessment that more troops would be needed cost 

him his job, but it is the surest measure of his fitness to serve as 

a member of the cabinet. To speak the truth in the face of enormous pressure is not to take the easy way out. This is the kind of 

man I want to see as Secretary of the Department of Veterans Affairs. 

Members of the Committee, I am proud to know him, but I am 

prouder still to be in his ohana. 

I thank you very much, Mr. Chairman. 

[The prepared statement of Senator Inouye follows:] 

PREPARED STATEMENT OF HON. DANIEL K. INOUYE, U.S. SENATOR FROM HAWAII, IN

SUPPORT OF THE NOMINATION OF GENERAL ERIC SHINSEKI

Mr. Chairman, Senator Burr, Members of this distinguished Committee, I am 

grateful for this opportunity to stand before you with my dear friend, Senator Bob 

Dole to present General Shinseki President-elect Obama’s nominee to serve as the 

Secretary of Department of Veterans Affairs. 

In Hawaii, we use a word almost as frequently as ‘‘aloha,’’ and that word is 

‘‘ohana.’’ Ohana means ‘‘family,’’ but a Hawaiian family includes men and women 

not necessarily of blood kinship, but united by shared beliefs and concerns. 

I had the great honor of standing with Senator Oren Long to nominate General 

Shinseki to the United States Military Academy at West Point. Since that appointment and his acceptance, I have followed his career. 

In his initial tour of duty in Vietnam he did well, but suffered a grievous injury 

to his foot. Any other man would have justifiably resigned himself to civilian life 

and retired from the military. Instead, General Shinseki pleaded to remain in active 

duty despite the hardship and physical pain. 

That is one measure of the man who stands before you today: an unflinching devotion to country and duty. 

His plea was granted, and General Shinseki’s service encompassed both further 

study—first at Duke University where he received his Masters, and later at the 

United States Army Command and General Staff College, and at the National War 

College. These studies, together with an astute grasp of the pragmatic, and the 

quality of his leadership, supported a steadily spiraling course upward through the 

ranks at the Army. 

That is another measure of General Shinseki: the stamina required for sustained 

excellence. 

I was so proud when I met with him face-to-face in Kosovo, where he served as 

the Commanding General. At that time, I was certain that his career would blossom 

further—and in June 1999, General Shinseki became the Chief of Staff of the 

United States Army. 

His tenure in that high post included the onset of the Iraq War. As we moved 

from the emotional frenzy of commencing hostilities, Members of Congress began to 

have questions—most notably whether we had adequate resources to succeed. When 

General Shinseki came to testify at Congressional hearings, many expected him to 

give the standard line the Administration favored. He did not. He told the truth, 

and in doing so took a position contrary to the Administration. 

His honest assessment that more troops would be needed cost him his job, but 

it is the surest measure of his fitness to serve as a cabinet member. 

To speak the truth in the face of enormous pressure to take the easy way 

out . . . this is the kind of man I want to see as Secretary of the Department of 

Veterans Affairs. This is the kind of man I am proud to know—and I am prouder 

still to be in his Ohana. 

Chairman AKAKA. Thank you very much, Senator Inouye, for 

your statement and for presenting with Senator Dole our nominee. 

Senator DOLE. Mr. Chairman, could I just add one word? 

Chairman AKAKA. Senator Dole? 

Senator DOLE. I want to agree with the Chairman. There is 

much good about the VA. There have been a lot of negative stories, 

but I think we all agree that in most cases, they do a good job. It 

has just gotten better in the last 10, 15, 20 years; and it is going 

to get better because of men like this. 

10 

Chairman AKAKA. Thank you. Thank you very much for your 

statements. 

Now I will continue with opening statements from the group 

here. Let me call on Senator Specter, who told me he has to leave, 

for his opening statement. 

STATEMENT OF HON. ARLEN SPECTER, 

U.S. SENATOR FROM PENNSYLVANIA 

Senator SPECTER. Thank you, Mr. Chairman. I am pleased to be 

here to join in the accolades for General Shinseki. I was interested 

to hear the opening statements of Senator Dole and Senator 

Inouye. Senator Dole and I have a common heritage, coming from 

the same little town in Kansas—4,998 people. They used to have 

5,000 until Dole and I left town. I moved there when I was 12, and 

he was away at college. He was a much older man at that time, 

but I have pretty much caught up with him. [Laughter.] 

To hear Senator Inouye’s recitation of General Shinseki’s illustrious career really tells it all, a West Point grad. I had the opportunity to meet General Shinseki about a decade ago in Bosnia. I 

was very much impressed with his record then and impressed to 

have a chance to sit down and talk to him a few days ago. 

He has a very, very difficult job. The United States has become 

a great, powerful Nation because of what our fighting men and 

women have done, from the Revolutionary War on. 

I have a special interest in veterans’ affairs which led me to select this as a first committee, and I had the honor to chair it for 

some 6 years. My interest arose because of my father, who was a 

veteran of World War I. My dad was born in Russia and he was 

18 in 1911 and the czar wanted to send him to Siberia. He didn’t 

want to go to Siberia. He learned it was cold there. He wanted to 

go to Kansas. It was a close call, but he got to Kansas—— 

[Laughter.] 

Senator SPECTER [continuing]. Where I was born, and he served 

in World War I and he was wounded in action. He carried shrapnel 

in his legs from the Argonne Forest until the day he died, including 

the days when he drove a big truck full of junk onto the scale of 

Doran Dole, who ran the grain elevator in Russell, Kansas, Bob’s 

father, the only scale big enough to weigh the truck. 

But the Federal Government promised the veterans a bonus, 

$500, a lot of money in those days—still a lot of money. The government broke the promise—which the government too often does 

to the veterans—and there was a march on Washington. My father 

couldn’t participate. He couldn’t walk that far. He didn’t have the 

train fare. And on that day, they killed veterans right out here on 

the Mall—one of the blackest days in American history. 

And when I heard about that as a toddler—I think it is hard to 

know what motivates a person—that made up my mind to come to 

Washington to get my father’s bonus, figuratively speaking. I 

haven’t gotten it yet, so I am running for reelection. [Laughter.] 

But we have a lot of work to do to provide adequate funding. We 

tend to forget about the veterans after they have done their job, 

and I have urged General Shinseki to be a tough advocate for the 

Office of Management and Budget, and I am pleased to support 

you, General. 

11 

We have the Holder hearing tomorrow, so regrettably, I am not 

going to be able to stay, but nothing could change my mind anyway. 

Thank you, Mr. Chairman. 

Senator ROCKEFELLER [presiding]. Thank you, Senator Specter. 

There are lots of dots on that clock and I have got to go vote and 

I will be right back. The distinguished Senator from Montana— 

where is Montana? 

[Laughter.] 

Senator TESTER. Just west of West Virginia. 

Senator ROCKEFELLER. Just west of West Virginia. He is here to 

act as Chairman, and—— 

Senator DOLE. It is cold out there, too. 

Senator ROCKEFELLER [continuing]. And I just wanted to say 

that it was very moving to me when General Shinseki walked into 

my office. I was for him before he came in. I was so much for him, 

even more so when he left—just to know the man in the sense I 

sort of knew the man when he came in. But to have both of you 

introducing him—Senator Dole, it was an incredible privilege and 

a very emotional experience for me because of all that you have 

done in your life. Senator Inouye, well, he is my boss still, so I have 

to be nice to him, but it is not very hard because he has sacrificed. 

The only thing I really resent about him is the fact that in the 

movie that Ken Burns did on the war—seven minutes left, and I 

have time to say this—that you were so incredibly handsome, and 

I have always held that against you. [Laughter.] 

But times since then have sort of evened things out, so I feel better. [Laughter.] 

So I am going to go vote and Senator Tester will chair. I will be 

right back. 

Senator TESTER [presiding]. Thank you, Senator Rockefeller. 

Senator ROCKEFELLER. And I still want to give my statement. 

Senator TESTER. Without objection. 

Senator ROCKEFELLER. Thank you. 

STATEMENT OF HON. JON TESTER, 

U.S. SENATOR FROM MONTANA 

Senator TESTER. I appreciate the kind comments. That typically 

isn’t always the case, so thank you. 

Senator Inouye and Senator Dole, thank you for being here. I appreciate you guys being here and—— 

Senator DOLE. Thank you. 

Senator TESTER [continuing]. Thank you. I think it is entirely appropriate as we approach the confirmation of General Shinseki to 

give thanks to General Peake for the work that he has done over 

the last short while that he has been in that office. He has done 

a nice job and we need to thank him for that, because this is an 

important job. 

I want to welcome General Shinseki. From my perspective, your 

reputation, as all have said, is impeccable and your biography absolutely is top flight. I quite honestly am very, very happy that a 

man of your capability and your stature is willing to tackle this 

very, very important position as the head of the VA; because in 

Montana, we have about 100,000 veterans. That might not sound 

12 

like a lot, but it means that 11 percent of our State population are 

veterans. It is a large group of people, a very deserving group of 

people that deserve good people working for them, and so you fit 

that mold in all the areas. 

So thank you for being here. I believe you will be confirmed. I 

intend to support you, barring something catastrophic that might 

come up, but that isn’t going to happen. 

As I said when you came to my office, I appreciate your willingness to serve. I look forward to having you come out to the great 

State of Montana to take a peek around about the challenges that 

our veterans face every day. I don’t think we are different than any 

other rural State. It is a challenge for veterans to get to health care 

in some cases; and to be honest, it is a challenge for them even to 

navigate through the benefits system in others, which we will all 

try to work together to get fixed. 

I have had many, many hearings in the State of Montana over 

the last couple of years and one of the things that a veteran told 

me early on was that he had had some problems with the VA. He 

said, ‘‘It is apparent that they are trying to outlive me and they 

will get it done.’’ We need to eliminate that kind of frustration as 

much as possible. These are folks that have served this country, in 

some cases literally put their lives on the line for this country, and 

I know you are committed to making things right by them and fulfilling the promises that we have made to them. I look forward to 

this Committee, and particularly myself, working with you to make 

sure that happens. 

I am frustrated, to say the least, about the fact that the VA and 

the DOD don’t have a seamless electronic medical record—record 

sharing. I have great hopes that with your past positions you can 

have some influence on the DOD. Right or wrong, I put most of the 

focus on them in this particular situation. I think the VA has done 

a great job developing the system. We need to get the DOD to buy 

into it and then we need to work together with them—I am saying 

the VA when I say ‘‘we’’—to see that we can make progress on that 

front because I think it will help down the line in a number of different areas. 

We also have the issue of mental health that is the signature injury coming out of Iraq and Afghanistan. There are some campaigns beyond the Yellow Ribbon Campaign that the Montana National Guard has been developing and utilizing, as well as a number of other States. I think it is very successful—for Guardsmen. 

Do Reservists have the same kind of support? They have the same 

deployment schedules, for the most part, same kinds of issues. Do 

they have access to those same kinds of programs? 

The issue—in more rural areas—of contracting out and how we 

deal with that without destroying the VA, because it does provide 

some of the best health care in the world. But still, with distance 

and economy of scale, it may be good to look at that in certain instances. 

And then, finally, with vocational programs for veterans—how 

we can work better; how the VA can work better with Labor Department programs to help veterans find meaningful employment 

while helping turn the economy around in this country—because 

they are some of the best people on earth. 

13 

Senator Murray has rejoined us, and so I would just say in closing—and we will follow up on some of this stuff with the questions 

and answers—but in closing, I would just say I am very happy you 

are here. I had a very good relationship with General Peake. I told 

you that in my office. I anticipate we will have a better relationship. 

Thank you very much for being here and I look forward to your 

confirmation. 

Senator Murray? 

STATEMENT OF HON. PATTY MURRAY, 

U.S. SENATOR FROM WASHINGTON 

Senator MURRAY. Thank you very much, Senator Tester. 

General Shinseki, welcome to this Committee and thank you for 

being willing to take on this incredibly important task. You have 

been nominated to what I believe is one of the most challenging 

and rewarding positions in our government and I applaud your 

willingness to take on this critical position. I look forward to working closely with you once you are confirmed. 

I have always said that we need a VA Secretary who will be honest about what our veterans need and have the backbone to stand 

up and ask for it. Too many of the problems that we have seen at 

the VA have been brought to light by GAO reports, news organizations, investigations, or whistleblowers. We had a GAO report following the VA’s $3 billion budget shortfall back in 2005 that 

showed that the VA had actually misled Congress, concealed funding problems, and based its projections on inaccurate models. A television network uncovered disturbing veterans’ suicide numbers, 

while an internal e-mail from the VA’s own head of mental health 

expressed a desire to cover up the data. McCarthy News found that 

the VA had repeatedly exaggerated the past successes of its medical system, and the list just goes on. 

General Shinseki, I worked in the Seattle VA during college and 

I have seen the incredible dedication and work of staff and doctors 

and nurses on the ground, and these everyday heroes are working 

very, very hard to make sure that America’s veterans are receiving 

the kind of care that they deserve. But both veterans and VA staff 

have been done a disservice by a top-down bureaucracy that has 

failed to be honest with Congress and has been very resistant to 

change. 

Under Secretary Peake’s leadership, progress has been made, 

and I am very glad for that. I believe he is leaving the VA a better 

agency than he found it. But there is a lot of work ahead of us. 

Veterans are still waiting too long for benefits. Female veterans are 

returning to a system that is not prepared to care for their unique 

needs. Facilities are in desperate need of renovations. And 20 percent of our veterans are returning home with serious mental health 

needs to a VA that still doesn’t have the mechanisms in place to 

take care of them. 

I know you have been out talking to veterans and VSOs and 

hearing about those challenges and listening to veterans themselves. That is a key part of this job. America’s veterans deserve 

a truthful advocate who will break through the red tape and make 

veterans, not the bottom line, the priority of VA management. 

14 

Having sat next to President-elect Obama when he sat on this 

Committee—right next to me—I know his dedication to those who 

served our Nation and to their families and I very much appreciate 

his pledge to reverse the current administration’s flawed decision 

to close the doors of the VA to Priority 8 veterans. As you know, 

I sponsored legislation to reopen access for all those who have 

served and I applaud your commitment to achieve that goal responsibly, as well. 

As you wrote in response to one of this Committee’s pre-hearing 

questions, ‘‘The overarching challenge that the VA faces is its 

transformation into a 21st century organization as called for by the 

President-elect.’’ That is no small task. But given your history of 

tackling complex problems and your record of speaking truth to 

power, I think you are up for this challenge. 

Change is not going to happen overnight. We know that we are 

going to continue to face challenges at the VA no matter who is in 

charge. But with transparency, with honesty, with energy, the next 

VA Secretary can begin to tackle these challenges and make a difference for our veterans. 

I want you to know I stand ready to work with you to make that 

happen with as much energy, honesty, and transparency as I can, 

as well. And I hope that you view Congress as a partner, not an 

adversary, in your work to ensure that our veterans get the care 

and compassion that they have earned. 

Thank you very much. Thank you, Mr. Chairman. 

Chairman AKAKA [presiding]. Thank you very much, Senator. 

Now, we will hear from Senator Wicker. 

STATEMENT OF HON. ROGER F. WICKER, 

U.S. SENATOR FROM MISSISSIPPI 

Senator WICKER. Thank you, Mr. Chairman, and thank you, General Shinseki, for your service, for your willingness to serve again 

on behalf of the United States of America. 

I learned this morning when we were shaking hands and visiting 

before the hearing convened that you have a distinguished record 

on the faculty at the United States Military Academy. I noticed 

that Representative John Shimkus of Illinois was here to shake 

hands and enthusiastically greet you and wish you well. He was an 

English student of yours at the Academy, and I wanted that to be 

reflected on the record, that Representative Shimkus came over to 

offer his support from the other body. 

General, you have been before the Senate for confirmation on five 

occasions already. You surely must realize that during this process, 

you will eventually be allowed to speak for yourself—— 

[Laughter.] 

Senator WICKER [continuing]. But we are going to make sure 

that we talk, too. And so, by way of opening remarks, I want to 

thank you for coming by earlier and speaking to most of us in our 

offices. I read with interest your prepared testimony and I noticed 

that you outlined three general principles that you would be striving to achieve during your tour of duty in the Department of Veterans Affairs. 

One would be that veterans would be the centerpiece, and you 

mentioned in that regard that the workforce in the VA would be 

15 

standard-setters in their field. I very much applaud that. Certainly, 

it is reasonable to expect that the specifics and your specific program will come later, but I applaud that as a goal. 

Second, you mentioned the timeliness and excellence of service 

by your Department. 

The third general principle is to look for ways to do things smarter and more effectively and to use the world’s best practices. I 

think that is a very healthy beginning to setting principles, Mr. 

Chairman, and I applaud our nominee for those today. 

I would just like to say during my opening statement that I hope 

we can employ those principles when it comes to two specific things 

that I mentioned to you earlier in our private conversation. One 

would be with regard to veterans’ nursing homes—not only those 

that are run by the VA alone, but also in partnership with the various States. We have close to 300 in both categories and there is 

a proposal to build two more VA nursing homes during 2009. 

There is a new concept in the area of nursing homes and it is 

called the greenhouse approach. We haven’t used this yet in the 

government. Basically, it strives to put groups of eight or ten patients, if you will, in a nursing home together in a pod or in a separate building and ask them to participate in the decisionmaking as 

to what sort of activities and what sort of food and what sort of 

other decisions that they are capable of making, even though they 

are housed in a nursing home. 

I am a veteran myself. My father is a World War II veteran. My 

son will soon enter the United States Air Force. I would like to 

think that if it ever came to the point where I had to go into a 

nursing home, I could go into the best, the most modern type of 

nursing home; one that exercises, as you said, doing things in the 

smartest way, that exercises the best practices. 

So I mentioned to you privately and I will mention to you publicly on the record that I hope in that regard that we can work together with this Committee and with the Congress to make sure 

that when it comes time for our veterans to move into a nursing 

home, if that should be required, that they can move into the very 

best possible kind of nursing home care. 

I would also hope that we could apply those three principles in 

the area of electronic medical records. I believe it was the Chairman who earlier mentioned the desire of this Committee to have 

a seamless transfer from DOD to the Department of Veterans Affairs. Certainly coming from DOD yourself and now moving into 

this new area of responsibility, you are uniquely positioned to work 

in that regard. 

But I know that if it were an easy task—to have this seamless 

process of medical records moving from DOD to VA when the time 

comes for our members to transition—if that were easy, we would 

have done it already. It is difficult and we have asked the Departments to do this. 

I hope that the three principles that you outlined: of using the 

best practices in the world; excellence in service; and being a standard setter, that—with regard to the electronic medical records and 

also veterans’ nursing home care—that we can be a standard setter. And I look forward to being your teammate in this regard. 

16 

I thank you and congratulate you on your nomination and your 

certain confirmation. Thank you, sir. 

Thank you, Mr. Chairman. 

Chairman AKAKA. Thank you very much, Senator Wicker. 

Senator Webb, your opening statement. 

STATEMENT OF HON. JIM WEBB, 

U.S. SENATOR FROM VIRGINIA 

Senator WEBB. Thank you, Mr. Chairman, and General, welcome. 

I have to say, first of all, it was really moving to see you sitting 

there flanked by Senator Inouye and former Senator Bob Dole. 

First of all, I was thinking about the kind of services these individuals have given our country; and the other was, you and I are both 

Vietnam guys and there aren’t many opportunities left in our lives 

to be around people who are going to look at us and call us ‘‘young 

fella.’’ 

And also, Mr. Chairman, if I may, there is an individual out here 

who I would like to personally recognize. John Fales, who is over 

at the press table, was wounded as a Marine in Vietnam, lost his 

sight as a result of his wounds. I have been knowing John and 

working with him for more than 30 years, since I was a counsel 

on the Veterans Committee. General, if you don’t know him yet, 

you are going to. He is rather famous as Sergeant Shaft in the 

Washington Times. So John, if you could take a quick bow, I would 

appreciate it. Semper Fidelis and thank you for all that you have 

been doing for veterans over the years. [Applause.] 

I think your selection, General Shinseki, is an inspired act of 

leadership by the incoming President. I look forward to your tenure. 

When I look at the VA now, having been involved with it in a 

lot of different capacities—as a recipient, as a committee counsel, 

and now here in the Senate, and having spent 5 years in the Pentagon—I really believe the greatest challenge for the VA is simple 

leadership. Just getting the right people in the positions, understanding how to break the logjams that have created so many problems, and getting the benefits that have been voted out by the Congress into the hands of the veterans who deserve them. And I think 

that your background, particularly as having been Chief of Staff of 

the Army, is particularly suited to trying to solve those problems. 

I have a special interest, as you know, in the G.I. Bill and how 

we are going to put that program online in a timely way and in 

a way that is going to have as few administrative difficulties as 

possible. 

But I would like to make one other point here at the outset of 

your testimony. You are the fourth consecutive Academy graduate, 

by my count, to be serving in this position, as you will. On the one 

hand, that has an up-side, obviously, with the type of leadership 

preparation and the service that goes along with that. I say this 

as someone who also went to a service academy. But also, it is a 

challenge that I have watched in some of your predecessors in the 

sense that I would hope you will keep your eye on the notion that 

veterans’ programs really do have a different character than military programs and sometimes this seems to get lost in how they 

are administered. 

17 

I hope you will pay special attention to the way that we are now 

going through these disability evaluations. In my mind and in my 

experience, there is a marked difference between assigning a disability for someone saying that they are not fit for active duty and 

therefore should leave the military as opposed to how that disability is measured throughout someone’s life as a veteran. And 

sometimes, that gets lost even in the discussions that we have been 

having over the past couple of years with the Dole-Shalala Commission and these other things. 

So the bottom line, really, on this, my personal request to you 

as a leader is I hope you will do everything you can to reach out 

to the veterans’ groups. There are people who have spent their entire lifetimes, adult lifetimes, working on these issues and understanding the different characteristics of them; and also the many, 

many talented people inside the VA who have done the same 

thing—devoted their professional lives to this distinct environment 

of the aftermath of military service—and to really be sensitive to 

the different personality between the Department of Defense and 

veterans’ benefits. 

With that, I wish you well. As I said, I think this is an inspired 

choice and my door is always open. 

Thank you, Mr. Chairman. 

Chairman AKAKA. Thank you, Senator Webb. 

We will continue with opening statements from Members. Next 

will be Senator Rockefeller, followed by Senator Sanders and Senator Isakson. Senator Rockefeller? 

STATEMENT OF HON. JOHN D. ROCKEFELLER IV, 

U.S. SENATOR FROM WEST VIRGINIA 

Senator ROCKEFELLER. I sort of gave one, Mr. Chairman, so I am 

cheating a little bit, but there is no way for me to express how 

proud I am that you are the President’s nominee. In one sense, it 

shouldn’t have surprised me. I am not trying to be partisan about 

this. I am overwhelmed by the people that have been nominated 

for cabinet positions and confirmable positions that come to my office and their quality is just beyond belief; one after another—scientists, veterans, administrators to be—all of them. 

Everybody is going to make mistakes and what I’ve always liked 

about you (before I even met you), was that I had a feeling that 

you wouldn’t know how not to tell the truth, regardless of the consequences. I got that from television and newspapers and I got it 

full bore yesterday. Like Senator Webb was just saying, I think the 

Veterans Administration—although I think it is the best hospital 

system in the United States of America, which most people don’t 

give it credit for—it has so many problems still. Two hundred 

twenty thousand people that you have to lead, and then this whole 

question of how do you make veterans—Bob Dole was speaking to 

that—how do you make veterans feel like their future is good in 

terms of their rehabilitation, whether it is physical, psychological, 

or inside the body in some other way. 

I think it is almost simplistic that sometimes just the right person at the top becomes a symbol. It just inspires people on down 

the line to do twice the job they were doing. 

18 

I told you yesterday when we were talking about a person that 

Patty Murray will remember very well named Dr. Ken Kizer—we 

have these frequent meetings, panels that go on forever, members 

come and go—and he wasn’t any different from any other Director 

of Health, it seemed to me as I listened to him, that had come before us before. And then suddenly, 4 years after he had left, we 

found that the entire VA system had been computerized, everything was databased, unlike DOD. There were a lot of problems in 

syncing with DOD, and he had done it. He hadn’t said anything 

about it. We hadn’t had the oversight to know it, which is our fault. 

There is so much oversight that we have to do in this Committee, 

which I think needs to be constructive and will cause our members 

to want to come to hearings and to listen to testimony and to learn 

more. 

But I am just—I think you have to start with the guy at the top 

or the woman at the top and I just can’t imagine a better choice 

than you. I just absolutely cannot imagine a better choice; not just 

the experience and the wounding and the fighting and the commanding and the decisionmaking under, quote, fire, your tough 

stance, standing up for the truth, but your nature. You inspire confidence in people and you do in me. 

I am still going to ask you some tough questions, but I think you 

probably have some sense that I am probably going to vote for 

you—— 

[Laughter.] 

Senator ROCKEFELLER [continuing]. But I just want you to understand that it is going to be—it will be one of the best votes I have 

made in the 24 years that I have been on this Committee. 

Thank you, Mr. Chairman. 

Chairman AKAKA. Thank you, Senator Rockefeller. 

Senator Sanders? 

STATEMENT OF HON. BERNARD SANDERS, 

U.S. SENATOR FROM VERMONT 

Senator SANDERS. Thank you very much, Mr. Chairman, and 

welcome, General Shinseki. I know you are going to be a great 

leader and the VA certainly needs the kind of leadership that you 

are going to be providing. 

You know, it is a funny thing in this body. We have differences 

and the American people have differences about the wisdom, for example, of the war in Iraq. But what I have been very happy to see 

is that there has been a coming together, despite the opinions that 

one might have about the wisdom of Iraq, with the understanding 

that we do not blame the men and women who are fighting that 

war for the decisions that were made here in Washington. That we 

have a solemn obligation to make sure that every man and woman 

who has fought in that war, when they come home, they get all of 

the care and the benefits they have been promised. I think we have 

made real progress in differentiating our differences with regard to 

the war with our understanding that we take care of our veterans 

and we do for them what we promised we would do. 

General, I am happy to say that under Chairman Akaka’s leadership and Bob Filner in the House, we have made some progress in 

the last couple of years. The good news is we have begun to make 

19 

some progress. The bad news is that we have a long way to go, in 

my view. We have passed, and Senator Webb helped us move forward on this, the most comprehensive and significant step forward 

in terms of G.I. education, a real step forward for millions of men 

and women. We have made progress on VA funding. We have made 

progress on Priority 8 veterans, of mileage reimbursement, of VA 

counseling for family members. That is the good news. 

The bad news is that much remains to be done. Some of the 

issues, General, that I hope we can pay attention to in the coming 

years are advanced appropriations. You can’t run a system as large 

as the VA if you do not know what your budget is going to be, and 

it really is a disservice to all of our veterans if the VA does not 

have that knowledge. 

I come from a State where we have suffered very heavily from 

the war in Iraq through our National Guard, and I hope very much 

that we make sure that the VA properly cares for our citizen soldiers that have given so much. Let us not forget about the Guard 

and the Reserve. 

Clearly, many of the men and women who are coming home from 

Iraq and Afghanistan are suffering from PTSD and TBI and this 

is a little bit outside of the culture of the VA in placing a priority 

on those needs. I think we can all agree the VA has done a tremendous job and it is leading the world in taking care of people who 

have lost arms, lost legs, hearing, eye problems, and so forth. But 

somehow when the issue becomes emotional or mental health problems, that has been a little bit outside of the traditional culture. 

But those wounds are as real as any other wounds many of our soldiers have suffered and we need the research and the treatment to 

take care of those people. 

One of the areas that I have focused on and it is of great concern 

in the State of Vermont is the issue of Priority 8s. Now, I think 

we all agree that the most pressing needs are those people who are 

coming home wounded today. We have to take care of our older veterans. That goes without saying. But especially in this economic 

crisis, there are hundreds and hundreds and hundreds of thousands of veterans who may make $35,000 a year who are pushed 

out of the VA. I think you can’t bring them all back in overnight, 

but I think the goal must be that any person who wore the uniform 

of this country, regardless of income, should be able to come back 

into the VA. So, I look forward to working with you to do that. 

I am sure my colleagues have discussed with you the claims system. We are somewhere back in the 19th century, I think, in that 

regard. It is just incredible that in this age of computer technology 

that people submit claims, they don’t hear for months and months, 

and it goes on and on. That is just grossly unfair, so we want to 

update and improve our claims system so that when people put in 

a claim, they get a timely response. 

One of the real successes of the VA in recent years has been the 

growth of the CBOCs—the community based outpatient clinics— 

which in Vermont work very, very well; and the Vet Centers, as 

well. Vet Centers, as you know, are places where there is no bureaucracy; where the veterans run those centers, people feel really 

comfortable walking in. I think that is a great investment and I 

hope we can expand that whole area. 

20 

Last, for many, many years, ever since I first came into the Congress in the House, I have been working on Gulf War Illness. While 

we are all dealing with the problems of Iraq and Afghanistan and 

our older veterans, let us not forget those people who are still suffering from Gulf War Illness. 

So General, I am going to strongly support your nomination. We 

have a system which is, I believe, the largest provider in America. 

So, what we do impacts the whole health care system in our country. It is profoundly important and we have a moral obligation to 

our veterans to make sure we provide them the best care that we 

possibly can. So, I very much look forward to working with you and 

thank you for your years of service to our country. 

Chairman AKAKA. Thank you very much, Senator Sanders. 

Senator Isakson? 

STATEMENT OF HON. JOHNNY ISAKSON, 

U.S. SENATOR FROM GEORGIA 

Senator ISAKSON. Thank you, Mr. Chairman. 

General Shinseki, I first of all want to thank you and commend 

you on your service to the country and thank you very much for 

being willing to assume the responsibilities of the VA. You are eminently qualified. I have studied your resume and we are somewhat 

contemporaries from my period of service and yours. I think we are 

probably about the same age, and I really appreciate your taking 

it on. You have got a life of experiences that will help the VA quite 

a bit. 

The VA has been making some great progress in some of the 

areas that were mentioned by Senator Sanders and I want to comment on two, which I sent some earlier prepared questions to you 

about. One is the Augusta Uptown VA and Fort Gordon’s Eisenhower Hospital. General Schoomaker established a seamless transition there for those soldiers coming home, leaving DOD, and going 

into VA care which has been described as a great success by many, 

including Secretary Peake. 

In a number of places in the country, a lot of our veterans who 

have come home and are released from DOD kind of fall through 

the cracks between DOD and VA. It is very important that we see 

to it that that is a seamless transition. 

What the Department of Defense has done with the Warrior 

Transition Centers has been a tremendous step forward in dealing 

with the types of difficulties, in terms of PTSD and TBI, for those 

who are coming back from Iraq or Afghanistan. Equally, we need 

the transition from DOD to VA to be as seamless and easy as possible for our veterans. 

So, I have been able to get Secretary Peake down to Augusta to 

see it firsthand. I know you are going to have a world on your plate 

for the time being, but I hope sometime during the next year you 

can pay a visit to that facility because we can replicate it around 

the country. It will make service to our veterans, I think, much, 

much better than it already is. 

And then second, I want to echo what Senator Sanders said 

about the community based clinics. Those are extremely important. 

Our State has one of the largest veterans populations of any State 

in the country and some of them have to go long distances to get 

21 

to the VA hospital in Atlanta or Augusta; and Georgia is the largest State east of the Mississippi River geographically. So those clinics, some of which we have been able to open in the last 2 years, 

have made it a lot easier for our veterans to get the health care 

they deserve in a much more convenient and accessible way and I 

look forward to working with you in any way I can to support you 

in your efforts to support our veterans who have served our country so well and I thank you for the time today. 

Thank you, Mr. Chairman. 

Chairman AKAKA. Thank you very much, Senator Isakson. 

Now, for an opening statement, Senator Hutchison. 

STATEMENT OF HON. KAY BAILEY HUTCHISON, 

U.S. SENATOR FROM TEXAS 

Senator HUTCHISON. Thank you, Mr. Chairman, and welcome, 

General Shinseki. I want to tell you that I admire and respect you 

as much as anyone I have ever known in the Armed Services; and 

I am going to support your nomination. You have been a Purple 

Heart recipient, so you will know what veterans go through; and 

you were a great Army Chief of Staff. 

I also want to say that your predecessor is one of the finest Veterans Secretaries we have ever had, and I know you worked with 

him because he was your Surgeon General. I know that the transition will be a very good one. His emphasis on health care has been 

so positive. He has understood the problems. He has been an action 

taker, and I just know that you will stay on that same track. 

We are opening our fifth trauma center—Class 1 trauma center—that has already been authorized and I look forward to bringing that to fruition. As you know, I am the Ranking Member of the 

Veterans Affairs and Military Construction Subcommittee on Appropriations, as well as serving on this Committee. There are a few 

areas that I know you will address, but I just want to point out 

from my experience what I think are priorities. 

First, the claims processing wait is about half-a-year and that is 

just unacceptable. We started working on it, and with the great 

help from some of our Members here—especially Senator Murray 

and Senator Akaka—we have tried to add the supplemental appropriations to add claims processors. But that is something that will 

need your urgent attention to assure that people don’t have a hiatus when they go from active duty to the veteran status in those 

adjustments. 

Second, electronic medical records. I know that has been mentioned. That is an area where the VA has performed exemplary. I 

think it is known that after Hurricane Katrina, not one veteran’s 

record was lost. That is what we need to put in place that will 

match the Department of Defense. But frankly, it is the Department of Defense that needs to match the VA so that that seamless 

transition of medical records occurs, and I hope that—it was started under Secretary Peake—I hope that you will continue and bring 

that home. 

I was so pleased that you support the research that we know is 

necessary for the kind of war that we have and the kinds of injuries that we have that are somewhat different from past wars, and 

particularly Gulf War research, which my colleague, Senator SandVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00027 Fmt 6633 Sfmt 6601 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
22 

ers, also has mentioned. He has been a champion of that, as have 

I. I talked to the researcher at UT-Southwestern who is doing that 

work over the Christmas holidays and he said that now that they 

have the bigger base to test their initial results, they are finding 

that there are effects from chemicals. It is showing in the brain 

scans of people who have had these Gulf War Syndrome symptoms. 

So we are going to be able to now take the next step to see how 

we can add the antidote to the lack of an enzyme in a person’s 

brain that makes them susceptible to those chemicals. I am very 

excited about it and want to make sure that we go forward with 

this research that is just on the cusp now of showing the results 

that can be verified so we can protect our warriors who are going 

to be potentially subject to those. 

I thank you for taking this job and I look forward to working 

with you. 

Chairman AKAKA. Thank you very much, Senator Hutchison. 

Under the rules of the Committee, the testimony of all Presidential nominees appearing before the Committee shall be taken 

under oath. General Shinseki, would you now stand for the administration of the oath. 

Do you solemnly swear that the testimony you are about to give 

the Senate Committee on Veterans’ Affairs is the truth, the whole 

truth, and nothing but the truth, so help you, God? 

General SHINSEKI. I do. 

Chairman AKAKA. Thank you. 

General Shinseki, will you please begin with your statement. 

STATEMENT OF GENERAL ERIC K. SHINSEKI, U.S. ARMY (RETIRED), PRESUMPTIVE NOMINEE TO BE SECRETARY OF VETERANS AFFAIRS 

General SHINSEKI. Thank you very much, Mr. Chairman. Chairman Akaka, Senator Burr, and distinguished members of this Committee on Veterans’ Affairs, I am deeply honored by President-elect 

Obama’s nomination for me to serve as the Secretary of this Department, this Department of Veterans Affairs. 

I want you to know that I am fully committed to doing the best 

I can in this job and of fulfilling the vision—the charge—that he 

passed to me, and that is to transform Veterans Affairs into a 21st 

century organization. 

Over the last several weeks, I have had the opportunity to meet 

with many of you individually and I want to express my deep appreciation for sharing your concerns with me, and what came very 

clearly through those conversations were your concerns for and 

your unwavering support both of our veterans and the good people 

who go to work every day in the Department of Veterans Affairs. 

I listened carefully to your concerns and your advice and I benefited from your counsel and I look forward to delivering on the 

promises that we arrived at. 

Mr. Chairman, let me just take a moment and thank you for the 

courtesy of—although it has been a little while now—introducing 

my family: my wife, Patty; and my son-in-law, Tim Heaphy, who 

are here this morning. The Shinsekis are usually 13 in strength 

when we gather as a family and today we are a little unrepresented. That is because my daughter, Lori, is taking care of her 

23 

three children in Charlottesville. My son and his wife, Barbara, 

and their four daughters are in New Jersey. But the rest of the 

family is here and we are very proud of all of them. 

I just want you to know, 43 years ago, my wife, Patty, married 

a soldier, and that is about all she understood she was doing. Not 

having come from a military background, we weren’t quite sure 

where things were going to lead, but here 43 years later, we are 

still sitting side-by-side and looking to serve our country. 

She has changed our family addresses 31 times in my 38 years 

in the military, something on that order, so she has an appreciation for what spouses and families of our military personnel go 

through. She is as caring and as devoted to soldiers today as she 

was when I married her. She has stood at my bedside and helped 

me to learn to walk again and gave me back the confidence to put 

my professional life back on track when I faced a service-disqualifying injury. 

And so I just wanted to take a moment to register for all of us, 

as the Members of this Committee know so well, that none of us 

has the privilege of doing what we do without the love and support 

of families who sacrifice far more than most understand; who sacrifice so that we have our opportunities to serve. It was that way 

for my 38 years as a soldier and it will be that way again, if I am 

confirmed—to serve both our veterans and the good people at the 

Veterans Affairs Department as their Secretary. 

Again, I am playing a little catch-up here, but I would like to 

also express my great honor of having had the rare privilege of 

being introduced to the Committee by two of our Nation’s premier 

public servants, Senator Inouye from my home State of Hawaii, 

and former Senator Dole from Kansas, both veterans, and both distinguished themselves in battle during World War II. Both, as they 

related, suffered through long and painful recoveries under the 

nurturing care of the VA, and then returned to public service to 

help lead our Nation in its rise as a global leader in the last half 

of the 20th century. I am humbled by their presence here this 

morning, I want you to know that, that they took the time to introduce me and to publicly display their trust and confidence in this 

nomination. 

I would also like to acknowledge the presence of representatives 

of many of our Veterans Service Organizations here today. They 

are essential partners to assure the best possible service and support for those who, in President Lincoln’s words, shall have borne 

the battle, and for his widow and for his orphan. 

And so, to all veterans present this morning—those in this room 

sitting either there on the dais with you or those here in the audience, and those who may be watching these proceedings from distant and remote locations in the country—I want to express my 

thanks for their service, their sacrifice for our country. I would be 

honored to be their Secretary and their advocate at the Veterans 

Affairs Department, if confirmed. 

Mr. Chairman, distinguished Members of the Committee, transformation is always challenging for any organization and I use the 

particular term here ‘‘transformation’’ rather than incremental 

change, transformation, and looking at all of our fundamental and 

comprehensive processes that make up any organization of the size 

24 

and complexity of the Department of Veterans Affairs. So, transformation is always challenging for any organization, particularly 

ones with complex missions which are steeped in tradition, as is 

this particular Department. 

I would suggest that we faced similar challenges about 10 years 

ago as we began the transformation of the United States Army; a 

process that continues today. We found that positive leadership, 

dedication, and teamwork on the part of all in the organization allowed what was considered to be challenges when we began to be 

redefined for all of us as opportunities for innovation and increased 

productivity, and it is up to leadership to help with that redefinition. With your support, I am confident we will succeed. 

If confirmed, I intend to articulate a concise strategy for pursuing a transformed Department of Veterans Affairs reflecting the 

vision of President-elect Obama. I have much to learn about the 

Department and I look forward to gaining the valuable input and 

insights from its dedicated employees as well as from the veterans 

they serve and the organizations who serve those veterans. 

As Senator Wicker mentioned earlier, there are three fundamental attributes for me that mark the start point of framing a 

21st century organization for Veterans Affairs. It will be peoplecentric. It must be results-driven. And by necessity, it must be forward-looking. 

First, about people, veterans will be the centerpiece of our organization, our clients, as we design and implement and sustain programs which serve them. Through their service in uniform, veterans have sacrificed greatly, investing of themselves in the security, the safety, and the well-being of our Nation. They are clients, 

and I use that term particularly, not just customers of our service. 

They are clients whom we represent and whose best interests are 

our sole reason for existence. It is our charge to address their 

changing needs over time and across a full range of support that 

our government has committed to providing them. 

Equally essential, the Department’s workforce will be leaders 

and standard-setters in their fields. There is a long tradition of the 

VA having exercised that leadership role, and my interest is ensuring that we continue where we lead and regain the leadership 

where we do not today. From delivering cutting-edge medical treatment to answering the most basic inquiries, we will grow and retain a skilled, motivated, and client-oriented workforce. Training 

and development, communications and team building, continuous 

learning will be components of that culture. 

Second, results. At the end of each day, our true measure of success is the timeliness, the quality, and the consistency of services 

and support we provide to veterans. We will set and meet objectives in each of those performance areas—timeliness, quality, consistency. We will all know the standards and perform to them. Our 

processes will remain accessible, responsive, and transparent to ensure that the differing needs of a diverse veteran population are 

addressed. Success also includes cost effectiveness. As stewards of 

taxpayer dollars, we will ensure that appropriate metrics are included in our quality assurance and our management processes. 

Finally, third, forward-looking. To optimize our opportunities for 

delivering best services with available resources, we must continVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00030 Fmt 6633 Sfmt 6601 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
25 

ually challenge ourselves to look for ways to do things smarter and 

more effectively. We will aggressively leverage the world’s best 

practices, its knowledge base, its emerging technologies to increase 

our capabilities in areas such as health care, information management, and service delivery. 

If confirmed, I will focus on the development of a credible and 

adequate 2010 budget request as soon as I arrive in the office, and 

that will be an immediate priority in the first 90 days. The overriding priority will be to make the Department of Veterans Affairs 

a 21st century organization, singularly focused on the Nation’s veterans as its clients. 

I thank this Committee for its long history of unwavering commitment to those veterans, and if confirmed, I look forward to 

working closely with you in that commitment. 

Thank you, Mr. Chairman, and I look forward to your questions. 

[The prepared statement of General Shinseki follows:] 

PREPARED STATEMENT OF ERIC K. SHINSEKI, SECRETARY-DESIGNATE

OF VETERANS AFFAIRS

Chairman Akaka, Senator Burr, Distinguished Members of the Committee on Veterans Affairs: Thank you for scheduling this hearing so expeditiously. I am honored 

to be before you today seeking your endorsement to become the Secretary of Veterans Affairs. Over the last several weeks, I have had the opportunity to meet with 

many of you individually and deeply appreciate the Committee’s concern for and unwavering support for our Veterans and for the mission of the Department of Veterans Affairs. I’ve listened carefully to your concerns and advice, and have benefited 

from your counsel. 

I deeply appreciate the confidence of President-elect Obama in this nomination 

and am fully committed to fulfilling his charge to me—that is, transform the Department of Veterans Affairs into a 21st Century Organization. I am acutely aware 

that transformation is a challenging task—particularly in an organization as complex and as steeped in tradition as is the Department of Veterans Affairs. We faced 

similar challenges nearly 10 years ago in beginning the transformation of the 

United States Army. Leadership, commitment and teamwork enable the challenges 

of transformation to become opportunities to innovate and better serve our Veterans. With your support, I am confident we will succeed. 

If confirmed, I will quickly finalize and articulate a concise strategy for pursuing 

a transformed Department of Veterans Affairs, reflecting the vision of Presidentelect Obama. I have much to learn about the organization and look forward to gaining valuable input and insights from its civilian workforce as well as from the Veterans Service Organizations. However, three fundamental attributes mark the starting point for framing a 21st Century Organization: people-centric, results-driven, 

forward-looking. 

• First, Veterans will be the centerpiece of our organization—our client, as we design, implement, and sustain programs. Our support to veterans and their enrolled 

family members must go beyond that of servicing customers to a relationship based 

on trust and positive results over a lifetime. Through their service in uniform, Veterans have sacrificed greatly, investing of themselves in the security, safety, and 

well-being of our Nation. They are clients, whom we represent and whose best interests are our sole reason for existence. It is our charge to address their changing 

needs over time and across the full range of support that our Government has committed to provide to them. Equally essential, the Department’s workforce will be 

leaders and standard-setters in their fields. From delivering cutting-edge medical 

treatment to answering the most basic inquiries, we will grow and retain a skilled, 

motivated, and client-oriented workforce. Training and development, communications and teambuilding, and continuous learning will be key components of our 

workforce culture. 

• Second, at the end of each day, our true measure of success is the timeliness 

and excellence of services and support provided to Veterans. Thus, we will continuously strive to set and meet sound performance benchmarks in these areas. Workforce leaders and providers alike will know the standards and perform to them. Our 

processes will remain accessible, responsive, and transparent to ensure that the 

many needs of a diverse Veterans population are met. An integral part of measuring 

26 

success includes assessing cost-effectiveness. As stewards of taxpayer funds, this 

issue will be central to our quality and management processes. 

• Third, to optimize our opportunities for delivering best services with available 

resources, we must continually challenge ourselves to look for ways to do things 

smarter and more effectively. We will aggressively leverage the world’s best practices, knowledge, and technology, which are providing ever-increasing capabilities in 

health care, information management, service delivery, and other areas. We already 

know that a portion of today’s youth will be tomorrow’s servicemen and women, and 

the next day’s Veterans. Thus, we will seek to identify and embed transformational 

initiatives as part of our culture as we care for Veterans, present and future. 

While developing a strategy for transforming the VA into a 21st Century Organization, we will address immediately a set of complex, near-term challenges that face 

us, as well: 

1. Successfully implement the New GI Bill (Post-9/11 Veterans’ Educational Assistance Act). 

2. Streamline the disability claims system, increase quality, timeliness and consistency of claims processing, and update the Disability Rating Schedule, while 

maintaining veterans’ rights. 

3. Ensure adequate resources and access points to meet the health care needs of 

all enrolled Veterans, as well as those OEF/OIF Veterans and Priority Group 8 Veterans, who will be joining the system. 

4. Leverage the power of Information Technology to accelerate and modernize the 

delivery of benefits and services. 

If confirmed, I will focus on these issues and the development of a credible and 

adequate 2010 budget request during my first 90 days in office. The overriding challenge, which I will begin to address on my first day in office, will be to make the 

Department of Veterans Affairs a 21st Century Organization focused on the Nation’s Veterans as its clients. 

I thank this Committee for its long history of unwavering commitment to Veterans. If confirmed, I look forward to working closely with you in fulfilling that commitment. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. DANIEL K. AKAKA TO

GENERAL ERIC SHINSEKI, NOMINEE TO BE SECRETARY, DEPARTMENT OF VETERANS

AFFAIRS

Question 1. What do you see as the biggest challenges facing VA at this time? 

What will be your emphasis in the first 90 days? 

Response. The overarching challenge that the VA faces is its transformation into 

a 21st Century organization as called for by the President-elect. I am acutely aware 

that transformation is a challenging task particularly in a complex organization, 

steeped in tradition; we faced similar challenges in the transformation of the United 

States Army. 

I believe that the biggest challenges the VA faces are: 

1. Successfully implementing the New GI Bill (Post-9/11 Veterans’ Educational 

Assistance Act). 

2. Streamlining the disability claims system, increasing quality, timeliness and 

consistency of claims processing and updating the Disability Rating Schedule while 

maintaining veterans’ rights. 

3. Ensuring adequate resources and access points to meet the health care needs 

of all enrolled Veterans as well as those OEF/OIF Veterans and Priority Group 8 

Veterans, who will be joining the system. 

4. Utilizing cost effective Information Technology to improve and modernize the 

delivery of benefits and services. 

If confirmed, I would focus on these issues and the development of a credible and 

adequate 2010 budget request during my first 90 days in office. However, the overriding challenge which I will start addressing the first day in office is to make the 

Department a VA for the 21st Century, a VA in which Veterans truly are the centerpiece of the organization 

Question 2. Former Secretary of Defense Donald Rumsfeld said, in describing you 

and General Jack Keane, ‘‘they say what they believe, and they tell the truth.’’ Is 

it safe to expect that you will bring the same honest and outspoken forthrightness, 

about both the good and bad, to your role as Secretary? 

27 

Response. Yes. If confirmed, I’ll always provide my best, professional judgment on 

the requirements of the Department to the President, the Congress, the public, and 

the Veterans the Department is charged to serve. 

Question 3. What is your view on the role of the Secretary of Veterans Affairs? 

If confirmed, would you seek to be an independent advocate for veterans or would 

you be the executor of the Administration’s policies relating to veterans? 

Response. I do not believe these roles as described in the question will be in conflict. If confirmed, I intend to be a forceful advocate for Veterans. The Presidentelect charged me to ensure that Veterans receive the benefits and services they 

earned and that the Nation expects. 

Question 4. One of the Secretary’s major roles on an annual basis is developing 

and then defending VA’s budget for a given year. Do you anticipate working within 

the limits established by the Office of Management and Budget or going to the 

President to advocate for the level of funding that is needed to fully fund the Department in the coming year? 

Response. I will be an aggressive advocate for the fiscal needs of the Department. 

I anticipate that the OMB will offer advice and assistance in fulfilling the vision 

and direction of the President-elect with respect to the needs of and promises to the 

Nation’s Veterans. It is my expectation that OMB will be prepared to assist me in 

presenting to the President a proposed budget in any given year that is consistent 

with those needs and promises. I will not hesitate to inform the President of any 

serious concerns that I have. 

Question 5. What lessons did you learn as Chief of Staff of the Army that you 

plan to apply to leading VA? Do you anticipate that you will have to change your 

leadership style to manage a civilian department? 

Response. The Army taught me the value of leadership and strategic thinking. It 

trains its leaders to focus on goals and measurable results, while performing under 

pressure. I understand that there may be inherent differences between military and 

civilian organizations. The President-elect has made very clear the need to modernize the VA and to make it an organization that is more effective in meeting the 

needs of all Veterans. I share that view and, if I am confirmed, the strategic direction I set for the Department will focus on that goal. In order to transform the VA, 

I will draw on my experience, and I will seek the experiences of the professionals 

in the VA, as well, to collaborate on approaches for addressing our most challenging 

issues quickly. Both the VA, as an institution, and I, as its Secretary, will go 

through a period of teambuilding and adaptation. At the end of that period, I expect 

we will be a cohesive organization serving the needs of Veterans with an elevated 

sense of urgency. 

Question 6. Are you more of a ‘‘hands-on’’ manager or do you tend to rely on significant delegation? Do you seek to achieve consensus with those on your management team before making a decision or do you generally gather relevant information 

and input, and then make a decision? 

Response. Depending on circumstances, either style might be appropriate. I understand that organizations as large as the VA require the delegation of certain authorities. I expect the management team to exercise initiative, demonstrate competence in doing so, innovate as appropriate, and ensure that matters of policy are 

brought to my attention. Again, the President-elect has made very clear the need 

to modernize the VA and to make it an organization that is more effective in meeting the needs of all Veterans. In order for any organization to achieve the kind of 

rapid change that approaches being transformational, competence, collaboration, 

and innovation are important. More important, however, is trust—trust that is built 

on the integrity and accountability of every member of the team. Trust is 

foundational to achieving the kind of excellence in every aspect of organizational 

performance that aspires to be transformational. For the VA, the single focus for 

transformational change should be the Veteran—providing for generations of Veterans, who have done their duty, the support and services they have earned and 

we have promised. 

Question 7. If confirmed, what portion of your time do you expect to devote to visiting VA facilities? 

Response. If confirmed, I expect to initially devote a good portion of time to visiting facilities to improve my understanding of the VA systems and Veterans’ needs. 

Recognizing the importance of face-to-face relationships and interchanges, I expect 

to devote that amount of time that is appropriate, necessary and productive. I believe that in addition to interactions with facility management and employees, it is 

most important that I have the opportunity to interact with and listen to the Veterans the VA serves. My visits to VA facilities will afford me the opportunity to gain 

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ployees face, to get feedback from the front lines of the VA, and, to begin developing 

with them a shared vision for the Department. 

Question 8. If you were able to have a one-on-one meeting with every VA employee, what would you say? If confirmed as Secretary, how will you implement this 

message in terms of policies and actions? 

Response. To transform the VA into a 21st Century service delivery organization, 

as envisioned by the President-elect, I will need to call on the support, knowledge, 

experience, and assistance of every VA employee. People are the most important element of any organization; the centerpiece of the VA is and always will be people: 

the Veterans the department serves and the employees, who deliver those services. 

The care, compassion, intellect, and dedication of VA employees are what enable the 

Department to uphold President Lincoln’s charge. This is my message to the VA’s 

employees, and I will ask all senior leaders, managers, and supervisors in the Department to reinforce this message, not only in words but in deeds. 

Question 9. Do you plan for the Deputy Secretary to be VA’s Chief Operating Officer? 

Response. Yes. The Deputy will be a significant partner in the transformation of 

the VA to a 21st-Century institution. 

Question 10. How do you plan to work with the General Counsel? Will he or she 

be a key member of your management team? 

Response. The General Counsel will be a principal member of the VA leadership 

team. I will value the legal guidance of the General Counsel in all matters and I 

expect that the General Counsel will be a participant in all deliberations on programs and issues and will bring to my attention the legal implications that must 

be considered in the design and execution of programs. 

Question 11. Do you have any concerns with the dual responsibility of VA Inspector General—answering both to the Secretary, as the head of the Department, and 

to Congress? 

Response. I do not have any concerns. I recognize that impartiality is the key to 

the effectiveness of any Department’s Inspector General. The dual accountability of 

the IG helps to ensure and protect the IG’s independence and objectivity. 

Question 12. VA has long had the reputation of being a ‘‘stove pipe’’ organization. 

Please describe how you intend to work with the three Under Secretaries and with 

the Assistant Secretaries to ensure that all components of the Administrations and 

organizations are working together to achieve a ‘‘One VA’’ focus. 

Response. If confirmed, my first priority will be to understand the roles of the 

Under Secretaries and the Assistant Secretaries and the organizations they manage. 

It will also be important for VA to engage other Federal agencies, in particular the 

Departments of Defense, Labor, Health and Human Services, Education, Housing 

and Urban Development, and Small Business Administration to generate the kind 

of collaborative synergy that puts Veterans at the center of its focus. Doing so would 

also facilitate developing that long sought and critically important ‘‘One VA’’ 

mindset. Achieving ‘‘One VA’’ would be an early and continuing priority, if confirmed. 

Question 13. Are you satisfied with the current alignment of Assistant Secretaries 

or do you anticipate proposing any changes to the number of Assistant Secretaries 

or to their responsibilities? 

Response. It is premature for me to make any specific judgments until I have had 

a personal opportunity to see how VA functions. I will be pleased to share my views 

once this review is completed and I will certainly bring forward any proposals for 

changes that I find will improve the effectiveness of the Department. I believe that 

a strong and consistent strategic communications plan is critical in the Department, 

and I believe my review of the organization should include input from all of the VA’s 

stakeholders—Veterans, spouses, families, employees, Congress, Veteran Service Organizations, the media, and others, who are committed to seeing Veterans receive 

the benefits they’ve earned. 

Question 14. Do you anticipate meeting with VSO representatives on a regular 

basis? 

Response. Yes, I intend to meet with them regularly. They are important advocates for Veterans, and I will seek their advice, counsel, input, and support routinely and when particular needs arise. 

Question 15. What difficulties confronting wounded, injured and ill servicemembers transitioning from the military to the VA system are the result of DOD 

policies and practices? Of VA policies and practices? Of some combination? 

Response. At this time, I cannot speak to what or whose policies and practices 

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members. However, I can offer an observation: it is difficult under any circumstances to navigate health care systems and to transition between systems; this 

can only be made more difficult when one is simultaneously dealing with leaving 

active duty and applying for additional benefits. Certainly this is further complicated by being wounded, injured, or ill. My focus, if confirmed, will be to begin 

eliminating those obstacles and to ensure Veterans get those benefits they have 

earned. 

Question 16. If confirmed, what do you believe you will be able to do to enable 

VA to ensure that separating servicemembers are made aware of the benefits and 

services that are available to them? 

Response. If confirmed, I believe that I can ensure that VA will do everything possible to communicate with separating servicemembers and provide them timely, accurate and consistent information about available benefits and services. I understand that it will be critical for the VA to work very closely with the DOD to determine the most effective points in the separation process to communicate with servicemembers. This may or may not be at the time of discharge or release from active 

duty. 

Question 17. As part of the effort to respond to the problems identified at Walter 

Reed Army Medical Center and to address the recommendations from the President’s Commission on Care for America’s Returning Wounded Warriors (popularly 

known as the Dole-Shalala Commission) and other panels, VA and DOD created the 

Senior Oversight Committee (SOC), which was co-chaired by VA and DOD’s Deputy 

Secretaries. As a result of this alliance, the two Departments raised the level of collaboration and cooperation between VA and DOD in addressing a wide-range of 

issues affecting wounded warriors. The 2009 Defense Authorization Act contains a 

provision directing the Departments to maintain the SOC into the incoming Administration. If confirmed as Secretary, what would your priorities be for the SOC and 

joint VA/DOD activities affecting wounded warriors? 

Response. Initially, I would expect that the Deputy Secretary—who I believe cochairs the SOC with the Deputy Secretary of Defense—and I would assess the status of activities which the SOC is overseeing and determine whether SOC efforts 

should be re-prioritized. I am also aware that the Joint Executive Council, established by law, helps to identify opportunities to enhance mutually beneficial services 

and resources and oversees the Health and Benefits Executive Councils. In short, 

I would explore all opportunities to put Veterans first and maximize collaboration 

with DOD and other departments to expedite delivery of earned benefits to those 

Veterans. 

Question 18. Many recommendations have been made concerning modernization 

of VA’s rating schedule. One suggestion is to have an organization within the Veterans’ Benefits Administration associated with a major medical school and with expertise in rehabilitative medicine that might develop a rating schedule that reflects 

modern, scientifically-based assessments of impairment, including a quality review 

component for compensation and pension medical examinations. What are your 

views on this suggestion? 

Response. Without a thorough understanding of the disability rating schedule and 

the bases for recommendations that it be modernized, I will only say that this suggestion and all others will be fully evaluated. 

Question 19. Currently compensation and pension medical examinations are done 

by VA employees, local medical providers who contract with local VA facilities, and 

by providers associated with organizations pursuant to national contracts. Please 

discuss your views of the pros and cons of these various approaches to C&P exams. 

Response. The VA has been utilizing both VA and contract exams for some time. 

The important issue in my mind is whether the exams are performed in a prompt, 

thorough, accurate manner that provides all the relevant information needed by 

VBA in order to rate the claim. 

Question 20. The current staffing model used in VBA regional offices results in 

significant handing off of work among separate units, individuals, and offices. Additionally, claims files have no index and are not organized by subject matter. What 

modifications would you consider to better organize the files, reduce the number of 

hand-offs, and prepare the claims adjudication system to move toward an electronic 

environment? 

Response. I would look to my Under Secretary for Benefits for any recommendations. It seems to me, however that the important task is to reexamine business 

rules in the context of moving rapidly to a paperless processing system in order to 

best support Veterans. 

30 

Question 21. Current law provides for a relaxed evidentiary standard in the case 

of claims from veterans who served in combat areas. VA defines ‘‘combat’’ very narrowly when applying this standard, requiring a veteran claimant to produce proof 

of direct combat with an enemy. This approach focuses on the exposure to an actual, 

specific engagement with the enemy, in contrast to the impact of serving in a location where records are not made, maintained, or transmitted due to combat conditions. What steps can be taken to improve recognition of areas where combat conditions interfere with record keeping? 

Response. If confirmed, I will ensure that there is sufficient guidance given to 

claims personnel; I am advised that the applicable statute requires that due consideration of the places, types, and circumstances of any Veteran’s service. It is my current view, that if a Veteran is shown to have served under circumstances which may 

have interfered with record keeping, that should be taken into account in deciding 

his or her disability claim. 

Question 22. Failure to provide medical examinations and opinions before denying 

claims for service-connected disabilities is a common problem noted during Committee oversight visits and in remands by the Board of Veterans’ Appeals. If confirmed, what will you do to encourage regional offices to obtain such examinations 

and opinions before denying a claim? 

Response. I understand that the Department’s responsibility for providing medical 

examinations and opinions is specified in the statute. If regional offices are not in 

compliance, that clearly would be unacceptable. I look forward to learning more 

about compliance with these requirements and overseeing whatever fixes are necessary. Every Veteran’s request will get a full and fair hearing in the timeliest manner we can provide it. 

Question 23. VHA has had considerable success using electronic health records. 

Social Security has successfully developed an electronic file system relying on a significant cadre of inhouse programmers with limited contract support. VBA relies almost entirely on support from a variety of contractors and has spent years developing VETSNET, which is not expected to be completed for several more years and 

by the time it is finished, some of the computer platforms on which the system is 

built will be outdated. What are your views on the proper balance between using 

Federal employees and contractors within VBA in order to expedite development of 

an electronic claims record and maintain institutional know-how in this critical 

area? 

Response. While it may make sense to consider having routine tasks and certain 

highly specialized skills delivered by contractor personnel these tasks should be performed under the direction and supervision of government employees who are held 

accountable for their performance. In short, the Department needs the ability to 

clearly define its IT requirements and the skills to oversee and manage their execution in order to retain the responsibility and accountability for delivering the Department’s mission and caring for those who have borne the battle. 

Question 24. An integral part of the VA’s health care system is its electronic 

health record system. As Secretary what steps would you take to ensure that VA’s 

electronic health record system is totally integrated with DOD records in order to 

create a truly seamless health experience as servicemembers transition from active 

duty to veteran status? 

Response. Fundamentally, this issue is about leadership—leaders have to direct 

the technological handshake. Currently VA doctors, nurses and other health care 

professionals have access to much of the available, relevant DOD electronic health 

care records for active duty soldiers. Work continues between the two organizations 

to identify additional data that can be shared. I intend to take an active interest 

in the progress of these efforts; a seamless care experience would be one of my top 

priorities. 

Question 25. Draft legislation presented by the current Administration in response 

to recommendations from the Dole-Shalala Commission would create a multi-tiered 

disability system. This has been met with criticism, both from some in Congress and 

from veterans’ advocates. 

a. Do you believe that a disability system that treats veterans of different generations differently is desirable? 

b. Do you believe that veterans of prior conflicts should be given a lower priority 

in claims processing than veterans of current conflicts? 

c. Do you believe that claims resulting from combat versus non-combat injuries 

or diseases should be prioritized differently? 

d. How would you ensure that any changes to the current disability system are 

fair, equitable, and uniformly administered for all veterans? 

31 

Response. Doing what is right and fair for the Veteran is most important. From 

my perspective, it would seem that as a general rule it should be the nature of the 

disability rather than where or when it was incurred that is the primary consideration. I understand that appropriate exceptions have been and should continue to 

be made. It seems to me that the VA’s practice of providing processing exceptions 

for the very severely wounded and terminal (or otherwise ‘‘in extremis’’) Veterans 

is humane and appropriate. 

Question 26. Economic Systems, Inc., recently completed a six-month study that 

addresses transition benefits, loss of earnings, and quality of life issues for serviceconnected veterans. This study was recommended by the Dole-Shalala Commission. 

In connection with this study, do you believe that the Secretary has authority to 

implement changes to the disability compensation schedule generally? Do you believe that the Secretary has the authority to distinguish between multiple systems 

of compensation and how they are to be applied to different groups of veterans? 

Response. Given the importance of disability compensation to Veterans and the 

Nation as a whole, I believe any fundamental change to the system should require 

the involvement and approval of Congress. I understand the Secretary is currently 

authorized to maintain a schedule for rating disabilities based upon impaired earning capacity, and to pay disability compensation at statutorily determined rates 

based upon the ratings that result from application of that schedule. My further understanding is that the Secretary does not currently have authority to compensate 

Veterans on other bases, or to differently compensate various groups of Veterans 

having the same levels of disability. 

Question 27. In October 2007, the Disability Benefits Commission (VDBC) released a report on its 21⁄2-year analysis of the benefits and services available to veterans, servicemembers, their survivors, and their families to compensate and provide assistance for the effects of disabilities and deaths attributable to military service. That report contains 113 recommendations. Do you believe that VA’s response 

to the VDBC’s recommendations thus far has been adequate and appropriate? 

Response. I have not had an opportunity to have an in-depth briefing on the recommendations of the Disability Commission chaired by General Scott. The extensive 

work that went into this study deserves careful consideration by the Department 

and me. Once the review is completed I will be in a position to judge the adequacy 

and appropriateness of the response to date. 

Question 28. VA’s vocational rehabilitation and employment program is one of the 

smallest, yet most important, programs within the Department. It is the linchpin 

for helping veterans who incur service-connected disabilities achieve a fulfilling and 

gainful future. I am deeply committed to making sure that this program lives up 

to its full potential, especially when individuals who have sustained serious injuries 

in combat are concerned. What are your thoughts on the role that vocational rehabilitation plays in terms of the total rehabilitation of an individual recovering from 

severe combat-related injuries and on how VA’s current efforts might be improved? 

Response. From what I know of the VR&E program, I share your view of its importance to the successful future of service-connected disabled Veterans. I understand that recently enacted Pub. L. 110–389 requires the VA to study those measures that assist and encourage Veterans to complete their vocational rehabilitation 

as well as to conduct (subject to funding) a longitudinal study of certain vocational 

rehabilitation program participants. I assure you that we will undertake these studies with an eye toward improving the VR&E program and meeting the rehabilitation needs of the severely injured veterans who have earned the best services we 

can provide. 

Question 29. In 2004, a blue-ribbon panel completed an exhaustive review of VA’s 

vocational rehabilitation and employment program. In its findings, it made more 

than 100 recommendations. Of those, VA reports that nearly all of them have been 

implemented to some extent. I remain concerned, however, that there are far too 

many eligible veterans who do not apply, complete the evaluation process, have a 

rehabilitation plan developed, or complete their plan. No one seems to really know 

why there is such a low completion rate when measured against the number of veterans who apply and who are determined entitled. What priority do you believe VA 

should place on determining why the successful completion rate for individuals in 

this program is so low? 

Response. It is my understanding that VA has conducted a survey the results of 

which were to assist in establishing effective procedures for reducing the number 

of Veterans who do not complete their vocational rehabilitation program. I will expect to be briefed on this effort and the extent to which these procedures are successful. Further, I believe that the study required by Pub. L. 110–389 will further 

32 

inform the issue of low completion rates and help VA in its efforts to assist Veterans 

to attain successful rehabilitation. 

Question 30. The active-duty military has become increasingly more reliant on the 

Reserve components to accomplish its missions. What will you do, if confirmed, to 

ensure that governmental services, such as pre-, during, and post-deployment services, including transition services, are available to National Guard and Reserve veterans in the same way as they are available to those who serve in the active forces? 

Response. I expect that VA should better coordinate with the States, including 

Transition Assistance Advisors in many State National Guard programs, and with 

the Departments of Defense, Labor, and Education, among others, to find the best 

opportunity for educating Veterans effectively about available benefits and services. 

Question 31. In your view, how long should a veteran have to wait to have his 

or her initial claim for compensation adjudicated? 

Response. If confirmed, my starting point would be the strategic goal set by the 

Department. I understand that most of the claims processing time involves evidence 

gathering or compliance with legal procedural requirements over which the VA has 

little control. Re-examining business rules as VA transitions to paperless processing 

should also offer opportunities to expedite processing time. Increasing the number 

of claims processed under the Benefits Delivery at Discharge (BDD) will result in 

earlier decisions for those currently leaving the service. 

Question 32. VBA has been criticized for the lack of timeliness of its claims’ processing. While VBA has made progress in improving timeliness and accuracy of disability claims processing, further improvement is needed. VBA has turned its attention to decreasing the amount of time it takes to process a claim, but that improvement seems to be at the cost of a decrease in the quality of its decisionmaking. Do 

you have any views on how to better balance the need to timeliness with the requirement that decisions be as accurate as possible? 

Response. I have much to learn with respect to the specifics of the claims process, 

but it seems to me that timeliness and quality should be primary concerns in the 

decisionmaking process. If there is a growing problem with the quality of decisions, 

I believe that the solution rests with better review and oversight by managers of 

decisions prior to issuance together with increased training to avoid future errors. 

Question 33. Accurate forecasting of usage of veterans benefits is essential in 

planning for resources to administer those benefits. If confirmed, what would you 

do to ensure that VA provides accurate and timely forecasts of the need for additional staffing resources so that Congress is able to appropriate resources in a timely manner? 

Response. It is my understanding that VA continues to enhance its actuarial models for forecasting usage of benefits and services. I agree with the assertion that accurate forecasts are essential and will work to improve VA’s efforts to provide such 

forecasts as well as efforts to survey Veterans so as to obtain data to support forecasting modeling. 

Question 34. All Federal agencies have certain responsibilities to maximize contracting opportunities for veteran-owned small businesses and especially service-disabled veteran-owned small businesses. In general, it appears that VA has a better 

record than most other Federal agencies. However, there are concerns that, in order 

to meet the goal of increased contracting with these businesses, there has been increasing reliance on partnerships between large corporations and small service-disabled veteran-owned businesses, in which the involvement of the SDVOB is really 

only on paper. If confirmed, what will you do to ensure that VA contracts with small 

service-disabled veteran-owned businesses truly involve and benefit these firms in 

the actual contracted activity? 

Response. It is my understanding that the VA’s Center for Veterans Enterprise 

is a unique program serving SDVOBs. Additionally, I’m told that VA has a unique 

buying authority that permits it to set-aside requirements for Veteran-owned small 

businesses and generally provides VA with more latitude in non-competitive contracting. Significantly, VA’s large prime contractors will be required to use businesses that have been officially verified to be SDVOBs once pending regulations are 

effective. These factors helps VA to ensure that SDVOBs are both in a position to 

benefit and actually do benefit from contractual activities. I would expect to see 

these programs and efforts to continue and to expand appropriately. It is important 

for the VA to try to follow the letter and spirit of the law when it comes to veterans 

preferences. 

Question 35. The Institute of Medicine submitted a report to the VDBC entitled 

Evaluation of the Presumptive Disability Decision-Making Process for Veterans in 

33 

which IOM recommended a new process for VA to follow in establishing presumptions. Please comment on the IOM proposal. 

Response. I’m aware that a distinguished panel of the Institute of Medicine conducted an extensive review of the presumptive disability decision process and made 

several recommendations for improving it, including greater transparency in how 

the Department reached its decisions. It’s my understanding that the VA has yet 

to make an official response to those recommendations. If confirmed, I intend to ensure that the VA seriously considers those recommendations and develops an appropriate response to this complex issue. 

Question 36. With respect to presumptive disability decisionmaking, IOM recommended a standard of ‘‘causal effect.’’ In some cases, servicemembers may have 

been subjected to multiple potential exposures of uncertain dosage. If causation is 

unclear, should evidence of increased incidence of certain disabilities be a basis for 

service-connection? 

Response. As noted in my answer to question 35, I await the review of the IOM 

recommendations by the Department. 

Question 37. At the present time, military recruiters are actively recruiting servicemembers from countries in the Pacific Islands, such as the Federated States of 

Micronesia. Some veterans’ benefits, such as vocational rehabilitation services, VA 

home loans, and health care, are not normally provided outside of the United States. 

In your view, what obligation does the government have to provide non-citizen disabled veterans benefits and services needed to compensate for and overcome the disabilities which they incurred after being recruited into United States military service? 

Response. I am interested in learning the original reasons for the restrictions you 

identify, and whether they remain valid today. If changes are warranted, I would 

be an advocate for them. 

Question 38. In the last Congress, there was legislation introduced that would 

provide some who were in the merchant marines during World War II with a taxfree annual pension of $1,000 a month. This payment would be based upon neither 

disability nor financial need. 

a. What is your opinion about VA providing certain groups with entitlement to 

a monetary payment that is based neither on being disabled nor in need? 

b. Should VA provide such special compensation to a group without doing the 

same for similarly situated groups? 

Response. I am not yet familiar with the history of Veterans’ benefits and services 

for former members of the Merchant Marine. 

Question 39. Under the Uniformed Services Employment and Reemployment 

Rights Act of 1994 (USERRA), employers—including the Federal Government—have 

certain responsibilities to re-hire individuals who are seeking to return to their jobs 

following a period of active service. It is particularly troublesome to me that an individual who has been sent into battle by the government would need to do battle 

with that same government for the right to regain a job and its associated benefits. 

However, it does happen and it happens far too often. Indeed, according to Department of Labor, more than thirty claims of violations of USERRA were lodged 

against the Department of Veterans Affairs in fiscal 2006. This should be embarrassing to the agency. If confirmed, what steps do you believe you can take to ensure that VA follows USERRA? 

Response. I wholeheartedly agree with the premise that VA must set the example 

among all employers in the hiring and rehiring of Veterans. Even one valid 

USERRA claim against the Department would be unacceptable, and I look forward 

to learning more about VA’s performance in this regard since 2006. It is imperative 

that all VA managers and human-resources personnel be familiar with the law regarding the reemployment of deactivated guard and reserve personnel, and follow 

it to the letter. 

Question 40. What are your views on how technology might be used to improve 

VBA’s performance? 

Response. VBA must move to an integrated, all electronic claims processing system. If confirmed, I will insist that a plan be developed with reasonably aggressive 

timelines to validate the current benefits administration business processes with an 

eye to the role of rules engines. Once the plan is adopted I intend to move expeditiously to acquire the technology and systems to support the delivery of benefits to 

Veterans. 

Question 41. Through VA’s vocational rehabilitation program, VA assumes certain 

responsibilities for the provision of employment assistance to veterans who complete 

a plan of vocational rehabilitation. This assistance can take a variety of forms. I am 

34 

concerned that VA cooperates and coordinates with the Department of Labor’s Veterans’ Employment and Training Service so that duplication of effort can be minimized. If confirmed as Secretary, what will you do to involve both DOL, and DOD 

in efforts to ensure that employment-related issues are addressed seamlessly and 

without duplication of effort? 

Response. I am unaware of the extent of duplication of efforts by the Departments 

but will explore the issue with my counterparts. I understand that Job Fairs around 

the country which bring the three Departments together have been generally effective, as has the Coming Home To Work program through which servicemembers 

work with VA, DOD, and DOL staff to obtain Government work experience. Further, I’m advised that VA has Memoranda of Understanding in place with DOL 

VETS, the Army’s Materiel Command, and the Naval Air Warfare Center Aircraft 

Division that provide for effective coordination of expanded employment opportunities; I believe that the VA should continue and expand on such efforts. 

Question 42. VBA has had some success with improving the efficiency of claims 

processing by consolidating certain services into fewer offices. What are your views 

on such consolidations? 

Response. Increasing timeliness, accuracy and consistency in claims processing 

must be an important objective of the VA. Appropriate consolidation of services can, 

I believe, assist in achieving these goals. As we do this, however, it is important 

to maintain accessible services for veterans. The prompt implementation of electronic processing would greatly facilitate consolidation as well. 

Question 43. VA currently uses the criteria of 170,000 un-served veterans within 

a 75-mile radius for purposes of establishing new national cemeteries. In the past, 

the Senate has supported this standard and has authorized new cemeteries based 

upon VA’s recommendations. Do you believe this should continue to be the standard 

practice? In the absence of a VA recommendation, do you believe Congress should 

legislate the location of new national cemeteries? 

Response. VA’s current policy was the result of congressionally mandated study 

undertaken a number of years ago. It appears to be equitable and working well. I 

understand that currently 80% of Veterans are within 75 miles of a national or 

State Veterans’ cemetery and that this will increase to 90% in 2010. The National 

Cemetery System has also been given the highest customer service rating according 

the American Customer Satisfaction Index. I also understand that additional studies 

have been undertaken which suggest further refinements that might be made in 

this successful process I would like to have the opportunity to assess and report. 

Question 44. One of the biggest challenges that VA is facing is the implementation 

of the new Post-9–11 GI Bill which was signed into law on June 30, 2008. The full 

effective date of the new program of educational assistance is August 1, 2009, which 

means that VA has less than a year to prepare for massive changes. Initially, VA 

had planned to outsource certain components related to the administration of the 

new benefit program but has not decided against that and will instead manage with 

in-house resources. 

a. What are your thoughts on how VA might best prepare for implementation of 

the new program? 

b. How do you intend to monitor the implementation to ensure that the transition 

is as seamless as possible? 

Response. It is absolutely critical that the VA be able to deliver the Post-9/11 Veterans’ Education Assistance benefits efficiently and effectively on August 1, 2009. 

If confirmed, I will make it one of my very first actions to initiate an independent, 

thorough, but expeditious review of the so called short-term solution to assure myself that this program is realistic, sufficient, and on time and to take whatever remedial actions may be necessary to insure that we improve and sustain on the delivery of these benefits to our eligible Veterans, as promised. 

Question 45. There is a unique and mutually beneficial relationship between VA 

medical centers and medical schools that improves the quality of both systems, as 

well as the quality of care for veterans throughout the Nation. These affiliations 

draw the best and brightest physicians to VA and also help VA fulfill its research 

and education missions. I am concerned, however, about the viability of the relationship. Please share your views on the overall value of academic affiliations, including 

the role affiliates play in staffing VA facilities. 

Response. I am aware of VA’s long standing affiliations with the Nation’s medical 

schools. I understand that there are currently agreements with 107 medical schools 

with training in 42 disciplines. While those relationships are strong, I believe it is 

important to assess the current successes and challenges and develop a future plan. 

I am aware that Secretary Nicholson appointed a Blue Ribbon Panel on VA Medical 

35 

School Affiliations, and I’m anxious to see the panel’s findings which are due later 

this year. In the meantime, I’m informed that VA plans to increase the number of 

residents completing their graduate medical education in VA and will continue to 

seek to employ physicians with medical school academic appointments as well as 

continue their participation in VA research programs. 

Question 46. VA faces a growing nursing shortage, as well as vacancies for specialty care physicians. What do you believe VA might do to improve personnel recruitment and retention at VA health care facilities, particularly of nurses? What 

more can VA realistically do to improve recruitment in areas where there are fewer 

specialty care providers overall? 

Response. If confirmed, I will charge the Under Secretary for Health for a detailed 

plan with respect to how we will address these issues. I know that the efforts of 

the Veteran Affairs Committees and the recent recommendations of GAO in a report 

entitled, ‘‘Improved Staffing Methods and Greater Availability of Alternate and 

Flexible Work Schedules Could Enhance the Recruitment and Retention of Inpatient 

Nurses’’ should be significant considerations in the Under Secretary’s planning. I 

am also advised that the issue of recruitment of physicians is not limited to problems in recruiting specialists, but also primary care providers and geriatricians. I 

believe many of the factors reported about nurse recruitment are similar and I’ll 

seek similar solutions to those of nursing and other shortage category occupation 

recruitment efforts. Additionally, it may be appropriate to consider programs for 

physician tuition support and reimbursement in return for a service commitment 

which could be particularly helpful to ensuring access to health care in the underserved rural and urban areas. 

Question 47. Many veterans, especially those with complicated health issues, rely 

upon the specialized services of the VHA. Many of these services, like spinal cord 

injury, blind rehabilitation, and prosthetics, are not widely available in the private 

sector. In an era of declining budgets and decentralization of funds, please describe 

your views on VA’s responsibility to maintain capacity in these programs. 

Response. The VA has a longstanding reputation for being a leader in the provision of specialized services like spinal cord injury, blind rehabilitation and other 

programs where there is little expertise in the private sector. Especially in view of 

the limited private sector expertise, and the continuing demand from Veterans who 

require these services, the VA needs to maintain these capabilities and in some 

areas such as prosthetics needs to regain its position as a world leader. 

Question 48. VA has a history of significant waiting times for care, a problem 

which is particularly acute in specialty care. What are your thoughts on the priority 

that should be accorded to reducing waiting times? 

Response. If confirmed, I will need to develop a greater understanding about how 

times are measured, and if there has been any benchmarking with other providers 

with respect to standards. One of my first priorities about this issue would be to 

have assurance that urgent and emergent patients are seen on a timely basis. Once 

I have assurance that the VA meets requirements for those patients, I will request 

waiting time policy recommendations about what is appropriate for routine followup and chronic care treatment to include consideration of emerging practices regarding patient provider interaction and monitoring using telehealth and other technologies. 

Question 49. In your view, how long should a veteran be expected to wait for a 

non-emergent health care appointment? 

Response. Please see my answer to question 48 above. 

Question 50. President-elect Obama has stated that one of his goals for the Department of Veterans’ Affairs is to readmit Priority 8 veterans. What is your opinion 

of this proposal? If it should be pursued, how can it be done most efficiently? 

Response. If confirmed, an immediate assignment will be to develop the plan to 

meet the expectations of the President-elect’s goals as they pertain to Priority Group 

8 Veterans. I believe the prudent approach will be to validate the estimated number 

of these veterans, giving appropriate consideration to the potential impact of current 

economic factors, and then assess the capacity of facilities and staffing and then 

quickly create a plan to phase these Veterans into VA for care. Overriding considerations must be VHA’s ability to ensure a transition where demand can be appropriately met without deterioration in quality of care. 

Question 51. There has been increasing pressure in recent years for VA to contract for services in local—especially rural—communities where VA facilities are not 

easily accessible. Mental health is one area of particular emphasis in this regard. 

What do you believe is VA’s responsibility for meeting the needs, including mental 

36 

health needs, of rural veterans? If confirmed, what emphasis would you place on 

this issue? 

Response. The VA has a responsibility to treat these Veterans’ injuries and 

wounds—regardless of where the Veterans live. It is my understanding that the new 

VA Office of Rural Health will identify local initiatives for pilots which are expected 

to lead to improved rural health care. While we await the findings from the pilot 

projects, I would expect a continuing mix of care, the expanded use of telehealth 

for treatment of mental health needs of Veterans in their homes and CBOCs, and 

the continuing development of referral approaches and transportation where it is 

unrealistic to have high level diagnostic and treatment capabilities in the most remote rural areas. 

Question 52. Telehealth technologies have proven to be highly effective in terms 

of quality of care delivered, and efficient at reaching those in underserved areas. As 

Secretary, what approach would you take to integrating and expanding telehealth 

capabilities within VA? 

Response. I understand the goals for telehealth are for the technologies to become 

a major factor in the evolution of care models from episodic care to longitudinal 

care. The ideas about increasing patient involvement in decisions about their care 

include their active participation in transmitting information, with the use of these 

technologies that will contribute to changes in care plans and improve care management, as well as producing cost efficiencies and increased patient convenience. 

Question 53. Post Traumatic Stress Disorder and other mental health conditions 

are a major concern for the Committee, both in terms of compensation and health 

care. 

a. As a combat veteran, do you personally know any fellow combat veterans who 

continue to suffer from PTSD or other mental health conditions related to their 

service or combat veterans who were diagnosed with these conditions but who are 

now no longer suffering from them? 

Response. Yes. I know those who have suffered and still suffer from PTSD and 

related conditions. We did not always have a name for it as we do today, but all 

of us went through our own processes for dealing with combat stress, Post-Traumatic Stress, and Traumatic Brain Injury. 

b. Do you believe that it is possible for a non-combat veteran to suffer from these 

conditions? 

Response. Certainly. There are many types of trauma that could play a role in 

development or worsening of a mental health condition, and it is my understanding 

that PTSD is not exclusively a combat-related disorder. For example, I understand 

that the victims of sexual assault, firefighters, law enforcement officers, EMTs and 

others who deal with, witness, or are the subjects of trauma may suffer from PTSD. 

c. VA has significantly decreased its inpatient programs for veterans with PTSD. 

What do you view as the role of inpatient treatment for PTSD, in particular for veterans with co-morbid substance use disorders? 

Response. I applaud the Committee’s recognition of the special concerns surrounding co-occurrence of PTSD and substance use and of the importance of expanding research in this area, as required by Pub. L. 110–387. It is my understanding 

that while the VA may have decreased the inpatient component of its mental health 

services, they have significantly increased the overall program, particularly outpatient services. As I understand it, this strategy is in keeping with the best thinking in medical treatment patterns, which reserve inpatient care for the most severely ill or those who present a danger to themselves or others. I support this position; however, I will make certain we continue the development of best practices for 

care through research, and adjust accordingly. 

d. Please describe the priority that you believe VA should place on providing care 

to veterans with PTSD and mental health disorders, or on suicide prevention, and 

how would you ensure that priority is manifested in budget requests and programmatic planning? 

Response. Mental health conditions are widely prevalent among Veterans, and are 

very disabling. Yet mental health conditions can be treated effectively. Many Veterans are also service-connected for PTSD and other mental health conditions, underscoring the special responsibility VA has in connection with these very serious 

health problems. Mental health is integral to overall health and mental health conditions often co-occur with other chronic health conditions. Mental health must be 

a very high priority for the Veterans’ Health Administration, and the VA has made 

significant strides in hiring more mental health professionals during the past year 

with more increases planned in 2009 to 2011. 

37 

e. What are your views on the need for more research into the best treatments 

for these conditions? 

Response. The VA has a unique role as a national leader in clinical care, medical 

education, and research on PTSD—these efforts deserve strong consideration for additional resources in the future. The VA has a special obligation to wounded warriors which underscores the importance of its working to advance knowledge on best 

treatments, as well as the best modes of care delivery. 

Question 54. Diagnoses for substance use disorders (SUD) in veterans from the 

current war continue to increase. In your view, does combat play a role in increasing 

the likelihood for developing an SUD? 

Response. I don’t know; however, I suspect there may be a connection. I will have 

to seek expert opinions on questions like this one. 

Question 55. Public Law 110–387 makes findings about SUDs and mandates improved services for those suffering from SUDs. Specifically, it contains provisions for 

the expansion of SUD treatment services, treatment of co-morbid SUD and other 

mental health conditions, and the two pilot programs. What is your view on how 

VA should approach treating SUDs? 

Response. I am not a mental health expert, and I will defer to such experts and 

request their advice and recommendations about how to comply with Pub. L. 110– 

387. I am particularly concerned that substance abuse treatments have as their goal 

the full reintegration of the patient into society. 

Question 56. What is your view of the correlation between combat service and 

homelessness? Do you believe that VA has a particular obligation to aggressively address homelessness among veterans? 

Response. I don’t know if there is a correlation between combat and homelessness. 

But, I do believe homelessness among Veterans is a national tragedy, and yes, VA 

has a special obligation to address this problem. Combating homelessness among 

veterans was one of President-elect Obama’s priorities when he was a Member of 

this Committee, and it is one for me. 

Question 57. What do you see as VA’s role in working with other departments and 

agencies, especially HUD, through the Interagency Council on Homeless or otherwise, to address the needs of homeless veterans and their families? 

Response. The VA has a critical role in cooperation and coordination with HUD 

and other Federal programs to address the needs of homeless Veterans and to share 

expertise that is applicable to other homeless issues. I want to learn more about my 

responsibilities and resources to deal with this important problem and, if confirmed, 

look forward to meeting with my counterpart at HUD to discuss our shared resources and responsibilities, as well as with other leaders of departments who work 

with issues of homelessness. 

Question 58. VA research not only makes a major contribution to VA’s, and the 

Nation’s, efforts to combat disease, but it also serves to maintain a high quality of 

care for veterans through its impact on physician recruitment and retention. VA research has recently been troubled by lack of oversight and by human subjects protections violations. How do you intend to preserve this valuable VA function while 

ensuring the highest standards of ethics and care? 

Response. I understand that VA research does make a major contribution to VA’s 

and the Nation’s efforts to combat disease, and is a major factor in helping physician recruitment and retention. I am aware of a recent disturbing situation at one 

medical center regarding human subjects’ protections violations. That incident does 

require there be continuing emphasis and training to prevent such situations from 

happening again. At the same time, I’ve been informed that this incident is not indicative of an overall superb VA research program. I will expect any allegations of 

violations of human subject protection policies to be reported immediately to may 

office. 

Question 59. Women constitute an ever-growing segment of the Armed Forces and 

consequently, the overall veteran population. What do you see as the primary challenges to appropriately treating and serving women veterans in VA facilities? Are 

there aspects of your experience working with women in the military that can translate into innovative solutions for improving care for women veterans? 

Response. I’m advised that the proportion of women serving in the Armed Forces 

is growing and may exceed 15% of the total population of VA health services users 

by 2020. The VA will need to continue to respect the different requirements for 

health care and privacy for women, and take steps necessary to ensure those requirements are met. I understand that the VA has recently required that the position of Women Veterans’ Program Manager be full-time at every VA Medical Center 

and that there are efforts underway to implement appropriate clinic and service enVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00043 Fmt 6633 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
38 

hancements. I will look to the Advisory Committee on Women Veterans to continue 

to assist VA in appropriately responding to the needs of these Veterans. 

Question 60. Restructuring and downsizing in several VA health care facilities 

have led to increased contracting with community providers for care. Also, a large 

number of existing VA community based outpatient clinics are run by non-VA providers. What do you believe is VA’s responsibility for monitoring care furnished by 

contract providers and how should that monitoring be carried out? 

Response. Veterans care provided through the VA should meet the highest standards. I am not yet aware of all the details relative to VA’s health care facilities 

changes or capital plans. I do know there has been increased contracting of care 

where demand outstripped VA capacity. I am also aware of the current consideration of Health Care Community Facilities (HCCF) and will be interested in learning more about how their implementation would relate to increased contract care 

and how VA will ensure that its performance standards are met. I understand that 

with respect to current contract CBOCs, contractors are generally required to meet 

all VA performance requirements. 

Question 61. Recently, VA has developed a strategy for using a combination of 

long-term facility leases and contract care to provide health care to veterans, in 

place of constructing new facilities or performing significant maintenance and upgrades on existing facilities. What is your position on this approach, and in general 

on the role of leases and contract care versus VA-owned facilities and VA-provided 

treatment? 

Response. I have not had an opportunity to review VA’s capital plan strategy. I 

would be pleased to share my views on the appropriate mix of construction and leasing once I’ve had the opportunity to be briefed thoroughly and better understand 

how all options and opportunities can contribute to the best possible care for Veterans. 

Question 62. What, in your view, is the appropriate role for Federal funding in 

the construction of medical facilities for VA on land that is leased by the Department? Should VA perform the construction, contribute funds to construction done 

by private organizations on VA’s behalf, or not be involved in this type of situation? 

Response. I look forward to being briefed by VA professionals about the pros and 

cons of various alternatives for developing facilities, and the extent of our legal authorities to pursue them. In general, I believe VA should employ whichever strategy 

would result in the most fiscally sound delivery of a state-of-the-art facility in a 

given locality. Ideally, VA would have the discretion to elect any of the strategies 

your question poses. The strategy we ultimately pursue should be the result of 

sound business analysis, taking into account the timeline for delivery of care, cost, 

and Veterans’ ability to access the best possible care. 

Question 63. What is your view of the VA’s CARES process and VA’s overall Capital Plan? How will you involve senior Veterans Health Administration leadership, 

Congress, veterans’ service organizations, affiliates, and other stakeholders in the 

remaining decisions related to the implementation of the Capital Plan as well as 

on planning for capital facilities generally? 

Response. Again, I will need to learn more about the CARES process and the 

overall Capital Plan before coming to a judgment. I will work closely with Senior 

VA leadership, Congress, Veterans’ Service Organizations, and other stake holders, 

including Veterans, to make informed decisions about our capital assets. 

Question 64. What is your view of the value of non-institutional long-term care? 

Do you have any personal or professional experience in this area? If confirmed, what 

steps will you take to promote VA’s development of non-institutional extended care? 

Response. Most Veterans, like most Americans, prefer non-institutional long-term 

care, where appropriate to their situation. That was my experience with my parents; 

my father received long-term care for more than two years, but my mother was able 

to live independently in her home until her last day. I am aware that VA has been 

making significant efforts to make such home and non-institutional care more available and, if confirmed, I will endeavor to expand those efforts. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. RICHARD BURR TO

GENERAL ERIC SHINSEKI, NOMINEE TO BE SECRETARY, DEPARTMENT OF VETERANS

AFFAIRS

Question 1. With the exception of this past year, Congress has a decade-long 

record of failing to enact an appropriations bill for the Department of Veterans Affairs (VA) in a timely manner. In the absence of a funding bill VA must operate 

under a continuing resolution which often results in VA managers delaying hiring, 

39 

maintenance, and other operational decisions. One option being considered is to 

fund VA a full year in advance. 

a. What are your thoughts about providing an ‘‘advanced appropriation’’ for VA 

medical care? 

b. What do you think of an alternative plan to simply begin passing appropriations bills for VA on time, or, if that does not happen before the fiscal year begins, 

putting in place a triggering mechanism that would fund VA health care at the level 

requested by the President? 

Response. I am familiar with the mechanism of advance appropriations. It is my 

understanding this is now widely supported by VSOs. Consideration of these mechanisms evolved because of the significant management difficulties that result from 

continuing resolutions. Among the difficulties VA experienced were increased patient waiting times and treatment delays. For these reasons, the President-elect and 

I support the proposal for advance appropriations. With respect to the timely passage of appropriations bills or triggering mechanisms, I believe that is a matter for 

consideration by the Congress. 

Question 2. VA has recently been exploring an initiative to use construction dollars to deliver more health care closer to where veterans live, e.g., the construction 

of health care center facilities (HCCF) with the capability of handling 90 to 95 percent of veterans’ health care needs in an outpatient setting, such as primary care, 

specialty care, and ambulatory surgery. 

a. What are your thoughts on this initiative? 

b. What do you see as its advantages and disadvantages? 

Response. I will need additional time to fully consider the proposals for the HCCF 

approach to construction. The concept includes the idea that inpatient care will be 

contracted. That approach needs careful evaluation and stakeholder input, to include quality considerations, evaluation of how out year contracts can be managed 

to assure reasonable costs, and other alternatives. The concept should also be evaluated to determine if the current proposals are a ‘‘one size fits all’’ approach and if 

such an approach is both practical and feasible. 

Question 3. Evidence indicates that disability ratings for those with PTSD get progressively worse over time. The Veterans’ Disability Benefits Commission recommended that Congress create a ‘‘new, holistic approach to PTSD... coupl[ing] 

PTSD treatment, compensation, and vocational assessment.’’ The Disability Commission recommended that ‘‘treatment should be required and its effectiveness assessed to promote wellness of the veteran.’’ 

a. Since 2000, there has been a 150% increase in the number of veterans who are 

in receipt of disability compensation for Post Traumatic Stress Disorder (PTSD). Do 

you agree with the Disability Commission’s conclusions and recommendations with 

regard to PTSD? 

b. Do you believe that PTSD is treatable, and do you believe that VA has the effective treatment programs in place to improve a veteran’s mental illness or, at the 

very least, stop it from getting worse? 

Response. I have not had an opportunity to have an in-depth briefing on the recommendations of the Disability Commission chaired by General Scott. The extensive 

work that went into this study deserves careful consideration by the Department 

and me. 

PTSD can be a profoundly disabling condition. But it can be treated effectively. 

VA has a special responsibility to help properly diagnose Veterans suffering from 

PTSD and to treat them. I am aware that if PTSD goes undiagnosed or untreated, 

there are likely to be significant consequences. In this regard, I believe that Mental 

Health must be a very high priority for the Veterans’ Health Administration. 

Question 4. VA currently sends to the National Instant Criminal Background 

Check System (NICS) the names of beneficiaries (veterans, surviving spouses, children, and parents of veterans) for whom VA has appointed a fiduciary. Once on the 

NICS, beneficiaries are prohibited from exercising their Second Amendment right 

to purchase a firearm. There are a number of concerns that have been raised about 

this process: (a) VA decisions about whether to appoint a fiduciary are governed 

solely by whether beneficiaries are able to manage financial affairs; (b) at no point 

in the process is an inquiry made about whether the beneficiaries are a danger to 

themselves or others or whether they should be prohibited from purchasing a firearm; (c) government employees at VA (and not courts of law) have the power to, 

in effect, take away someone’s Constitutional rights; and (d) Social Security does not 

send the names of its beneficiaries with fiduciaries to the NICS, and States share 

names with the NICS but typically only after a court of law hears the case. 

40 

a. Do you believe that, before VA beneficiaries’ Constitutional rights are taken 

away, they deserve the benefit of an appropriate judicial authority to hear their 

cases? 

b. Do you believe that a veteran who seeks help at VA should be at risk of losing 

his/her right to bear arms solely because of a fiduciary appointment, when that 

same veteran would not be at risk if he/she sought help at the Social Security Administration? 

c. Will you pledge to work with the Federal Bureau of Investigation and the Bureau of Alcohol Tobacco and Firearms (whose requests for information VA is complying with) to review what I believe is an arbitrary and unfair process? 

Response. I support equal treatment for Veterans under the Second Amendment, 

but I understand that the Brady Act and regulations issued under it by the Department of Justice require VA to send the names it does for inclusion on the NICS list. 

As your question acknowledges, having determined that a veteran is unable to manage his/her affairs, VA is required to comply with this law and regulations. 

I understand individuals found by VA to be incompetent to contract or manage 

their own affairs can appeal those determinations to the Court of Appeals for Veterans’ Claims. I am, however, troubled by the suggestion that Social Security recipients are treated differently than Veterans in this regard. If confirmed I will work 

with DOJ officials to rectify any inequities pertaining to Veterans. 

Question 5. If confirmed, you will have the duty to make enrollment decisions affecting veterans’ eligibility for health care. President-elect Obama stated during his 

campaign that his goal was to reopen the VA health care system to priority 8 veterans. It has been suggested that reopening the system to priority 8 veterans in the 

face of a health care professional shortage and VA’s aging capital infrastructure 

could cause health care for veterans already in the system to suffer, especially in 

states where the veteran’s population is growing. 

a. How will you ensure that care for higher priority veterans, such as the servicedisabled and the poor, does not deteriorate as new priority 8 veterans are allowed 

into the system? 

b. What will govern your decision to allow some, none, or all priority 8 veterans 

to enroll? 

c. What performance indicators will you look at to make sure that quality care 

is still being delivered in a timely way? 

d. If waiting times or quality indicators begin to deteriorate, what will be your 

course of action? 

Response. If confirmed, an immediate assignment will be to develop the plan to 

meet the expectations of the President-elect’s goals as they pertain to Priority Group 

8 Veterans. I believe the prudent approach will be to validate the estimated number 

of these veterans, giving appropriate consideration to the potential impact of current 

economic factors, and then assess the capacity of facilities and staffing and then 

quickly create a plan to phase these Veterans into VA for care. Overriding considerations must be VHA’s ability to ensure a transition where demand can be appropriately met without deterioration in quality of care. 

Question 6. What will guide your decisionmaking process when determining 

whether new VA ‘‘Centers of Excellence’’ should be established? Do you have any 

thoughts about the process now used to establish new Centers? 

Response. I am aware of great success with these Centers of Excellence, but I 

have not yet been briefed on the process for establishing them. I do believe VA has 

a duty to be at the forefront in treatment and research in programs particularly important to veteran care. 

Question 7. After news reports detailed how some seriously injured servicemembers at Walter Reed endured a lengthy, hard-to-understand, bureaucratic process to try to get their disability benefits, the President’s Commission on Care For 

America’s Returning Wounded Warriors was created to examine these and other 

problems experienced by transitioning servicemembers. In 2007, that Commission, 

chaired by former Senator Bob Dole and former Secretary Donna Shalala, released 

a report in which they recommended completely updating and restructuring the VA 

and Department of Defense (DOD) disability evaluation system to better meet the 

needs of our Nation’s wounded warriors. 

a. Do you agree with the Dole-Shalala Commission’s findings? 

b. Do you support the Dole-Shalala Commission’s recommendations? 

Response. I am aware of the work of the Dole-Shalala Commission, as well as the 

Veterans’ Disability Commission and a number of other predecessor commissions. 

I am not yet familiar with all of the findings and recommendations. I would note 

that any fundamental changes in the disability system would require the involveVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00046 Fmt 6633 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
41 

ment and approval of Congress. I look forward to working with the Committee in 

our efforts to harmonize the recommendations of these several studies and improve 

the overall system for serving the needs of the Wounded Warriors. 

Question 8. Last summer, Congress approved the Post-9/11 Veterans Educational 

Assistance program. Recently, concerns have been raised about whether VA will be 

prepared to begin paying benefits when the new program becomes effective in August 2009. 

a. If you are confirmed, would you immediately advise Congress if it becomes evident that the new education program will not be up-and running by that deadline? 

b. Would you advise Congress if any modifications are necessary to ensure that 

veterans receive timely, fair benefits under this new program? 

Response. It is absolutely critical that the VA be able to deliver the Post-9/11 Veterans’ Education Assistance benefits efficiently and effectively on August 1, 2009. 

I will make it one of my very first actions, if confirmed, to initiate an independent, 

thorough, but expeditious review of the so called short-term solution to assure myself that this program is realistic, sufficient, and on time. Further, I will also take 

whatever remedial actions may be necessary to insure that these benefits are delivered, as promised, to our eligible Veterans and sustained over time. I will identify 

and appoint a senior executive to monitor this program full time and report to me 

regularly until I am assured that this benefit will be delivered efficiently, effectively, 

and on time. I will advise Congress promptly, if modifications are necessary. 

Question 9. For many years, there have been serious concerns about the backlog 

of claims at VA, the length of time it takes to process claims, and the accuracy of 

VA’s decisions. In recent years, Congress has responded to this problem by providing more money so that VA can hire more employees. Since 1997, this funding 

increase has allowed VA to more than double its claims-processing staff. Unfortunately, it is still taking on average about 6 months to get decisions to veterans, 

which is among the longest processing times since 1997, and the number of pending 

claims is around 390,000, which is among the highest levels in the past 10 years. 

a. If confirmed, will you support and encourage efforts to find better answers and 

new ideas to solve the backlog problem? 

b. If confirmed, will you provide Congress with a candid assessment of the level 

of productivity that should be expected of the claims processing staff? 

Response. VBA must move to an integrated, all electronic claims processing system. While I appreciate that this will not be easy, I also understand that it is essential if we are to modernize and streamline the benefit application, eligibility determination, and benefit administration processes; reduce wait times and backlogs; and 

deliver the benefits that our Veterans have earned. I will insist that a plan be developed with reasonably aggressive timelines to validate the current benefits administration business processes with an eye to the role of rules engines. Once the plan 

is adopted, I intend to move expeditiously to acquire the technology and systems to 

support the delivery of benefits to 21st Century Veterans. Additionally, as the system changes, it will be necessary to reassess current productivity and quality standards, and I will ensure that the Congress is appropriately apprised of those efforts. 

Question 10. For many years, veterans’ service organizations have expressed concerns that a lack of accountability among VA employees contributes to large backlogs of claims and deficiencies in the quality of decisions that are rendered. 

a. Do you believe more steps need to be taken to ensure that employees at all 

levels are held accountable if quality and timeliness standards are not being met? 

b. If so, what changes would you recommend to ensure true accountability? 

Response. Accountability is critical, and I believe that the solution rests with better review and oversight by managers of decisions prior to issuance, together with 

increased training to avoid future errors. It would be my expectation that all managers and employees will be held accountable for adherence to statutory and regulatory provisions. Further, as we have seen used effectively in health care delivery, 

electronic systems will generally be designed to raise flags for adjudicators and 

‘‘guide’’ their actions so as to assist in ensuring compliance. 

Question 11. Since the end of the Gulf War in 1991, the Federal Government has 

spent over $340 million studying Gulf War illnesses, yet no effective treatments 

have been identified for the symptoms experienced by many Gulf War veterans. 

Rather, many of the studies conducted over the years have focused on attempting 

to identify the causes of those symptoms. But whatever the cause of the health problems experienced by Gulf War veterans, we know they are real. 

a. Do you believe that improving the health of these Gulf War veterans should 

be a priority? 

42 

b. Would you support heavily focusing further research on the treatment of Gulf 

War veterans? 

Response. I believe that more research into the Gulf War Illness, particularly 

treatment, is called for and understand that VA has referred the Research Advisory 

Committee on Gulf War Illnesses’ report to the Institute of Medicine for review and 

comment. I will be interested in the IOM response. Generally, I would like to see 

more resources devoted to treatments of Gulf War related illnesses. 

Question 12. North Carolina has a number of VA medical centers and outpatient 

clinics throughout the state, yet it is my understanding that VA-provided medical 

examinations for purposes of disability compensation are generally provided only at 

the Winston-Salem VA outpatient clinic. It is my understanding that this may require veterans to drive as many as 4 hours to obtain an examination. 

a. If confirmed, will you explore ways that North Carolinian veterans can obtain 

quality disability examinations closer to their homes? 

b. Will you conduct a similar examination on a national level, if confirmed? 

Response. If confirmed, I will explore how to ensure that disability exams are reasonably accessible. The VA has been utilizing both VA and contract exams for some 

time. The important issue in my mind is whether the exams are performed in a 

prompt, thorough, accurate manner that provides all the relevant information needed by VBA in order to rate the claim. 

Question 13. The effective use of information technology will help VA continue to 

deliver high quality medical care to veterans and can help in the administration of 

benefits programs for veterans. The challenges VA faces in this area are enormous, 

both in its intergovernmental operations, such as the development of an interoperable patient record between VA and DOD, and in its internal operations. 

a. What is your assessment of the progress VA is making toward an interoperable 

patient record with the Department of Defense? If confirmed, what will you do to 

ensure that progress continues to be made in this critical area? 

b. What is your assessment of the other key information technology issues confronting VA, e.g., VETSNET; VA’s paperless claims initiative; HealtheVet; and the 

department’s efforts to use information technology to administer the new Post-9/11 

Veterans Educational Assistance program? What, if anything, would you do differently, based on the plans for these initiatives that you have viewed? 

Response. It is my understanding that VA doctors, nurses and other health care 

professionals currently have access to much of the available, relevant DOD electronic health care record for active duty soldiers. Work continues between the two 

organizations to identify additional data that can be shared. If confirmed, I intend 

to take an active interest in the progress of these efforts and to insist that data 

sharing and a seamless experience for the Veteran be top priorities of the Office of 

Information and Technology. 

I will certainly be reviewing the Department’s information technology planned initiatives both in health and benefits, but it is premature to provide an assessment 

at this time. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. PATTY MURRAY TO

GENERAL ERIC SHINSEKI, NOMINEE TO BE SECRETARY, DEPARTMENT OF VETERANS

AFFAIRS

Question 1. What do you see as the biggest challenges facing the VA and how do 

you plan to tackle them? 

Response. The overarching challenge that the VA faces is its transformation into 

a 21st Century organization as called for by the President-elect. I am acutely aware 

that transformation is a challenging task particularly in a complex organization, 

steeped in tradition; we faced similar challenges in the transformation of the United 

States Army. 

I believe that the biggest challenges the VA faces are: 

1. Successfully implementing the New GI Bill (Post-9/11 Veterans’ Educational 

Assistance Act). 

2. Streamlining the disability claims system, increasing quality, timeliness and 

consistency of claims processing and updating the Disability Rating Schedule while 

maintaining veterans’ rights. 

3. Ensuring adequate resources and access points to meet the health care needs 

of all enrolled Veterans as well as those OEF/OIF Veterans and Priority Group 8 

Veterans, who will be joining the system. 

4. Utilizing cost effective Information Technology to improve and modernize the 

delivery of benefits and services. 

43 

If confirmed, I would focus on these issues and the development of a credible and 

adequate 2010 budget request during my first 90 days in office. However, the overriding challenge which I will start addressing the first day in office is to make the 

Department a VA for the 21st Century, a VA in which Veterans truly are the centerpiece of the organization 

Question 2. What are your personal criteria for assembling your VA management 

team? 

Response. If the transformation of the VA is to be successful it must be accomplished through the efforts of the entire leadership team. I expect my leadership 

team at VA to be comprised of highly qualified and dedicated leaders who fully understand and will promote the President-elect’s and my transformational vision for 

the VA. They will be competent and disciplined individuals who wholeheartedly believe in the mission of the VA. These will be individuals who have an unmatched 

work ethic, who have a strong sense of values, who treat others with dignity and 

respect, who are accustomed to hard work, who are courageous, who thrive on responsibility, who know how to build and motivate teams, and who are positive role 

models for all around them. These will be individuals who believe as I do that ‘‘If 

you don’t like change, you will like irrelevance even less.’’ The VA mission is too 

important to ever be seen as irrelevant. 

Question 3. To what extent will you be looking to former military officers as candidates for key VA positions? 

Response. If confirmed, I’ll look for the best qualified people who understand Veterans’ and Veterans families’ needs and are willing to work hard to support them; 

if they happen to be former military officers that would not disqualify them. 

Question 4. During the lead up to the Iraq War, you famously said that our military would need something on the order several hundred thousand soldiers to stabilize post-invasion Iraq, and you were tragically proven right. With the expected 

withdrawal of US troops from Iraq in the next three years, we need to ensure that 

the VA is prepared to care for all of the returning veterans who need access to the 

healthcare and benefits they have earned. 

a. If confirmed, what will you do will you do to prepare the VA system to care 

for the many returning Iraq veterans? 

Response. I will promptly validate the VA’s information needs to develop a budget 

that will ensure that the 2010 budget proposal realistically identifies the VA’s needs 

to provide these Veterans the health care they deserve. Further, we will work with 

the Department of Defense to assess the opportunities to simplify and smooth the 

transition from active duty to Veteran status of OIF/OEF servicemembers. 

b. Have you had the opportunity to sit down with Iraq and Afghanistan veterans 

to hear about their problems accessing healthcare and getting their benefits? 

Response. Anecdotally, yes—not formally. I have had the opportunity to meet with 

men and women who have served in Iraq and Afghanistan. I have heard from OIF 

& OEF Veterans and am well aware of their concerns and issues with respect to 

their health care needs and their issues with the VA. 

Question 5. Secretary Peake has spent a great deal of time working to make the 

transition to the VA truly seamless for servicemembers leaving the military. One 

of the most critical ways this has been achieved is through the Senior Oversight 

Committee—the organization that brings the Deputy Secretaries of the DOD and 

the VA together to tackle transition challenges. 

a. If confirmed, will you keep in place the Senior Oversight Committee? 

Response. It is my understanding that the 2009 Defense Authorization Act contains a provision directing the Departments to maintain the SOC into the incoming 

Administration. Together with the Deputy Secretary, I will assess the status of activities which the SOC is overseeing and determine whether SOC efforts should be 

re-prioritized. Clearly, the SOC is performing a critical function and I am advised 

that it has been successful in advancing VA/DOD joint efforts. This is in the interest 

of providing the best service to our wounded warriors. I am also aware that the 

Joint Executive Council, established by law, helps to identify opportunities to enhance mutually beneficial services and resources and oversees the Health and Benefits Executive Councils. 

b. Do you have any ideas on how to improve the transition from the military to 

the VA? 

Response. My ideas, at this point, are formative. It is clear to me that Secretary 

Gates and I will need to provide significant leadership to the issue of VA & DOD 

information sharing and technology integration. I intend to speak with Secretary 

Gates about this. Further, I understand that there is a need to identify appropriate 

times for effectively conveying benefits information to demobilizing National 

44 

Guardsmen/women and Reservists. I believe that we will be successful in determining a resolution to this. In addition to the transition issues I would discuss with 

Secretary Gates, I would also engage other secretaries and departments regarding 

employment, housing, education, PTSD, and a range of issues that bear on our Veterans. 

c. What are your views on Post Traumatic Stress Disorder? 

Response. PTSD can be a profoundly disabling condition. But it can be treated effectively. VA has a special responsibility to help properly diagnose Veterans suffering from PTSD and to treat them. I am aware that if PTSD goes undiagnosed 

or untreated, there are likely to be significant consequences. In this regard, I believe 

that Mental Health must be a very high priority for the Veterans Health Administration. 

d. Do you see PTSD as a particularly troubling problem of veterans coming back 

from Iraq and Afghanistan? 

Response. I am aware of the RAND Corporation study that has been widely reported that indicated that nearly as many as 20 percent of the returning OIF/OEF 

servicemembers report symptoms of PTSD. That is a significant finding. I am also 

aware that VA has reported that it has diagnosed about 120,000 Veterans of OIF/ 

OEF as having mental health problems and about 60,000 of them are receiving 

PTSD treatment. I recognize that much must be done to eliminate the stigma that 

many servicemembers believe is associated with this disorder and I am advised that 

the leadership of the armed services is taking steps to encourage servicemembers 

to seek help. 

e. What are your views on Gulf War-related Illnesses? 

Response. Generally, I would like to see more resources devoted to treatments of 

Gulf War related illnesses than in continued explorations of causes. I am aware that 

a Congressionally-mandated Research Advisory Committee on Gulf War Veterans’ 

Illnesses reported to the VA in October. The report includes findings that nearly a 

quarter of the 700,000 servicemembers who served in the 1990–1992 Gulf War have 

experienced a complex of difficult and persistent health problems since their return 

home. The Research Advisory Committee further reported that ‘‘scientific evidence 

leaves no question that Gulf War Illness is a real condition with real causes and 

serious consequences for affected Veterans.’’ I understand that the VA has sent the 

report to the Institute of Medicine for its review and recommendations. If confirmed, 

I will be most interested in IOM’s recommendations and determining appropriate 

actions. 

f. Are you aware of the most recent IOM report that links exposures in the Gulf 

War to later onset of Gulf War illnesses? 

Response. I am not currently aware of this IOM report but will look into the matter. 

g. What are your views on the needs of family-member caregivers (including 

spouses and parents) of severely injured veterans from Iraq and Afghanistan (those 

with poly-trauma, serious brain injuries, multiple amputations, etc.)? 

Response. This is an issue I am very concerned with; if confirmed, I’ll take a hard 

look at whether additional legislative authorities are needed to support family involvement in treating, rehabilitating, and reintegrating wounded Veterans. The consequences of these serious catastrophic disabilities require VA and the Nation to 

support the families of these heroes in every possible way to give severely wounded 

Veterans the services they deserve. We also need to explore the need to provide 

training and assistance to those family members who provide long-term care to 

these Veterans and address the mental health issues that those care givers deal 

with. 

h. Do they need services and support from VA they aren’t getting now, and what 

would you propose to do about it? 

Response. I understand that VA often provides various counseling services to family members and VA also has caregiver support groups for spouses of Veterans with 

disabilities and chronic illnesses. Those services are in support of the treatment of 

the veteran. I am also aware of VA’s operation of Fisher Houses at a number of VA 

facilities. As I understand it, VA initiated eight caregiver assistance pilots across 

the country last year. If confirmed, I look forward to learning about these pilot programs and the extent to which these services and others meet the needs of the Veterans’ family members and what can be done to expand these services. 

Question 6. A former VA Secretary centralized all information technology to one 

Chief Information Officer. While well intentioned, this has created difficulties for 

the VA health care system—one that internally developed and managed a remarkable health IT system and network over the past 30+ years. Health IT is one of the 

45 

key reasons VA health care is so high quality and safe for veterans. Over 6,000 VHA 

IT personnel were swept up in the centralization, along with IT budget, governance, 

development and planning. What are your views on centralization, and will you 

commit to examining the impact of IT centralization on VA health care? 

Response. The ability to communicate and exchange information effectively in the 

21st Century is critical to any organization’s success. It is my understanding that 

the issue in VA’s reorganization of its IT functions is how best to optimize the very 

significant resources that are devoted to meeting the information technology needs 

of the entire Department. In order for the Department to meet the needs of the 21st 

Century Veteran it must effectively and efficiently manage the IT resources we 

have. I will always be open to adjustments and reasonable compromises to ease the 

transition of the new IT organization or address safety or quality of care issues. 

Further, I will want to ensure that the governance structure and practices adopted 

by the IT organization is consistent with the service role that IT must practice. 

Question 7. In 2003, the VA blocked enrollment of new Priority 8 veterans in the 

VA Healthcare system. Legislation has been introduced in Congress to overturn that 

decision and Congress recently provided the VA with money to bring more Priority 

8 veterans into the VA health care system. During the campaign, President-elect 

Obama pledged to overturn the Bush Administration’s executive order banning enrollment of new Priority 8 veterans. 

a. Have you explored this issue and if so, can you share your thoughts on this 

issue? 

b. Will you follow through on Obama’s campaign pledge to overturn the ban on 

new Priority 8 veterans from enrolling, or will you have to study the issue before 

taking action? 

Response. If confirmed, an immediate assignment will be to develop the plan to 

meet the expectations of the President-elect’s goals as they pertain to Priority Group 

8 Veterans. I believe the prudent approach will be to validate the estimated number 

of these veterans, giving appropriate consideration to the potential impact of current 

economic factors, and then assess the capacity of facilities and staffing and then 

quickly create a plan to phase these Veterans into VA for care. Overriding considerations must be VHA’s ability to ensure a transition where demand can be appropriately met without deterioration in quality of care. 

Question 8. Like the military, the VA is facing a shortage of mental health providers across the country. What do you think can be done to effectively recruit more 

personnel into the system? 

Response. I have been advised that VA has added over 4,000 mental health professional FTE in the last two years. Such successful recruitment efforts suggest on 

the surface that VA has been effective, to date, in recruiting mental health staff. 

But as VA seeks to add even more mental health professionals I will closely monitor 

the recruitment efforts and keep you apprised of any problems encountered. 

Question 9. Over the past few years, senior VA leadership has been unwilling to 

stand up to OMB when the Administration has tried to low-ball the cost of care for 

our veterans. I am really looking for an independent advocate to take the helms of 

the VA and be honest with Congress about what the agency needs to fully meet the 

mission of the VA. Can you give me a sense of how you will react if the OMB tries 

to make you request less funds than you think the VA needs to provide an adequate 

level of care for our veterans? 

Response. If confirmed, I will be an aggressive advocate for the fiscal needs of the 

Department and will not hesitate to inform the President of any serious concerns 

that I have. I anticipate that the new OMB Director will be offering advice and assistance in the fulfilling the President-elect’s vision and direction with respect to 

caring for our Nation’s veterans. It is my expectation that OMB will be prepared 

to assist me in presenting to the President a proposed budget in any given year that 

is consistent with those needs and promises. 

Question 10. During the campaign, President-elect Obama advocated changing the 

way Veterans’’ healthcare is funded by supporting a legislative mechanism known 

as ‘‘advance appropriations,’’ which provides funding a year in advance. Are you familiar with this concept and will you push for the change if confirmed? 

Response. I am familiar with the mechanism of advance appropriations. It is my 

understanding this is now widely supported by VSOs. Consideration of these mechanisms evolved because of the significant management difficulties that result from 

continuing resolutions. Among the difficulties the VA experienced were increased 

patient waiting times and treatment delays. For these reasons, the President-elect 

and I support the proposal for advance appropriations. With respect to the timely 

passage of appropriations bills or triggering mechanisms, I believe that is a matter 

for consideration by the Congress. 

46 

Question 11. What are your plans to reduce the backlog of claims and fix the adjudication problems? 

Response. It is critical that we reduce the claims backlog as quickly as possible. 

We must simultaneously ensure that efforts to make the adjudication process 

paperless are successful and timely. VBA must move to an integrated, all electronic 

claims processing system. While I appreciate that this will not be easy I also understand that it is essential if we are to modernize and streamline the benefit application, eligibility determination and benefit administration processes, reduce wait 

times and backlogs and deliver the benefits that our Veterans have earned. I will 

insist that a plan be developed with reasonably aggressive timelines to validate the 

current benefits administration business processes with an eye to the role of rules 

engines. Once the plan is adopted I intend to move expeditiously to acquire the technology and systems to support the delivery of benefits to 21st Century Veterans. 

Question 12. As you may know, legislation has been introduced to improve the 

VA’s capacity to care for the increasing number of female veterans who are entering 

the VA healthcare system. Will you work with the Committee to help make the VA 

a welcoming place for female veterans; a place that is prepared to meet their unique 

needs? 

Response. I look forward to working with the Committee on this important service 

component of a transformed veteran-centric VA. I know that the proportion of 

women serving in the Armed Forces is growing. The active duty OIF/OEF military 

force is 14% women. I am advised that the proportion of women Veterans using VA 

services is also growing and is projected to possibly exceed 15% of the total population of VA health services users by 2020. VA will need to continue to respect the 

different requirements for healthcare and privacy for women, and take steps necessary to ensure those requirements are met. I understand that VA has recently required that the position of Women Veterans Program Manager be full-time at every 

VA Medical Center and that there are efforts underway to implement appropriate 

clinic and service enhancements. I will look to the Advisory Committee on Women 

Veterans to continue to assist VA in appropriately responding to the needs of these 

veterans. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. BERNARD SANDERS TO

GENERAL ERIC SHINSEKI, NOMINEE TO BE SECRETARY, DEPARTMENT OF VETERANS

AFFAIRS

Question 1. Can you tell me your view on providing advanced year appropriations 

for the VA so that it has sufficient, timely, and predictable funding to hire the staff 

and provide the services our veterans need? 

Response. I am familiar with the mechanism of advance appropriations. It is my 

understanding this is now widely supported by VSOs. Consideration of these mechanisms evolved because of the significant management difficulties that result from 

continuing resolutions. Among the difficulties the VA experienced were increased 

patient waiting times and treatment delays. For these reasons, the President-elect 

and I support the proposal for advance appropriations. With respect to the timely 

passage of appropriations bills or triggering mechanisms, I believe that is a matter 

for consideration by the Congress. 

Question 2. Do you think the VA should rescreen or contact veterans that returned from Iraq and Afghanistan before the VA had a Traumatic Brain Injury 

(TBI) screening tool in place? 

Response. I believe that could be a good idea, but would solicit the advice of the 

Under Secretary of Health as to how to proceed in this matter 

Question 3. Do you think the VA has done enough research on treating mild or 

moderate TBIs as well as its co-occurrence with PTSD? 

Response. I believe there needs to be more research in this area and have been 

advised that recent reports, including one by the Institute of Medicine, recommend 

increased research in this area. 

Question 4. What plans do you have to make sure the VA is prepared to handle 

the surge in veterans that will be coming home due to the redeployment from Iraq? 

Response. Accurate forecasting models are the key to correct estimates of the resources needed to treat our Veterans. While returning OEF/OIF Veterans will constitute a relatively small percentage of all Veterans enrolled in VA’s health care system, I’m informed that the estimating model has improved in the ability to forecast 

demand more accurately. Implementation of the new GI Bill is a primary concern 

of mine, which will receive priority attention. The substantial addition of personnel 

47 

to disability claims processing and a concerted move to paperless processing should 

also assist in meeting the needs of those returning home. 

Question 5. What steps will you take to improve access to care for veterans in 

rural areas, such as in my home state of Vermont? Do you support the use of Community Based Outpatient Clinics and Vet Centers? 

Response. Thanks to this Committee and others, I believe the VA has a greater 

understanding of the needs of Veterans in rural areas. The VA has a responsibility 

to treat these Veterans’ injuries and wounds—regardless of where the Veterans live. 

It is my understanding that the new VA Office of Rural Health will identify local 

initiatives for pilots which are expected to lead to improved rural health care. While 

we await the findings from the pilot projects, I would expect a continuing mix of 

care, the expanded use of telehealth for treatment of mental health needs of Veterans in their homes and CBOCs, and the continuing development of referral approaches and transportation where it is unrealistic to have high level diagnostic and 

treatment capabilities in the most remote rural areas. 

Question 6. What steps do you plan to take to ensure the VA can handle the needs 

of both existing and new veterans? 

Response. If confirmed, it is my intention to transform the VA into a 21st Century 

institution, as promised by the President-elect, one that effectively and efficiently 

delivers benefits and services to Veterans in an accessible manner. I will seek whatever resources are needed to accomplish this transformation. 

Question 7. Are you committed to bringing the VA into the 21st Century my moving to an electronic claims processing system to help raters determine claims more 

quickly and make it easier for veterans to submit claims? 

Response. Yes, as indicated in question 6, above, VBA must move to an integrated, all electronic claims processing system. If confirmed, I will insist that a plan 

be developed with reasonably aggressive timelines to validate the current benefits 

administration business processes with an eye to the role of rules engines. Once the 

plan is adopted I intend to move expeditiously to acquire the technology and systems to support the delivery of benefits to Veterans. But, I would add the rating 

system is only one step in a process that we need to review. 

Question 8. Do you support Congress’ efforts to bring Priority 8 veterans back into 

the VA health care system? If so, how do you envision this process taking place? 

Response. If confirmed, an immediate assignment will be to develop the plan to 

meet the expectations of the President-elect’s goals as they pertain to Priority Group 

8 Veterans. I believe the prudent approach will be to validate the estimated number 

of these veterans, giving appropriate consideration to the potential impact of current 

economic factors, and then assess the capacity of facilities and staffing and then 

quickly create a plan to phase these Veterans into VA for care. Overriding considerations must be VHA’s ability to ensure a transition where demand can be appropriately met without deterioration in quality of care. 

Question 9. What will you do to ensure the VA is providing appropriate services 

to our women veterans? 

Response. I look forward to working with the Committee on this important service 

component of a transformed veteran-centric VA. I know that the proportion of 

women serving in the Armed Forces is growing. The active duty OIF/OEF military 

force is 14% women. I am advised that the proportion of women Veterans using VA 

services is also growing and is projected to possibly exceed 15% of the total population of VA health services users by 2020. VA will need to continue to respect the 

different requirements for health care and privacy for women, and take steps necessary to ensure those requirements are met. I understand that VA has recently required that the position of Women Veterans Program Manager be full-time at every 

VA Medical Center and that there are efforts underway to implement appropriate 

clinic and service enhancements. I will look to the Advisory Committee on Women 

Veterans to continue to assist VA in appropriately responding to the needs of these 

Veterans. 

Question 10. Do you support making the VA a leader in the use of green technologies, energy efficiency, renewable energy, and green building design in VA facilities nationwide? 

Response. With an extensive infrastructure including 153 medical centers, 745 

Community Based Outpatient Clinics and 225 Vet Centers, it is important for the 

VA to be an aggressive advocate of green technologies. It is my understanding that 

VA has for many years been active in efforts to achieve energy efficiency. I’m also 

informed that $120 million will be spent in this fiscal year on traditional renewables, cogeneration, and replacement of infrastructure (energy efficient boilers, windows, switches, etc). 

48 

Question 11. Will you encourage VA medical centers across the country to use the 

new authority granted by Congress for the VA to provide mental health services to 

families of veterans? 

Response. I am familiar with the provisions of Public Law 110–387 which extends 

counseling services to family members. As soon as the necessary regulations are in 

place, VA facilities will provide these services as appropriate to the treatment needs 

of Veterans. I believe this issue needs further examination and additional authorities and resources may be required. 

Question 12. As you may know, a recently released report by the Research Advisory Committee on Gulf War Veterans’ Illnesses, pointed to ingestion of 

pyridostigmine bromide pills and exposure to pesticides as two causes for the host 

of illnesses veterans returning from the first Persian Gulf War experience. Given 

this report and the fact there is still no real treatment for one-fourth of the 697,000 

veterans who served in this conflict 17 years later, what steps will you take to develop treatments and open the doors of the VA to these veterans without onerous 

service-connection requirements? 

Response. I strongly agree that more research into the causes and treatment of 

Gulf War Illness is called for and understand that VA has referred the report you 

mentioned to the Institute of Medicine for review and comment. I will be interested 

in the IOM response. With respect to those Gulf War veterans who are seeking medical treatment from VA, it is my understanding that provisions in the National Defense Authorization Act for Fiscal Year 2008 provide that Gulf War Veterans have 

until January 28, 2011 to enroll in VA’s health care system. 

Question 13. What role do you think the VA, working in partnership with State 

Veterans Departments, Veteran Service Organizations, and other entities, including 

veterans themselves, can play in helping personally contact veterans and their families to make sure they know about and can access VA services? 

Response. I believe that VA should take a leadership role in seeking out Veterans 

and their families concerning VA benefits. If confirmed, I anticipate developing a 

strategic communications program for VA that will involve more aggressive and innovative outreach utilizing all available technologies including the internet. 

Question 14. What steps will you take to make sure that VA employees are paid 

competitive wages that are so crucial to attracting workers to rural areas, such as 

in many parts of my State of Vermont? 

Response. I will ensure that the VA Human Resources program continues and enhances efforts to evaluate competitive pay and benefits. I understand that VA has 

special authorities in Title 38 to ensure that it has the ability to pay appropriately 

competitive salaries for physicians, nurses, and other health care professionals and 

local labor markets are taken into consideration in those determinations. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. JOHNNY ISAKSON TO

GENERAL ERIC SHINSEKI, NOMINEE TO BE SECRETARY, DEPARTMENT OF VETERANS’ 

AFFAIRS

Question 1. As Secretary of Veterans Affairs, how will you continue the progress 

that has been made in the area of seamless transition between VA and DOD? What 

programs and efforts have you seen to be successful and which would you expand 

upon? 

In Georgia, the Uptown Augusta VA Medical Center and the Eisenhower Army 

Medical Center at Fort Gordon seem to have perfected the model for seamless transition between VA and DOD. For example, the Augusta VAMC houses an Active 

Duty Rehab Unit where our active duty servicemembers are receiving state-of-theart rehabilitation and therapy. Soldiers at the nearby Warrior Transition Unit located at Ft. Gordon are provided transportation to the VAMC, providing soldiers an 

opportunity to move and transition seamlessly between the two facilities and organizations. I would like to see this model expanded, not only in Augusta, but around 

the country. I would appreciate your view on seamless transition between VA and 

DOD, and in particular how the ‘‘Augusta Model’’ can be expanded. 

Response. I have been advised that substantial progress has been made in the 

transition of patients from DOD to VA. I am aware of the programs that established 

the Federal Recovery Coordinators, the Recovery Care Coordinators, Transition Patient Advocates, and case management improvements. I’ve also heard all is not 

done, and if confirmed, I will personally emphasize the importance of these programs. While I am not familiar with the specifics of the Augusta program, I do know 

that there is a very good relationship between the Augusta VAMC and Fort Gordon, 

and I assure you that, if confirmed, I will seek more details about it and the feasibility of its expansion and perhaps emulation in other areas. 

49 

Question 2. As Secretary of Veterans Affairs, what are your plans on the implementation of electronic medical records sharing between VA and DOD? Do you see 

a need for this type of record sharing between the two Departments, and if so, what 

do you think is the best way to achieve this? 

Response. I am aware that significant progress has been made in the electronic 

sharing of medical record information between DOD and VA. I am troubled by reports about some continuing barriers. If confirmed, I intend to discuss the importance of these information sharing and integration efforts with Secretary Gates, 

mindful of the requirement to always appropriately protect the privacy and security 

of Veteran’s medical and personal information. 

Question 3. Over the past year, Georgia has been fortunate enough to receive several new Community Based Outpatient Clinics, with another one scheduled to come 

online next year. How do you view the services offered at these sometimes remote 

facilities? Looking at the types of mental and physical wounds our returning OIF 

and OEF vets are coping with, do you feel these CBOCs offer adequate and appropriate services? Should more of these clinics be constructed or should the Department be focused on building more medical centers OR BOTH? 

Response. It is my understanding that the strategy behind the development and 

expansion of Community Based Outpatient Clinics was to provide Primary Care and 

Mental Health Services in locations that would reduce veteran travel time for routine care. This seems to be an effective strategy for improving access to health care. 

With respect to the specialized needs the many OIF/OEF Veterans have, I will need 

to learn more about the extent to which the more complex services are available to 

meet these needs. 

RESPONSE TO POST-HEARING QUESTION SUBMITTED BY HON. DANIEL K. AKAKA TO

GENERAL ERIC SHINSEKI TO BE SECRETARY, DEPARTMENT OF VETERANS AFFAIRS

Question. Your notable service in the military includes Schofield Barracks and 

Fort Shafter in Hawaii. I am certain that you would be aware of the healthcare 

needs of our veterans in the Pacific region. Considering the geographic location and 

limited healthcare access in the Pacific, can you share with us your views on how 

you can reach out to provide and to enhance the quality of healthcare services to 

our veterans in the Pacific? 

Response. Yes, I am aware of the challenges facing the provision of healthcare 

services to veterans in the Pacific. I intend to learn more about the number and 

needs of these veterans. I have already learned that progress has been made in recent years to improve those services. The VA Pacific Islands Health Care System 

serves veterans in the Pacific Basin, a geographic service area of 4.8 million square 

miles. Affiliated with the University of Hawaii and Tripler Army Medical Center 

(TAMC), the Spark M. Matsunaga Medical Center is a state-of-the-art facility, providing diagnostic, medical, mental health, and specialty care outpatient treatment. 

Care is provided from its main clinic on Oahu and through five community based 

outpatient clinics (CBOCs) in the Hawaiian Islands and Guam. Additionally, at a 

16-bed Post Traumatic Stress Disorder (PTSD) residential rehabilitation center, veterans receive unique PTSD treatment and education. VA also operates a 60-bed 

Center for Aging (nursing home) in Honolulu. Currently, hospitalization is provided 

through a sharing agreement with TAMC and community hospitals. A 19-bed VAstaffed psychiatric ward operates at TAMC facility. 

Challenges remain however which may require new approaches and increased use 

of telehealth and contract care for these veterans. It is my understanding that the 

new VA Office of Rural Health will identify local initiatives for pilots which are expected to lead to improved rural health care. While we await the findings from the 

pilot projects, I would expect a continuing mix of care, the expanded use of telehealth for treatment of mental health needs of Veterans in their homes and CBOCs, 

and the continuing development of referral approaches and transportation where it 

is unrealistic to have high level diagnostic and treatment capabilities in the most 

remote areas. 

RESPONSE TO POST-HEARING QUESTION SUBMITTED BY HON. RICHARD BURR TO

GENERAL ERIC SHINSEKI TO BE SECRETARY, DEPARTMENT OF VETERANS AFFAIRS

Question. You are well aware of the focus that has been placed on ensuring that 

our wounded servicemembers have a ‘‘seamless transition’’ from military to civilian 

life. That phrase has been used so often that it’s important to come back to exactly 

what it means. So let me ask: What does ensuring a seamless transition for our 

50 

wounded men and women mean to you? What would a seamless transition look like 

under your leadership? And how do you plan to bring it about? Do you support providing expedited claims development for transitioning servicemembers who file disability claims shortly after their return from a combat theater? 

Response. ‘‘Seamless transition’’ can be an elusive term, but at its core I believe 

that it aims at facilitating the service person’s transfer to civilian life and to the 

earned benefits and services provided by the Nation in a manner that is prompt, 

comprehensive and as effortless as possible. The details can be complex and I look 

forward to reviewing and, if necessary, revising the efforts of the Senior Oversight 

Committee and Joint Executive Council process. Because I believe leadership is a 

key element of achieving this goal, I plan to meet personally with Secretary Gates 

in the immediate future to explore how these efforts may be improved and accelerated. I understand that the Disability Evaluation System (DES) pilot program in VA 

& DOD has recently been expanded to 19 military installations. I am very interested in learning of the effectiveness of this single disability examination pilot. I am 

also particularly interested in increasing the utilization of the Benefits Delivery at 

Discharge (BDD) program. It is through programs such as these that VA and the 

Department of Defense will be able to ensure that seamless transition is a reality. 

[The Committee questionnaire for Presidential nominees follows:] 

51 


4705701.EPS
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4705702.EPS
53 


4705703.EPS
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4705704.EPS
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4705705.EPS
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4705706.EPS
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[A letter from the Office of Government Ethics follows:] 


47057oge1.EPS
59 

[Letter from General Shinseki to the Office of General Counsel, 

U.S. Department of Veterans Affairs:] 


47057oge2.EPS
60 


47057oge3.EPS
61 

Chairman AKAKA. Thank you very much, General Shinseki. 

I am tremendously pleased that you are committed to transforming VA. During your tenure as Army Chief of Staff, you were 

able to successfully transform the Army to become more agile to 

meet a variety of challenges while dealing with a legacy of technologies that already existed and an institution that was wedded 

to how things were done in the past. I can see clear parallels to 

VA. 

My question to you is, what will be your first order of business 

to begin VA’s transformation, and what do you believe will be the 

biggest challenge you will have to overcome? 

General SHINSEKI. Well, thank you, Senator. I think I would describe the biggest challenge being the process by which we begin 

and sustain transformation of this Department into a 21st century 

organization, focused on the things that I have just mentioned— 

people-centric, results-oriented, and forward-looking. I need to fill 

in the details on exactly what those priorities will be. 

But while that becomes the overarching and long-term objective, 

there are some near-term issues that I know I will have to deal 

with. I can’t get to the long-term issue unless I deal with these 

near-term ones. 

First, implementation of the new G.I. Bill. There is an August 1 

implementation date and I know that there are assurances that the 

Department is prepared to execute that. I need to find out for myself, get an assessment, seek independent advice, if necessary, but 

be able to assure you that August 1 we will have checks in hands 


47057oge4.EPS
62 

of veterans who are looking forward to spending the next year in 

an academic environment. So that is one of the near-term issues. 

Another near-term issue is this, however it is quantified, the size 

of the backlog that was mentioned here several times and by Senator Murray, as well. I don’t understand why 6 months is what we 

live with. I need to get inside of this. There is, in my opinion, no 

reason why a veteran submits a claim and then takes a number 

and waits for 6 months. We need to do something about this. Some 

of this has to do with business processes and the applications that 

are currently in place, and if necessary, we must change them. We 

will. 

Along with that is the transition of currently-serving young men 

and women who are coming back from a combat zone, many of 

them bearing scars of battle, some visible, many others invisible. 

We need not add them to the backlog. There must be this seamless 

transition that we have talked about and has been suggested. If it 

were easy, I think it would have been accomplished. 

Normally when I have run into situations like this, it is a leadership issue. One of my early meetings I am going to request is with 

Secretary Gates in Defense and seek to continue the partnership 

that has already been established through the Senior Oversight 

Committee, where both Deputy Secretaries from our two Departments—Defense and Veterans Affairs—have made significant 

progress in trying to solve this problem in the last year or so. 

I intend to go after this and find a way to approach the seamlessness of the transition. It just seems to me that the technology is 

there. This is a matter of getting the technology to do the right 

handshakes. 

Even as we do this, we have a requirement to address the issue 

of Priority 8s who are going to be joining us in our rolls. I need 

to understand just the size of the population, and I know that with 

the economic downturn, the size of the population is probably growing. I need to have some good numbers on what the estimates are 

and to be able to quantify what the resourcing requirements are so 

that I can make some assessments. 

And within the group of Priority 8s, there may be subcategories 

that are more critical and should be moved forward in the category 

of Priority 8 veterans, but we need more information. I certainly 

need more information than I have today. But that is a priority. 

Undergirding all of these near-term challenges is a movement to 

an information technology electronically-based set of business practices and applications that makes us as paperless as possible. I 

don’t know that we will achieve true paperlessness, but there is a 

lot more that needs to be done that will support our decisionmaking, our accuracy, our ability to identify veterans and keep 

them in the system once they are there—all the benefits that now 

we seem to struggle with. 

To do that, very shortly, I have a 2010 budget requirement and 

so a lot of assessment and a lot of information gathering, decisions 

in which I have to craft a credible and an adequate 2010 request 

that achieves the vision that the President-elect has asked me to 

execute. 

Chairman AKAKA. Thank you, General. 

63 

We will continue with a 5-minute questioning period and I will 

call on Senator Hutchison for her questions. 

Senator HUTCHISON. I think you have covered everything well on 

the priorities and I particularly appreciate that you are going to 

jump in on those claims times, because I think it is one of the hardest issues that Senator Akaka and Senator Murray and I have 

worked on. We have given the money to do that, so we will look 

forward to a progress report. 

I would like to have your thoughts on the research that is being 

done on Gulf War Syndrome—because I do think that has a great 

potential for protection of future warriors—and also the other areas 

that you would stress in research for the kinds of injuries and rehabilitation that we want for our veterans of today. 

General SHINSEKI. Senator, my impression is there has been significant money already invested in research about Gulf War Illness. A good portion of that, my sense is, has been causes. I think 

that research probably needs to continue, but at this point, I think 

I am more interested in research that will develop treatment for 

the symptoms that are clearly evident among the population of veterans who went to the Gulf the first time. We may not know exactly the causes, but I think we have enough information that validates that there are symptoms that must be treated; and I am 

more interested in understanding how we get on with that. 

So I look forward to the reports that I will be provided. I don’t 

have the details now, but the reports that are already provided regarding the research, and even the more recent affidavit that you 

received over the holidays, and I want to see how we can put together treatment for these veterans. 

Senator HUTCHISON. Thank you. I agree with you. And I think 

as this goes forward, we are close to now determining that it is lack 

of a particular enzyme in the blood and in the brain, so I know that 

with the great knowledge that we are getting, we could probably 

have the ability to give that enzyme to people who are going in— 

or not allow people who don’t have it to enter into—an area where 

there might be chemicals. So, I think we have made the commitment with the funding over a period of 5 years to be able to take 

that next step and I will look forward to working with you on that. 

The other areas that I am interested in: we now have so many 

more survivors who have lost limbs because of the IEDs; the trauma research; and just to reaffirm that those would also be priorities. And if there are any others that you would like for us to also 

look at, I would be interested in knowing. 

General SHINSEKI. I think really the pace setter right now, in 

terms of traumatic injuries to our veterans who are currently serving, is probably the Department of Defense, just because they have 

had that initial return of veterans and they have done tremendous 

work in terms of—certainly with the amputees on prosthetic research. 

I don’t know exactly how the Veterans Affairs Department is set 

in terms of comparable capabilities, but my sense is there is a little 

catch-up required here. We have a terrific opportunity to partner 

with what has already been achieved in the Department of Defense 

and then to take it the next step as those veterans come under the 

64 

care of the Department; and if confirmed, that will be one of the 

things that I will be interested in making an assessment on. 

I think there is a requirement for research into brain trauma 

that we are dealing with—PTSD and TBI. My sense is that there 

was some level of these injuries in earlier conflicts. They have been 

pronounced in this one because of the size and the signature of the 

kinds of weaponry being used to attack individual soldiers. We 

probably didn’t do enough in previous conflicts, and we need to ensure we don’t miss this opportunity. More research is necessary in 

this area, as well. 

Senator HUTCHISON. We will support that. 

Thank you, Mr. Chairman. 

Chairman AKAKA. Thank you, Senator Hutchison. 

And now, Senator Rockefeller. 

Senator ROCKEFELLER. Thank you, Mr. Chairman. 

General Shinseki, one of the tragedies of the care of people, generally, in this country is the lack of understanding of mental illness; and it always strikes me when I watch TV advertisements, 

they are being pushed. They are considered to be a part of the 

American situation, and some people say as much as 25 percent of 

people are dependent upon some kind of mental illness help and 

treatment. 

It seems to me that the work that could be done in the veterans’ 

hospitals—and there is already work being done—strikes me as the 

model of the way to help educate not just physicians, but the American people, because people understand that when people go to war 

and they come back, they don’t come back unwounded one way or 

another, and particularly when they have been on two or three—— 

General SHINSEKI. Sure. 

Senator ROCKEFELLER [continuing]. Tours. So I am interested in 

how you see that problem. 

America, we are a Nation of such optimism that nobody wants 

to admit that—because of circumstances or trauma or exhaustion 

or other matters—that they just get depressed and they can’t perform to their ordinary ability. This is a huge matter for the military and for veterans returning, not just the recent veterans, but 

going back many years. I am interested in your approach to that, 

because I think that you cannot only help veterans, but you can 

help the American people come to terms with what people are still 

reluctant to talk about. 

General SHINSEKI. Well, Senator, I think you know that in the 

active military, we wrestle with that stigma and have for some 

time. Of late, as much work has been done, there is still the reluctance of young men and women to self-refer. We need better tools 

in how we reduce that stigma, and I do know that in the Department of Defense, this is a continuing discussion. 

A serving general officer who recently described himself as having the effects of PTSD very publicly self-referred himself, and I 

think that is a tremendous step in being able to deal with the stigma for others. 

In the VA, that stigma shouldn’t be the same. I mean, we have 

now transitioned people out of serving units where an upcoming 

mission may be of concern. Now that they are with the VA, we 

should be able to deal with this and address the stigma and have 

65 

people comfortable in being referred or referring themselves for 

treatment. 

What is clear about PTSD is that it is a debilitating condition, 

but if treated early, recognized and treated, it responds to that 

treatment. The alternative is to let these things go unaddressed 

and more significant problems, maybe even catastrophic problems, 

occur. And so, I think more research needs to be done in this area, 

but certainly along with that, to reinforce the treatment we know 

that works and then to address this issue of making people comfortable with dealing with PTSD and TBI as we deal with other injuries, physical, visible injuries that result from combat, gunshot 

wounds and so forth. This is one that will have my attention. 

Senator ROCKEFELLER. Thank you. I have another question, but 

my time is up. 

Chairman AKAKA. Thank you very much, Senator Rockefeller. 

Senator Wicker? 

Senator WICKER. Thank you. 

General, a Priority 8 veteran is any veterans who received an 

honorable, general, or under honorable conditions discharge with 

zero percent disability who earns greater than $29,402. There are 

currently eight million veterans enrolled in the system today, of all 

priority categories. I am told that there are ten million Priority 8 

veterans not currently in the system now. Two-point-two million 

Priority 8 veterans are already enrolled and 1.2 million are actually using the system. 

I would just say that I appreciate your statement that in trying 

to get your arms around this issue, one of the things we are going 

to have to learn is what resources are available to you, because to 

move twice as many people into the system in Category 8 is going 

to be more demanding on the taxpayers than I think some people 

realize. So I would just offer that. 

Let me let my one question be about electronic medical records, 

and these are statistics provided to me by the VA. Ninety-eightthousand Americans die each year from medical records errors. 

One-in-seven hospital admissions occur because a medical record is 

not available. Twelve percent of physician orders are not executed 

as written; and 20 percent of laboratory tests are requested because previous studies are not accessible. Now that is society-wide, 

General. But back to your goal of excellence and cutting-edge leadership to be received by the Department, I would submit to the 

Members of the Committee and to you that these sorts of statistics 

are not acceptable. 

Now, we have in the DOD/VA a plan called the Information 

Interoperability Plan, IIP. It has 22 different initiatives with three 

sets of goals. The IIP describes a path for DOD and VA medical 

information systems to be shared. What it does not include is a system for a single electronic medical record, which has been a goal 

that I personally have embraced. 

And I realize that you are going to have to go back and familiarize yourself with the details of this, but there are some people 

who think it is unrealistic to expect this out of DOD and VA. I 

think if two major corporations in the United States were merging, 

it wouldn’t be at all unrealistic to think that the electronic information systems of both of those corporations would soon be merged 

66 

and that we would be able to make it work somehow. Some people 

think that doctors and providers in DOD and in VA would not use 

such a system. It would seem to me that, in particular, physician 

employees of DOD and VA could be required perhaps more easily 

than other physicians to enforce this sort of thing. 

So I would ask you your thoughts about this at this point in time 

in your education into this new Department. Does a series of systems that will supposedly be interoperable, does that truly benefit 

the servicemember and his family? Do we need, indeed, a single 

electronic medical record that you start with in the Army and you 

continue with in the VA, or are we going to have simply a patchwork of antiquated systems that we try to get to talk to each other? 

General SHINSEKI. Senator, that is a great question. I don’t 

know. I am not familiar with the IIP to begin with. I am assuming 

it is the result of the SOC, the Senior Oversight Committee’s work 

between the two Deputy Secretaries. But I will find out more about 

it. 

To me, it is not a technical or technological issue. It is a leadership issue of agreeing what will serve either or both systems or the 

individuals within that system. 

Just an anecdote. I just happened to have a recent visit to the 

Walter Reed Army Medical Center here a few weeks ago in preparation for, if confirmed, being transferred over to the VA. I happened to ask two, maybe three of the doctors who looked at me that 

day and if they knew about the electronic medical system used by 

the VA, and each one of them said they did and they thought it 

was an excellent system and they wished they had it. So, maybe 

there is some hope for some kind of agreement here between the 

two Departments, and I say that before I go over to make my initial visit with the Secretary of Defense. 

But I will look for a way to create this technological, seamless 

transfer of information. It is not the technology. It is about leadership, in my opinion. 

Chairman AKAKA. Thank you, Senator Wicker. 

Senator Murray? 

Senator MURRAY. Thank you, Senator Akaka. 

Thank you very much, General, for your opening statement. I 

very much appreciated what you called your three fundamental attributes and I look forward to your implementation of that. 

I did want to just say I want to thank your family for their tremendous patience sitting here. I don’t know who the young gentleman is who is listening very carefully, but he is doing a better 

job of sitting than most of us up here. I just wanted to tell you I 

appreciate his willingness to be there and support you, so thank you. 

General SHINSEKI. They are family friends, the Fritchey family 

from Virginia, and John has his two sons here to expose them to 

the workings of government in a democracy. He thought this was 

a great way for them to spend the day. 

Senator MURRAY. Excellent. Excellent. 

General, I wanted to ask you, over the past 8 years, the VA has 

developed sort of a track record and culture of downplaying some 

very potentially embarrassing internal issues, whether it is the 

budget shortfalls that we saw or inaccurate suicide data, really at 

the expense of the veterans that we are all serving. I wanted you 

67 

to share with this Committee how you, as Secretary, can build 

within the VA a culture that focuses on providing for veterans’ 

needs rather than sort of avoiding public relations disasters. How 

do you change that culture and what will we see under your administration? 

General SHINSEKI. Well, Senator, a good question, and I do think 

it is about leadership and it is something I will go to work on the 

day of my arrival, if confirmed by the Senate. 

As I said in the beginning, good people go to work every day in 

the VA, and that is my expectation. So if I were to send a message 

to the good people who are dealing with the veterans who are our 

clients, my message would be this, ‘‘Treat our veterans with respect 

and dignity. They are not here begging for a handout.’’ 

I am reminded of this statement by a good friend of mine who 

happens to work for McClatchy newspapers, a fellow named Joe 

Galloway. Simple message. We serve veterans. Maybe even simpler. The answer is yes. What is the question? Not to oversimplify, 

but it is to change the attitude by which veterans are treated when 

they come to us to request that we provide the benefits and services we promised and they have earned. 

They are truly our clients. They don’t have anywhere else to 

shop. They are our clients. They retained us to do this and we are 

going to deliver on that. Treat them with respect. And asking them 

to take a number and wait; or put up with records that are lost 

or take 6 months to adjudicate; or even worse, records that are 

thrown out and destroyed, is not part of the culture that I expect 

governs what will happen at Veterans Affairs. 

You have got to come to work with a passion to do what we are 

asked to do, as difficult as it is. That is why I took this job. My 

hopes are that, very quickly, we can go through the period of adaptation and team building and come out the end of that transition 

with a cohesive organization that is serving veterans. 

Senator MURRAY. Well, I look forward to that and I hope that as 

part of that, your message to all of your team members within the 

large bureaucracy of the VA is that when potential issues come to 

light, that sharing them openly and honestly is a better way of 

treating veterans than to try and figure out how to keep it from 

coming out. 

General SHINSEKI. I agree. I would just add to that, Senator, that 

not only are we trying to create this much-described ‘‘One VA,’’ 

which is team building and also cohesion, but I think we as a Department have an opportunity to reach beyond our own walls and 

look to work with Health and Human Services, with the Department of Labor, with Housing and Urban Development, Education, 

Small Business, to put together comprehensive solutions for what 

we know our veterans are wrestling with. 

In the veteran population, there is this microcosm of all of the 

other issues that are being handled by other Departments and we 

need to be smart about how we engage one another and come up 

with partnering solutions that husband resources and get better results for all of us. 

Senator MURRAY. Yes. One issue I wanted to bring to your attention quickly is the issue of suicides and suicide prevention, and the 

VA has made a little bit of progress on this, but we still aren’t able 

68 

to get a true handle on that. I have been exploring how we can 

help get a Memorandum of Understanding or agreement with the 

Centers for Disease Control and Prevention so that we can get a 

better handle on numbers. Could I get your willingness to work 

with me on making sure we understand what the scope of the problem is so we can deal with this in a much better way? 

General SHINSEKI. I will, Senator. 

Senator MURRAY. Thank you. I have additional questions, but I 

will wait for the second round. 

Chairman AKAKA. Thank you very much, Senator Murray. 

Senator Tester? 

Senator TESTER. Thank you, Chairman Akaka. 

You know, it is interesting. Not only can they see you on the 

cameras in their homes today, but I understand the Iraqi and Afghanistan Veterans of America are also blogging this. This is good 

stuff for the information technology world. 

I just want to touch on electronic medical records, and you don’t 

need to make your answers very long, just to the point. We have 

had several hearings on this seamless transition between DOD and 

VA, as I mentioned in my opening remarks. Do you think it is important? What kind of urgency are you going to place on it? Is it 

high on your list, is it moderate or low? 

General SHINSEKI. Senator, it is high on my list. I don’t think I 

can address those near-term issues about backlog, about Iraq and 

Afghanistan veterans being moved from one Department to the 

next without the electronic records and the information technology 

backbone that supports that. 

Senator TESTER. You said you think it is basically as simple as 

a leadership issue. I mean, I think that is good news. Do you have 

people in mind that you can influence in the DOD to make this 

happen? It is not within our purview. 

General SHINSEKI. I am going to begin with my counterpart and 

then take his lead on that. 

Senator TESTER. Super. 

General SHINSEKI. My reason for saying it is a leadership issue 

is that technology—the power of the microprocessor—solves that. 

Senator TESTER. I should say it, but when confirmed, what actions would you take to enhance medical, and maybe more importantly, mental health outreach to veterans in rural communities, 

because we are so short on the mental health stand, especially in 

rural America? 

General SHINSEKI. I know that the delivery of services and benefits in the rural parts of the country is a challenge and will continue to be. I also know that there are some telemedicine opportunities. I am led to believe that there is some promising work maybe 

even in the mental health arena here. I would rely on our mental 

health professionals to give me a comfort level that says you can 

do some, a lot, maybe all of it in this manner. 

I do know that in the last 2 years the Department has hired, I 

think, 4,000 additional mental health professionals with plans to 

hire several thousand more in the next 2 years, all indicating that 

there is the understanding this is a huge area for work to be done. 

Senator TESTER. Good. We have a large number of veterans who 

are Native Americans in Montana and they have some health care 

69 

issues in Indian Country. There has been some collaboration about 

potentially working together with the Indian Health Service. What 

are your views on those kind of issues? Give me an idea if you 

think that is possible or if it is something that you would work 

toward. 

General SHINSEKI. I would say it is something I probably need 

to find out more about, Senator. But I don’t think I would turn 

away any opportunity to partner with other agencies as long as the 

quality that has been established in the VA is met and that timeliness and accessibility for veterans is the benefit. 

Senator TESTER. I appreciate that. There is a Rural Veterans 

Health Advisory Committee. They have met once already, last fall. 

They meet again in the spring, I believe, in Arizona. Would you 

commit to giving those folks the resources they need to finish their 

work as far as making some recommendations on how we can better address—— 

General SHINSEKI. I will find out a little bit more, but I will commit to supporting the rural health—I think you are referring to the 

Rural Health Office that has been established? 

Senator TESTER. It is a Rural Health Advisory Committee that 

General Peake appointed, I think it has been about a year ago. 

General SHINSEKI. I think we are speaking about the same thing. 

Senator TESTER. And then the other thing is, once they get a report, would you commit to actually taking a hard look at it? I am 

not saying implementing it, but certainly take a hard look at it—— 

General SHINSEKI. I will. 

Senator TESTER [continuing]. To make sure it just doesn’t end up 

another report on the shelf. 

General SHINSEKI. I will. 

Senator TESTER. Thank you very much. 

Chairman AKAKA. Thank you very much, Senator Tester. 

General Shinseki, you indicated in response to pre-hearing questions that you would be an aggressive advocate for the fiscal needs 

of the Department. I am most gratified to hear this. Along with 

President-elect Obama, you indicated that you would support advanced funding for VA. My question to you is, will the fiscal year 

2010 budget contain this funding mechanism? 

General SHINSEKI. Good question, Senator. I don’t know, but I intend to find out. If confirmed, that will be an initial set of questions 

that I deal with as we begin to put together that budget. 

Chairman AKAKA. There is an interest in the Committee that 

was mentioned. 

General SHINSEKI. I do support the advanced appropriation 

mechanism. Having lived with continuing resolutions in another 

life, I know that there is impact, and especially when we are dealing with health care and other issues for veterans. I would prefer 

to have a mechanism that allows that to continue without interruption. 

Chairman AKAKA. Given the IG’s dual responsibility to the Secretary as the head of the Department and to Congress, do you believe you will be able to support the IG’s work even if a particular 

job might bring adverse publicity to VA? 

General SHINSEKI. I have absolutely no problem with that, Senator. I have lived with the dual reporting responsibility of the InVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00075 Fmt 6633 Sfmt 6601 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
70 

spector General. I have always seen the Inspector General as part 

of my team, helping me to find and solve problems that might not 

ordinarily come to my attention. So the dual reporting chain does 

protect the independence and impartiality here, and I think that is 

important in any organization. 

Chairman AKAKA. General Shinseki, I want to follow up on your 

comments about creating a trusting and positive relationship with 

veterans and their families. Given missteps in the past on health 

care matters and the dismal performance in claims processing, how 

do you begin to foster trust in that relationship? 

General SHINSEKI. Senator, that is just a process that begins 

with me and begins with my opportunity to build a good, strong, 

and supportive team inside the Department of Veterans Affairs. My 

experience is that there is nothing that builds trust faster than 

performance and delivering on promises, and that is what we intend to do. If confirmed, that is what we intend to do. 

Chairman AKAKA. Well, thank you very much for your responses. 

Let me call on Senator Rockefeller for his further questions. 

Senator ROCKEFELLER. One of the great tests of who I know you 

to be because of what you did in terms of the Armed Services Committee and the effect that that had on the American people was 

magical. It brought the whole concept of truth and need into a kind 

of convergence which—maybe that over-dramatizes it a bit—it kind 

of electrified the Nation. It certainly electrified us here in Washington. 

You are going to be Secretary of Veterans Affairs, and that 

means that every single piece of testimony that you give is going 

to have to be vetted by the Office of Management and Budget. 

Peter Orszag is one of the finest men I know. He really is good. 

He is a lot more than a numbers cruncher. But there will come a 

time, and I remember when I was Chairman, I used to have real 

brawls with the White House on funding levels, and won one once, 

and they told OMB to change their view. 

But you are constrained in what you can say and that presents 

a problem, I think, for a man of your nature and your truthfulness, 

because as Senator Murray, who is always spot-on, says, telling the 

truth about the needs is part of what builds confidence in veterans. 

It also builds confidence in the 220,000 people who will be working 

for you, many of whom have been there for many, many years and 

have not changed their ways in many, many years; and that is another subject which I won’t get into. How do you establish that you 

really mean it in a large bureaucracy, and sometimes you have to 

do that by getting rid of people who are simply unwilling to adhere 

to what the President-elect and the Secretary of Veterans Affairs 

wants. 

But I really think the business of truthfulness on veterans, I 

think Senator Murray and Senator Akaka would agree with me 

that there were two things, and we discussed this in our conversations, two tectonic changes that occurred last year. One was as a 

result of the Walter Reed Army Hospital Building Number Nine 

situation, when all of a sudden it came crashing down upon us that 

we had not been serving veterans, and I have been on this Committee for 24 years and it was just a crushing realization to me, 

but on the other hand an inspiring one, too, that sometimes you 

71 

have to pay for what you are going to get, and when you are dealing with veterans, that puts you into a whole different category of 

obligation. But the Nation understands, even if the bureaucracy of 

government does not. 

So what I am asking you, and please don’t answer because I do 

want you to get confirmed—— 

[Laughter.] 

Senator ROCKEFELLER [continuing]. Is to say that this is not 

enough. Thanks mostly to the work of Senator Murray, who you 

will find is one of the best friends you will ever have, she just got 

us a whole bunch more money and we all felt pretty good about 

it—$2 billion. It actually was more than that—$3 billion—then 

when we looked at it, it was wholly insufficient. It was just better 

than it had been before. 

Well, you are not interested in just what is better than it has 

been before, but you are interested in what is sufficient to make 

you and 220,000 people roar out of bed every morning and charge 

off to work because they know they are going to be changing the 

lives of people in a permanent way. 

So I just make that comment to you, that you will soon find yourself, I think, in a trap; and I think it is going to be a particularly 

hard trap for a man of your integrity and stature. I always make 

this point before vital testimony so people know that they have to 

ask themselves the question, am I listening to General Shinseki or 

am I listening to the Office of Management and Budget. There is 

not much money around these days after we finish doing whatever 

we have to do. But I just pray that you will level with us—maybe 

it doesn’t even have to be in a public setting—you will level with 

us about where you are being shortchanged and where you really 

want to get things done and the money just is not there. 

Government is capable of changing. I think we have a very gutsy 

new President-elect and I think he wants to see results in the work 

that you are doing. So I just make that comment and ask you not 

to comment on it. 

Chairman AKAKA. Thank you very much, Senator Rockefeller. 

Now we will have Senator Murray. 

Senator MURRAY. Senator Rockefeller, thank you very much for 

that statement. I think we all agree with that and look forward to 

seeing you implement a real change of culture and heart. 

Let me ask you about women veterans because it is an issue that 

I feel very passionately about. Women make up about 14 percent 

of the current active-duty force, but women still are such a minority at the VA. A lot of women don’t see themselves as veterans. 

They don’t get adequate care when they go in. The VA wasn’t built 

for women, but they now have to be part of that, and I wondered 

if you could share a little short answer with us about what you 

hope to do on that front. 

General SHINSEKI. Sure. Senator, I watched the Army go through 

the same process of adjustment and we may be playing a little bit 

of catch-up, as well, here in Veterans Affairs. When I entered the 

service, we were primarily male, a draft Army, and I watched the 

changes for the better that occurred over that time. But we were 

always playing catch-up. I understand that today, women account 

for about 14 percent of our deployed formations. Estimates, I am 

72 

told, is that the VA by 2020 is going to be 15 percent women. Now 

is the time for us to anticipate that coming change that we know 

is going to occur and put in place the kinds of programs so that 

we will accommodate those changes without playing catch-up. So it 

is a good time. 

I do know that the VA has directed a full-time Women’s Veteran 

Program Manager at each of its 153 hospitals, and so that is recognition. There is also—serving the Secretary—a Women’s Advisory Committee, as well, and I look forward to meeting them and 

getting them—— 

Senator MURRAY. We look forward to working with you on that. 

Over the past 8 years, we have seen the Bush administration 

propose new health care user fees and increase copays. I saw recently a study by the University of Pennsylvania that found that 

the VA’s pharmaceutical copay increase back in 2002 actually 

caused a 19 percent drop in medication adherence by our veterans. 

So it had a very negative effect, and I am hopeful that we don’t 

see from this administration those kinds of proposals for increased 

copays and fees. 

I know it is premature to ask you what your budget is going to 

look like, but can you tell us what you are planning to do in terms 

of copays and fees for our veterans? 

General SHINSEKI. Well, Senator, I just need to learn more about 

this. I do know under these economic conditions all of our veterans 

are under stress, and so I need to get in and understand where we 

are—— 

Senator MURRAY. OK. Just as a heads-up, this Senate has turned 

down those requests every time, so if you want an honest budget, 

it might be better to come to us without those in them. 

Thank you for coming to my office and chatting with me about 

a number of issues that we talked about, in particular the Walla 

Walla Outpatient Clinic, which we had a great discussion on. We 

have made a lot of progress there. We want to keep going and I 

appreciate your commitment to that. 

I did also want to invite you out to my State in particular. We 

have a number of VA facilities. I noticed that in your responses to 

pre-hearing questions you said that you wanted to get out to see 

some of the VA facilities. And I think if you have the time, and 

once you get settled, I would love to have you come out and see 

some of the work that we are doing. I know our veterans would appreciate your being out there on the ground. 

I did want to ask one last question that I think is important. The 

VA has been a very passive organization. We are here. You can 

come to us. It seems to me, particularly with our Iraqi and Afghanistan veterans who are coming home—a different generation—looking at the world differently and how they perceive it, that we are 

losing a lot of our veterans, particularly with PTSD and TBI—not 

those visible wounds of war—because it has been a passive organization, and I am concerned about the outcome of that. 

Do you share my view that VA needs to start being more of a 

proactive organization rather than just a passive organization; and 

if so, how do we get there? 

General SHINSEKI. Senator, we can’t transform unless we are 

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73 

sion that I have been provided. In order to get there, the Veterans 

Affairs Department is going to have to change a bit of the culture 

and the way that it has been doing business, all for the good. But 

my responsibility is to lead that change, and proactivity is something I am usually comfortable with. 

Senator MURRAY. OK. Well, General, I really do appreciate you 

taking on being the head of this agency. We want it not to be business as usual. We want to not hear just about a bureaucracy, but 

about a people organization. You have set that vision out for us 

and I assure you if you move forward with that aggressively, openly, and honestly with this Committee, we will work as hard as we 

can with you to make sure our veterans get the care they need. So 

thank you very, very much. 

Chairman AKAKA. Thank you very much, Senator Murray. 

Thank you, and mahalo, General Shinseki, for your full and open 

participation in today’s hearing. Every organization needs an unquestioned leader and I am anxious to have you assume that role 

at VA as soon as feasible. 

As I mentioned in my statement, the plan is for your nomination 

to go directly to the Senate Calendar on Inauguration Day and for 

the Senate to act on it the same day. If there is no objection, I ask 

that any member who wishes to submit any post-hearing questions 

to General Shinseki to do so today and that the nominee return 

them by close-of-business tomorrow. So we look forward to this 

speedy action and look forward to your being confirmed. 

Again, I want to say thank you to you and your family. We want 

to wish you well in the future and in the future of our country. We 

ask God’s blessing upon you, your family, and, of course, our country and our new administration. 

With that, this hearing is adjourned. 

General SHINSEKI. Thank you, Mr. Chairman. 

[Whereupon, at 12:24 p.m., the Committee was adjourned.] 

(75) 

A P P E N D I X 

PREPARED STATEMENT OF L. TAMMY DUCKWORTH, DIRECTOR, 

ILLINOIS DEPARTMENT OF VETERANS AFFAIRS

Mr. Chairman and Ranking Member Burr, Thank you for allowing me the opportunity to submit testimony to this Committee in support of President-elect Barack 

Obama’s nomination of General Eric K. Shinseki to Secretary of Veterans Affairs. 

I have had the great privilege of testifying several times before you and know that 

this Committee and its members have often been the final line of defense for Veterans. This Committee has pushed for better benefits for Veterans while understanding the importance of efficiency and expediency in delivering care. In the last 

several years, it was this Committee, in a bipartisan effort, which led the efforts 

to allocate the budget truly required by the Dept. of Veterans Affairs to care for our 

Nation’s Veterans, instead of the grossly inadequate levels requested by the administration. 

I believe that you will find GEN Shinseki to be exactly the kind of tough, innovative and insightful Secretary that the Department of Veterans Affairs needs at this 

extremely critical time. The VA is facing increasing demand for its services from 

Vietnam-era Veterans, returning to the VA as they enter retirement and lose employer-provided health care or have developed service-connected illnesses, such as 

cancers, which often develop decades after exposure to battlefield conditions. Additionally, after seven years of war, the younger generation of Veterans entering the 

VA today have demographics rarely seen by the USDVA in its past. The incredible, 

world-class military medical system has resulted in many more Veterans returning 

from war having survived severe injuries that were life-ending in the past. Traumatic Brain Injury and Post Traumatic Stress Disorders as well as exposure to contaminants have emerged as significant health issues of the OIF/OEF generation 

Veteran. We have the first ever generation of young female combat Veterans in our 

nations’ history. Homelessness is also a critical threat. In Illinois, we are already 

caring for homeless Iraq and Afghanistan Veterans in shelters across the state. 

When the homeless Veteran is female, there is a much higher likelihood that children will accompany their single parent Veteran into homelessness. Our Nation’s 

Veterans need a Secretary of Veterans Affairs who will be able to address each of 

these issues while transforming, modernizing, and cutting through the entrenched 

bureaucracies of the USDVA. 

I am very familiar with GEN Shinseki’s service to this country, considering I 

served during his tenure as Army Chief. He is also a combat-wounded disabled Veteran. Most importantly, his military service gives us clear evidence that he will be 

the innovative, future-looking Secretary of Veterans Affairs that our Nation’s Veterans need as we leave behind antiquated systems and embrace new technologies 

and processes such as electronic medical records that can be shared between DOD 

and USDVA. As Army Chief of Staff, Gen Shinseki showed his ability to be aggressive and forward-thinking. He is responsible for the Stryker Interim-Force Brigade 

Combat Teams that have been crucial in combat actions in Iraq and Afghanistan. 

Additionally, his long-term strategic programs included the Future Combat Systems 

(FCS) of which various systems emerged, including the Unmanned Aerial Vehicles 

(UAVs) deployed to Brigade and Battalion levels that protect and serve our troops 

today in Operations Iraqi and Enduring Freedoms. 

Members of the military, and I am sure the Nation, are by now aware that GEN 

Shinseki is not afraid to stand up for what he believes is the truth. He has testified 

difficult realities to the U.S. Congress before and our Veterans trust in his ability 

to do the same in the future. In 2001, he successfully fought against reductions in 

troop strength in the Army. In fact, General Shinseki has been in the Veterans Affairs business throughout his long career as taking care of your Warriors is one of 

the cornerstones of an effective military commander. 

76 

The treatment and care we give our Veterans is also an issue of military readiness, something that every military commander understands. It is vital to our Nation’s missions that the Warrior on the front line knows that should he be hurt or 

killed, he and his family will receive every benefit promised to him by the United 

States. We do not want the Soldier kicking down doors on a house-to-house search 

for the enemy to hesitate because he is concerned that he or his family will not receive the proper care should he be injured. In combat, a moment of hesitation can 

literally be the difference between life and death. When our Nation’s mothers and 

fathers are approached by their brave young son or daughter, looking to join the 

military, they must know without a doubt that their child will be cared for, that 

this Nation will not renege on its promise to our Veterans. President Washington 

himself addressed this need when he said ‘‘The willingness with which our young 

people are likely to serve in any war, no matter how justified, shall be directly proportional as to how they perceive the Veterans of earlier wars were Treated and Appreciated by their Nation.’’ Simply put, giving Veterans the benefits that they have 

rightfully earned is more than just a matter of the right thing to do, although that 

alone should be enough. 

Living up to our promises to Veterans is an important component of the readiness 

of our military to carry out the mission we the people of the United States assign 

it to complete. I believe that General Shinseki has the skills and commitment to 

this country and its Veterans we so desperately need in the USDVA. I believe we 

must jealously guard our Warriors who are our Nation’s greatest treasure. Together, 

by serving those who have served, we can continue to make sure that our Nation 

keeps its promise to our Veterans. 

I thank this Committee and its Members for your effort to improve the lives of 

those who have served. I urge you to support the nomination of GEN Eric K. 

Shinseki to Secretary of Veterans Affairs. 

VIETNAM VETERANS POST 10583, 

VETERANS OF FOREIGN WARS

Waipahu, HI, January 12, 2008. 

Hon. DANIEL K. AKAKA, 

Chairman, 

Committee on Veterans’ Affairs, 

U.S. Senate, Washington, DC. 

Re: Support of Nomination for General Eric Shinseki 

DEAR MR. CHAIRMAN AND MEMBERS OF THE COMMITTEE: The Vietnam Veterans 

Post 10583 of the Veterans of Foreign Wars, Honolulu, HI, strongly supports the 

nomination of General Eric Shinseki as the Secretary of the Department of Veterans 

Affairs. 

General Shinseki has earned the respect and admiration of veterans by his demonstration of courage and ability as a soldier both on and off the battle field. General Shinseki is well known to the veterans of Hawaii. We feel General Shinseki 

is an excellent choice for the Veterans Affairs Secretary. 

It is very important that veterans accessing services from the VA have confidence 

in the leadership, especially the Secretary. Being active in veterans’ affairs and having knowledge of the programs and services our veterans receive, I am aware of 

some of the shortcomings that still seem to prevail at the VA. While most of our 

veterans have been very appreciative of your support and efforts in providing the 

resources and funding necessary for the delivery of these services, there is always 

room for improvement. 

We feel General Eric Shinseki is the right person at the right time who will be 

able to achieve the level of support necessary to continue and improve VA services. 

We feel with you as Chair of the Veterans Affairs’ Committee and General Shinseki 

as Deptartment of Veterans Affairs’ Secretary, will provide for the best opportunity 

for the welfare of our veterans. 

The veterans of Hawaii stand in solidarity with all of our Nation’s veterans, as 

there are two of our own veterans serving in the highest levels of veterans affairs. 

This gives us a special sense of pride and confidence that our needs are understood 

at the highest level. Therefore, we highly recommend the confirmation of General 

Eric Shinseki as Secretary of the Department of Veterans Affairs. 

Respectfully Submitted, 

RENE BERTHIAUME, 

Post Commander. 

77 

PREPARED STATEMENT OF EDWARD M. KAWAMURA, A DISABLED AMERICAN VETERAN, 

MEMBER OF KAUAI CHAPTER NO. 5, DISABLED AMERICAN VETERANS, LIHUE, HI 

INTRODUCTION

Honorable Senator Daniel K. Akaka, Chairman, and honorable Members of this 

distinguished Committee, Thank you for this opportunity to discuss the nomination 

of General Eric Shinseki to be Secretary of Veterans Affairs. 

I, Edward M. Kawamura, a retired U.S. Army Veteran of the Vietnam War, Disabled American Veteran, of the Department of Hawaii, and a member of Kauai 

Chapter No. 5, humbly address your august body, to consider favorably, this nomination. 

HISTORICAL OVERVIEW

General Eric K. Shinseki, was born and raised on Kauai, Hawaii, from humble 

beginnings and was inspired in his teens by his uncle, who was a veteran of the 

distinguished 100th Infantry Battalion and the veterans of the 442nd Infantry Regimental Combat Team of World War II, who were invited to his parent’s home and 

who talked about their experiences on the battlefield of Italy and France. Inspired 

by these veterans he applied and was appointed as a cadet at West Point. After 

graduation from West Point he went on to complete a distinguished 42 year career 

in the Army, from cadet to a 4-star General and Chief of Staff of the United States 

Army. 

General Shinseki has an outstanding combat record. He served as a commander 

in the Vietnam conflict and was wounded twice in combat. He was severely wounded the second time and lost part of his foot, which ordinarily would have resulted 

in automatic retirement from the service. But General Shinseki was determined to 

continue his Army career and with prosthetics, which he wears to this day, and with 

determination, rehabilitation and exercise, he proved to his superiors that he was 

in physical and mental condition and he could perform as good as any soldier in 

the U.S. Army. 

From Vietnam he had commands in the United States, in Europe and BosniaHerzegovina. He was leading the U.S. Army in the initial incursions in Afghanistan 

and Iraq. He was later appointed as the Army Chief of Staff and during his tenure; 

he was instrumental in the transformation and modernization of the United States 

Army. 

CONCLUSION

General Shinseki has shown that he is a true patriot who has experienced the 

stress and strains of warfare and understands the needs of the veterans of our 

Armed Forces. 

We, the Disabled American Veterans, Kauai Chapter 5, support the nomination 

of General Eric K. Shinseki and humbly request your support for his confirmation 

as Secretary of Veterans Affairs. 

Respectfully yours, 

EDWARD M. KAWAMURA, 

Veteran Helping Veterans. 

78 

PREPARED STATEMENT OF ROBERT NAKAMOTO, PRESIDENT, JAPANESE AMERICAN

VETERANS ASSOCIATION


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PREPARED STATEMENT OF NELSON N. ANGAPAK, SR., U.S. ARMY VETERAN


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LETTER INTRODUCING THE MEMORANDUM OF UNDERSTANDING


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MEMORANDUM OF UNDERSTANDING BETWEEN THE VA/VHA AND HHS/IHS 


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(89) 

THE NOMINATION OF W. SCOTT GOULD TO 

BE DEPUTY SECRETARY OF VETERANS AFFAIRS AND THE NOMINATION OF L. TAMMY 

DUCKWORTH TO BE AN ASSISTANT SECRETARY OF VETERANS AFFAIRS FOR PUBLIC AND INTERGOVERNMENTAL AFFAIRS 

WEDNESDAY, APRIL 1, 2009 

U.S. SENATE, 

COMMITTEE ON VETERANS’ AFFAIRS, 

Washington, DC. 

The Committee met, pursuant to notice, at 9:34 a.m., in room 

418, Russell Senate Office Building, Hon. Daniel K. Akaka, Chairman of the Committee, presiding. 

Present: Senators Akaka, Rockefeller, Murray, Brown, Webb, 

Tester, Begich, Burris, Burr, Specter, Isakson, Wicker, Johanns 

and Graham. 

OPENING STATEMENT OF HON. DANIEL K. AKAKA, CHAIRMAN, 

U.S. SENATOR FROM HAWAII 

Chairman AKAKA. The United States Committee on Veterans’ Affairs will come to order. 

Welcome and aloha to all of you. 

This morning’s hearing is to consider the President’s nomination 

of W. Scott Gould to be Deputy Secretary of Veterans Affairs. Following Mr. Gould’s testimony and questions from the Committee, 

we will then turn to Tammy Duckworth’s nomination for the position of Assistant Secretary of Public and Intergovernmental Affairs. 

I am delighted that we are finally moving forward on additional 

nominees for VA. It is critical that VA’s leadership team be put in 

place as quickly as possible. Secretary Shinseki has been the lone 

representative of the Administration at VA for over 2 months. I am 

hopeful that this Committee and then the full Senate will move 

quickly to consider Mr. Gould for Deputy Secretary. 

Senator Reed will give more details on Mr. Gould’s work and 

military experience. For my part, I note that he has expertise in 

information technology, acquisitions, budget, human resources and 

the management of large organizations. I have received every indication that his combined service in the public sector, private sector 

and military are well regarded and will support his work at VA. 

Last week, I asked Mr. Gould why he would say yes to such a 

difficult job, especially during this difficult time. Without hesitation, he answered that he welcomed the opportunity to work for 

90 

veterans. He also expressed a deep willingness to give VA’s 280,000 

plus employees the tools they need to do their jobs. 

The Deputy Secretary has traditionally been VA’s Chief Operating Officer, and Mr. Gould has advised the Committee that, along 

with Secretary Shinseki, he will strive to create an organization focused on giving veterans results. 

Mr. Gould, I tell you the same thing I told Secretary Shinseki 

during his confirmation hearing. Assuming your confirmation as 

the next Deputy Secretary of Veterans Affairs, you will face tremendous challenges. In my view, leading VA is one of the most 

challenging jobs in or out of government, and that is especially true 

in a time of war. 

I look forward to your testimony today and your responses to 

questions from the Committee Members and to any post-hearing 

questions. It is vitally important that the position of Deputy Secretary of Veterans Affairs be filled as soon as possible. 

Before I move on, I note that Mr. Gould is accompanied by his 

family and friends as well. We are especially glad to have your wife 

here since she is scheduled to testify before the Senate Armed 

Services Committee at this very moment. 

Mr. Gould, please introduce your family members to the Committee. 

Mr. GOULD. I would be delighted to do that, and I thank Miche`le 

for making the effort to be here this morning. We try to share 

events like this together, and, as you just noted, she is due to testify before the SASC this morning. 

Sweetheart, I am glad you are here. 

Seated to my left are my children: Alec; youngest son, Aidan; and 

Victoria. Between Victoria and Aidan is Mireya Vargas, our nanny, 

with whom our professional lives would not be possible. 

And, finally, directly behind me, my mom and cherished grandmother who, at age 80, has made the effort to be here today with 

us. Welcome. 

Chairman AKAKA. Well, Secretary Flournoy, you are, of course, 

excused to attend your pressing commitment, but thank you so 

much for coming this morning to this Committee hearing. 

Ms. FLOURNOY. Thank you, sir. 

Mr. GOULD. Thank you, Senator. 

Chairman AKAKA. I would like to recognize the Senior Senator 

from Rhode Island who is joining us this morning to introduce the 

nominee to the Committee. 

Senator Reed, aloha and welcome to the Committee. 

Senator REED. Thank you, Mr. Chairman. 

Chairman AKAKA. It is always good to have you and this morning, particularly. I would like to ask you to give the introduction 

of Mr. Gould. 

STATEMENT OF HON. JACK REED, A UNITED STATES SENATOR 

FROM THE STATE OF RHODE ISLAND 

Senator REED. Chairman Akaka, Senator Tester, it is a great 

privilege for me to be here today to introduce Scott Gould to this 

Committee as President Obama’s nominee for Deputy Secretary of 

the Veterans Administration. 

91 

I have known Scott and his wife, Miche`le, and his family now for 

many years. We have grown, I think, to appreciate the great service that both Miche`le and Scott are going to render to the United 

States. I certainly do. 

I am glad his mother is here. She continues the proud tradition. 

His dad was a school teacher and a stock broker around the Boston 

area and was a naval officer. 

Scott followed in that very proud naval tradition. He won an 

ROTC scholarship to Cornell University, served as an Active or Reserve Naval Officer for 26 years. His first assignment was aboard 

the Destroyer, U.S.S. Richard E. Byrd. He was a Surface Warfare 

Officer. 

He continued to serve and was mobilized in 2001, in fact, for operations in Afghanistan. So he brings to the task of being the Deputy Secretary of Veterans Affairs, I think, a major qualification: He 

is a veteran and an extensive veteran—unusual for a Navy guy. He 

got his jump wings at Ft. Benning, GA. So it shows more enthusiasm than intelligence, but anyway. [Laughter.] 

I say that as a senior parachutist. 

Scott has worked in private industry. Currently, he is working at 

IBM in their Global Leadership Initiative. He has extensive experience in industry, in management, but he has a particular wealth 

of experience when it comes to public management, which is going 

to be the focus of his activities. He was the Director of Operations 

for the city of Chelsea outside of Boston, which was bankrupt; and 

he and his colleagues—a three-person team—really put that city 

back on its feet, curing a 25 percent structural deficit, and getting 

it functioning again. 

He was a Deputy Assistant Secretary for Finance and Management at the Department of the Treasury. He has also served as the 

Chief Financial Officer at the Commerce Department. In all of 

these activities, he has been recognized, having been awarded the 

Department of Commerce and Department of Treasury Gold Medals for Distinguished Public Service. 

He is superbly prepared for the daunting task you outlined, Mr. 

Chairman. Part of his preparation is the fact that he has this 

strong, devoted and loving family: his mother, his wife—Secretary 

Flournoy, who I will join in a moment at Armed Services—and his 

children, Alec, Victoria and Aidan. So, I want to commend and 

thank them all and thank Scott particularly for a willingness to 

serve the Nation once again. 

Thank you, Scott. 

Mr. GOULD. Thank you very much. 

Chairman AKAKA. Thank you very much, Senator Reed. 

Now let me call on Senator Tester for any opening remarks he 

may have. 

STATEMENT OF HON. JON TESTER, 

U.S. SENATOR FROM MONTANA 

Senator TESTER. Thank you, Chairman Akaka. I will make mine 

very short. 

First of all, thank you, Dr. Gould. Thank you for your service and 

for the service you are about to move forward into. I want to welVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00097 Fmt 6601 Sfmt 6601 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
92 

come your wife and your mother and, more importantly, your children. 

If I have my way about it, kids, your dad is going to be doing 

a very, very important job for the veterans of this country. 

You know we met with General Shinseki several times. He is 

putting together a top-flight team, yourself included in that. I think 

that your experiences in life bring some important qualities to this 

job that are necessary. 

Your challenge is to move this Agency forward and to ensure 

that our veterans receive first-rate health care, that claims are 

cleaned up and expedited, and that we utilize the latest technology, 

staffing and resources to manage our servicemembers—what we 

have promised. 

We are partners in this—you, me, the Administration, this Committee on both sides of the aisle and the Chairman. I hope that you 

know that we will be supporting you in your efforts to make this 

Agency all it can be to support the veterans that served this country so very, very well. 

So, with that, Mr. Chairman, I just want to welcome Dr. Gould, 

and I look forward to your confirmation. I look forward more so to 

the work you do once you are confirmed. 

Mr. GOULD. Thank you, Senator. 

Chairman AKAKA. Thank you very much, Senator Tester. 

Mr. Gould, I will pronounce the oath here and ask you to now 

stand and raise your right hand. 

Do you solemnly swear or affirm that the testimony you are 

about to give the Senate Committee on Veterans’ Affairs, as well 

as any answers to any pre- or post-hearing questions, will be the 

truth, the whole truth and nothing but the truth, so help you God? 

Mr. GOULD. Yes. 

Chairman AKAKA. Let the record note that the witness answered 

in the affirmative. 

Mr. Gould, please proceed with your statement. 

STATEMENT OF W. SCOTT GOULD, DEPUTY SECRETARYDESIGNATE OF THE DEPARTMENT OF VETERANS AFFAIRS 

Mr. GOULD. Thank you, Senator, Mr. Chairman. 

I would also like to thank Senator Reed for his kind remarks 

and, obviously, for the example that he brings to us as a tireless 

advocate for veterans. 

Chairman Akaka, in his absence, Senator Burr, distinguished 

Members of the Committee—and Senator Tester—on Veterans Affairs, thank you for scheduling this hearing so expeditiously. I am 

honored to be before you today, seeking your endorsement to become the Deputy Secretary of VA. 

During the past several weeks, I have had the opportunity to 

benefit from the Committee’s advice and guidance about how to 

better serve our veterans and accomplish the mission of the Department. Your support for strong leadership, open communication 

and positive results for veterans came across in a bipartisan 

manner. 

With your permission, I would like to submit full testimony for 

the record that is well aligned with that guidance and, instead, 

make a few brief remarks before taking your questions. 

93 

Chairman AKAKA. Your full statement will be in the record. 

Mr. GOULD. Thank you, Mr. Chairman. 

I am deeply honored by President Obama’s nomination to serve 

as Deputy Secretary at VA, and I deeply appreciate the confidence 

that President Obama and Secretary Shinseki have in me to help 

transform the VA into a 21st Century organization. I am acutely 

aware that transformation is a challenging task, particularly in an 

organization as large, as complex, and as steeped in tradition as 

Veterans Affairs. 

We faced similar modernization challenges when I was at Treasury and at Commerce in the 1990s. We have dealt with the challenges of transformation and innovation in the private sector at 

IBM—challenges still ongoing today because, in truth, transformation of large organizations is hard work rarely ever complete. 

It is an ongoing effort to serve, to improve, and to meet the needs 

of clients. 

My previous experiences, however, give me great confidence that 

the goal of transformation can be achieved by VA employees with 

strong leadership, teamwork, and especially the continued help of 

this Committee. 

I feel especially privileged to be considered for this role not only 

as a veteran of 26 years of Active and Reserve service but for three 

very personal reasons: 

I earned my master’s and doctoral degrees with the help of VA 

benefits. It is my view that educational programs like the new GI 

Bill can change lives. It changed mine. 

I was mobilized to support the war in Afghanistan on short notice. It was my experience that rapid transition from Active to Veteran status is challenging for families. We need to take care of our 

military families. 

And, most importantly, I have experienced what it is like to have 

my father, a Navy veteran of World War II and Korea, spend the 

last 11 years of his life as a patient in a VA hospital. This last experience is central to my motivation for serving at the VA. 

I would like our veterans to know that my family understands 

the challenge of dealing with an imposing bureaucracy and wanting 

the very best for your loved one. Nothing less will do. 

I want VA employees to know that I appreciate that much of patient care is given not by doctors but by nurses and nurse assistants who do the bathing and the feeding, who clean the rooms, who 

offer a kind word. They did a great job caring for my dad and, in 

so doing, they cared for his family as well. 

And, finally, I want to say what we rarely say as veterans, that 

all through our lives there is a connection with the country, its history and our expectations of each other that comes from military 

service. My father expressed it just before Alzheimer’s took his 

ability to speak altogether. Long after he had forgotten many 

things, he remembered a few very important things: my mother’s 

face, fragments of prayers and the belief that somehow the Navy 

would come to save him. 

I believe that the VA carries this elemental trust between veterans and the country on behalf of all of us to their last day. 

If confirmed, I will join a leader in Secretary Shinseki who feels 

the same way. If confirmed, I will work to refine and implement 

94 

a basic strategy: to create a people-centric, results-oriented, forward-looking organization. As the Secretary has already said before 

this Committee, the VA will make veterans the centerpiece of the 

Organization, invest in our civil service to help them serve veterans, continuously improve the timeliness and quality of services 

and support to our veterans and embed transformational initiatives 

as part of the culture as the VA cares for veterans, like my father, 

present and future. 

If confirmed as Deputy Secretary, I will help lead the VA as 

Chief Operating Officer to accomplish this vision in three ways: 

first, by synchronizing implementation of the strategy; second, by 

transforming the management infrastructure that will enable modernization; and, third, by overseeing the main operating units of 

VA. 

This will require leadership, good communication, investment in 

our civil service and teamwork among the VA’s many internal and 

external stakeholders. It will also require attention to a range of 

important near-term initiatives. These include successfully implementing the new GI Bill, streamlining the disability claims process 

that Senator Tester just mentioned, ensuring adequate resources 

and access points to meet the health care needs of all enrolled veterans and, as you mentioned, Mr. Chairman, leveraging the power 

of information technology to accelerate and modernize the delivery 

of benefits and services. And, it will require accountability for our 

actions to the public and to veterans. 

In conclusion, if this Committee chooses to confirm me, I will join 

a team that shares a strong desire to serve veterans, a team committed to transform the Department into a 21st Century organization, focused on the Nation’s veterans as its clients. 

I thank this Committee for its long history of unwavering bipartisan commitment to veterans. If confirmed, I look forward to working closely with you to fulfill that commitment. 

Mr. Chairman, I am ready to respond to any questions this Committee may have. 

[The prepared statement of Mr. Gould follows:] 

PREPARED STATEMENT OF W. SCOTT GOULD, 

DEPUTY SECRETARY-DESIGNATE OF VETERANS AFFAIRS

Chairman Akaka, Senator Burr, Distinguished Members of the Committee on Veterans Affairs: Thank you for scheduling this hearing so expeditiously. I am honored 

to be before you today seeking your endorsement to become the Deputy Secretary 

of VA. 

During the past several weeks, I have had the opportunity to benefit from the 

Committee’s advice and guidance about how to better serve our Veterans and accomplish the mission of the Department. Your support for strong leadership, open 

communication and positive results for veterans came across in a bipartisan manner. 

I am honored by President Obama’s nomination to serve as the Deputy Secretary 

of the Department of Veterans Affairs. And I deeply appreciate the confidence that 

President Obama and Secretary Shinseki have in me to help accomplish their vision 

of transforming the VA into a 21st century organization. 

I am acutely aware that transformation is a challenging task—particularly in an 

organization as large, complex and steeped in tradition as is Veterans Affairs. We 

faced similar challenges when I was at Treasury with Internal Revenue Service 

modernization and at Commerce with National Weather Service modernization efforts in the 1990s. We have dealt with the challenges of transformation and innovation in the private sector at IBM—challenges still ongoing today, because, in truth, 

transformation of large organizations is hard work rarely ever complete. It is an onVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00100 Fmt 6601 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
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going effort to serve, to improve and to meet the needs of clients. My previous experiences, however, give me confidence that the goal of transformation can be achieved 

by VA employees with strong leadership, teamwork and especially the continued 

help and support of this Committee. 

If confirmed, I will join Secretary Shinseki in the Department’s efforts to refine 

and implement a basic strategy: to create a people centric, results oriented, forward 

looking organization. As the Secretary has already articulated before this Committee, VA will: 

• make Veterans the centerpiece of our organization; • invest in our civil service to help them better serve veterans; • continuously improve the timeliness and quality of services and support provided to Veterans; and • imbed transformational initiatives as part of our culture as we care for Veterans, like my father, present and future. 

If confirmed as Deputy Secretary, I will help lead the VA to accomplish this vision 

in three ways. First, by synchronizing the people, process and technology necessary 

to implement the strategy. Second, by transforming the personnel, budget, acquisition and IT systems that will enable modernization. And third, by overseeing the 

planning, execution and results of modernization by the main operating units including VHA, VBA and NCA. This will require leadership, good communication, investment in our civil service and team work among the VA’s many internal and external stakeholders—including the VSOs. It will also require attention to a range 

of important near-term initiatives. These include: 

• Successfully implementing the New GI Bill (Post-9/11 Veterans’ Educational Assistance Act). • Streamlining the disability claims system—increasing the quality, timeliness 

and consistency of claims processing, and updating the Disability Rating Schedule, 

while maintaining Veterans’ rights. • Ensuring adequate resources and access points to meet the health care needs 

of all enrolled Veterans, as well as those OEF/OIF Veterans and Priority Group 8 

Veterans, who will be joining the system. • Leveraging the power of Information Technology to accelerate and modernize 

the delivery of benefits and services. 

And it will require accountability for our actions to the public. 

In conclusion, if this Committee chooses to confirm me, I will join a team that 

shares a strong desire to serve veterans and is committed to transform the Department into a 21st century organization focused on the Nation’s Veterans as its clients. I thank this Committee for its long history of unwavering, bipartisan commitment to Veterans. If confirmed, I look forward to working closely with you to fulfill 

that commitment. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. DANIEL K. AKAKA TO

W. SCOTT GOULD, NOMINEE TO BE DEPUTY SECRETARY OF VETERANS AFFAIRS

Question 1. Have you discussed with Secretary Shinseki the duties he would like 

you to perform, or the role he would like you to assume, as Deputy Secretary if you 

are confirmed? 

Response. Yes. Secretary Shinseki and I both believe that the Deputy Secretary 

should serve as the Department’s Chief Operating Officer, managing day-to-day activities and overseeing the Department’s business systems, which are key to transforming VA into a 21st century organization. 

Question 2. Will you have a policymaking role at VA independent from the Secretary? 

Response. No, except when the Secretary has specifically tasked me to take the 

lead on a particular issue. My role would be to support the Secretary’s policymaking 

as his partner in the Office of the Secretary. I would owe him my honest opinion 

based on my own best understanding of the issues, but the authority to make policy 

resides with him. Once a decision has been made, my job would be to see that it 

is clearly and consistently communicated to all stakeholders and implemented 

throughout VA. 

Question 3. Will you be VA’s Chief Operating Officer? If so, please describe in detail what you understand the position of COO to be, both generally and with specificity as to VA. 

Response. Yes. I would be responsible to the Secretary for (1) synchronizing the 

people, process, and technology necessary to implement the strategy; (2) transforming the personnel, budget, acquisition, and IT systems that will enable the modVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00101 Fmt 6601 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
96 

ernization; and (3) overseeing the planning, execution, and results of modernization 

by the operating units including VHA, VBA, and NCA. I would be a principal partner of the Secretary in defining the vision, determining the strategy, and communicating the vision, the strategy, and the policy to stakeholders. I would report to 

the Secretary on the results of our efforts. 

Question 4. Apart from what you and the Secretary have discussed with respect 

to your duties, have you formulated any thoughts on what your specific responsibilities will be as Deputy and how you will approach them? What is your motivation 

to seek this position? 

Response. My motivation for seeking this position is my desire to help the Nation 

fulfill its commitment to Veterans. I spent 26 years as a Naval Reserve officer, including service in support of the war in Afghanistan. In addition, VA helped pay 

for my MBA and Ed.D. My father served in World War II and Korea, went to college 

on the G.I. Bill, and spent his last 11 years in a VA hospital. I believe in the value 

of public service and have served before in the Federal Government. In the 1990s, 

I helped modernize the Internal Revenue Service while at the Department of the 

Treasury and the National Weather Service while at the Department of Commerce. 

I have dealt with similar transformational challenges in the private sector at IBM. 

I also recently co-authored a book on the need to strengthen the civil service. As 

Deputy Secretary, my chief responsibility would be to make transformation happen 

at VA, so as to fulfill the President’s vision of VA as a 21st century organization. 

Question 5. What do you see as the biggest challenges facing VA at this time— 

as to the Department as a whole, and specifically in VBA, VHA, and NCA? 

Response. Transformation is a challenging task for any organization, requiring 

changes in culture, systems, and training that can only come about through strong 

leadership, commitment, and investment. VA’s biggest challenges are successfully 

implementing the Post-9/11 GI Bill; streamlining and updating the disability claims 

system; applying Information Technology in cost-effective ways to improve the delivery of benefits and services; and maintaining the same level of high-quality care to 

Veterans currently in the system while extending care to Priority Group 8 Veterans 

and reaching out to the Veterans of Iraq and Afghanistan. To meet these challenges, 

VA will need to modernize its use of people, process, and technology, with Veterans 

first in mind. 

Question 6. What will be your top three priorities after assuming the role of VA 

Deputy Secretary? 

Response. My first need as Deputy Secretary would be to learn more about the 

Department. My top three personal priorities would therefore be (1) ensuring that 

the 2010 budget includes adequate funding for Veterans’ needs, (2) getting out to 

the field to learn from VA employees and Veterans themselves about the quality of 

front-line operations, and (3) reaching out to VA people—labor, front-line employees, 

mid- and senior-level managers—to assess and build an effective team. 

Question 7. What specific experiences from your prior professional positions do 

you believe have prepared you to manage VA? 

Response. My military career and family background instilled in me a spirit of 

service and personal experience of VA benefits and services. My government career 

focused on public-sector management in the areas of strategy, budget, financial 

management, acquisition, and personnel. My corporate career has served public-sector clients in the areas of strategy and change, organizational performance, largescale IT system implementation, and human capital. I have served as both a COO 

and CEO of private firms and as a CFO of a major Federal agency, the Department 

of Commerce. I have also served on the Board of Overseers for the Malcolm Baldrige 

National Quality Award. In summary, most of my professional career has been 

spent working on the business end of government. These are the areas where VA 

needs to modernize to effect the transformation envisioned by President Obama and 

Secretary Shinseki. 

Question 8. What was your experience with respect to VA prior to the election of 

President Obama, and what have been your efforts to learn more about VA since 

the election? 

Response. Besides being a Veteran and VA beneficiary, I served on three of the 

Obama campaign’s agency teams (VA, OPM, and DHS) and provided briefing memos 

on these agencies to then-Senator Obama. I also co-chaired the campaign’s National 

Veterans Policy Committee. After the election, I co-chaired the Veterans Agency Review Team for the Presidential Transition Team. As co-chair, I conducted a number 

of interviews with political and career VA personnel and wrote strategy memos for 

the President-elect. I also helped prepare Gen. Shinseki for his confirmation hearings. Since the inauguration and intent to nominate, my involvement with VA has 

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been minimal. I have continued with my responsibilities as an executive at IBM 

while awaiting vetting and the results of the confirmation process. 

Question 9. What were the key areas that you addressed in your report to the 

President-elect as a result of your work as the co-chair of the VA Agency Review 

Team? 

Response. The VA Agency Review Team apprised the President-elect of key areas 

to assist him in his early days in office. They include: (1) an overview of VA; (2) 

a list of high-priority issues to modernize and build a 21st century organization, provide Veterans with better services, and provide resources to match demand for services; and (3) an analysis of management, personnel, organizational, and interagency 

issues. 

Question 10. If confirmed, what efforts will you undertake to make certain that 

VA is aware of, and responsive to, the needs of the Veterans’ community? Do you 

plan to meet regularly with Veterans’ organizations? 

Response. Yes, I intend to meet with them regularly. They are important advocates for Veterans, and I value their advice and support. Outreach to Veterans, Veterans Service Organizations, and the full range of VA stakeholders is essential to 

creating a people-centric, results-oriented, forward-looking VA. Insight into what we 

must do together and the extent of our success will be known largely by the response of Veterans to VA’s care and services. Outreach would not be my principal 

duty, but I would expect to represent the Secretary on occasion as a member of the 

VA leadership team, and I would be responsible for overseeing effective outreach by 

the relevant VA offices. 

Question 11. How would you, as Deputy Secretary, work with the Office of Inspector General? The Office of the General Counsel? 

Response. I would view the Inspector General and General Counsel as welcome 

partners in the process of identifying and mitigating risk to improve VA performance. I would meet with each immediately upon my arrival and regularly thereafter. 

I would respect the IG’s impartiality and value the General Counsel’s advice. With 

Secretary Shinseki, I would ensure that the Department upholds the high legal and 

ethical standards set by the President. 

Question 12. Are you more of a hands-on manager or do you tend to rely on significant delegation? Do you seek to achieve consensus with those on your management team before making a decision or do you generally gather relevant information 

and input, and then make a decision? 

Response. I regularly adjust my approach to meet the needs of the organization 

and its mission. My preference is to collaborate with a team to define the problem, 

organize the solution, delegate implementation, and follow-up using measurable results and personal inspection. I value consensus as a way to arrive at the best answers and to solicit buy-in by stakeholders, and I believe that top-down bureaucracy 

is one aspect of the public sector that can keep it from achieving its potential. At 

the same time, I recognize the responsibility placed on senior leadership for ensuring that the mission is accomplished, and I would make serving Veterans through 

transformation my governing concern. The single focus for transformational change 

should be the Veteran—providing those of every generation who have done their 

duty the benefits and services they have earned and we have promised. 

Question 13. VA has long had the reputation of being a stovepipe organization. 

Please describe how you intend to work with the three Under Secretaries and with 

the various Assistant Secretaries to ensure that all components of the Administration and organizations are working together to achieve a ‘‘One VA’’ focus. 

Response. Stovepipe organizations aren’t around for long in the private sector. 

They are irritating and costly to clients, and so their clients go elsewhere. VA’s clients can’t go elsewhere and shouldn’t have to put up with the extra cost and frustration of a stovepipe system. The remedy is an integrated approach by the organization that puts serving the client first and organizes delivery systems around the 

principle of creating a high-quality client service experience. This can be achieved 

by organizing people and tasks in support of a new design and disciplining key managers to break down stovepipes, coordinate activities among operating units, and 

modernize. VA could benefit from elements of this approach. Leadership, new processes, and training will be required to do it. A cultural change at VA will be required to develop and deliver integrated services to Veterans. 

Question 14. If confirmed, do you expect to bring any new staff from outside VA 

to work with you in the Deputy Secretary’s office? If yes, how many new staff do 

you anticipate bringing on? 

Response. The Office of the Secretary operates as one team, with the Secretary 

and Deputy Secretary sharing many of the same staff. Not being a part of the team 

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yet, I can’t say now what additional staff I might need, but any need that might 

occur would be identified and validated with the concurrence of the Secretary and 

the Chief of Staff. 

Question 15. What is your view on the role of outside consultants in the management of VA? Do you anticipate relying on direct consultant services if you are confirmed? 

Response. At present, I don’t know enough about VA’s consulting relationships to 

have an opinion as to what is needed. But my experience in the public and private 

sectors tells me that I would first need to connect with the career team before 

leveraging outside consultants as needed. Outside consultants can sometimes help 

in bringing fresh eyes and extra hands to a problem, but managers must always 

keep inherently governmental responsibilities and cost-effectiveness in mind when 

considering consultant services. 

Question 16. Do you anticipate having a role in selecting other political appointees 

to VA? What are your views on the key qualifications for such individuals? 

Response. Yes, I would have a role in selecting political appointees. My chief considerations in selecting political appointees would be leadership, competence, and 

passion to serve Veterans. VA needs the best, the brightest, and the most motivated 

leaders to work with the career team and tackle the challenge of transformation. 

Question 17. While VA did receive its appropriations for FY 2009 prior to the start 

of the fiscal year, in 19 of 22 years prior to that, VA began the fiscal year without 

a budget. With that in mind, do you support appropriating funds for two years rather than annually? 

Response. I am aware of the interest in advanced appropriations as a way to mitigate management difficulties that result from continuing resolutions. My preference 

would be for timely enactment of annual appropriations for all VA accounts. I am 

committed to working with Congress to ensure that timely delivery of quality care 

and other services is not interrupted. 

Question 18. In light of the highly publicized problems with specific VA health 

care issues over recent months and years, how would you communicate to returning 

Veterans that, despite these issues, VA as a health care system is still among the 

best in the world? 

Response. It is important for our Veterans to know about the quality of health 

care available to them. Objective measures by independent bodies such as the Institutes of Medicine and the National Committee for Quality Assurance rate VA health 

care equal to or better than care provided by the best private health care systems. 

The New England Journal of Medicine lauds overall VA health care when compared 

to Medicare, and the Annals of Internal Medicine rates VA care for diabetes better 

than commercial managed-care systems in seven out of seven quality measures. Veterans themselves say they are satisfied with VA medical care at rates higher than 

their non-veteran counterparts using private health care, according to the American 

Customer Satisfaction Index (ACSI). 

In my view, the best advocate and most effective communications medium is a 

satisfied Veteran. Working with the Department of Defense, VA has many opportunities to create satisfied Veterans among the National Guardsmen and Reservists 

who are eligible for VA medical care upon demobilization. VA is actively reaching 

out to these returning Veterans, enrolling them in VA medical care, and making 

special efforts to meet the unique needs of their recent combat service. The goal 

should be to return these Veterans to their communities and to their units as satisfied clients who can attest to the quality of VA medical care. This is one facet of 

Secretary Shinseki’s approach to creating a client-relationship management system 

and culture at VA focused on veterans. 

Question 19. There is widespread agreement that there must be real progress in 

improving the timeliness and quality of VA’s claims adjudication process. What 

changes would you recommend? How would you propose to measure success in this 

effort? 

Response. VA faces real challenges in processing disability claims fairly and compassionately. Disability claims processing has been studied many times inside and 

outside VA. All of the studies with which I am familiar assert that change is necessary, but not enough change has occurred. I would want to know why this is the 

case and would work with the Under Secretary for Benefits to overcome the barriers 

to improvement in disability claim processing. The real standard of success is that 

each Veteran is satisfied that the process used to adjudicate his or her claim is 

transparent, responsive, fair, accurate and timely. 

Question 20. Despite many efforts, there appear to be continued challenges in 

communicating effectively with returning OEF/OIF Veterans on the availability of 

99 

VA services and benefits. What do you believe VA can do to help ensure that transition from active duty is as seamless as possible and that returning servicemembers 

know about what VA has to offer them? 

Response. Fundamentally, these communications challenges are a leadership 

issue. I am convinced that VA needs a more effective approach to client relationship 

management and would work to integrate related strategies, policies, and processes 

to create such an approach. Building a client relationship with Veterans needs to 

start when young Americans join the Armed Forces and continue throughout their 

military careers. Education and training on VA, from both their military leaders and 

VA experts, using methods we can test and improve, will increase awareness of VA 

benefits and services among all servicemembers. It will also ensure they know 

where to go when they need these services as Veterans. 

An example of building this client relationship is the initiative by Secretary 

Shinseki and Secretary Gates to develop a ‘‘uniform registration’’ plan to automatically enroll all military personnel into VA upon entry into the Armed Forces. This 

is an initiative I hope to implement should I be confirmed. 

Question 21. One of the biggest challenges that the VA is facing is the implementation of the Post-9/11 GI Bill, which was signed into law on June 30, 2008. The 

full effective date of the new program of education assistance is August 1 2009, 

which means that now VA has less than five months to prepare for massive 

changes. What role will you play as VA prepares for implementation of the program? 

Response. I am aware of the challenge to meet the deadline set by the Post-9/11 

GI Bill, and I would want to take a close look at our implementation plan and 

progress to ensure that VA is on the right track for timely completion. Should I be 

confirmed, the compressed timeline and scope of the program necessitates my active 

involvement. I intend to fully support the Under Secretary for Benefits in his role 

as the principal architect of this important benefits program. My contribution to his 

efforts would be to anticipate problems from the veteran’s perspective, identify risks 

to meeting their needs, systematically manage risk out, and explore complementary 

strategies in a collaborative and transparent way. 

Question 22. VA does not track decisions made on individual disabilities for which 

a Veteran files a claim or claims. Data is provided in the aggregate which makes 

it appear that many more decisions are made to grant benefits than is actually the 

case when individual claims files are reviewed. For example, a Veteran may file a 

claim for 12 separate disabilities and be granted benefits on one at a rate of 10 percent, with the other 11 denied. In aggregate reports, this will appear as a grant of 

the claim, even though 90 percent of the separate disabilities claimed were denied. 

Data is not readily available at the grant and denial rate for the separate disabilities contained in an overall claim. What actions could be taken to improve VA’s 

ability and support policy initiatives to improve accuracy? 

Response. I believe this is a clear case where a small and seemingly subtle difference in what we measure and how we measure it can significantly change our 

Veterans’ perceptions of the fairness and transparency of VA processes. As you 

know, VA uses many objective measures to monitor the disability claims process, 

to include accuracy rate, average days to process, and average days pending. In my 

view, the value of any of these measures is two-fold: first, how do they advance VA’s 

ability to serve Veterans more effectively by creating better outcomes for them; and, 

second, how do they advance Veterans’ satisfaction with the transparency, responsiveness, and timeliness of VA processes. Both of these are keys to VA’s client-relationship management challenge. 

Question 23. Information from VA’s Rating Board Automation (RBA) 2000 provides specific information that the Committee has been able to use effectively in 

conducting oversight visits to VA regional offices. However, it appears that VA does 

not routinely compile data on the separate issues decided in a given claim. How can 

RBA 2000 be modified, or another system created, that would provide such information on separate issues? 

Response. In the private sector, when management information tools do not meet 

the needs of executive decisionmakers, they are modified to provide the desired information cost effectively. Typically, this would begin with an assessment of the information required, the cost to collect it, and its value in use. Then the business 

process used to collect the information would be modified and agreed to by the participants. As a last step, a software application would be modified or created. 

I understand that RBA 2000 is one of our current management information tools 

used by VBA in the claims adjudication process. Should it need to be modified, I 

would envision following such a process to achieve the desired goals. 

100 

Question 24. VBA has produced an Annual Report that contains helpful information to assist the Committee in evaluating various legislative proposals. Unfortunately, these reports have been considerably delayed in the last several years and 

the most current versions contains FY 2006 data. The delay is reportedly due to the 

difficulty of matching Veterans Service Network (VETSNET) data to the Benefits 

Delivery Network (BDN) data that historically was used to prepare the reports. 

What steps would you take to improve the accuracy and timeliness of this report? 

Response. Good data are important to congressional members, their staff, and VA 

managers to help inform policy decisions. I infer from this question that the Annual 

Report is particularly useful to Congress. If confirmed, I would like to understand 

more fully the technical problems with producing the VBA Annual Report and the 

requirements to produce a timely and accurate report in order to address this issue. 

Question 25. VA’s Deputy Secretary currently serves as the Co-Chairman of the 

VA/DOD Joint Senior Oversight Committee along with the Deputy Secretary of Defense. How would you view your role as Co-chairman? What would be your priorities 

for improving the level of collaboration and cooperation between VA and DOD? 

Response. I know that Secretary Shinseki and Secretary Gates have agreed to 

chair the first few meetings of the Senior Oversight Committee, and I think the involvement of both Secretaries is an auspicious beginning to results-oriented collaboration and cooperation between VA and DOD in the present Administration. As 

Deputy Secretary I would certainly follow Secretary Shinseki’s lead in working 

closely with DOD. Joint VA/DOD collaboration is key to solving the problems that 

develop when active duty personnel transition to veteran status. The SOC is well 

positioned to address these problems through initiatives like uniform registration 

and single electronic health records. 

Question 26. Recently, it has been reported that there is a high rate of suicide 

among active duty soldiers. What role do you believe the VA/DOD Senior Oversight 

Committee could play in bringing VA’s expertise in suicide prevention to DOD? 

Response. Nothing underscores the need for better outreach and transitioning programs than suicide among Veterans and servicemembers The Senior Oversight 

Committee (SOC) can provide an effective structure for leveraging the expertise, capabilities, and resources in DOD and VA to address this problem. The SOC provides 

a joint governance mechanism that can focus the attention of senior leaders on suicide, access data from both organizations, and coordinate efforts to identify at-risk 

personnel to provide information and treatment. 

Question 27. What is your view of the effectiveness of the centralization of information technology programs and operations under VA’s Chief Information Officer? 

What would be your priorities for improving the integration and use of information 

technology to improve the delivery of VA benefits and services? 

Response. This Committee acted wisely by centralizing IT services at the VA. Like 

Secretary Shinseki, I am a strong supporter of centralized IT services as a means 

to break down stovepipes within VA and address obvious shortcomings in performance. My experience in the private and public sectors indicates that the decision to 

centralize is just the first step. IT policies, priorities, and resources require a disciplined governance process, and sound program management is needed as well. 

This is achieved through collaboration between the IT organization and the line 

units they serve. It requires measurement of services provided and accountability 

for results. It also requires substantial investment in people in the form of training 

and recruiting. A disciplined governance process provides a systematic way to develop a common understanding of the problem. Centralization, when combined with 

these steps, will improve mission performance and ensure more cost-effective solutions. 

Question 28. If confirmed, what would your role be as Deputy Secretary in 

brokering differences in priority, policy, and resources between VA’s CIO and the 

Under Secretaries? 

Response. My responsibilities as Deputy Secretary would include overseeing the 

disciplined governance and program management of VA’s centralized IT process. 

But even the most vigorous application of the steps mentioned in my answer to 

question 27 above can grind to a halt. That is when a trusted point of appeal like 

the Deputy Secretary can help reach openly a favorable compromise that meets the 

investment criteria to which the parties have agreed. Centralized control of the VA 

IT system is already a VA policy. The hard work of implementing the policy has 

begun. The systems that will deliver substantial benefit to VA in the future will require cooperation, collaboration, and teamwork to make them work and accomplish 

the mission. 

Question 29. Outsourcing was a priority of the previous Administration. What is 

your view of outsourcing as it applies to VA? 

101 

Response. I do not know enough yet about outsourcing at VA to say where we 

should and where we should not outsource. I can say that inherently governmental 

services should be provided by government agents, and that Federal employees 

should be able to compete on a level playing field with contractors. Outsourcing can 

make sense in some cases, especially where new skills, knowledge, and technology 

are available to improve government performance. But we should not be outsourcing 

for outsourcing’s sake, and we need to invest in training and skilling our Federal 

workforce to ensure that when government does outsource, it has capable oversight 

and achieves desired results. 

Question 30. President Obama has stated that one of his goals for VA is to readmit Priority 8 Veterans. What is your opinion of this proposal? If it should be pursued, how can it be done more efficiently? 

Response. I strongly support readmitting Priority Group 8 Veterans and commend 

Congress for its part in prompting this change. At the President’s direction, Secretary Shinseki has begun the process of readmitting Priority 8 Veterans, which I 

would oversee if confirmed. I believe the challenge now is to monitor VA health-care 

delivery to ensure that VA continues to provide world-class health care to all Veterans enrolled in the system even as we expand the rolls. 

Question 31. President Obama has stated that prosthetics in a priority area for 

his Administration. What do your believe VA might do to improve the developments 

and delivery of prosthetic devices to Veterans. 

Response. Like President Obama and Secretary Shinseki, I understand how important this service is for our Veterans. I believe this area should be a ‘‘strategic 

differentiator’’ for VA and that VA should be the ‘‘Nation’s best’’ in this field. 

Achieving this goal requires that we ensure quality, foster innovation, and invest 

in research, highly qualified personnel, and cutting-edge prosthetic and sensory aid 

equipment for our Veterans. If confirmed, I will work to learn more about the details of the Prosthetics and Sensory Aids Service and the requirements to keep VA 

at the forefront of quality, technology, innovation, and service. 

Question 32. Over one-third of Veterans live in a rural or highly rural areas. How 

do you believe VA might expand the services available to Veterans in these areas? 

Response. VA has a responsibility to treat Veterans’ injuries and wounds regardless of where they live. It is my understanding that the new VA Office of Rural 

Health will identify local initiatives for pilots expected to lead to improved rural 

health care. In the meantime, I would expect a continuing mix of care, the expanded 

use of telehealth for treatment of mental health needs of Veterans, and the continuing development of referral approaches and transportation where needed. If confirmed, I will work to develop and maintain a dialog with Veterans so that we understand their needs and expectations. Where possible, I will focus VAs efforts to 

provide innovative solutions that mitigate the challenges presented by remote and 

isolated locations. 

Question 33. VA spent billions of dollars last year on contracted or fee basis 

health care. How can VA ensure the quality of the health care delivered in those 

settings? 

Response. I fully support VA’s obligation to meet the health care needs of Veterans. I understand that, in some situations, the Veteran’s health care needs will 

be best served through contracted health care. If confirmed, I will ensure that any 

such health care contract has the proper legal review and includes the appropriate 

quality controls approved by VA. In addition, getting the right data to determine 

when fee-basis is the optimal solution and on the quality of the fee-basis care provided will be essential to providing our Veterans with the high-quality health care 

they deserve. 

Question 34. On any given night, 154,000 Veterans are homeless. How will you, 

if confirmed as Deputy Secretary, work with the Department of Labor and other 

agencies to help address this problem, including by finding work and housing for 

these Veterans? 

Response. VA has a critical role in cooperation and coordination with HUD and 

other Federal programs to address the needs of homeless Veterans and to share expertise that is applicable to other homeless issues. I want to learn more about my 

responsibilities and resources to deal with this important problem and would look 

forward to meeting with my counterparts at HUD, HHS, SBA, and DOD to discuss 

our shared resources and responsibilities, as well as with other leaders of private 

and non-profit organizations who work with issues of homelessness. 

Question 35. What is your view of VA’s CARES process and VA Capital Plan 

Overall? How will you involve senior Veterans Health Administration leadership, 

102 

Congress, Veterans service organizations, affiliates, and other stakeholders in the 

remaining decisions related to VA capital infrastructure? 

Response. It is essential that we have common processes and decision criteria to 

which we can all agree. There is more demand than resources, and we must have 

effective processes and measures to prioritize the expenditure of resources. I need 

to learn more about the CARES process and the overall Capital Plan before forming 

an opinion, but I would work closely with Secretary Shinseki, Senior VA leadership, 

Congress, Veterans’ Service Organizations, and other stakeholders, including Veterans, to make informed decisions about our capital assets and modify the CARES 

system if needed. 

Question 36. In light of the national shortage of nurses and doctors, what do you 

believe VA should be doing to ensure that Department can recruit and retain high 

quality health care providers? 

Response. I support the Secretary’s charge to the Under Secretary for Health for 

a detailed plan to address the issues of recruiting and retaining high-quality health 

care providers. VA must acquire and retain its fair share of talent. To do this, we 

must streamline the hiring process, improve flexibility in hiring and retention programs, and create incentives that drive retention and performance. We must also 

improve the work environment through, for example, training for our managers and 

cooperation in labor-management partnerships, so that our valued employees look 

forward to coming to work. 

Question 37. Do you agree to supply the Committee with such non-privileged information, materials, and documents as may be requested by the Committee in its 

oversight and legislative capacities for so long as you serve in the position of Deputy 

Secretary? 

Response. Yes. With Secretary Shinseki and his Chief of Staff, I would work to 

make sure that any information requested by the Committee would be provided in 

a timely manner. I can promise to be forthright and direct with you in our joint 

efforts to put Veterans first. 

Question 38. Do you agree to appear before the Committee at such times and concerning such matters as the Committee might request for so long as you serve in 

the position of Deputy Secretary? 

Response. Yes. VA’s chief concern is the Committee’s chief concern—taking care 

of Veterans. I would look upon the Committee as VA’s partner in that sacred trust, 

and I would be forthright and forthcoming with any such request from the Committee. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. RICHARD BURR TO

W. SCOTT GOULD, NOMINEE TO BE DEPUTY SECRETARY OF VETERANS AFFAIRS

Question 1. According to the questionnaire you submitted to the Senate Committee on Veterans’ Affairs, you have been serving as the Vice President of Public 

Sector Strategy for IBM Global Business Services since 2004. 

A. In that capacity, what interactions, if any, have you had with the Department 

of Veterans Affairs (VA)? 

Response. None. 

B. Do you anticipate that, if confirmed as Deputy Secretary, you would have involvement in any decisions regarding IBM? 

Response. I will not participate in any matters involving IBM for a period of one 

year as required in my agency ethics agreement. In addition, I will abide by the requirements in the Executive Order entitled ‘‘Ethics Commitments by executive 

branch Personnel,’’ issued by the President on January 21, 2009. 

C. If so, do you see a conflict between your previous job and the one you are being 

considered for (other than what the Office of Government Ethics identified)? 

Response. I see no conflict between my current role as an IBM executive and my 

prospective role as Deputy Secretary of the VA. Further, I am required to divest all 

of my IBM holdings under the terms of my agency ethics agreement. 

Question 2. In disclosure documents submitted to the Committee, you noted that 

you are ‘‘a non-managing member of Aegis Capital Corp, LLC, a company established to make private equity investments that will support the growth of homeland 

security-related enterprises in foreign countries.’’ 

A. Would you please clarify whether you intend to remain a non-managing member of Aegis if confirmed as Deputy Secretary? 

Response. I intend to remain a non-managing member—i.e., a passive investor in 

Aegis Capital Corp, LLC. 

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B. If so, would you please explain what your role would be in that firm? 

Response. I have no management or fiduciary responsibilities. This is not considered an outside position for the purposes of the financial disclosure report. 

Question 3. In your disclosure documents, you noted that, if confirmed, you ‘‘will 

retain, in name only, [your] position as a fellow in the National Academy of Public 

Administration’’ and that you ‘‘will not participate personally and substantially in 

any particular matter involving specific parties in which the Academy is a party or 

represents a party,’’ unless you are first authorized to do so. 

Would you please clarify what types of matters you would not participate in? For 

example, do you anticipate that you would be involved in implementing recommendations from the National Academy of Public Administration’s recent report, 

entitled ‘‘After Yellow Ribbons: Providing Veteran-Centered Services’’? 

Response. I will not be involved in any contract or other specific party matters 

involving NAPA. I have been briefed on the results of the NAPA report, which contained a number of insightful recommendations. It is my understanding that I can 

make use of the content in these reports without conflict under the terms of my ethics agreement. 

RESPONSE TO POST-HEARING QUESTIONS SUBMITTED BY HON. DANIEL K. AKAKA TO

W. SCOTT GOULD, NOMINEE TO BE DEPUTY SECRETARY OF VETERANS AFFAIRS

Question 1. In your book, ‘‘The People Factor,’’ you stated that the government 

has a hierarchical organizational structure that inhibits ‘‘innovation and rapid activity.’’ You recommended the government to adopt the core-ring approach and the matrix structures. Can you explain how and where you would incorporate the two models to improve the Department’s efficiency and management of its workforce? 

Response. The People Factor discusses a range of options for governmentwide organizational structure that could be used to improve organizational performance in 

the Federal Government. Structure alone is not sufficient to transform a government agency: strategy, people, process and technology changes are required as well. 

Consequently, a decision to incorporate a particular option like the core-ring model 

or matrix structures is highly dependent on the specific VA mission and the strategy, people, processes and technology already in place. If confirmed, I look forward 

to evaluating which of these options might help improve organizational performance 

at VA. There is no formula here that could encompass all of the unique needs of 

VA. Nor is there an option to choose without the opportunity to consult with VA 

stakeholders, evaluate alternatives and reach an informed decision on whether—and 

if so how—to employ these organizational options at VA. 

Question 2. According to your book, you claim that Chief Human Capital Officers 

(CHCO) do not participate in key agency decisions in planning and recommended 

that CHCOs be made full partners in senior management teams of every agency. 

If confirmed, how would you ensure that the Department’s CHCO would have a central leadership role in planning? 

Response. When Secretary Shinseki made ‘‘people centric’’ the first element of his 

strategic vision for VA, he aligned the organization with a key success factor for 

transformation of large agencies. People are essential to successful change management in any agency. This means not only involving them in decisionmaking but 

communicating the case for change and their role in it. The VA Chief Human Capital Officer can help make this happen by developing the workforce; anticipating 

new knowledge, skills and abilities for employees; and developing plans to hire, 

train, develop and recruit personnel to transform VA. Enabling the VA CHCO to 

make this unique contribution to transformation would require knowledge of sound 

practice in the field; a ‘‘seat at the table’’ in important governance committees; access to enterprise-wide data on personnel to inform policy decisions; the authority 

to make department-wide policies; and the obligation to provide prompt, high-quality service that supports VA line units. 

Question 3. You recommended de-layering government agencies of its hierarchical 

organization to help speed up decisionmaking. You claimed that a flatter organizational structure would improve the process of decisionmaking because employees 

that are closer and more familiar to the issue can act quickly without going through 

the layers of management. 

a. Do you think that de-layering the Department is the most appropriate means 

of improving decisionmaking? 

Response. As I mentioned in my response to question number one above, The People Factor discusses a range of options for governmentwide organizational structure 

that could be used to improve organizational performance in the Federal GovernVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00109 Fmt 6601 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
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ment. Structure alone is not sufficient to transform a government agency; strategy, 

people, process and technology changes are required as well. Consequently, a decision to incorporate a particular option like delayering is highly dependent on the 

specific mission of the organization and the strategy, people, processes and technology already in place. If confirmed, I look forward to evaluating whether—and if 

so how—delayering could be used to improve performance at VA. 

b. If not, what steps would you take to improve the speed of the decisionmaking 

process? 

Response. Many things could be done to improve the relative speed of decisionmaking at VA. Much depends on the type of decision being made: which issue, with 

what information, who will make it and on what authority. And all depend on the 

quality of information, knowledge and responsibility of the decisionmaker. 

But as a general principle, where there are knowledgeable and responsible employees in place, decisions that can be made on the front line should be made on 

the front line. This empowers VA employees to serve Veterans more effectively. 

Within the limit of law and regulation, employees should have the discretion to 

make decisions that serve Veterans on the spot. Empowering the front line and middle management to make—and be held accountable for, these decisions can reduce 

the volume of decisions and eliminate bottlenecks for decisionmaking at the top 

level of the organization. 

In general, there are several potential ways to improve decisionmaking at VA. For 

example, the decisionmaking process could be streamlined in several ways including 

the following. First, the leadership team can set higher standards for fast, informed 

and transparent decisions. Second, the agency can create a governance process that 

it can use to identify and analyze risks, discuss options and make recommendations 

on a repeatable basis that bring the parties together to air and settle issues. Third, 

the agency can use data to track progress on performance and share it with other 

decisionmakers thereby creating a trusted basis for sound decisions. This ensures 

that decisions are based on the same information, which tends to focus disagreement on differences in other assumptions or desired outcomes. Fourth, based on 

common data, the agency can conduct performance reviews of decisions and their 

outcomes to learn how to make better decisions over time. Making better decisions 

and making them faster is a skill that organizations can develop. 

If confirmed, I look forward to evaluating which of these approaches to speed 

decisionmaking might be applicable to VA. 

[The Committee questionnaire for Presidential nominees from 

Mr. Gould follows:] 

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[A letter from the Office of Government Ethics follows:] 


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[Letter from Mr. Gould to the Office of General Counsel, U.S. Department of Veterans Affairs:] 


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Chairman AKAKA. Thank you very much for your statement, Mr. 

Gould. 

Mr. Gould, you spent some time immersing yourself in VA’s 

inner workings during the President’s transition, but you are not 

a VA insider nor are you coming from a veterans advocacy group. 

How can you begin to establish your credibility and gain trust and 

acceptance—elements that we consider critical to success? 

Mr. GOULD. Senator, I think that is an age-old process of listening, of treating people with unfailing positivity and respect, and 

reaching out to the many stakeholders in the VA community: the 

veterans service organizations; the veterans themselves; and, I 

think as importantly, our front-line employees who have a lot to 

tell us. 

Chairman AKAKA. Thank you. If confirmed, you will be at the top 

of Secretary Shinseki’s leadership team. How will you tap the obvious knowledge and policy strength that is already in place and will 

indeed exist long after you have moved on? 

Let me just say that I raise this in light of the recent proposal 

to bill insurance companies for service-connected care. I cannot 

imagine any of the long-time policy experts in VA proposing such 

a thing. 

Mr. GOULD. No, sir, and they did not. And I know that Secretary 

Shinseki vigorously worked to avoid that announcement. And, I am 

pleased to say that I think at our final point the Administration 

reached out to the veterans service organizations, to the commuVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00123 Fmt 6601 Sfmt 6601 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN

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nity, tested those ideas, found them lacking and quickly withdrew 

them. 

But your overall point, sir, is that we need to be listening to our 

career civil servants, our team there: over 280,000 employees, 

20,000 physicians, 60,000 nurses. This is a core team with deep 

knowledge. We need to be approaching them with respect and as 

members of the team, and listen to their advice and counsel. 

Chairman AKAKA. In your recently released book—we chatted 

about this—you argue that VA employees should be seen as strategic resources with ability to seek new solutions by reaching out 

to fellow government employees, VSOs and vendors in the private 

sector. I am wondering how practical this suggestion would be. For 

example, if Jim, the claims processor in your book, stops what he 

is doing and does what you suggest, who does his work in the 

meantime and what happens to the claims backlog? 

Mr. GOULD. I just, Mr. Chairman, believe so strongly that we 

need to stop thinking about civil servants and government employees as a cost and start thinking of them as an investment. 

And the point that my co-author, Linda Bilmes, and I were raising in the book is a simple one: that change—that the opportunity 

to transform, the opportunity to advance the cause of veterans at 

the VA—I believe, will come in large part from the men and women 

who are serving veterans every day. What that means, practically, 

is that we need to have mechanisms that will allow them to contribute their ideas and their creativity. 

Now does that mean, practically speaking, everybody takes a 6- 

month holiday and we go figure out a new strategy for the VA? No. 

I think what is does mean is that you look to the civil servant population. You ask for volunteers and you hope to find those few 

bright sparks who say I want to lend some ideas, I want to create 

some new forward momentum in this organization. And you engage 

them and bring them in that process. And you listen and come to 

good decisions and then move forward. 

Chairman AKAKA. Well, thank you for all your responses. I have 

questions also based on your book, but let me call on Senator 

Tester for any questions he may have. 

Senator Tester. 

Senator TESTER. Thank you, Mr. Chairman. Thank you very 

much. 

Dr. Gould, the new GI Bill takes effect August 1st. This is April 

1st. How will you ensure that those benefits are delivered on time 

over the next 4 months? 

Mr. GOULD. With only 4 months to go, it is, as they say, a sporty 

course. The bill was enacted almost 7, 8 months ago now, and the 

VA, to the best of my knowledge, has been working vigorously and 

with all seriousness to make sure that the organization meets the 

August 1, 2009, deadline. 

In my work as Co-Chair of the Agency Review Team, I had an 

opportunity to do a lot of analysis on the program at that point. 

I have to say that in the last 60 days I have not had that same 

level of access nor opportunity to delve into the progress of the GI 

Bill. 

I think it is fair to say that it is a high-risk project, that it has 

presently the full attention of the leadership team, and, if given the 

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opportunity to be confirmed, I will delve into that program and 

project immediately to satisfy myself that we will meet that deadline. 

Senator TESTER. Do you support advance appropriations for the 

VA? 

Mr. GOULD. I support a steady, predictable source of funding for 

an Organization that badly needs to know when it can hire people 

and when it will get the money to serve our veterans. 

Senator TESTER. OK. So does that mean you support advance appropriations? 

Mr. GOULD. Senator, as I mentioned earlier, just a moment ago, 

it means that the outcome of a process I think traditionally owned 

by Congress is one that needs to play out here, and what I would 

envision is the need for a stable and consistent funding that we can 

predict. 

Senator TESTER. OK. So let’s assume that taking all the politics 

out of it, that we go forth with an advanced appropriation budget 

for the VA, how will you project that budget to ensure it meets the 

needs of our veterans? 

Mr. GOULD. Senator, thank you for the opportunity to answer the 

question in that way. Very carefully, we will work to make it work. 

We have a very fine budget team and career civil servants who will 

help us work with the models, a Milliman Model as an example, 

to develop the best predictor of utilization at the VA. 

I must share with you that that is a model that has some weaknesses in it, and the further out in time that you endeavor to predict, the higher likelihood there will be a gap between what you 

predict and what you need. So that process of projecting now, not 

just 12 or 18 months but double that period of time, is the challenge that I think everyone is most concerned about. 

Senator TESTER. All right. Disability benefits. You know as well 

as anybody in this room that Iraq and Afghanistan veterans in particular return with some pretty severe disabilities. The VA’s rating 

process in my opinion is outdated. It really has not evolved with 

the modern technologies or the new kinds of injuries that our 

troops are facing, particularly neurological and psychological injuries. 

How do you plan to modernize the VA to meet the needs of those 

folks; and, furthermore, as brought up earlier, really tackle not 

only the neurological and psychological problems, but tackle the 

backlog in claims itself? 

Mr. GOULD. Senator, this is a problem that has been long acknowledged. It is a problem that, to the best of my knowledge, has 

been studied in depth by a number of blue ribbon panels and by 

management teams for many years. The consistency of the recommendations in those documents is fairly clear, and I will talk 

about those in a minute. 

The thing that concerns me is the lack of execution against those 

recommendations, and, clearly, the ability to adopt them requires 

the agreement of this Committee, of the veterans service organizations, of veterans themselves and the contribution of VA employees 

to make it all work. But, for one reason or another, that has not 

happened. 

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There are three levels of analysis that I think make sense, if I 

am confirmed, to conduct inside the VA: 

The first is to ask ourselves the question: Is this rule set too complex to manage effectively? Can the rules be changed? 

The second with respect to business process: Can we streamline 

the business processes that are currently being used at the VA so 

that, within the guidance of law, we more rapidly reach conclusion 

and can respond to veterans’ needs? 

And last, I am very hopeful about the potential for the use of 

new technology such as the paperless environment that has been 

mentioned previously by the Chairman in his introductory remarks. 

Senator TESTER. I look forward to your meeting those goals and 

do that assessment. 

My last question, and I have a bunch of them, and we may put 

some of them through, but I ultimately think that you are the right 

man for this job anyway. 

Mr. GOULD. Thank you, sir. 

Senator TESTER. Chairman Akaka asked a similar question 

about you being at the top of the team with General Shinseki and 

others. You have a pretty clear direction of where you are going to 

go from the experiences you bring to this position. 

I guess the question I have is how do you get your goals and your 

views and your vision for the VA to the ground where the people, 

for the most part, are doing some really good work, but every once 

in a while you guys and gals want to move in a different way, and 

it does not necessarily transfer to the ground? How do you get it 

to the ground? 

If you want me to clarify the question because it was a little 

vague. 

Mr. GOULD. No, no. It is the question in transformation of any 

large organization. I just want to share with you the experience I 

had as Co-Chair of the Agency Review Team. 

I probably did 100 interviews, reviewed a lot of documents, and 

so on, got a little bit of a sense, initial sense over a 2-month period 

of the VA. On a uniform basis, I have to say how impressed I was 

with the commitment, the passion, the belief that Federal employees have in the VA for doing the job that they are doing. 

In my view, that is the thing for which there is no substitute. 

Once it is there and you can enter into a conversation, a dialog 

with employees in much the fashion that I have described earlier, 

then I think you have the opportunity for finding, in the front line, 

creative ideas and innovations that can be brought forward and 

brought up the chain of command and engaged in that fashion. 

You asked an even harder question which is, what if you get to 

the nine out of ten that are ideas that are readily adopted, you got 

a tenth that has got to go through? Very simply, I would say you 

look to the incentives of the individuals involved. So, explain the 

value of what you are doing. Work to communicate, to develop understanding—frankly, to negotiate. 

This is a very, very large organization, lots of people involved. It 

is very, very rare that a ‘‘my way or the highway’’ type of approach 

will succeed. 

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That said, when it comes to issues of accountability in the organization, I believe that Secretary Shinseki and, if confirmed, I will 

join him in the process of demanding that we hold people accountable for the results that they achieve. 

Senator TESTER. All right. Very good. Thank you very much. 

Thank you, Mr. Chairman. 

Chairman AKAKA. Thank you very much, Senator Tester. 

Now I would like to call on our Ranking Member for his statement and his questions. 

Senator BURR. Mr. Chairman, aloha. Thank you. 

Chairman AKAKA. Aloha. Good to see you. 

STATEMENT OF HON. RICHARD BURR, RANKING MEMBER, 

U.S. SENATOR FROM NORTH CAROLINA 

Senator BURR. I apologize to you, and I apologize to Scott. My 

schedule had this starting at 10. I think you upped it, and when 

I found that out I could not reschedule the mayor of my home town 

who was going to do everything he could to see me today. So I 

apologize for that. [Laughter.] 

Mr. Chairman, let me say at the beginning I had the opportunity 

to spend some time with the nominee this week. I found it to be 

enlightening and fulfilling, and it is my belief that we should move 

this nomination as quickly as we can. 

As I sat here and heard you answer Senator Tester’s last question, though, Scott, it made me realize in the South we like to 

make sausage. It is pretty easy to make, but as long as you stuff 

it in the traditional thin skin it is not as easy to make it into what 

we are accustomed for generations and generations and generations to serve. 

You know it sort of reminds me a little bit about government. We 

have a lot of good people and a lot of good ideas, but we consistently try to stuff it into the old framework of something that is antiquated and has proven time and time again will not allow innovation and creativity because it has no flexibility. 

Let me just ask you to drill down a little bit and, specifically, 

what recommendations would you make to General Shinseki with 

your knowledge of, one, where we need to go; and, two, a very good 

understanding of where we are here? How does it structurally have 

to change? 

Mr. GOULD. Senator, you have asked a very challenging question. 

I have spent the last 4 years at IBM, leading an effort on innovation within the company, and I will just describe it to you briefly 

and then try to relate it to the prospective opportunity here. 

The company called IBM has been number 1 in the world in the 

creation of intellectual property for the last 13 or 14 years in a row, 

does it very, very well, and it has done it primarily in the hardware 

and software arena. 

Some of the senior executives in the government practice recognized that they needed to figure out how to do innovation in the 

services industry. So we created something called the Global Leadership Initiative, identified a series of the toughest challenges and 

went about trying to solve those on a portfolio basis. 

Like that, in my view, innovation that gets outside the box—your 

point—that is not stuffed into the old sausage skin and looks like 

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and comes in the same serving size as we are used to, really requires a dialog with front-line employees and with stakeholders 

about what those net new solutions could be. 

And then, you have to put a dedicated team on figuring out how 

to make that happen—developing the idea, building the business 

case to make sure the benefit net of cost is really going to sustain 

interest over time, and then engaging people in that process of maturing the idea and turning it into an investment-grade solution. 

Senator BURR. You have a huge challenge, and I think you will 

find all Members of this Committee more than willing to help remove any impediments that you might find because I believe the 

solution is in an architecture that we have yet to create. And our 

success is dependent upon our ability to begin to construct that architecture of the VA of the 21st Century. 

In your book, The People Factor, you note that it is ‘‘very difficult 

to fire, demote, or even deny a pay raise to an individual who is 

not performing well’’ in the Federal Government. This ‘‘is one of the 

bigest complaints of Federal workers.’’ 

Well, I have to ask you. Is this a concern that you have at VA 

and, if so, how do you plan to address it? 

Mr. GOULD. Thank you, Senator. 

As you may have noted or folks on your staff, one of the case 

studies that we presented in the book was an analysis of change 

within the strictures of Title 5, that is within the rules and regulations that exist today. And it is my view that entirely within Title 

5 it is possible to do innovative and important work in government, 

using those requirements. 

Specifically, number 1, we need an improved labor-management 

partnership at the VA. We need to reach out to our unions. We 

need to involve them in a process that will have them contributing 

their creativity and input into that strategic planning process I 

mentioned a moment ago. 

Number 2, we need leadership. There is a difference between 

leadership and management, and I believe that Secretary Shinseki 

is a leader, someone who is setting high goals for the organization, 

establishing a vision and working hard with Congress to make sure 

that there are adequate resources to make that happen. 

So those are two specific things. A partnership with the folks on 

the front line who make it all go and leadership at a high level, 

combined with the resources to be able to make that happen, make 

me confident that change can occur in the VA. 

Senator BURR. As I know from my conversation with you, you 

have been in and out of government, and you understand the difficulty, the cultural challenges within our workforce regardless of 

what agency you are in. I commend you for understanding that and 

encourage you not to back off from any attempts to begin to change 

it, because it is those that excel that should be rewarded and it is 

those that are complacent that we should find a means to either 

punish or reward, whichever is appropriate. 

Mr. Chairman, you have been awful kind. I am going to ask one 

last question, if I could; and again I apologize to you and to Scott 

and, more importantly, to his family on this day that I was not 

here at the beginning. 

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You highlighted in your testimony the importance of transforming the VA into the 21st Century. What do you see as your 

greatest challenge in that transformation process? 

Mr. GOULD. I think the greatest standard that we are seeking to 

achieve here is a standard that is in the hearts and minds of every 

veteran served by the VA. The future vision that the Secretary has 

outlined—having to do with people and results and a forward-looking organization—all turn around our capacity to meet the high expectations of the veterans that we serve. 

I would envision a VA that is much easier to access, that has 

higher quality health care and economic benefits to offer our veterans and that, ultimately, is more cost-effective and productive in 

how we do that work. The clear image of that is something, deliberately, we want to involve employees with, the veterans service organizations, and this body to come to a crystal clear understanding 

of what that will be, and that is out of deference to and appreciation for the consultative process that we are going to have to go 

through to commit to that firm goal. 

But the broad parameters are there. Secretary Shinseki has laid 

that out, and now the job of his Chief Operating Officer, if I am 

confirmed for that position, will be to implement, to execute, and 

to make that happen. 

Senator BURR. Well, I thank you for your willingness to serve the 

public, and I feel very confident, under the Chairman’s leadership, 

the future of this nomination is not in question. 

I thank the Chair. 

Mr. GOULD. Thank you, Senator. 

Chairman AKAKA. Thank you. Thank you very much, Senator 

Burr. 

I would like to go back to the book, Mr. Gould. Your book suggests that 90 percent of initial claims for compensation are granted. I believe that actually the percentage of specific claims items 

is much lower. 

How would you suggest that VA compensate veterans if VA finds 

that roughly half of their claim conditions are not deemed serviceconnected at first look? 

Mr. GOULD. Mr. Chairman, I would obviously defer to the Chairman’s view of what that precise number is and offer to you the 

spirit in which that observation was made in the book. And that 

is that I share a belief along with my co-author, Harvard professor, 

Linda Bilmes, that there are opportunities in this process to 

streamline it, to make it better, to serve veterans more efficiently 

and effectively and that one of the ways that we can make that 

process more streamlined is to recognize when additional tasks add 

no value to a process. 

So, if it is the case that some significant percentage of applications that are put into a process where an individual has requested 

a particular outcome, in fact, have no additional value added provided by the organization reviewing them, that is a candidate—in 

my experience in a business process redesign world—to shed. It is 

to recognize that there is an opportunity to move that process forward more quickly because we do not have to expend the resources 

to make that happen. 

Chairman AKAKA. That is great. 

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Despite the historic increases in VA’s budget and the need to 

quickly bring on new staff, I understand that all new hiring decisions in VHA are being reviewed by the incumbent VHA leadership 

through a human resources committee. I have been told that the 

local managers are being asked to provide lengthy justifications for 

new hires with a focus of potentially contracting the position out. 

What is your view of this process? 

Mr. GOULD. Mr. Chairman, obviously, one of the most sensitive 

sets of decisions that can be made in an agency in government is 

who to hire and when, by what criteria we make that decision. 

And, under Title 5, there are a set of strict standards about how 

that should be done, particularly with respect to our career civil 

servants who, in my view, should be protected. 

You are raising new information to me. Frankly, I was unaware 

that there was that kind of control being exercised. And, with your 

permission, I would like to, if confirmed, have the opportunity to 

dig into that, get an answer back to you that would reflect more 

of the facts on the ground. 

Chairman AKAKA. Thank you for that. 

Now let me move to training, Mr. Gould. Training and retraining 

staff is an absolutely necessary and worthy endeavor, but it is expensive both in terms of direct costs and opportunities lost. How 

do you believe VA’s workforce should be trained, with these concerns in mind? 

Mr. GOULD. Mr. Chairman, you have seen me levitate about six 

inches off the chair on that issue, and you would be right. I do not 

think many people in our country understand that government 

spends $700 billion a year—a year—on personnel. That is like one 

TARP going out of government every 12 months, and yet we spend 

about 1⁄3 of the amount of money that the private sector does on 

training. 

To me, it stands to reason that if you are going to have all those 

people and you are going to ask them to do new things and respond 

to new technology and redesign and transform and you are really 

putting a lot of challenges at them, then, at a minimum, government—in our case, for our conversation here today, VA—has an obligation to invest in our career civil servants to provide them training. 

The point of the question, obviously, is how do you do that and 

where do you come up with the money to make that happen? That 

is where Congress comes in. And I hope and believe that Secretary 

Shinseki and I will have an opportunity, if confirmed, to make that 

business case. 

I would point out that in the book we make an economic argument on just those grounds. How is it that additional money to 

train can result in cost savings, cost avoidance and better performance down the road and that we ought to be making those investments now? 

It is the same logic that we use for our veterans for education 

and training and vocational rehab and so on. We are reaching out. 

We are investing in them, in the hope and belief that they will contribute back to society, have richer lives as a result of that. Analogously, I think a career civil servant is in that same position, that 

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our investment in them can create value for our country down the 

road. 

Chairman AKAKA. Thank you very much. 

Senator Tester, any further questions? 

Senator TESTER. No further question. Thank you, Mr. Chairman. 

Chairman AKAKA. Well, I want to thank you very much. You 

have responded real well. We are looking forward to moving you. 

I hear our Ranking Member about moving this as quickly as we 

can, and we certainly will. 

I thank you so much, and it is great to have your family here. 

It is good to be looking forward to the 21st Century and what we 

can do for our veterans, and that is what this Committee is all 

about too. As was mentioned by our Ranking Member, we certainly 

want to move the impediments or whatever obstacles there may be 

that would prevent improvement and progress and work together 

with you and Secretary Shinseki, the VSOs, and all those who are 

concerned about veterans. 

So, thank you very much for being here. Thank you and aloha 

to you and your family. 

Mr. GOULD. Thank you so much. You made us feel very welcome. 

Thank you, Senator Burr. 

Thank you, Senator Tester. 

[Recess.] 

Chairman AKAKA. The Senate Committee on Veterans’ Affairs 

will be in order. 

We will move now to the nomination of Tammy Duckworth to be 

the Assistant Secretary for Public and Intergovernmental Affairs 

within the Department of Veterans Affairs. 

STATEMENT OF HON. DANIEL K. AKAKA, CHAIRMAN, 

U.S. SENATOR FROM HAWAII 

Chairman AKAKA. I want to say aloha and welcome to you, Ms. 

Duckworth. You are no stranger to this Committee. You have been 

here many times, most recently in November 2007 when you offered your thoughts on the issue of seamless transition. As someone with deep roots in my home State of Hawaii, I know that you 

bring the spirit of aloha which will serve you well if confirmed by 

the Senate. 

As part of the newest generation of veterans, Ms. Duckworth 

continues to triumph over obstacles in her way. She demonstrates 

on a daily basis the strength and courage that marks the best of 

this new class of American servicemembers. 

In many respects, the Assistant Secretary for Public and Intergovernmental Affairs is the public face of VA. When there is good 

news to be shared, this person advises and represents the Secretary. When there is unpleasant news for which VA must take responsibility—and we all know that there will be—this is the person 

who must step forward and make every effort to be open and honest with the public. There must be trust and confidence in VA if 

it is to serve the veterans effectively. 

We recently heard of instances in Florida and Tennessee where 

thousands of veterans were potentially exposed to infections following colonoscopy procedures. There are serious situations, and 

126 

these are serious. I have asked the Inspector General to investigate 

the facts and circumstances. 

As upsetting as such mistakes are, the public’s trust in VA comes 

from its willingness to disclose those errors and to work to fix 

them. I have no doubt there are private sector health care institutions making the same types of mistakes, but we simply do not 

hear about them in the same way. When there is a problem at one 

or two VA facilities, it can tar the entire VA system. 

VA’s constituency ranges from those who, like me, started during 

World War II, to the newest generation of veterans returning from 

Iraq and Afghanistan. VA beneficiaries live in urban areas, in remote and rural areas, and everywhere in between. Some veterans 

return from service with no scars. Others have lost limbs or suffer 

from the invisible wounds of PTSD. When we talk about reaching 

all veterans, there must be an effort to include their families as 

well. 

In addition to being the public face, the Assistant Secretary also 

represents VA across the entire Federal Government as well as 

with State and local governments. If confirmed, Ms. Duckworth 

will need to interact effectively with many agencies, from DOD to 

SBA, to represent the issues and interests of veterans including on 

matters such as homelessness, unemployment, housing, disability 

policy and health care. 

Undoubtedly, this is an important job, and I look forward to your 

testimony and hearing about your plans. 

At this time, I would like to yield to my Ranking Member, Senator Burr, for his opening statement. 

STATEMENT OF HON. RICHARD BURR, RANKING MEMBER, 

U.S. SENATOR FROM NORTH CAROLINA 

Senator BURR. Thank you, Mr. Chairman. 

Major Duckworth, welcome. We look forward to the opportunity 

to share some time with you, and you could not have a more 

standup person, I think, to introduce you than the guy to your 

right and to our left. We welcome our colleague, Dick Durbin. 

The position you seek is one of the most important roles in ensuring that veterans and their families are being well served by the 

VA. As the Assistant Secretary of Public and Intergovernmental Affairs, one of your most important responsibilities is to provide veterans and, more importantly, their families with up-to-date information about VA activities, benefits, and services. This is critical 

because VA programs cannot help improve the lives of veterans if 

veterans do not know about them. 

In this role, you would be responsible for fostering partnerships 

with organizations around the country that are willing to work 

with VA in carrying out its noble mission. We have veterans in all 

corners of the Nation including very rural areas, and many could 

benefit tremendously from these efforts. 

Mr. Chairman, I intend to have several written questions that I 

am going to give Major Duckworth to clarify for me some things 

on the Committee questionnaire which I am not going to ask in today’s hearing. I have some general questions that I will ask. 

I look forward to hearing more about your thoughts on how we 

take the VA forward, how we make sure that we share with the 

127 

veterans and, more importantly, the communities that they come 

from of the wide array of services that the VA has provided for 

them, and, hopefully, that they can then utilize. 

I thank you for being here, and I thank you, Mr. Chairman. 

Chairman AKAKA. Thank you. 

At this time, I would like to ask for the introduction of the Senators from Illinois, and I would like to now recognize the honorable 

and distinguished Assistant Majority Leader and Senior Senator 

from Illinois, who is joining us this morning to introduce the nominee to the Committee. I welcome Senator Durbin. We have had a 

long relationship beginning from the House, and it has been a good 

one. 

Senator DURBIN. It sure has. 

Chairman AKAKA. And I look forward to that continuing. So, Senator Durbin, aloha and welcome, and we look forward to your statement. 

STATEMENT OF HON. RICHARD J. DURBIN, A UNITED STATES 

SENATOR FROM THE STATE OF ILLINOIS 

Senator DURBIN. Chairman Akaka, thank you very much for giving me this opportunity to introduce Tammy Duckworth as a nominee for the Veterans Administration Assistant Secretary of Public 

and Intergovernmental Affairs. 

Senator Burr, thanks for those kind words. 

And, to my colleague, Senator Burris, good to see you and Senator Tester. I would say to all of the Members of the Veterans’ Affairs Committee, this is a rare opportunity to be part of the appointment of someone of real quality, who can serve this Nation as 

she has so many times before. 

Four years ago, in 2005, we had an occasion that President Bush 

gave the State of the Union Address. We each get a couple of tickets for people/visitors to sit in the gallery for that historic moment. 

We have made a tradition in our office to call Walter Reed hospital 

and ask: Are there any Illinois vets who can come in and take 

these seats? We would like to have them come by. 

And so, that night of the President’s State of the Union Address, 

I was told that there were, in fact, two people coming from Illinois, 

Major Tammy Duckworth and her husband, Bryan Bowlsbey, both 

of whom were members of the Illinois National Guard. I had never 

met her before. She literally came rolling into the office in full 

dress uniform and then told me her story. 

Ten weeks before, Tammy Duckworth had been an activated 

member of the Illinois National Guard and was piloting a helicopter over Iraq when a rocket-propelled grenade was shot into the 

cockpit and exploded. As a result, Tammy lost both of her legs, and 

her right arm was shattered to the point there was a serious question as to whether or not she would be able to keep that arm and 

use it in the future. 

When I heard that story, I could not believe it because she was 

sitting in front of me with this big smile on her face, 10 weeks after 

being shot down, after going through countless surgeries, and she 

seemed to be as happy and composed as any person I had ever 

seen—her husband right by her side pushing the wheelchair. 

128 

I did not realize until long afterwards that she had an IV running under her dress uniform coat which was the only way that she 

could come and visit that night, and it had to be changed by Bryan 

during the course of the evening. But, for her, it was a big smile 

and a welcome to everyone. 

A reporter came in, Lynn Sweet of the Chicago Sun-Times and 

asked Major Duckworth a hard question. She said: Major 

Duckworth, what do you think of these people who are protesting 

against this war, who say it was a mistake, we should not have 

gone to war. After what you have been through, what do you think 

of these people? 

And she said, is not that why we are fighting this war, so that 

Americans can express their point of view and have freedom of 

speech? 

I was taken aback by that answer. I could not believe the insight 

and courage that that answer entailed that she gave, and I thought 

to myself, this is a special person. 

I did not know her full family background at the time, but she 

was born into a military tradition. She is the daughter of a Marine. 

She is a second generation Purple Heart recipient in her family. 

After completing his service, Tammy’s father worked for the 

United Nations. Tammy spent her childhood, much of it, growing 

up in Southeast Asia before arriving in Hawaii at the age of 16. 

She started her military career in 1990, joining the ROTC in 

graduate school. She was commissioned in the Army Reserve in 

1992. She completed helicopter flight school, joining the Illinois National Guard in 1996. 

In her civilian career, she has worked on lung cancer prevention 

at Northern Illinois University Center for Nursing Research and 

was a Global Manager for Rotary International. In 2004, she was 

a doctoral student when she requested to be deployed to Iraq. And 

it was on the afternoon of November 12, 2004, while she was on 

her last mission of the day in Baghdad when her helicopter was 

shot down. 

She made it out of that helicopter somehow. I have had a chance 

to meet her co-pilot that day. The whole crew was just heroic, 

bringing that helicopter down safely and transferring her. Her next 

memory, she says, was waking up at Walter Reed with her husband, Bryan, also a member of the Illinois National Guard, by her 

side. 

I told you about the grievous injuries which she suffered as a result of it. I met her while she was recovering, and I thought to myself, I want to know this person more. This is an exceptional person. 

I kept in touch with her. A few months later, in a very weak moment, I made a phone call to her and said, would you consider running for Congress? 

She did not say no. She said, I want to think about it. 

I said, OK. 

She talked it over with Bryan and called me back and said she 

was going to make the race. 

Well, she did not win that race, but she was heroic again in the 

effort that she made. Fortunately, for her, the Governor of our 

State turned to her and asked her if she would become the Director 

129 

of the Illinois Department of Veterans Affairs, and then she took 

up that spot in November 2006. 

She has done some amazing things there: the Illinois Warriors 

Assistance Program, requiring additional screening for PTSD and 

Traumatic Brain Injury; the GI Loan for Heroes mortgage loan program; the Vetscash Grant Program, which provides over $5 million 

in grants to veterans service organizations; Veterans Adaptive Activities Day. The list goes on. 

She has been totally committed to her fellow veterans and to 

public service. She has been recognized with the Leadership Conference on Civil Rights Hubert Humphrey Award, a recipient in 

2007 along with President William Clinton and the late historian, 

John Hope Franklin. She has received the Access Living Disability 

Leader of the Year Award in 2007, was the DAV Disabled Veteran 

of the Year in 2008 and received the AMVETS Silver Helmet 

Award in 2009. 

Now she has been called into service again by President Obama 

who is asking her join an extraordinary team at the Veterans Administration, facing extraordinary and historic challenges. She is a 

person for that job. I have known that from the minute that I met 

her. I know that she is going to fight for veterans with every ounce 

of her being and every ounce of her strength. 

I know that she, having seen her husband deployed after she returned, knows the sacrifices made by families. Here was Tammy 

living alone in her situation where she needs a helping hand. Her 

husband is deployed, and he goes without complaint. They understood what service meant, both in her life and in his life. 

He could not be here today because he is at Ft. Gordon, which 

Tammy will explain. He is on military assignment at this moment, 

and cannot be with her. 

I am just going to close by saying a few words in closing. She 

had the courage to serve. She had the courage to come home and 

battle her wounds. And, she has had the courage to carry on in a 

life of public service. We are blessed in America to have people like 

Tammy Duckworth. 

Thank you, Mr. Chairman. 

Chairman AKAKA. Thank you very much, Senator Durbin. 

Now I would like to recognize our newest Committee Member, 

Senator Burris, for any introductory remarks you would like to 

make on behalf of Major Duckworth. 

STATEMENT OF HON. ROLAND W. BURRIS, 

U.S. SENATOR FROM ILLINOIS 

Senator BURRIS. Thank you, Mr. Chairman, Ranking Member 

Burr, colleague Tester. I would like to thank you for the time to 

address this Committee about a good fellow Illinoisan who settled 

in our great State, Major Tammy Duckworth. 

And, we are happy for it, Tammy. 

As we consider her nomination for Assistant Secretary for Public 

and Intergovernmental Affairs for the Department of Veterans Affairs, I would also like to thank my Senior Senator, Senator Durbin, for providing such a fine introduction. 

The Department of Veterans Affairs is at a crucial juncture in 

our history, transitioning from one generation to the next with 

130 

changing demographics and shifting priorities. It is a mission of 

this Committee to ensure that in the nomination process we confirm nominees that will best serve the needs of America’s veterans. 

I can think of no candidate more deserving of this position or 

more qualified to help lead the Department of Veterans Affairs 

than Major Tammy Duckworth. As a member of the ROTC since 

1990, the Major has been instrumental in opening doors and leading the way. 

After becoming a commissioned officer in the U.S. Army Reserves, Major Duckworth decided to fly helicopters because it was 

one of the few combat jobs open to women, and she served her 

country with distinction. For her service in Iraq, Major Duckworth 

received a Purple Heart, and while recuperating at Walter Reed 

Center she was presented with an Air Medal and the Army Commendation Medal. 

Her service and her sacrifice alone recommend Major Duckworth 

to lead at the Department of Veterans Affairs, but it is the 

strength of her ideas and commitment to her fellow veterans that 

most strongly qualifies her for this post, Mr. Chairman. 

Her work as the Director of the Illinois Department of Veterans 

Affairs was marked by innovation and extraordinary outreach to 

make programs and resources more accessible for the veteran community, a commitment we will hear reinforced in Major 

Duckworth’s statements today. While the head of the Department, 

she put in place State programs that offered tax credits for employers who hired veterans of Iraq, Afghanistan and Desert Storm, 

worked to provide State grants to service organizations benefiting 

veterans issues and secured backing for below-market mortgages 

for veterans. 

Major Duckworth was also honored by Chicago Access for Living 

for her extraordinary commitment to veterans with disabilities. 

This is the type of leader we need in the Department of Veterans 

Affairs today because there is just so much that we need to correct 

in that Department. I am grateful that President Obama has put 

his faith in Major Duckworth’s candidacy, and I know the Department of Veterans Affairs will make great progress under her 

steady, capable, committed and unwavering leadership. 

Thank you, Mr. Chairman. 

Chairman AKAKA. Thank you very much, Senator Burris. 

Now I would like to call on Senator Tester for his statement. 

STATEMENT OF HON. JON TESTER, 

U.S. SENATOR FROM MONTANA 

Senator TESTER. Well, thank you, Mr. Chairman. 

I am going to start with an apology because I am going to have 

to leave before I get the opportunity to ask you questions. So I am 

going to ask you questions in my opening statement, and then we 

will catch it on the record. 

First of all, thank you for being here. Thank you for your service. 

Thank you for what I think will be outstanding service in the VA 

once you get confirmed. 

And, along those lines, Mr. Chairman, I have had Tammy in my 

front. We have talked about her vision for the VA, and I would 

131 

hope that her and Dr. Gould’s confirmations would be expedited 

with the Ranking Member’s agreement to that. 

So, a couple things, the VA is pretty much a passive system as 

far as reaching out and letting people know what their benefits are. 

We have millions of veterans out there that are qualified for benefits that do not get them. I am curious to know how you are going 

to reach out to those veterans in rural areas—in a State like Montana, that is critically important—female veterans, Native American vets, as there is a high number of them. 

The other issue that is very, very important to me is the number 

of embarrassing issues that have come up in the VA. Whether it 

is inaccurate suicide data—that comes to mind right off the top— 

or other things, how are you going to deal with those issues that 

are very, very uncomfortable and are you willing to tell the leadership in the VA? If they come down and say you know we want to 

soft pedal this, you say: Now, hold it. The truth will set you free. 

We need to tell the truth on this stuff. 

So I would hope that you would do that as you move forward and 

how you would integrate yourself into that. 

With that, Mr. Chairman, I do have to leave, but I just want to 

thank, once again, Ms. Duckworth for being here today, and I look 

forward to working with her for the benefit of veterans throughout 

this country. 

Chairman AKAKA. Thank you very much, Senator Tester, for 

your statement. 

Now, Ms. Duckworth, I will administer the oath to you at this 

time and ask you to raise your right hand. 

Do you solemnly swear or affirm that the testimony you are 

about to give, as well as any answers to any pre and post hearing 

questions, before the Senate Committee on Veterans’ Affairs, will 

be the truth, the whole truth and nothing but the truth, so help 

you God? 

Major DUCKWORTH. I do. 

Chairman AKAKA. Let the record note that the witness answered 

in the affirmative. 

Major Duckworth, I would like to ask you at this time to introduce your family or your friends who are here. 

Major DUCKWORTH. Thank you, Mr. Chairman. 

I have six members of what I call my extended family. They are 

my friends who are here with me: starting with Colonel Michael 

Yap, retired, a good friend from Hawaii originally. He and his wife 

started visiting me at Walter Reed when I was first injured. 

I have also Mr. Tom Porter, Korean War Veteran who started 

visiting me before I even woke up from my medically-induced coma 

at Walter Reed. He is a double amputee who is there to tell the 

troops at Walter Reed every single Tuesday and Thursday, without 

fail, that life goes on and you can have a wonderful, wonderful career after you lose your legs. So he was my beacon when I had no 

hope. 

Jim Mayer, the Milkshake Man, a Vietnam veteran, a double 

amputee, he has walked the halls of Walter Reed for many, many 

years. He is a former VA employee handing out milkshakes because he knows that when an American GI cannot keep down any 

food because of their medication, they will suck down a milkshake. 

132 

Also, I have Mr. Brian Clauss and Mr. Joe Butler from the John 

Marshall Law School in Chicago where one of the last things we 

were able to do at the State of Illinois was establish a veterans 

legal assistance clinic with law students—a very successful program. They have recently written a textbook on how to establish 

similar programs across the country. 

Did I get everyone? I think so. 

Chairman AKAKA. Thank you very much for those introductions 

and welcome to all of you to the Committee. 

At this time, I would like to ask you to proceed with your statement. 

STATEMENT OF L. TAMMY DUCKWORTH, DESIGNATE TO BE 

ASSISTANT SECRETARY OF VETERANS AFFAIRS FOR PUBLIC 

AND INTERGOVERNMENTAL AFFAIRS, DEPARTMENT OF 

VETERANS AFFAIRS 

Major DUCKWORTH. Thank you, Mr. Chairman, and aloha, 

mahalo nui loa. 

Chairman AKAKA. Aloha. 

Major DUCKWORTH. And Ranking Member Burr and distinguished Members of the Committee, thank you for the opportunity 

to come before you today. I am deeply honored and humbled that 

President Obama has given me this opportunity to serve our Nation’s veterans. 

Since my time at Walter Reed, when this Committee first called 

on me to testify—while I was still a patient—on behalf of my fellow 

wounded warriors, I have been privileged to answer your questions 

and assist you in caring for our brave military men and women. I 

plan on continuing this important partnership with you in my new 

role at the U.S. Department of Veterans Affairs, should I be confirmed. 

A significant part of my duties will be to transform the public affairs function at the Department of Veterans Affairs to fulfill President Obama’s and Secretary Shinseki’s commitment to a 21st Century agency with candor, transparency and integrity. Not only will 

we be responsive to this Committee’s concerns, we will also be 

proactive in communicating with you and with our Veterans. 

In order to become a 21st Century organization, we will have to 

change some past methods used in communicating with outside organizations whether they are other government agencies, the 

media, the legislature or, most importantly, our veterans. 

The things that VA already does well, we will continue. However, 

with the changing demographics of our veteran population, the VA 

will need to develop the communication strategies that best reach 

our newest veterans where they live, work and play. It is no longer 

enough to hand out brochures at demobilization ceremonies. We 

must develop social networking strategies, non-traditional outlets 

such as blogs and use a wide variety of new media available to get 

the message of available benefits out to our veterans. 

Just as our Nation learned from our Vietnam veterans that we 

must love the warrior regardless of our personal stand on the war, 

we must also learn the lesson of how Department of Veterans Affairs lost contact with so many Vietnam veterans and apply those 

lessons today. We are in a critical time when we still have the abilVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00138 Fmt 6601 Sfmt 6601 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
133 

ity to reach out to the generation of post-9/11 veterans. If we send 

the message incorrectly, we risk angering or disappointing these 

vets to the point of their turning their backs on the VA, as was the 

case of so many of the Vietnam generation. 

The upcoming roll-out of the Post-9/11 GI Bill is a critical example. If our vets are not given the correct information on qualifications and application processes, they will become frustrated and 

have their worst stereotypes of the VA bureaucracy reinforced. 

Most tragically, if we do not reach out in the correct way to our 

veterans suffering from Traumatic Brain Injury and Post Traumatic Stress Disorder, they will turn away and not access the care 

that they need for these wounds. 

The second component of my position at VA will be to develop 

partnerships with other Federal and State agencies as well as with 

non-governmental organizations. In my past work with Veterans, I 

recognize that the greatest frustration with the VA is not the quality of the care that is provided. In fact, VA medical care is among 

the best in the country. The frustration is with gaining access to 

that care. 

Local governmental agencies will become an ally with the Department of Veterans Affairs in helping our vets negotiate that 

process of accessing and qualifying for VA benefits. In my new job, 

I hope to use my past experience and relationships with the State 

Directors of Veterans Affairs, with county veteran service officers, 

with veteran service organizations as well as with organizations 

that have not traditionally had a relationship with the VA, such as 

community service organizations like Rotary International and 

Lions Clubs or faith-based organizations. 

If VA cannot be in every store front of every hometown across 

America, we will find partners who are and who can help us distribute the tools that our veterans need to gain access to the health 

care and benefits that they have earned through their service. 

No veteran should ever have his access to VA services blocked 

because of geography. If it did not matter where I lived and where 

my hometown was when I enlisted, where I live now should not 

prevent me from getting the VA services that I need and earned. 

Intergovernmental partnerships will be key in keeping our Nation’s 

obligations to our veterans. 

In the Army, my job did not start and end with flying helicopters. My job was to carry out the mission assigned to me and 

to take care of my soldiers. I view this opportunity to serve in the 

Department of Veterans Affairs the same way. I am nominated to 

be Assistant Secretary for Public and Intergovernmental Affairs, 

but ultimately my job will be to support the mission of serving our 

veterans. 

I live every day knowing that I should have died in that dusty 

field north of Baghdad, and I am surviving only because my buddies would not leave me behind. I intend to honor their heroism by 

doing everything that I can to make sure that this Nation stands 

by those who serve and leaves no veteran behind. 

Thank you for this opportunity to come before you today, and 

God bless our troops who are in harm’s way around the world 

today. 

Thank you, sir. 

134 

[The prepared statement of Major Duckworth follows:] 

PREPARED STATEMENT OF L. TAMMY DUCKWORTH, NOMINEE TO BE ASSISTANT

SECRETARY OF VETERANS AFFAIRS FOR PUBLIC AND INTERGOVERNMENTAL AFFAIRS

Mr. Chairman and Distinguished Members of the Committee: Thank you for the 

opportunity to come before you today. I am deeply honored and humbled that President Obama has given me this opportunity to serve our Nation’s Veterans. Since 

my time at Walter Reed, when this Committee first called on me to testify on behalf 

of my fellow Wounded Warriors, I have been privileged to answer your questions 

and assist you in caring for our brave military men and women. I plan to continue 

this important partnership with you in my new role at the US Department of Veterans Affairs. 

A significant part of my duties will be to transform the Public Affairs functions 

at the Department of Veterans Affairs to fulfill President Obama’s and Secretary 

Shinseki’s commitment to a 21st Century agency with candor, transparency and integrity. Not only will DVA be responsive to this Committee’s concerns, the Department will also be proactive in communicating with you, and with our Veterans. In 

order to become a 21st Century organization, DVA will have to change some past 

methods used to communicate with other government agencies, the Congress, the 

media, and most importantly, our Veterans. The things that DVA already does well, 

we will continue. However, with the changing demographics of our Veteran population, we will develop the communication strategies that best reach our newest Veterans where they live, work and play. It is no longer enough to hand out brochures 

at demobilization ceremonies. We must develop social networking strategies, use 

non-traditional outlets such as blogs, and employ the wide variety of new media 

available to get the message of available benefits to our Veterans. 

Just as our Nation learned from our Vietnam Veterans that we must love the 

Warrior regardless of our personal stand on the war, we must also learn the lesson 

of how DVA lost contact with so many Vietnam Veterans and apply that lesson 

today. We are in a critical time when we still have the ability to reach out to the 

generation of post-9/11 Veterans. If we send the message incorrectly, we risk angering or disappointing these Vets to the point where they turn their backs on VA, as 

so many did after Vietnam. The upcoming roll-out of the Post-9/11 GI Bill is a critical example. If our Vets are not given the correct information on qualifications and 

application processes, they will become frustrated and have their worst stereotypes 

of the DVA bureaucracy reinforced. Most tragically, if we do not reach out in the 

correct way to our Veterans suffering from Traumatic Brain Injury and Post Traumatic Stress Disorder, they will turn away and not access the care that they need 

for these wounds. 

The second component of my position at DVA will be to develop partnerships with 

other Federal and state agencies as well as with non-governmental organizations. 

As a result of my past work with Veterans, I recognize that the greatest frustration 

with DVA is not the quality of the care provided. In fact, DVA medical care is 

among the best in the country. The frustration is with gaining access to that care. 

Local governmental agencies should become allies with the Department of Veterans Affairs in helping our Veterans access their DVA benefits. In my new job, I 

will use my past experience and relationships with the State Directors of Veterans 

Affairs, with County Veteran Service Officers, with Veteran Service Organizations 

as well as with organizations that have not traditionally partnered with DVA, such 

as Rotary International or the Lions Clubs. If DVA cannot be in every storefront 

of every hometown across America, we will find partners who are and who can help 

us distribute the tools that our Veterans need to gain access to the healthcare and 

benefits that they have earned through their service. No Veteran should ever have 

his access to DVA services blocked because of geography. Just as it did not matter 

where my hometown was when I enlisted, where I live now should not prevent me 

from getting the DVA services that I need and earned. Intergovernmental partnerships will be key in fulfilling our Nation’s obligations to our Veterans. 

In the Army, my job did not start and end with flying helicopters. My job was 

to carry out the mission assigned to me and to take care of my Soldiers. I view this 

opportunity to serve in the Department of Veterans Affairs the same way. I am 

nominated to be Assistant Secretary for Public and Intergovernmental Affairs, but 

ultimately my job will be to support the mission of serving our Veterans. I live every 

day knowing that I should have died in that dusty field north of Baghdad and am 

alive today only because my buddies would not leave me behind. I intend to honor 

their heroism by doing everything that I can to make sure that this Nation stands 

by those who have served and leaves no Veteran behind. Thank you for this opporVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00140 Fmt 6601 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
135 

tunity to come before you today, and God Bless our troops who are in harm’s way 

around the world. 

I am happy to answer any questions you may have. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. DANIEL K. AKAKA TO

L. TAMMY DUCKWORTH, NOMINEE TO BE ASSISTANT SECRETARY OF VETERANS AF- FAIRS FOR PUBLIC AND INTERGOVERNMENTAL AFFAIRS

Question 1. Have you discussed with Secretary Shinseki, and with Deputy Secretary-designate Gould, the duties and the role you would assume as Assistant Secretary for Public and intergovernmental Affairs if you are confirmed? If so, what 

specific areas of the job were discussed? 

Response. I have discussed the duties of my position with Secretary Shinseki. Specifically, the Secretary emphasized that in addition to being a key spokesperson for 

the Agency, my job also entails outreach to Veterans and intergovernmental groups. 

The Secretary stressed to me the importance of building relationships between the 

DVA and state and municipal governments as well as with non-governmental organizations. In my conversations with Deputy Secretary-designate Gould, we discussed 

my role in communicating the President’s and the Secretary’s message to Veterans 

that the DVA is here to serve them and to make them aware of all the benefits to 

which they are entitled. 

Question 2. Do you anticipate having a policymaking role if you are confirmed? 

Response. If asked by the Secretary or the Deputy Secretary to provide advice on 

policy, I will make sure to do so. I believe that I can be a valuable resource for the 

SECVA, DEPSEC, and the COS, especially when it comes to insight on our War 

Wounded, the needs of young Veterans, and partnerships with State governments. 

Question 3. Have you formulated any thoughts on what your new job responsibilities will be and how you will approach those responsibilities if confirmed? 

Response. If confirmed, my first responsibility will be to serve the President and 

the Secretary. I will take their lead as to my role and capacity within the Department. I see my role as an integral part of the senior management team consisting 

of two main components: 

a. Public Affairs and Intergovernmental Affairs. In this capacity, I see my main 

focus as emphasizing outreach to our Veterans, an effort just as important, if not 

more so, than outreach to media and other institutions. I understand that Public 

Affairs is responsible for all of the DVA’s communications and is therefore the leader in efforts to communicate to our Veterans. 

b. Building Partnerships. I see the second critical component of my job as 

strengthening existing partnerships and forming new partnerships with organizations around the Nation that serve our Veterans. Under the direction of the Secretary, I plan to identify Federal agencies, local governments, and non-governmental 

organizations that share our goal of better serving Veterans, and then to work with 

these partners to achieve our shared goal. 

Question 4. If confirmed, what would you most like to accomplish in your new position? What would you hope your legacy to the Department would be? 

Response. If confirmed, I would most like to develop the DVA’s methods for communicating with Veterans and to establish relationships with organizations that 

seek to better serve Veterans. I want to provide insight and guidance on how to develop the DVA’s use of new media to bring our young Veterans into the DVA family. 

The Vietnam Veteran generation taught us the valuable lesson that we have a limited period of time when our Veterans return home to reach out to them and enroll 

them into DVA services. We must be careful in how we communicate so that we 

do not lose the latest generation of Veterans, as we lost so many Vietnam Veterans. 

We must never again miss the opportunities we lost after Vietnam. Finally, I hope 

that my legacy will be one of a facilitator, expanding services to our clients by bringing together organizations that may never have partnered with one another in their 

efforts to serve Veterans. 

Question 5. How would you describe your management style and how is it suited 

to this particular position? 

Response. My management style is based on my military training. It is my responsibility to make sure that members of my staff have the knowledge and tools 

to complete the tasks I delegate to them. While I will delegate authority to perform 

certain functions, the responsibility of all that occurs in my department remains 

with me. If confirmed, I intend to always give my staff a clear mission and intent 

for accomplishing that mission. As in my piloting days, I am a hands-on leader and 

manager, and I will roll up my sleeves to work alongside my people—without doing 

136 

their jobs for them. Ultimately, a successful team is one with clear leadership as 

well as trust and confidence between and among all of the team members. As we 

say in the Army, ‘‘One Team One Fight.’’ 

Question 6. How does your experience as Director of the Illinois Department of 

Veterans Affairs contribute to your qualifications for this new position? 

Response. My work at the State of Illinois gave me experience running a government agency. Prior to that job, my background has been in not-for-profit corporations and the military. Running one of the largest state Veterans’ agencies in the 

country gave me a diverse tool set for work at the Federal level. The State of Illinois 

Dept. of Veterans Affairs had a budget of $105 million, 1200 employees, 51 offices, 

four Veterans’ Homes, a Homeless Veterans program, as well as numerous boards 

and advisory committees. In the two years that I served at IDVA, working with a 

bipartisan group of legislators, we implemented over $70 million in new initiatives, 

many of which were the first of their kind in the Nation. These included new programs for Mortgage Loans, Homelessness, PTSD, and TBI. 

I am also very proud of our work in reaching out to non-governmental organizations. Using the revenue-neutral Vets Cash Grant Program, we gave out over 80 

grants to organizations that assist Veterans with services ranging from free dental 

care to transportation and homeless programs. We used the grant program to help 

establish Veterans Legal Assistance services at the John Marshall Law School and 

at Southern Illinois University. As a result, John Marshall Law School has written 

a textbook explaining how to establish and run Veterans Legal Assistance Centers 

that will be used by other law schools across the country. 

One of my last projects as Director was to help establish a Veterans Court system 

in Chicago to divert Veterans suffering from PTSD and TBI into counseling and 

treatment programs instead of incarceration. We also turned to the state networks 

specializing in TBI and PTSD to create the Illinois Warrior Assistance Program. By 

partnering with the Rehabilitation Institute of Chicago and asking for assistance 

from the Illinois Brain Injury Association, we tapped into civilian expertise on these 

conditions and developed a training program on PTSD and TBI from military trauma that we then used to create our unique program to treat and screen Illinois’ Veterans. The training program is used to train medical professionals throughout Illinois, which is a largely rural state, so that Veterans can access appropriate, trained 

care near their homes. The Illinois Warrior Assistance Program provides resources 

from counseling to pharmaceuticals and brain surgery to all Illinois Veterans who 

do not have access to Federal DVA resources, live more than 75 miles away from 

a VA facility, or must wait more than three weeks for a DVA appointment. The program now screens 100% of all redeploying National Guardsmen. Veterans or family 

members from any era can pick up the phone 24 hours a day to call our counseling 

hotline. When they do so, the phone is answered by a trained counselor with a Masters degree instead of a phone tree, as is the case with many hotlines. 

I am obviously proud of all that we have accomplished in Illinois. However, I understand that we can always do more to serve our Veterans. I intend to take what 

I learned in Illinois and bring it to the DVA. My job will be to use all my experiences to assist the Secretary as he carries out the transformation of the Department 

into a 21st century organization that provides services and benefits equal to our 

Veterans’ sacrifices. 

Question 7. ‘‘A VA for the 21st Century’’ has been a rhetorical slogan for many 

in recent years. However, as we near the end of the first decade of the century, it 

seems that that goal is still quite far away. How do you view your role in moving 

VA forward in this regard? 

Response. If confirmed, I will view my role as a right hand of support for Secretary Shinseki and his Deputy Secretary. I will assist them in achieving the mission of moving the DVA forward into the 21st century. First, with the direction I 

am given I will present new forms of communication with Veterans, building on existing methods. We need to reach out to Vets where they live, work, and play. That 

will involve social networking, a more extensive web presence, as well as reaching 

into communities across America regardless of their size or isolation. In order to do 

so, the DVA can partner with local organizations that have a presence in these locations, whether they are a local post of a Veterans Service Organization or a branch 

of local government. Second, I will echo Secretary Shinseki’s message that the DVA 

health care system is among the best in the Nation. Many perceive the DVA as 

overly bureaucratic and difficult to access. What is less known is the excellent quality of DVA health care and benefits. In my daily external communication, I intend 

make it common knowledge, especially among Veterans, that the DVA is above the 

best when it comes to caring for Veterans. The goal is to attract Veterans to reVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00142 Fmt 6601 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
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engage with the DVA and access the services that they have earned through their 

military service. 

Question 8. As the official who will be responsible for the public face of the Department, you most likely will need to deal with situations where an incident at one 

VA facility generates substantial negative press and public interest that seems to 

tarnish the entire Department. How would you respond to such an incident? 

Response. President Obama and Secretary Shinseki have made it clear that this 

administration will be transparent and accessible. I will work closely with my counterparts to make sure that there is an accurate and transparent accounting of any 

incident that may occur. 

Question 9. One of the issues which you sought to address during your time in 

Illinois was outreach to veterans in order to make sure that they were aware of 

their benefits and their eligibility for services. As the individual responsible for public affairs for VA you will be in the position to make a significant impact in this 

regard. Assuming that you agree that VA needs to be more aggressive in this area, 

what is your thinking as to what you will be able to accomplish as Assistant 

Secretary? 

Response. Under the guidance of SECVA, DEPSEC and the COS, I look forward 

to creating a forward-thinking strategic communications plan that includes outreach 

efforts with VSO’s, various service organizations, traditional media, and new media. 

Question 10. I am particularly interested in addressing the needs of the members 

of the National Guard and Reserves who return from deployments and often return 

to their communities without being aware of the services and benefits to which they 

may be entitled and for which they may be in need of—for example, PTSD counseling. As a member of the National Guard, you surely are aware of the unique 

issues involved in reaching out to these men and women. What thoughts do you 

have on ways in which the VA can do a better job of meeting the needs of a Guard 

member returning to Kaua’I, for example? 

Response. One of my great frustrations as a state Director of Veterans Affairs was 

the difficulty in partnering with the DVA. It often appeared that the DVA was primarily interested in inspecting and making demands but was often unwilling or unable to lend a hand in making connections with DOD. Secretary Shinseki has already begun to remedy this, having had several meetings with Secretary Gates on 

this issue. My experience is that one of the best and easiest things that can be done 

is to enter into a partnership with the National Guard and Reserves. In Illinois, I 

was able to reach out to the Department of Military Affairs and enter into memorandums of agreement so that I could have Service Officers present at the reintegration events. We made it mandatory for 100% of all Illinois Guardsmen to take the 

Illinois Warrior Assistance TBI/PTSD screen. By making it mandatory, we eliminated the stigma of singling out individuals for the screening. Partnering with state 

and local institutions is vital to reaching out to serve our Guardsmen and Reservists. At one time, over 50% of the forces on the ground in Iraq were Guard or Reserves. Our Nation’s military can no longer be effective without our Citizen Soldiers. 

In this new reality it is no longer acceptable to leave them without services simply 

because they do not live near a DOD or DVA facility. We must understand that 

though the DVA cannot be everywhere, we can certainly reach out to and partner 

with organizations that have a presence in hometowns across America. 

Question 11. As you are well aware, our shared home state of Hawaii has some 

isolated veteran communities on the neighbor islands. Other Members of the Committee represent states that have significant rural and isolated veteran populations. 

What new strategies do you believe could be implemented to ensure effective communication with veterans living in rural communities? 

Response. In addition to the existing communications programs, I feel strongly 

that we should look to new media solutions to communicate with our Veterans. The 

DVA’s Web page could be updated and additional information incorporated on the 

site to answer questions that are not currently being answered. The goal would be 

to create a comprehensive Web site that will provide guidance on all DVA resources, 

and also help direct Veterans to other avenues they might want to explore. The 

DVA site could serve as a one-stop shopping location for our clients. I learned from 

my time in the State of Illinois that nothing beats having a real live human being 

present to answer questions and even to handle problems on the spot. Under the 

direction of Secretary Shinseki I plan to explore the possibility of having itinerant 

or periodic visits by DVA representatives to communicate the DVA’s available services to isolated communities. 

Question 12. It is estimated that by 2010, women are expected to represent 14% 

of the veteran population. Although VA has been treating women veterans for many 

years, we know that some women veterans are reluctant to seek care at a VA facilVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00143 Fmt 6601 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
138 

ity. What thoughts do you have on how to communicate to women veterans that VA 

is prepared to provide gender-specific care? 

Response. I understand first hand what the ups and downs are for women within 

our DVA facilities. I can commiserate with women being reluctant to seek care at 

a DVA facility. But I also know the beauty and honor of recovering with your buddies—the men and women who understand firsthand what you experienced while 

at war and what you are going through in order to recover and reclaim your life. 

I look forward to being an advocate and helping identify how we can better serve 

the needs of our women Veterans. 

Question 13. There are various means of communicating with different generations of veterans and their families. How can VA best communicate with the broad 

spectrum of the American public that the Department serves, especially with the 

newest veterans who rely on an array of new modes of communications? Please describe specific media outlets and other communication media that you would seek 

to use. 

Response. Secretary Shinseki has made it clear that one of his goals is to speak 

to all of our Veterans. His vast experience and expertise prove that he is a tremendously effective communicator. I look forward to learning from and working with the 

Secretary to identify how we can best communicate the DVA’s mission both internally and externally. As a previous Army Chief of Staff he knows better than most 

what it is going to take to communicate effectively with our younger generation of 

Veterans. He has made it clear that part of embracing and pursuing a 21st century 

DVA will be to identify the various ways our Veterans are receiving information and 

to ensure that the information they need is contained within those mediums. We 

will explore every alternative and method in order to improve communication with 

our clients. 

Question 14. As the individual with principal responsibility for Intergovernmental 

Affairs at VA, if confirmed you will have a major role in coordinating many issues, 

responses, initiatives, and a wide variety of things with many other Federal agencies—including but not limited to employment and training with the Department of 

Labor, the Indian Health Service within the Department of health and Human Services, the Small Business Administration, and many others. What are your expectations for how you will interact with these and other departments and agencies? 

Response. If confirmed, it will be my responsibility to follow the direction of President Obama, Secretary Shinseki, and the Deputy Secretary of Veterans Affairs. The 

President and the Secretary have created a mission to bring the DVA into the 21st 

century, and I would be honored to be a part of that change. As a Soldier, one of 

the most essential lessons I learned is that when you are charged with being the 

principle driver of an initiative you must move forward with clear objectives and 

goals that are defined by your superiors and in line with achieving the organization’s overall mission. I look forward to the opportunity to become a valuable asset 

to the DVA and an advocate for effective communication between the DVA and various other departments and agencies. 

Question 15. What do you see as VA’s role in working with other departments and 

agencies, especially HUD, through the Interagency Council on Homeless or otherwise, to address the needs of homeless veterans and their families? 

Response. Currently I am not privy to the specifics of how interaction works between the DVA and various departments and agencies. However, I believe one of 

my first critical tasks will be to learn how the various departments and agencies 

interact and engage with the DVA. Next, I will need to work with the SECVA, 

DEPSEC and COS to evaluate what potential changes need to be made. Under the 

direction of the Secretary, I believe one of my key roles will be to help facilitate 

open, clear, and effective communication in order better serve our homeless 

Veterans. 

Question 16. Secretary Shinseki has placed emphasis on improving the level of 

collaboration and cooperation between VA and DOD. What do you believe will be 

your role in dealing with areas of concern involving the two departments? 

Response. I look forward to taking direction from Secretary Shinseki, DEPSEC, 

and the COS to improve VA collaboration with DOD. I believe my role will be to 

work with the team to help provide potential solutions as to how we can improve 

internal and external communications that will foster better cooperation and collaboration between the two departments. 

Question 17. Do you agree to appear before the Committee at such times and concerning such matters as the Committee might request for so long as you serve in 

the position for which you now seek confirmation? 

Response. I welcome and encourage an open discussion with the Committee. If 

confirmed, I look forward to sharing a common goal with you—caring for our VetVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00144 Fmt 6601 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
139 

erans. A dialog between the Committee and the Department of Veterans Affairs will 

be essential. Together we can make the DVA a more effective organization that better serves our clients in a manner that our Nation expects and our Veterans 

deserve. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. RICHARD BURR TO

L. TAMMY DUCKWORTH, NOMINEE TO BE ASSISTANT SECRETARY OF VETERANS AF- FAIRS FOR PUBLIC AND INTERGOVERNMENTAL AFFAIRS

Question 1. As you know, the Senate Committee on Veterans’ Affairs (Committee) 

received two versions of your ‘‘Questionnaire for Presidential Nominees,’’ the form 

that the Committee requires every nominee to complete and submit. Certainly, we 

all make mistakes. But, given that both versions of the questionnaire were signed 

and notarized and will become part of the Committee’s official record, I think it’s 

worth asking you to clarify, for the record, the status of each of these versions. 

A. Would you please explain why two different versions of the questionnaire were 

submitted to the Committee? 

Response. When I first submitted the questionnaire, I was unaware of the level 

of detail that was being requested. When Committee staff followed up with a request for more information, I wanted to be as responsive as possible, so I submitted 

the second form with more detailed answers. 

B. Is there any information in either of these versions (Part I or Part II) that, 

on a second look, you believe is not accurate? If so, would you please explain? 

Response. I believe all my submissions have been accurate. However, the followup versions have a level of detail that the first version did not. 

Question 2. In the March 18, 2009, version of the questionnaire, you responded 

‘‘YES’’ to this question: ‘‘State whether you will sever all connections with your 

present employer, business firm, association, or organization if you are confirmed 

by the Senate.’’ 

Given that you also serve as a safety officer for the Illinois State Army Aviation 

Office, would you please also clarify whether you intend to resign from that position 

if confirmed? 

Response. I am currently in the Illinois National Guard, and I drill as required. 

I currently do not receive pay from the National Guard because of restrictions with 

my disability pension, but I do receive retirement points toward my military retirement. I do not intend to resign from this position. I have consulted with the Department’s ethics officials, and I have been advised that this does not present a conflict 

of interest. 

Question 3. On that questionnaire, you listed three organizations for which you 

were a board member during the past five years. In your letter to the Assistant 

General Counsel and Designated Agency Ethics Official at the Department of Veterans Affairs, you stated that you have already resigned from or will, if confirmed, 

resign from leadership and/or board positions of two of those organizations. Your 

status as to the third organization was not indicated. 

A. Would you please clarify whether you are currently a board member/leader of 

any organizations and, if so, whether you intend to remain in any such role if confirmed? 

Response. If confirmed, I plan to resign from all boards of organizations I serve 

on, including those I serve in a purely honorary role. 

B. If you do intend to remain in any such role, would you please explain the anticipated nature of your continued involvement? 

Response. I do not intend to remain in such a role. 

Question 4. Recently, you were a defendant in a lawsuit filed by two individuals 

who worked for the Illinois Department of Veterans Affairs while you were the Director. In light of the fact that the court dismissed that case without ruling on the 

merits, it may be helpful for the Committee to hear directly from you about what 

took place, so that we will have all the right facts. Would you please explain the 

circumstances surrounding that lawsuit? 

Response. While I was Director of the State of Illinois Department of Veterans 

Affairs, a lawsuit was filed in Federal court against me and an administrator of one 

of the Illinois State Veterans Homes. The suit was brought by two employees who 

claimed they were punished for reporting perceived wrongdoing. They alleged First 

Amendment retaliation violations, state ethics violations, and intentional infliction 

of emotional distress. A Federal court dismissed the lawsuit, denying the First 

Amendment claim on the merits, and dismissing the other claims for procedural reaVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00145 Fmt 6601 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
140 

sons. Butler v. Duckworth, 2008 U.S. Dist. LEXIS 100747; 2008WL5221103 (S.D. Ill. 

2008). Plaintiffs then filed a similar lawsuit in Illinois state court, but without the 

First Amendment claim. The State has filed a motion to dismiss that is pending. 

Christine Butler and Denise Goins v. Tammy Duckworth, unpublished Illinois Circuit Court case # 09L2. 

Question 5. In the March 18, 2009, version of the questionnaire, you answered 

‘‘NONE’’ to this question: ‘‘Describe any lobbing activity during the past 10 years 

in which you have engaged for the purpose of directly or indirectly influencing the 

passage, defeat, or modification of any Federal legislation or for the purpose of affecting the administration and execution of Federal law or policy.’’ I understand that 

this question may have been a little unclear (and I will work with Chairman Akaka 

to address that situation). In the meantime, to make sure the Committee’s record 

is complete, I’d like to follow up briefly. 

A. Would you please clarify whether your answer was meant to convey that you 

did not engage in any such activities solely in your personal capacity or whether 

it also was meant to convey that you did not perform any such activities as a representative or board member of any organization? 

Response. I have never been a registered lobbyist, and to the best of my knowledge, I have not worked for or advocated on behalf of any registered lobbyist organization in any capacity. 

B. Although you may not have been acting as a registered lobbyist (as the questionnaire may have suggested we were inquiring about), were there any activities 

you engaged in to attempt to influence Federal policy over the past 10 years? If so, 

would you please describe any such activities? 

Response. Ever since I fought and was wounded in Iraq and then spent a year 

in Walter Reed Army Medical Center, I have been an advocate on behalf of Veterans. I have testified in front of Congress four times. As a candidate for Congress 

and as the Director of Illinois Department of Veterans Affairs I continued to advocate on behalf of Veterans in any way possible so that our current and returning 

Veterans receive the best services possible. 

Question 6. During 2008, you were mentioned as a possible candidate to be appointed to the U.S. Senate by former Governor Blagojevich. Given the controversy 

surrounding the filling of that Senate seat, would you please describe any discussions or involvement you had regarding the filling of that Senate seat? 

Response. I had no conversations with former Governor Blagojevich regarding filling the Senate seat. I was informed by his then-chief of staff that I was under consideration, but I was never called for an interview. I have not had any contacts with 

former Governor Blagojevich in over seven months. 

Question 7. According to a March 11, 2009, Associated Press report, ‘‘[s]ince 2005, 

numerous reports and even an unsuccessful attempt by [former Governor] 

Blagojevich to fire two personnel workers for alleged illegal hiring have revealed efforts by his administration to hire friends and contributors by skirting the high 

court ruling and laws giving military Veterans first chance at jobs.’’ I have no doubt 

that any such hiring practice would have been offensive to you as a decorated, severely wounded combat Veteran. Would you please describe any actions you took as 

Director of the Illinois Department of Veterans Affairs to protect the employment 

rights of Veterans? 

Response. One of my first acts as the Director of the Illinois Department of Veterans Affairs (IDVA) was to promote absolute Veterans Preference in the Illinois 

Department of Transportation (IDOT). This was an agency that often received complaints regarding the discrimination against hiring Veterans. Within the first week 

of taking over as Director, I had partnered with the Director of IDOT to promote 

a Veterans hiring event. Throughout my time at the State of Illinois, I promoted 

Veterans employment and pursued many avenues to ensure that both Veterans and 

employers were educated on Veterans’ employment rights. I also advised state legislators on Veterans employment programs such as the employers’ tax credit for hiring Gulf War-era Vets. Finally, I partnered with the John Marshall Law School and 

Southern Illinois University Law School to create pro-bono Veterans legal assistance 

centers that help Veterans fight for their rights. 

RESPONSE TO POST-HEARING QUESTIONS SUBMITTED BY HON. RICHARD BURR TO

L. TAMMY DUCKWORTH, NOMINEE TO BE ASSISTANT SECRETARY OF VETERANS AFFAIRS FOR PUBLIC AND INTERGOVERNMENTAL AFFAIRS

As you know, the Senate Committee on Veterans’ Affairs requires all nominees 

to complete a two-part questionnaire. From you, we received two versions of Part 

141 

I of the questionnaire and three versions of Part II. Certainly, I could understand 

if mistakes were made in filling out these fairly complicated forms and you needed 

to submit new forms to correct errors. But, in response to pre-hearing questions, you 

made this statement: ‘‘I believe all my submissions have been accurate.’’ 

Question A. Are you saying that all of the information contained in all three 

versions of the questionnaire is correct? 

Response. The information contained in each version of the questionnaire was correct to the best of my knowledge at the time I submitted it. I submitted more than 

one version in order to immediately respond to the Committee’s requests for more 

information. In addition, the revised questionnaire incorporates information from 

year-end summaries I only recently received from my financial advisors. 

Question B. If so, I would ask you to explain how that is so, given that the most 

recent submissions appear to list assets and income streams that were not identified 

in the original submission and the amounts listed for certain assets, liabilities, and 

income streams were changed in the later versions? 

Response. Initially I completed the questionnaire on my own without any guidance. Because the Committee questionnaire did not include instructions, I based my 

answers on my understanding of the requested information. After the Committee requested more information, I clarified my answers according to the Committee’s guidance. In some instances, I listed the same assets but in different categories. In other 

instances, I included more detailed figures based on the Committee’s requests and 

updated information I received from my financial advisors. On March 26, 2009, I 

met with majority and minority Committee staff and explained these issues in 

detail. 

[The Committee questionnaire for Presidential nominees from 

Ms. Duckworth, submitted twice, follows:] 

142 


Duck1Q1.EPS
143 


Duck1Q2.EPS
144 


Duck1Q3.EPS
145 


Duck1Q4.EPS
146 


Duck1Q5.EPS
147 


Duck1Q6.EPS
148 


Duck1Q7.EPS
149 


47057D01.EPS
150 


47057D02.EPS
151 


47057D03.EPS
152 


47057D04.EPS
153 


47057D05.EPS
154 


47057D06.EPS 47057D07.EPS
155 

[A letter from the Office of Government Ethics follows:] 


47057Doge1.EPS
156 

[Letter from Ms. Duckworth to the Office of General Counsel, 

U.S. Department of Veterans Affairs:] 


47057Doge2.EPS
157 

Chairman AKAKA. Thank you very much, Major Duckworth, for 

your testimony. 

I certainly appreciate the enthusiasm and creativity that you will 

be bringing to your new position if you are confirmed by the Senate. 

In your appearances before this Committee and in other public 

forums, you have sometimes been critical of VA. In your new position, you will be called on to defend VA when others express their 

criticism. How will you handle this situation? 

Major DUCKWORTH. Sir, I plan on approaching my job with the 

utmost level of transparency and accessibility. One of the great 

frustrations I had as a State Director, as someone from outside the 

VA organization, was that complete opaqueness. Oftentimes, when 

I wanted information or when I asked simple questions, I could not 

get the answer, and I think that is one of the greatest criticisms. 

That was certainly something that I had, which was just tell me 

what I am asking so that I can go about the business of helping 

veterans. 

I know that is a great frustration, and so I hope to approach my 

job with openness, transparency. and just being always available to 

be asked questions. And, if I do not know the answer, I am going 

to tell you I do not know the answer. I am certainly not going to 

hide that, but I am going to get back to you, do the research and 

get that information back out. 

Chairman AKAKA. Thank you for that response. 

I am aware of many initiatives that States have undertaken to 

address the needs of veteran residents, and I know that you have 

said that coordination and outreach to the States will be one of 

your top priorities. Do you have specific ideas, for example, for 

ways in which the States and Federal agencies can collaborate to 

address the needs of veterans with TBI or PTSD? 

Major DUCKWORTH. Yes, sir. In Illinois, we started the Illinois 

Warrior Assistance Program, and that was out of the recognition 

that so many Illinois veterans who deployed were National Guardsmen and Reservists who did not live near a large military installation like in many other States and that once they came home they 


47057Doge3.EPS
158 

then returned to very rural communities that were far away from 

the nearest installation. 

So, with the Illinois Warrior Assistance Program, we accessed 

our local network of mental health providers, and we partnered 

with nongovernmental organizations—the Illinois Brain Injury Association and the Rehabilitation Institute of Chicago—and developed a teaching program on military-caused trauma, brain trauma 

and PTSD that we then implemented to the network of local providers across the State. 

So, under the Illinois Warrior Assistance Program, the servicemember who either does not want to go to a Federal facility or who 

lives more than 1 hour’s drive, 75 miles, or has to wait more than 

3 weeks for an appointment with the VA, will get full access to care 

from his local provider who has been trained on military trauma. 

And so, it is that partnership between State government, not-forprofit organizations like the Illinois Brain Injury Association, and 

also with nongovernmental entities like the Rehabilitation Institute 

of Chicago, coming together to reach out and have those services. 

And then we advertised it through partnerships, not just with 

our own offices but with county organizations, with veterans service organizations. Sometimes the first word of advice a young vet 

gets occurs when he walks into the local VFW post and talks to a 

Vietnam veteran. And so, part of my job will be to make sure we 

have those partnerships across all of the organizations that are interested in caring for vets. 

Chairman AKAKA. Major Duckworth, in responses to my prehearing questions, you indicated an interest in looking at improved 

ways of communicating with this newest generation of veterans. 

Could you please describe in more detail what you envision? 

Major DUCKWORTH. Yes, sir. The VA does some things very well. 

It does a great job, a wonderful job of sending out newsletters, 

monthly publications, taping video messages that get played on 

Armed Forces channels, those very traditional methods of reaching 

World War II and Korean War vets. 

The largest population of internet users among the veterans communities are actually Vietnam veterans, and I would like to see the 

VA move forward in that realm of the internet—Facebook pages, 

blogs, social networking sites—accessing our partners in the veterans service organization community and just getting the word 

out—so, accessing nontraditional media; basically going to where 

the vets live, work and play. 

You know, if military recruiting has moved toward using 

NASCAR and blogs and video games, well, that is because it is effective. The VA needs to think along the same lines in terms of 

reaching our veterans where they live and where their family members live, because the other group that often gets the information 

to the veteran is his family members. 

Chairman AKAKA. Thank you very much. 

Senator Burr. 

Senator BURR. Thank you, Mr. Chairman. 

Major, I am going to go to a similar area in your testimony because you were very clear, and I will quote you: ‘‘No veteran should 

ever have his access to DVA services blocked because of geography. 

Just as it did not matter where my hometown was when I enlisted, 

159 

where I live now should not prevent me from getting the DVA services that I need and earned.’’ I think that is an extremely important point. 

And, you covered what you did as the State Director to expand 

services and the criteria that was used: geographical distance, 

length of time for an appointment. Let me ask you, honestly, 

should we not extend this across the Department of Veterans Affairs? 

I happen to represent a State that, if you look at it, 50 percent 

of it is very rural. There are many areas where we have yet to 

reach an outpatient facility within a reasonable distance of where 

veterans live, yet I have the highest percentage increase of retired 

military in my State of any State in the country. So we know what 

is coming down the road. 

And, I have to say that the past Secretary and the current Secretary are working aggressively to make sure that we address the 

facility needs that we have. But, in the interim, there are services 

that you cannot provide at every outpatient facility, mental health 

is one of them. 

There are certain specialties that, once you get outside of the 

hospital, you might not be able to provide, but could be done if a 

health care professional is contracted with. Should we expand our 

contract basis care in this country to be able to take care of rural 

veterans? 

Major DUCKWORTH. Sir, well, my position, should I be confirmed, 

will be to make sure that veterans know of all the options that are 

available to them. 

In my own case, I go to Hines VA for most of my care, but I actually go to a contractor for my prosthetics care, as an example, because I use very high-tech prostheses, very much on the cutting 

edge and I, personally, was not satisfied with what was provided 

at the prosthetic department when I first came out of Walter Reed 

because Walter Reed has this really high standard. So I actually 

go to a contractor for my prosthetics care. 

Part of my job is going to be to make sure that our veterans, 

wherever they are, understand that there is that combination 

available, that there are some things the VA does very, very well, 

that I would never go anywhere else for—spinal cord rehabilitation, 

blind rehabilitation, for example. And, there is an intangible of 

being served by people who work with veterans and being taken 

care of next to one another, so you can sit there and tell war stories 

in the waiting room. So, there is that combination. 

My job, my position will be to make sure that we access community providers, that we enter into partnerships with nongovernmental organizations, whether they are veterans service organizations that are willing to drive veterans to appointments, or working 

with State government. 

I hope to really look very closely, should I be confirmed, at exploring all of those possibilities. We had a similar challenge in Illinois also. You know, you think of Illinois, you think of Chicago, but 

that is only 50 percent. The rest of my veterans live in places like 

Anna, Illinois and Plano, Illinois and El Paso, Illinois, with very 

small populations and great, great challenges with accessing care. 

160 

Senator BURR. Though the policy side is not necessarily under 

your role in the capacity that you are going to serve in, I think it 

is a unique opportunity to have somebody that has been there, 

done this, that can be the voice of not just reason from a standpoint of our policy but can also help us to focus on that future, that 

21st Century that I truly believe that General Shinseki is focused 

on and how we structure it architecturally so that we deliver that 

same quality of care in a way that veterans can geographically access it, and sometimes that will be out of the box. 

Major DUCKWORTH. Yes, sir. 

Senator BURR. It will be out of the VA facility. It will be with 

somebody who meets the standards that we set but may not receive 

a government paycheck week in and week out, and I hope you will 

be that voice. 

You also said earlier in your testimony, ‘‘In order to become a 

21st Century organization, DVA will have to change some past 

methods used to communicate with other government agencies, the 

Congress, the media, and most importantly, our veterans.’’ 

And you listed a couple. You talked about social networking. You 

talked about blogs. Are there any others that come to your mind 

right now which are areas that we do not utilize but that veterans 

and, more importantly, their families have become reliant on and 

we need to consider tapping into? 

Major DUCKWORTH. Yes, sir. Well, at the State, those partnerships were really important with those nongovernmental organizations. I worked with everybody from your traditional veterans service organizations to churches. Oftentimes, when a veteran’s family 

is getting into where they need counseling, they turn to their local 

pastor. A lot of times, it is going to schools and letting school counselors know of programs so that they can keep their eyes on the 

veteran’s children if they see behavioral problems. So you really 

need to reach out across the entire broad spectrum of our society. 

And, a lot of times, the information, you cannot get it directly to 

the veteran because our veterans, God bless them, are stubborn; 

and they would not be good American GIs if they were not stubborn because that is what gets the mission accomplished. But, a lot 

of times, they are the last person to admit that they need help and 

that they have a problem. 

By getting information through whatever form that you can—to 

their family members, their employers, the community—you increase the likelihood that the veteran will eventually get that information when he needs it. When he sits down and he thinks, oh, 

I really need to go get some counseling, his wife will have the flyer 

that was handed out at Sunday School or his employer will ask if 

he knows that there are these services from the State because the 

State has reached out to the employer. 

Senator BURR. I would urge you to be very imaginative as you 

enter into this role as to how we communicate, again, not just with 

veterans but with veterans’ families who are absolutely crucial in 

every case to the healing process, both physically and mentally. 

Let me assure you, in the professions we are in, if we are called 

stubborn, that would be a generous thing than some of the things 

we are typically called. [Laughter.] 

161 

Mr. Chairman, I will have several additional questions that I will 

ask in writing to help clarify some of the information on Committee’s questionnaires, but at this time I would yield the floor. 

Chairman AKAKA. Thank you very much, Senator Burr. 

And now I would like to call on Senator Burris for your questions. 

Senator BURRIS. Thank you, Mr. Chairman. 

Just a couple questions, Major. I think that this may not necessarily fall under your jurisdiction or your title, but I know that 

you have that aggressiveness and you and General Shinseki are 

going to run that Department. Are you familiar with the situation 

in Joliet, Illinois, where that hospital is being vacated by the hospital owners, and the veterans are now trying to get that hospital 

turned over to the Department of Veterans Affairs so that those 

veterans in that area do not have to go to Hines or to Jesse Brown 

or, God forbid, North Chicago? 

Are you familiar with that problem in Joliet at all? 

Major DUCKWORTH. I am familiar with it from my work as a 

State Director but not from the Federal VA perspective. 

Senator BURRIS. Would you be able to assist in any way in your 

capacity, should you be confirmed, in seeing whether or not we can 

get that hospital in Joliet turned into a veterans hospital? 

I understand it is a very modern facility. It is an updated facility, 

and a lot of the veterans organizations are seeking to have that 

hospital made into another veterans hospital so that they will not 

have to commute those hour and 2 hours to Hines or to Jesse 

Brown. 

Major DUCKWORTH. Well, the position that I am nominated for, 

should I be confirmed, sir, will involve me aiding in the discussions 

with the veterans in that community and communicating the VA’s 

criteria for new hospitals and also getting input from them and 

having them have a source of expressing their concerns. So I will 

certainly be glad to help in that process of dialog. 

Senator BURRIS. And, of course, coming from Illinois and with 

your expertise, I am pretty sure you could get to the other colleagues in the Department of Veterans Affairs and give them a little nudge in that direction. 

Second, I ran across another issue, Major, when I was visiting 

Jesse Brown the other day—which this does not fall under your 

category either—but the information that the veterans do not have, 

and that is the dental care issue. This question seems to come up, 

of how do we get information to the veterans about what benefits 

they get in dental care. That seems to be a major problem. 

You might want to look at how you can promote, should you get 

confirmed, better information to the veterans on what dental care 

is available, because what your primary physicians will tell you is 

that lack of dental care leads to other types of medical problems. 

If you do not take care of your teeth, then it is going to lead to all 

types of other health ailments. 

And, third, we have a piece of legislation that is coming about, 

and, Mr. Chairman, I do not know where we are with that legislation, but it deals with the family, the care of how we can get money 

to the those families also giving care to those veterans, similar to 

the other caregivers. If a family member has to leave his or her job 

162 

to take care of that veteran, then that family member should also 

be compensated as any other caregiver would be compensated. We 

are hoping that we can get that legislation passed. 

So, I just hope that you would be instrumental in assisting us 

in getting information out to veterans when we are working on that 

piece of legislation to help those caregivers that, as you said in 

your testimony, are so much needed and taking care and giving 

them some peace of mind too, where someone is home who is able 

to take care of them and keep them in their environment. 

Major DUCKWORTH. Thank you, sir. 

Senator BURRIS. Thank you, Mr. Chairman. 

Chairman AKAKA. Thank you very much, Senator Burris. 

Major Duckworth, Senator Tester asked this in his opening, and 

I want to give you an opportunity to answer it. How will you handle those times when you personally disagree with a policy under 

consideration by the Secretary? 

Major DUCKWORTH. Sir, should I be confirmed, I will become an 

advisor to the Secretary, and I will be very up-front and honest in 

expressing my opinion when asked on issues. When I was Director 

of the State of Illinois Department of Veterans Affairs, I valued 

most my advisors who said, here is what I see as the reality, and 

I may not agree with you, but I am going to stand up for what I 

think is right. And I hope to play that role within the Secretary’s 

cabinet. 

I think one of the great things about being able to work with 

General Shinseki—when he was nominated, I said I would go mop 

floors for him if he asked me to—is that he is that kind of a leader. 

He is that kind of a leader who wants input. He is that kind of a 

leader who wants you to stand up and express your frank opinion 

so that we can come to the best decision for our veterans, and I 

hope to continue in that capacity with him. 

Chairman AKAKA. Thank you. 

In your pre-hearing responses, Major Duckworth, you wrote not 

only about how updated web-based resources are essential but also 

how important it is to have a real live person available to help. Do 

you believe that VA can do both and, if so, how? 

Major DUCKWORTH. Yes, sir. There are many approaches that the 

VA can take. 

At the State level, we started our own hotline for Post Traumatic 

Stress Disorder and Traumatic Brain Injury. When you call that 

hotline at the State level, you actually reach a real live counselor 

with a master’s degree. You do not get a phone tree. You do not 

get ‘‘push nine,’’ or whatever. 

That is critical when veterans are calling these hotlines asking 

for help because it is so easy to turn them off. And so, we need to 

make sure that we train anybody that has direct customer service 

contact working with veterans to make sure that they understand 

the sensitivity of some of these issues. 

I hope, should I be confirmed, to be part of that program to review how the VA does things with customer service, review how we 

interact with our veterans and make sure that we provide the information that they need in the way that they need it because you 

know we learned this from the Vietnam generation. 

163 

We had a whole generation of vets who came in, were not treated 

with respect, perhaps did not get the message correctly, so they 

turned around, and they walked away from the VA for 30 years. 

For 30 years they suffered, and that is simply not acceptable. If I 

am confirmed, I am going to make sure that we do not do that to 

the post-9/11 vets. 

Chairman AKAKA. Just yesterday, the President signed into law 

a new Serve America Act which expands the mission of the Corporation for National and Community Service in a number of ways. 

The new law includes the Veteran Service Corps that is designed 

to help Active Duty servicemembers and veterans. Would you 

please report back to the Committee within 30 days on your efforts 

to reach out to the Corporation and your involvement in this new 

program? 

Major DUCKWORTH. I will be happy to do so, sir. 

Chairman AKAKA. Well, thank you very much. This has been a 

great hearing for the Committee. 

Let me ask Senator Burris whether you have further questions. 

Senator BURRIS. I am fine, Mr. Chairman. 

Chairman AKAKA. Well, I want to thank you very much, Major 

Duckworth. 

Senator BURRIS. Just to congratulate our new nominee, and we 

are going to make sure she gets confirmed, sir. 

Major DUCKWORTH. Thank you. 

Chairman AKAKA. Thank you very much. This Committee will 

try its best to move your nomination and try to confirm it. We will 

let the Committee and the Senate do that. 

But thank you again for your full and open participation in today’s hearing. Your service to this country is greatly appreciated, 

and we truly believe you will be an outstanding voice for the Nation’s veterans and their families in the role of Assistant Secretary 

for Public and Intergovernmental Affairs in the VA. 

With this in mind, I would like to bring Major Duckworth’s nomination before the Committee and full Senate as soon as possible. 

As I said previously for Mr. Gould’s nomination, I ask that any 

post-hearing questions for Major Duckworth be sent to the Committee’s legislative clerk by this afternoon. 

This has been a great hearing for us and for the country and for 

the veterans. And I want to say thank you, mahalo nui loa, for 

what you are and the responses you made and what you will be 

for our veterans. 

Major DUCKWORTH. Thank you. 

Chairman AKAKA. This hearing is adjourned. 

[Whereupon, at 11:20 a.m., the Committee was adjourned.] 

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A P P E N D I X 

LETTER FROM JAPANESE AMERICAN VETERANS ASSOCIATION IN SUPPORT OF

MAJOR L. TAMMY DUCKWORTH


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PENDING NOMINATIONS 

WEDNESDAY, MAY 6, 2009 

U.S. SENATE, COMMITTEE ON VETERANS’ AFFAIRS, Washington, DC. 

The Committee met, pursuant to notice, at 9:01 a.m., in room 

SR–418, Russell Senate Office Building, Hon. Daniel K. Akaka, 

Chairman of the Committee, presiding. 

Present: Senators Akaka, Burris, Burr, Isakson, and Johanns. 

OPENING STATEMENT OF HON. DANIEL K. AKAKA, CHAIRMAN, 

U.S. SENATOR FROM HAWAII 

Senator AKAKA. For the information of all of you here today, we 

have a long series of votes beginning around 10:40 this morning 

and I want to ensure that we have a full hearing. This is the reason we are starting sooner than we had planned. 

These nominations are important to us. With the Ranking Member’s cooperation, we are starting early here this morning. It is my 

hope that we will be able to finish before the votes, and that is my 

intent. Should we need additional time, I will work with Senator 

Burr on finding another opportunity, preferably this week. But, 

otherwise, we will try to do it within the time before the votes. 

That said, let me say good morning, aloha, and welcome to today’s hearing to consider four nominations for positions within the 

Department of Veterans Affairs. This hearing will come to order. 

Roger W. Baker, to be Assistant Secretary for Information and 

Technology; Will A. Gunn to be VA’s General Counsel; Jose D. 

Riojas to be Assistant Secretary for Operations, Security, and Preparedness; John U. Sepu ́lveda to be Assistant Secretary for Human 

Resources and Management. 

I am delighted to welcome all four nominees, and also your families and friends that are here today. 

Just a housekeeping note. After we have completed our opening 

statements, I will introduce each of the nominees in turn. Following my introduction, I will ask each to introduce family and 

friends who are here today and then to make his statement. Then, 

once all four nominees have been introduced and have made their 

statements, we will begin with our questions. 

Each nominee, if confirmed, will play an integral role in the overall management and day-to-day operations of VA, and we are making every effort to put together the VA leadership team so that you 

can begin to work on VA matters. 

Mr. Baker, if confirmed, you will be VA’s Chief Information Officer. VA has suffered with continued failures in the ability to deliver 

170 

functional computer programs. Your challenge will be to reverse 

that course. You will also need to work with the Department of Defense to create a unified lifetime electronic health record for members of the armed services, and you will be responsible for resolving 

any IT issues as VA works to implement the Post-9/11 GI Bill. 

Mr. Gunn, if confirmed, you will be responsible for proactive 

legal advice and representation of the Department. Given your experience in the Judge Advocate General Corps, I am confident that 

you possess the leadership ability to manage the decentralized VA 

legal system. You will be looked upon to provide a comprehensive 

evaluation of legislation both introduced in the Congress and proposed by VA for its legal basis and impact. 

Mr. Riojas, if confirmed, you will be responsible for coordinating 

VA’s emergency management, preparedness, security, and law enforcement activities. These activities affect veterans on a daily 

basis, providing for the security of VA facilities, employees, veterans receiving care, and visitors alike. The important task of preparing and coordinating VA’s response to war, terrorism, national 

security matters, and natural disasters while ensuring continued 

service to veterans will also be yours. VA has a fine record of emergency preparedness. I trust this will remain the case under your 

watch. 

Mr. Sepu ́lveda, if confirmed, you will have the task of managing 

VA’s human resources activities during a period when there are 

many VA employees who are retirement-eligible. Your experience 

at the Office of Personnel Management, coupled with your general 

management experience, suggests that you have the qualifications 

for taking on the massive challenges of this office. When carrying 

out your responsibility with regard to VA’s labor-management relations, I ask that you appreciate the unique relationship that VA 

employees have with the veterans they serve. This relationship 

goes beyond the bottom line and is based upon maintaining a workforce, many of whom are veterans themselves, that has a sense of 

service and dedication. 

I thank you all for being here today and look forward to your testimony. 

I have the privilege this morning to introduce the four nominees. 

Roger W. Baker is the President’s nominee for Assistant Secretary for Information and Technology. Mr. Baker has 30 years of 

experience working in the field of information and technology, including as Chief Information Officer at the Department of Commerce from 1998 to 2001. Prior to joining the Federal Government, 

Mr. Baker had an extensive career with software and IT firms, including leading the development of Internet and online banking 

systems at VISA International. He has also been a senior technology management executive at CACI and at General Dynamics. 

In addition to his B.S. degree in Computer Science, he has a Master’s in Business Administration from the University of Michigan. 

Mr. Baker, please introduce your family and friends who are 

here today, and when you are done, please begin with your statement. 

Mr. BAKER. Thank you, Mr. Chairman. I am joined by my wife, 

Karen, and my son, Alex, currently in college at Old Dominion; 

friends Bob and Ruth Guerra, Robin and Dan Matthews, Phil 

171 

Kiveat. And I would really like to thank the members of the Department of Veterans Affairs, in particular, the Office of Information Technology that have joined us today to listen to the testimony 

and the hearing. 

Senator AKAKA. Thank you. Welcome, and good to have your 

family and friends here. 

STATEMENT OF ROGER W. BAKER, NOMINEE TO BE ASSISTANT SECRETARY FOR INFORMATION AND TECHNOLOGY, U.S. 

DEPARTMENT OF VETERANS AFFAIRS 

Mr. BAKER. Thank you Chairman Akaka and Members of the 

Committee on Veterans’ Affairs. It is an honor to appear before you 

today and to have been asked by Secretary Shinseki and President 

Obama to serve our Nation’s veterans. 

I am a technologist and a technology manager. I attended one of 

our country’s finest universities and have worked for some of our 

country’s best companies. Most of my professional career has been 

in the private sector, where I have had the opportunity to work at 

the forefront of high-technology industries, including in software 

development and Internet banking, as you have mentioned. 

While many of my friends and members of my family have 

served in our country’s military, I reached military age during a 

time of peace. I have been blessed throughout my life to live in the 

comfort and security made possible by the service and sacrifices of 

our Nation’s veterans. I was honored to accept President Obama’s 

nomination to work for Secretary Shinseki and Deputy Secretary 

Gould and, if confirmed by the Senate, to use my skills to serve the 

veterans whose sacrifices have made the good life I lead possible. 

The Assistant Secretary for Information and Technology at the 

Department of Veterans Affairs is a challenging position. VA IT is 

one of the largest single consolidated IT organizations in the world, 

rivaling or exceeding that of most of the Fortune 20 largest companies. Veterans Affairs has faced a number of highly public technology challenges over the last few years, including the loss of veterans’ information and failed systems development programs. 

The consolidation of VA’s IT assets into a single organization, 

which has largely been completed over the last 2 years, provides 

a starting point for addressing those challenges, but the road ahead 

is long and is unlikely to be incident free. If confirmed, I recognize 

that I will probably have many ‘‘bonding opportunities,’’ as we call 

them in the private sector, with the Members of this Committee 

and your staff. Mr. Chairman, I commit to you that you will find 

me open, earnest, and honest when we have those opportunities to 

have frank discussions. 

President Obama and Secretary Shinseki have expressed a compelling vision of a 21st century VA: a VA that delivers proactive, 

efficient services to veterans when, where, and how they want 

them; a virtual lifetime electronic record that supports a seamless 

transition from servicemember to veteran; an electronic VA that 

uses all the information available to it to maximize benefits and 

minimize waiting times and backlog; and a transformed VA that 

turns the veterans’ experience from one of delay to one of delight. 

To achieve the President’s and the Secretary’s vision, VA must 

have a strong information technology capability. The VA IT organiVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00177 Fmt 6601 Sfmt 6601 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
172 

zation must be able to reliably develop and operate the technology 

solutions that will enable the transformation of VA business processes. 

I know there is no easy path, no simple answer, and no shortcut 

solution to creating a strong IT capability at VA. Achieving this 

will require hard work, disciplined management, and honest communications. But with the IT consolidation as a starting point, I 

believe that VA can achieve a substantial strengthening of its IT 

capabilities over the next 4 years. My guiding vision is that VA, 

and the veterans we serve, should have the best IT organization in 

the Federal Government. 

In conclusion, if this Committee chooses to confirm me, I am 

committed to doing my utmost to transform the Department into 

a 21st century organization, focused on the Nation’s veterans as its 

clients, and providing them with the level of service that they have 

earned through their service and sacrifices they have made to our 

country. 

Thank you. 

[The prepared statement of Mr. Baker follows:] 

PREPARED STATEMENT OF ROGER W. BAKER, NOMINEE TO BE ASSISTANT SECRETARY

OF INFORMATION AND TECHNOLOGY, U.S. DEPARTMENT OF VETERANS AFFAIRS

Thank you Chairman Akaka, Senator Burr, and distinguished Members of the 

Committee on Veterans’ Affairs. It is an honor to appear before you today, and to 

have been asked by Secretary Shinseki and President Obama to serve our Nation’s 

veterans. 

I am a technologist and a technology manager. I attended one of our country’s finest universities, and have worked for some of our country’s best companies. Most 

of my professional career has been in the private sector, where I have had the opportunity to work at the forefront of high-technology industries including software 

development and Internet banking. 

While many of my friends and members of my family have served in our Country’s military, I reached military age during a time of peace. I have been blessed 

throughout my life to live in the comfort and security made possible by the sacrifices 

of our Nation’s veterans. I was honored to accept the President’s nomination to work 

for Secretary Shinseki and Deputy Secretary Gould, and, if confirmed by the Senate, 

to use my skills to serve the veterans whose sacrifices have made the good life I 

lead possible. 

The Assistant Secretary for Information and Technology at the Department of 

Veterans Affairs is a challenging position. VA has faced a number of highly public 

technology challenges over the last few years, including the loss of veteran’s information and failed systems development programs. While the consolidation of IT assets completed over the last two years, provides a starting point for addressing 

those challenges, the road ahead is long and unlikely to be incident free. If confirmed, I recognize that I will have the opportunity for many ‘‘bonding opportunities,’’ as we say in the private sector, with the Members of this Committee. Mr. 

Chairman and Members of this Committee, I commit to you that you will find me 

earnest, open, and honest when those ‘‘opportunities’’ arise. 

President Obama and Secretary Shinseki have expressed a compelling vision of 

a 21st Century VA: 

• a VA that delivers pro-active, efficient services to veterans where, when, and 

how they want them; 

• a virtual lifetime electronic record that supports a seamless transition from servicemember to veteran; 

• an electronic VA that uses all the information available to it to maximize benefits and minimize waiting times and backlog; 

• a transformed VA that turns the veterans’ experience from one of delay to one 

of delight. 

To achieve the President’s and the Secretary’s vision, VA must have a strong information technology capability. The VA IT organization must be able to reliably develop and operate the technology solutions that will enable the transformation of VA 

business processes. 

173 

There is no easy path, no simple answer, and no short-cut solution to creating a 

strong IT capability at VA. Achieving this will require hard work, disciplined management, and honest communications. But, with the IT consolidation as a starting 

point, I believe that VA can achieve a substantial strengthening of its IT capabilities. My guiding vision is that VA, and the veterans we serve, should have the best 

IT organization in government. 

In conclusion, if this Committee chooses to confirm me, I am committed to doing 

my utmost to transform the Department into a 21st century organization, focused 

on the Nation’s veterans as its clients, and providing them with the level of service 

that they have earned through their service and sacrifices for our country. 

Thank you. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. DANIEL K. AKAKA TO

ROGER W. BAKER, NOMINEE TO BE ASSISTANT SECRETARY OF INFORMATION AND

TECHNOLOGY, U.S. DEPARTMENT OF VETERANS AFFAIRS

Question 1. Please describe your vision for VA’s Information and Technology system. How do you plan to integrate the competing desires of the separate Administrations within the framework of an overall VA strategic IT plan? 

Response. To achieve the Secretary’s vision and transform the Department into 

a 21st century organization, VA must have a strong information technology capability. VA must be able to create and operate technology solutions that enable the 

Administrations to transform their business processes and deliver pro-active, efficient services to veterans where, when, and how they want them. My guiding vision 

for IT’s role in that transformation is that VA should have the best IT organization 

in government, and should constantly benchmark itself with industry-leading organizations. 

As a former private sector CEO, dealing with competing interests has been a daily 

occurrence for me. A fundamental first step is ensuring that my organization can 

be relied upon to deliver on the commitments it makes to its internal customers. 

A second step is to look for synergistic investments that benefit multiple customers. 

Finally, hard decisions inevitably have to be made. My approach to making the hard 

decisions is to communicate with all affected parties, to discuss tradeoffs, to make 

a decision if consensus can be reached, and to recommend a decision if the decision 

needs to be elevated. 

Question 2. If confirmed, what will be your top priorities for the office you will 

oversee, and what can Congress do to assist you in your new role? 

Response. If confirmed, my recommendation to Secretary Shinseki and Deputy 

Secretary Gould is that my top priorities should be: 

• Ensure that a customer service culture exists within IT, clearly communicating 

that IT exists to help VHA, VBA, and NCA serve our veterans. 

• Continuously increase operational systems reliability and security, eliminate 

operational errors, and establish and publish metrics for all systems that can impact 

the business; 

• Address and correct the systems development process so that it can be relied 

upon to deliver functional systems on time and on budget. 

• Communicate with employees and internal customers; ensure that an open, constructive communication environment exists both inside IT and with internal customers; 

• Value employee skills and abilities; ensure employees are valued based on their 

abilities, and that skill gaps are addressed through appropriate training. 

• Ensure that our vendor partners are treated as partners, helping IT bring the 

best private sector technologies to bear on the problems faced by VA. 

If confirmed, I plan to communicate extensively with Congress, both about ongoing issues and about opportunities and approaches that my organization may be 

considering. I will appreciate your candid feedback as I work to create a stronger 

IT capability at VA. 

Question 3. What lessons did you learn during your tenure as Chief Information 

Officer at the Department of Commerce that you hope to bring to your new position 

at VA? 

Response. For a private sector executive coming into government, there are numerous surprises encountered in learning an entirely different ‘‘system.’’ Acquisition, personnel, hiring and other processes are substantially different from the private sector, and create real barriers to progress until they are understood. Clearly, 

my tenure at Commerce gave me the opportunity to learn those lessons so that I 

can apply them immediately, if confirmed, at VA. 

174 

At Commerce, I also learned how to move a large governmental organization toward accepting changes that are needed. Working with people throughout the Department, I was able to gain acceptance and approval of a new IT management 

structure that was needed to address security and other gaps existent at the time. 

Finally, I learned that the key asset I could bring to the organization is a high 

level of expectation of how things should be. By not accepting the status quo, and 

by consistently pushing programs to research and understand the market-leading 

approaches to solving similar problems, I was able to elevate the quality of solutions 

provided across the organization. 

Question 4. How has your private sector work experience prepared you for the position for which you are now nominated? 

Response. The most important thing I bring from my private sector experience is 

an expectation level for the role IT can play in organizational success. In my private 

sector experience, IT has been key to bringing new opportunities to the business, 

and was frequently the instigator of positive change. As a member of Secretary 

Shinseki’s team at VA, one of my roles will be to understand and describe the art 

of the possible with technology, and how it can be used to improve the services VA 

provides. 

Question 5. How would you describe your management style and how is it suited 

for this particular position? 

Response. I have a collaborative management style. I believe in management by 

walking (and traveling) around. I believe that the combined knowledge of the organization I manage is greater than my own, and that my job is to get the best results 

possible from that knowledge. I am a customer service oriented manager, and I like 

to talk to the customers and clients of my organization to understand how our work 

and policies are affecting them. 

Question 6. While working in the private sector, did you, or the companies that 

employed you, ever directly work with VA? Are there any residual connections with 

prior employers that could present an appearance of a conflict of interest? If yes, 

what will you do to remove any such apparent conflicts? 

Response. CACI, General Dynamics, and Dataline all have or have had business 

dealings with VA. Because my employment with Dataline was within the last two 

years, I will recuse myself from any issues in which Dataline is involved. Other than 

friendships with former co-workers, I have no ties to any of my former employers. 

Question 7. The position of Assistant Secretary for Information and Technology requires cross-Departmental collaboration with the Under Secretaries, Assistant Secretaries, and other key officials. Can you please describe previous experiences that 

have prepared you for this? 

Response. Most of my professional career has been spent in positions that required extensive collaboration in order to succeed. As an executive in high-technology, high-growth companies, my success, and the success of the company, often 

hinged on the ability of the executive team to work through difficult issues together 

despite frequent sharp disagreements. 

My collaborative management style was clearly on display at the Department of 

Commerce, as we worked through tough technology management issues with the 

Census, the Weather Service, and numerous other organizations. While I clearly expressed my views, and frequently made decisions that were not what my peers had 

argued for, my open style and clear ‘‘good government’’ agenda avoided creating animosity that would hinder future working relationships. 

Question 8. The Assistant Secretary for Information and Technology has responsibility for Department-wide IT budget formulation. How would you take into account 

the needs of the three Administrations while formulating the budget and ensure 

that the amounts requested are aligned with the Department’s IT strategic plan? 

How would you gather input from the various Under Secretaries? 

Response. As a partner with the Under Secretaries in delivering effective services 

to veterans, I anticipate frequent discussions on how my organization can better 

serve their needs and help them serve their clients. I anticipate soliciting their 

input throughout the year and using that input, along with their formal input during the budget cycle and the established governance and selection processes of the 

Department, to help shape the IT investments recommended to Secretary Shinseki 

and Deputy Secretary Gould. During the budget cycle, I will work with all concerned 

to establish a prioritized list of investments for each Administration, and across VA. 

Question 9. The Assistant Secretary for Information and Technology oversees the 

cyber and information security program. After the highly-publicized data theft in 

May 2006, and the Unisys computer loss in August of that same year, there conVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00180 Fmt 6601 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
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tinue to be ongoing incidents reported monthly to Congress. What changes do you 

believe can be made to better protect the security of veterans’ personal information? 

Response. Information security is fundamentally a matter of processes, controls, 

and awareness. VA has made great strides since the IT centralization toward controlling access to sensitive information, strengthening the controls over the processing, storage, and transmission of that information, and increasing awareness of 

information security responsibilities among the employees of VA. 

At General Dynamics and at Visa, I was responsible for organizations that had 

very strong information security programs. These programs constantly reviewed 

evolving threats and vulnerabilities, researched the best available approaches to reducing the threat, and implemented solutions that worked for the business. If confirmed, I anticipate looking at the IT security programs at other large organizations, 

in healthcare, insurance, technology, government, and other areas, and incorporating many of the approaches of these organizations into what VA does. 

Question 10. VA has attempted to manage its IT functions in various ways over 

the years. What is your vision of the appropriate way to most-effectively manage 

VA’s IT functions? 

Response. Effective IT is essential to the success of VHA, VBA, and NCA in their 

mission to provide services to our Nation’s veterans. I am not ‘‘married’’ to any particular structure for managing IT, but will always look for ways in which the organizational structure can better support efforts to improve the results of our IT investments. 

With that said, I believe that the centralization of IT at VA was essential to improving the results of VA’s IT expenditures. Centralization provides a starting point 

that allows institution of standards, processes, and disciplines that will increase the 

control, innovation, and results of IT investments. If confirmed, one of my main 

tasks will be to advise Secretary Shinseki and Deputy Secretary Gould on changes, 

organizational or other, that will improve the results of VA’s IT investments. 

Question 11. On April 9, 2009, President Obama stated that VA and DOD ‘‘have 

taken a first step toward creating one unified lifetime electronic health record for 

members of our armed services that will contain their administrative and medical 

information—from the day they first enlist to the day that they are laid to rest.’’ 

What is your evaluation of the current state of VA and DOD’s ability to deploy electronic medical records that are interoperable, bidirectional, and standards-based? 

How do you intend to work with DOD to ensure that a streamlined transition of 

health records from DOD to VA becomes a reality? 

Response. It is my understanding that a substantial amount of electronic records, 

both personnel and health, are currently exchanged between DOD and VA. I believe 

that the measure of success in this area is whether all needed information is available to the service provider, in a usable format, at the point of service. In other 

words, the purpose of interoperable records is not to exchange information, but to 

improve our services to the servicemember and veteran. 

If confirmed, I will work closely with members of the DOD, the Joint Executive 

Committee, the Senior Oversight Committee, Secretary Shinseki and Deputy Secretary Gould, and others, to ensure that appropriate technologies are brought to 

bear as we work to create a lifetime electronic health record. 

Question 12. VA faces a number of substantial issues as it works to implement 

the Post-9/11 GI Bill, a great many of which are related to IT. What will your role 

be in terms of both the short-term and long-term initiatives that VA has developed? 

Please conduct a quick review of the status of VA’s efforts to implement the new 

program and report back to the Committee within 30 days of your installation as 

to whether you have identified any additional IT needs or any problems that need 

to be addressed. 

Response. If confirmed, I will use my experience in building and delivering financial transaction systems to suggest steps that can further increase our confidence 

in our success. However, with less than 90 days remaining, my contributions to 

meeting that date will be limited. If confirmed, I will provide the Secretary and Congress, within 30 days, with my best assessment of any issues that may arise and 

possible mitigation strategies. 

Longer term, I will review the approach to the proposed ‘‘long-term’’ solution, and 

pay close attention to the project plan for the on-time delivery of that system to VA. 

Question 13. Earlier this month, VA leadership briefed Secretary Shinseki and 

congressional staff on the failure of the Replacement Scheduling Application (RSA) 

Development Program. This is just one example of many IT programs that VA invested millions of dollars and years of work into and has arguably nothing to show 

for it. If confirmed, what would you do to get this and other failed programs on 

track and fully operational? 

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Response. The technology organizations I ran at Visa and General Dynamics had 

substantial success in delivering new programs on time and on budget. While the 

approach to achieving that success should vary depending on organizational needs, 

three aspects common to a successful development organization are schedule discipline, frequent deliveries to internal customers, and well understood development 

and delivery processes. 

I understand that Secretary Shinseki has ordered a full review of the programs 

in the VA development portfolio. If confirmed, I expect to quickly contribute to and 

review the results of the ongoing review, establish a plan, consult with stakeholders, 

brief Secretary Shinseki, Deputy Secretary Gould, and congress, and take any actions required to ensure that failures like the RSA Development Program cannot 

happen. 

Question 14. Some of the reasons that VA wasted 8 years and more than $120 

million before admitting failure with RSA were the use of time-and-materials contracts and the divergence between business requirements and project outcomes. 

What do you see as the appropriate way to plan, manage, and monitor projects that 

are worked on by contractors? 

Response. Contractors must be managed and held to the same schedule, delivery, 

and process discipline required of a successful internal program. The contract vehicles through which contractor products and services are obtained must provide the 

government with the ability to monitor, motivate, reward, and terminate the contractor’s work based on the quality of their performance. From my brief exposure 

to the RSA system issue, a primary contributing factor to its failure appears to be 

the Department’s unwillingness to openly and honestly deal with the fact that it 

was failing. With the support of Secretary Shinseki and Deputy Secretary Gould, 

I am committed to establishing a culture of open communication, a program management process that exposes failing programs early, and to dealing with problem 

programs expeditiously. 

Question 15. Secretary Shinseki has said that he is committed to fulfilling President Obama’s vision for transforming the Department of Veterans Affairs into a 

21st century organization. Historically, VA has had one of the worst IT records in 

government and is criticized for using outdated technology. As Assistant Secretary, 

in support of the Secretary’s commitment, what would you do, that has not already 

been done, to achieve this goal? 

Response. With the help of the Senate, VA has consolidated its IT capabilities 

over the last two years. That consolidation provides the starting point to address 

the IT issues created over the last 50 years. There is no quick fix that will rapidly 

resolve all of VA’s IT issues. However, if confirmed, I will provide consistent, experienced IT management; communicate and enact a simple yet strong improvement 

program; focus on creating an open and honest work environment; and require constant improvement as key parts of my effort to have a long-term positive effect on 

the results of the VA IT organization. 

Question 16. Secretary Shinseki identified that reshaping the way VA handles IT 

is key to transforming VA. However, multiple reports and investigations over the 

last few years have stated that within VA there is a culture of resistance to change. 

If confirmed, what do you believe you will be able to do to overcome this resistance 

to change so as to promote the success of this transformation? 

Response. Communication is key to helping an organization change. If confirmed, 

I intend to proactively support and communicate Secretary Shinseki’s and Deputy 

Secretary Gould’s vision of a 21st Century VA, communicate the role IT plays in 

that vision, help the people in the IT organization understand the role they play 

in achieving that vision, and help the organization understand the positive impact 

that vision can have on the lives of our Nation’s veterans. Through management actions, I will also compel change in certain areas of IT where the lack of change is 

impacting the quality of services we provide. 

Question 17. At my request, the VA’s Office of the Inspector General is in the 

midst of an investigation of alleged mismanagement and illegal hiring practices 

within OIT. What do you believe you might be able to do so as to address personnel 

problems within OIT? 

Response. My previous experience with addressing personnel issues has been that 

leadership must communicate and enforce high expectations for ethics, interpersonal 

interaction, and professional conduct. If confirmed, and within the bounds of the applicable personnel systems, I intend to hold myself and my staff to high standards. 

Question 18. Do you agree to supply the Committee with such non-privileged information, materials, and documents as may be requested by the Committee in its 

oversight and legislative capacities for so long as you serve in the position of Assistant Secretary for Information and Technology? 

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Response. Yes. If confirmed, I will be providing Secretary Shinseki, Deputy Secretary Gould and the VA Chief of Staff with regular briefings on the issues facing 

VA IT, and will work to make sure that information requested by the Committee 

is provided in a timely manner. 

Question 19. Do you agree to testify before the Committee at hearings if the Committee requests your presence? 

Response. Yes. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. RICHARD BURR TO

ROGER W. BAKER, NOMINEE TO BE ASSISTANT SECRETARY FOR INFORMATION AND

TECHNOLOGY, U.S. DEPARTMENT OF VETERANS AFFAIRS

Question 1. In testimony for his nomination hearing earlier this year, now Deputy 

Secretary Gould stressed the importance of transforming VA into a 21st century organization and the important role information technology solutions will play in that 

process. 

A. What do you see as the greatest challenges in this transformation? 

Response. As with changing any large organization, the greatest challenge in VA’s 

transformation will be organizational change management. Training and convincing 

staff to embrace new ways of working will have impacts across the organization, including in IT. The greatest IT challenge will be establishing a strong IT capability 

that can reliably deliver the technologies needed for transformation on schedule and 

on budget. 

B. How has your background prepared you to deal with those challenges? 

Response. I have dealt with transformational technologies at a number of organizations, including at Visa and General Dynamics. I understand that communicating 

a vision of the transformed organization, and helping individuals understand their 

role in both the transformation and in the new environment, is key to achieving acceptance for new technologies. I also understand how to build a strong IT organization, including the disciplines required to bring programs in on schedule. 

C. In general, what would you hope to accomplish during your tenure? 

Response. My goal is that, by the time I leave, the VA IT organization is recognized as being well along the path to becoming the best IT organization in government. As part of this progress, we will have delivered many of the technology improvements to help transform the operations of the VA to meet the Secretary’s vision of a 21st Century VA. 

Question 2. A 2008 Industry Advisory Council Transition Study Group report that 

you co-authored contains this statement: ‘‘Today, government is challenged to keep 

pace with the private sector, lagging an average 10 to 15 years behind in incorporating the latest technologies and processes to improve mainstream operations.’’ 

A. What is your general assessment of the state of the technology at VA? 

Response. VA is significantly behind where I would expect a similar size private 

sector organization to be. Like most Federal organizations, VA is slow to embrace 

new technologies and processes, and does not benchmark itself versus good private 

sector organizations to determine where gaps exist. As noted in question 3 below, 

VA has a track record of poor performance on development programs, and has only 

recently (within two years) begun implementation of a robust IT security program. 

Only since the IT consolidation have they begun to consolidate their data center operations from numerous small centers into a few large ones. In short, there are 

many areas where VA can use existing technologies already proven in good private 

sector organizations to improve itself. 

B. What steps would you take to improve the information technology at VA and 

how would you prioritize any necessary changes? 

Response. If confirmed, my recommendation to Secretary Shinseki and Deputy 

Secretary Gould is that my top priorities and initial steps should be: 

• Ensure that a customer service culture exists within IT, clearly communicating 

that IT exists to help VHA, VBA, and NCA serve our veterans. 

• Continuously increase operational systems reliability and security, eliminate 

operational errors, and establish and publish metrics for all systems that can impact 

the business; 

• Address and correct the systems development process so that it can be relied 

upon to deliver functional systems on time and on budget. 

• Communicate with employees and internal customers; ensure that an open, constructive communication environment exists both inside IT and with internal customers; 

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• Value employee skills and abilities; ensure employees are valued based on their 

abilities, and that skill gaps are addressed through appropriate training. • Ensure that our vendor partners are treated as partners, helping IT bring the 

best private sector technologies to bear on the problems faced by VA. 

Question 3. VA has experienced significant information technology problems in re- cent years. In fact, it recently came to light that VA has spent over $120 million 

on the Replacement Scheduling Application and has produced nothing of value. 

A. What precautions do you believe are necessary to prevent taxpayer dollars from 

being wasted on failed information technology initiatives? 

Response. All systems development programs must be constantly measured for adherence to schedule. Any variances must be communicated and understood, along 

with their long-term impact. The organization must deal honestly with its failures, 

and be willing to stop work on programs where results are no longer certain. 

B. How has your background prepared you to institute and uphold policies to prevent these types of failures in the future? 

Response. In my private sector positions, I have been consistently held responsible 

for meeting my commitments to my management, our customers, and our employees, and for communicating honestly about my status toward achieving those commitments. I expect to hold the VA IT organization to the same expectations. For example, at General Dynamics, I committed to my management that we would cut internal IT costs by 20% in one year without impacting service. I reported monthly 

on our progress to the President of the company, and was expected to provide a detailed review of where costs had been cut and how. I understood that if I provided 

misleading information, I would be removed from my position, and probably fired. 

RESPONSE TO POST-HEARING QUESTIONS SUBMITTED BY HON. DANIEL K. AKAKA TO

ROGER W. BAKER, NOMINEE TO BE ASSISTANT SECRETARY OF INFORMATION AND

TECHNOLOGY, U.S. DEPARTMENT OF VETERANS AFFAIRS

Question 1. The Senate Committee on Veterans’ Affairs received an update briefing from OIT at the end of March 2009 regarding VA (CPRS) compliance with Section 508 of the Rehabilitation Act. Please report back to this Committee in the next 

60 days with what you determine to be the latest status of the 508 compliance issue. 

Response. I will do so. 

[See follow-up letter dated June 18, 2009, below.] 

Question 2. In an answer to one of my pre-hearing questions, you stated that one 

of your top priorities is, to ‘‘[c]ommunicate with employees and internal customers,’’ 

ensuring that an open, constructive communication environment exists both inside 

IT and with internal customers. How do you plan to create that type of environment? 

Response. The most important aspect will be to demonstrate a personal openness 

to discussion, soliciting views from employees and customers and incorporating 

them into my thinking. I will also work to foster a management environment where 

we don’t ‘‘shoot the messenger,’’ allowing staff to self-report on bad news without 

fearing repercussions. 

Finally, I will identify management techniques that ensure that IT staff are motivated to communicate with customers and ensure that they are being well served. 

Question 3. As Chairman of the Subcommittee on Oversight of Government Management and the Federal Workforce of the Homeland Security and Governmental 

Affairs, I am deeply committed to making far greater use of telecommuting opportunities throughout the Federal workplace. What are your thoughts on how IT may 

factor into a plan, especially ensuring the security of sensitive information, if VA 

expands its telecommuting policy? 

Response. I am a strong supporter of telecommuting and virtual workforce capabilities, and will work within VA to ensure that we provide the technical capabilities 

that allow anyone who is authorized to work remotely to do so. Having worked for 

a number of ‘‘virtual companies’’ in the private sector, I will be an internal advocate 

for allowing employees to work remotely. While much of the mission of VA must 

be accomplished in its hospitals and clinics, IT can provide the tools to allow many 

parts of the organization to work from remote locations on a permanent, regular, 

occasional, or emergency basis. 

Standard practice for securing sensitive information for remote workers is to require that they be issued government-owned equipment, subject to standard 

encryption and protection rules, in order to be able to access government networks. 

Security, while always an area of significant focus, should not be an obstacle that 

limits telework opportunities. 

179 

Question 4. Committee Staff recently conducted a prosthetics oversight visit at the 

Richmond VAMC. One of the topics discussed during this visit was the staff’s use 

of IT in the day to day operations. The prosthetics’ staff finds the databases they 

use to update the National Prosthetics Patient Data base (NPPD), track work orders, and monitor inventory are cumbersome and not very ‘‘user-friendly.’’ In some 

cases, they claim they have to input the same information into multiple places 

which is time consuming and tedious. Since you have stated that you are a ‘‘consumer service oriented manager,’’ do you plan to talk with the staff at the VAMCs, 

like Richmond, and listen to their concerns with the current systems? 

Response. Yes. If confirmed I plan to make regular visits to VA field facilities to 

talk to front-line employees and customers. My goal is to stay as grounded as possible in the reality that our employees and customers face every day. 

[Mr. Baker’s follow-up to Question 1 from Hon. Daniel K. Akaka 

follows:] 

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[The Committee questionnaire for Presidential nominees from 

Mr. Baker follows:] 


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Baker03.EPS Baker04.EPS
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[A letter from the Office of Government Ethics follows:] 


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[Letter from Mr. Baker to the Office of General Counsel, U.S. Department of Veterans Affairs:] 


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Senator AKAKA. Thank you very much, Mr. Baker. 

I want to now welcome Will A. Gunn. Colonel Gunn has been 

nominated to be VA’s General Counsel and is currently an attorney 

representing military members and veterans in private practice in 

Northern Virginia. 

Colonel Gunn is a graduate of the United States Air Force Academy and graduated with honors from Harvard Law School. He also 

has a Master of Law degree in Environmental Law from the 

George Washington University School of Law and a Master of 

Science degree in National Resource Strategy from the Industrial 

College of the Armed Forces. 


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We welcome you, Colonel Gunn, and would ask you to introduce 

your guests. When you are done, please begin with your statement. 

Colonel GUNN. Thank you, Chairman Akaka. I believe, if I am 

not mistaken, my guests are en route for the most part. However, 

one of my fellow alumni from the Academy, Mr. Gary Kao, joins me 

today. So, I am pleased with respect to that. 

Senator AKAKA. Welcome. 

STATEMENT OF WILL A. GUNN, COLONEL (RET.), U.S. AIR 

FORCE, NOMINEE TO BE GENERAL COUNSEL, U.S. DEPARTMENT OF VETERANS AFFAIRS 

Colonel GUNN. Chairman Akaka and other Members, I would 

just like to thank you for scheduling this hearing today. 

I am honored by President Obama’s and Secretary Shinseki’s 

choice to nominate me for the position of General Counsel in the 

Department of Veterans Affairs. I greatly appreciate the confidence 

that they have in me to help accomplish their vision of transforming this Department into a 21st century organization. I look 

forward to the opportunity, and I consider it a sacred trust. 

I believe my professional and life experiences have well prepared 

me to serve as the General Counsel for Veterans Affairs. You see, 

veterans hold a special place in my heart. I am named after one 

of my mother’s brothers who died in the Korean War, and my wife, 

Dawn, she and I are both veterans, and veterans do hold a very 

special place in our hearts. Her father, for instance, was an enlisted man in the Army during World War II, and he served as an 

officer in the Korean War. In addition to that, a lot of other family 

members have also served in the military. 

Chairman, I put on the military uniform for the first time 33 

years ago when I entered the Air Force Academy in the summer 

of 1976. At that time I was part of the class of 1980, which was 

the first Academy class with women. I graduated 4 years later with 

military honors and was commissioned as a second lieutenant. I 

then served as an admissions advisor in the Academy’s Office of 

Minority Affairs, and I later spent 2 years as a contract negotiator. 

I was then blessed to attend Harvard Law School, and while I was 

there, I was elected President of the Harvard Legal Aid Bureau, an 

organization that provided legal services to low-income individuals. 

After graduating from Harvard in 1986, I spent the next 19 years 

in a variety of challenging and rewarding assignments as a member of the Air Force JAG Corps. I prosecuted cases; I defended military members; I represented the Air Force in Federal court; and I 

served as a White House Fellow. I also taught as a JAG School instructor and served as a supervising attorney in several settings. 

For example, I was the staff judge advocate for Pope Air Force 

Base in North Carolina, and I served as Chief Defense Counsel for 

Air Force defense counsel over an 11-State area. I then went on to 

serve as the Executive Officer to the Air Force Judge Advocate 

General, which essentially meant that I was the chief of staff for 

a department with over 1,000 attorneys. 

I concluded my military career as the first ever Chief Defense 

Counsel in the Office of Military Commissions with the responsibility of establishing a defense function and effectively representing 

191 

the detainees at Guantanamo Bay, Cuba—those that were brought 

before military commissions. 

In addition to my military service, last year I established my own 

law firm to focus on military law so that I could provide service to 

military members and veterans. 

My first exposure to the Department of Veterans Affairs came in 

1990 when, as a White House Fellow, I was assigned as a White 

House liaison to VA’s Office of the Secretary. During that year, I 

gained an appreciation for several issues affecting the Department, 

and I have followed these issues from afar over the years. 

If confirmed, I will join President Obama and Secretary Shinseki 

in their efforts to transform VA into a 21st organization that is 

more people-centric, results-oriented, and forward-looking than 

ever before. In addition to my being a veteran and my awareness 

of some of the issues affecting the Department, I would like to say 

that I am also committed to developing leaders—a function that 

will be critical to transforming the Department. Moreover, when I 

served in the Air Force, the service endorsed the values of integrity 

first, service to others before self, and excellence in all we do. I 

went on to adopt those values as my own personal guide stars, and 

I am going to bring those values with me to the Department of Veterans Affairs. 

In conclusion, if I am confirmed, I will join a Department that 

has, for more than 75 years, cared for the men and women who 

have fought this Nation’s battles. I look forward to working closely 

with the Members and staff of this Committee to address issues affecting veterans and their families. I also look forward to working 

with the Veterans Service Organizations and VA’s other stakeholders in order to advance the President’s and the Secretary’s vision for a 21st century VA. 

Thank you very much. 

[The prepared statement of Mr. Gunn follows:] 

PREPARED STATEMENT OF WILL A. GUNN, GENERAL COUNSEL NOMINEE, 

U.S. DEPARTMENT OF VETERANS AFFAIRS

Chairman Akaka, Senator Burr, Distinguished Members of the Senate Committee 

on Veterans’ Affairs: Thank you for scheduling this hearing so expeditiously to consider my nomination as General Counsel of the Department of Veterans Affairs. 

I am honored and humbled by President Obama’s appointment to serve as VA’s 

General Counsel and I greatly appreciate the confidence that the President and Secretary Shinseki have in me to help accomplish their vision of transforming VA into 

a 21st century organization. I consider this a sacred trust. 

I believe my professional and life experiences have prepared me well to serve as 

the Department’s general counsel. The military and veterans hold a special place 

in my heart and in the hearts of my family members. I am named for one of my 

mother’s brothers who died in the Korean War. My wife’s father served as an Army 

enlisted man in World War II, and as an officer in Korea. In addition, many other 

family members have served this Nation through military service. I first put on a 

United States military uniform in the summer of 1976 when I graduated from high 

school and entered the Air Force Academy as part of the class of 1980—the Academy’s first class with women. Four years later, I graduated with military honors 

and was commissioned as a second lieutenant. I then served as an admissions advisor in the Academy’s Office of Minority Affairs and later spent two years as a contract negotiator. I was then blessed to attend Harvard Law School through the Air 

Force’s Funded Legal Education Program and I graduated cum laude from Harvard 

in 1986. 

After law school, I was proud to spend the next 19 years in a variety of challenging and rewarding assignments as a member of the Air Force JAG Corps. I 

prosecuted cases, defended military members, represented the Air Force in Federal 

192 

court in military personnel disputes, served as a White House Fellow, taught as a 

JAG School instructor, and served as a supervising attorney in several settings. I 

was the staff judge advocate (principal legal advisor and supervising attorney) for 

Pope AFB in North Carolina, Chief Defense Counsel for Air Force defense counsel 

over an eleven state area in the center of the country, Executive Officer (Chief of 

Staff) for the Air Force Judge Advocate General, and in my last military assignment 

I was asked to serve as the first Chief Defense Counsel in the Office of Military 

Commissions with the responsibility of establishing a defense function and providing effective representation for Guantanamo detainees brought before military 

commissions. 

Since retiring from the military in 2005, I have served as President and CEO of 

Boys and Girls Clubs of Greater Washington, one of the largest affiliates of Boys 

and Girls Clubs of America. In addition, last year, I established my own modest law 

firm to focus on military law and I have represented members of the military, veterans, and civilians working for or with the Federal Government. 

My first exposure to the Department of Veterans Affairs occurred in 1990 when, 

as a White House Fellow, working in the White House Office of Cabinet Affairs, I 

was assigned responsibility to serve as a liaison to the VA’s Office of the Secretary. 

Over the course of that year, I gained an appreciation for a wide range of issues 

affecting the Department. I have followed many of these issues from afar in recent 

years and am excited to be considered to serve as the Department’s senior lawyer 

and as the Secretary’s chief legal advisor. 

If confirmed, I will join President Obama and Secretary Shinseki in their effort 

to transform VA into a 21st century model of veteran care, a VA that is more people-centric, results-oriented, and forward-looking than ever before. Due to the nature of the General Counsel function, lawyers will be involved in virtually all aspects of the Department’s transformation initiatives. Becoming a 21st century Department will take communication and transparency, as well as commitment. In addition to my being a veteran, and my awareness and familiarity with some of the 

issues affecting veterans, I am also committed to developing leaders—another function that will be critical to transforming the Department. Moreover, I served in the 

United States Air Force, where the values of integrity, service, and excellence were 

my guidestars. I long ago adopted these values as my own and will bring them with 

me to VA. 

In conclusion, if I am confirmed, I will, with enthusiasm and sense of purpose, 

join a Department that has, for more than 75 years, cared for the men and women 

who have borne the battle. I look forward to working closely with the members and 

staff of this Committee to address issues affecting veterans and their families. I also 

look forward to working with the Veterans Service Organizations and VA’s stakeholders in order to advance the President’s and Secretary Shinseki’s mission for a 

21st century VA. Thank you. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. DANIEL K. AKAKA TO

WILL A. GUNN, NOMINEE TO BE GENERAL COUNSEL OF THE U.S. DEPARTMENT OF

VETERANS AFFAIRS

Question 1. Have you and Secretary Shinseki discussed the role he would like you 

to assume as General Counsel if you are confirmed? Will you be a key member of 

the Secretary’s management team? 

Response. Secretary Shinseki and I have briefly discussed the role he would like 

me to assume if I am confirmed. He has asked me to not only lead the Department’s 

legal staff but to serve as a key advisor to him and to the rest of his leadership 

team. 

Question 2. What role do you believe the General Counsel plays in evaluating legislation, both introduced in Congress and proposed by VA, for legal sufficiency and 

impact? While the various program offices can provide valuable information on the 

intent, background, or implementation of a particular bill, I believe that it is vital 

for the General Counsel to provide an expert analysis on the legal implications. Do 

you agree? 

Response. I believe that it is appropriate for the Office of General Counsel to provide advice on the legal implications of proposed legislation but I am not fully familiar with the role VA’s General Counsel currently plays in this regard. It is my understanding that lawyers in the General Counsel’s office work closely with the Office 

of Congressional and Legislative Affairs to coordinate on and review pending legislation. Should I be confirmed, I will make it a priority to evaluate the effectiveness 

of OGC’s activities, and the effectiveness of the processes in this area. 

193 

Question 3. The General Counsel must send a clear message to Regional Counsels 

that they must work with and support field program personnel. I urge you to consider a proactive type of interaction that will prevent problems and litigation, rather 

than waiting until lawsuits are filed. How might this be accomplished? 

Response. During my career as a lawyer in the Air Force JAG Corps, I sought 

to emphasize preventive law in every position that allowed me the opportunity. 

Similarly, I believe that it is appropriate for OGC to be involved in preventive law 

activities. By being proactive, identifying risks and communicating preventative 

strategies with clients and customers we may be able to reduce costs, save time, 

avoid liability and provide better service. If I am confirmed, and subsequently discover that this approach is lacking within OGC, I would seek to advance this philosophy by using a variety of methods to communicate it to VA’s regional counsels and 

to our clients. 

Question 4. Should VA have another data security breach, similar to the May 

2006 incident, do you have a clear idea of what the General Counsel’s role is in VA’s 

response? In the event of a significant data breach, risk analysis plays a critical role 

in how VA will respond. What is your understanding of the role the General Counsel 

plays in VA’s risk analysis process? 

Response. The protection of personal privacy is always paramount, particularly in 

this age of electronically-stored and transmitted data. As VA’s General Counsel, 

should I be confirmed, I will have that philosophy front and center in all matters 

related to security breaches. Veterans’ information—their privacy—must be protected. Likewise, in security matters of concern to VA employees, their privacy must 

also be respected. I am not certain how I would apply a risk-analysis process to such 

matters, so I would like to defer a fuller answer to your question until I have the 

opportunity to examine first-hand OGC’s practices. However, I see two related roles 

for a General Counsel in these matters. The first would be to provide legal advice 

to ensure that the law and regulations detailing VA’s duties for responding to these 

situations are followed. The second would be to advise Department officials on how 

to mitigate any potential legal liability that could arise from the breach. 

[See revised comments in Attachment A following Question 18.] 

Question 5. What do you see as the biggest challenges facing the General Counsel’s office at this time? 

Response. As a career Air Force lawyer, I know Government counsel must constantly adjust to evolving client needs and ever-changing legal frameworks. New 

laws, regulations and court precedents come on the books every day, challenging 

counsel to not only keep current but to be able to clearly communicate sound advice 

to clients regarding the increasingly complex legal guidelines within which they 

must operate. If I am confirmed as General Counsel at VA, I would ensure the office 

is organized so as to be able to timely communicate both within OGC and to clients 

any significant changes in law. 

Question 6. Last year, VA was involved with the issue of providing voting registration services to veterans in the Department’s care. What are your views on VA’s 

role in assisting veterans who are residing in long-term care facilities with voting? 

Response. Veterans take their civic responsibilities very seriously. It was, after 

all, our veterans who protected our rights—including our right to vote—with their 

lives. I am sure their sense of civic duty does not diminish when they become VA 

patients. VA should do what it can to ensure that veterans who wish to vote are 

able to exercise that right while residing in its long-term-care facilities. 

Question 7. Currently VA submits VBA records on veterans determined to be 

mentally incompetent to the FBI for inclusion in the National Instant Criminal 

Background Check System (NICS). What are your views of VA’s responsibility, 

under current laws and regulations, to report names to Justice for inclusion in 

NICS? 

Response. I am not yet sufficiently familiar with the law and regulations involving 

the ‘‘NICS’’ or with the Government’s implementation of it to offer an opinion of 

VA’s responsibilities in this regard. If confirmed, I would ask for an early briefing 

on this issue. 

[See revised comments in Attachment A.] 

Question 8. The former General Counsel expressed the view that GSA’s overall 

authority to prescribe policies and methods of procurement and supply of personal 

property for VA, despite delegating several Federal Supply health care-related 

schedules to VA, is not open to debate. And that, in light of that, GSA must approve 

any changes contemplated by VA that might impact the Federal Supply program 

from a policy standpoint. Do you agree with this position? 

194 

As part of your answer, please review IG Report No. 05–01670–04, Final Report— 

Special Review of Federal Supply Schedule Medical Equipment and Supply Contracts Awarded to Resellers. 

Response. This is another issue with which I am unfamiliar, but if confirmed I 

would seek to obtain a thorough briefing in short order. 

[See revised comments in Attachment A.] 

Question 9. Are you more of a ‘‘hands-on’’ manager or do you tend to rely on significant delegation? Do you seek to achieve consensus with those on your management team before making a decision or do you generally gather relevant information 

and input, and then make a decision? 

As an example, please describe the degree to which you anticipate actively managing the work of Regional Counsels. 

Response. During the last ten years of my Air Force career, I served in a variety 

of positions and in which I employed varied management and leadership strategies. 

My duties went from serving as the senior lawyer for a single military installation 

(1996–99), to serving as Chief Defense Counsel for Air Force Bases in the central 

United States with attorneys assigned at more than 20 bases over an eleven state 

area (1999–2001), to serving as Executive Officer for the Air Force Judge Advocate 

General (2002–2003). In this last position, I served essentially as the JAG Corps’ 

Chief of Staff and coordinated policy for more than a thousand lawyers spread out 

all over the world. Those that I have supervised and worked with in these positions 

generally describe me as a manager and leader who likes to be kept well-informed 

of matters within my purview but also as one who believes in empowering members 

of my team so that they can do their jobs and grow as leaders. With that in mind, 

I seek to listen to a variety of views and seek consensus whenever possible. I anticipate that I would employ these same strategies in overseeing the work of the Regional Counsels. Nevertheless, I understand that if I am confirmed I would be ultimately responsible and accountable for the activities of OGC. 

Question 10. What are your first impressions of Professional Staff Group VII’s representation of the Department in cases before the Court of Appeals for Veterans 

Claims? 

Response. I have not yet formed an opinion of the quality of Professional Staff 

Group VII’s work. 

[See revised comments in Attachment A.] 

Question 11. If confirmed, how do you envision collaborating with the Board of 

Veterans’ Appeals, and specifically, with its Chairman? 

Response. I am not fully familiar with how the Board of Veterans’ Appeals and 

OGC currently collaborate. As a result, I have not formed an opinion as to how such 

collaboration should proceed in the future. However, if I am confirmed I will make 

it a priority to evaluate this relationship. 

[See revised comments in Attachment A.] 

Question 12. What role do you believe the Office of General Counsel should play 

in ensuring that VA understands and complies with decisions of the U.S. Court of 

Appeals for Veterans Claims and other courts? 

Response. The General Counsel is the chief legal officer of the Department. As 

such, he or she is the ultimate VA authority with regard to the correct legal interpretation of court decisions. If confirmed, I would work to ensure that those interpretations are promptly and clearly communicated to all within VA who have a need 

to know. 

Question 13. What role should the Office of General Counsel play in determining 

whether a specific disease or illness should be presumed service-connected? 

Response. Before responding substantively to this question, I would have to become aware of and study whatever laws and regulations may apply to this issue. 

I have not yet had that opportunity. 

[See revised comments in Attachment A.] 

Question 14. The Committee has a strong interest in improving collaboration and 

cooperation between VA and DOD. As far as you are aware, are there any existing 

legal impediments to the two Departments engaging in comprehensive sharing? 

Response. I know that Secretary Shinseki is a strong advocate for a VA/DOD collaboration that will ease the active-duty-to-veteran-status transition with respect to 

the electronic sharing of health records. I am not aware of any legal impediments 

to such a VA/DOD collaboration in matters affecting the healthcare of veterans or 

the sharing of their health records. If I become aware of any, I would advise the 

Secretary and, as he would direct, work toward enactment of appropriate legislation. 

Question 15. In recent years, there have been situations in which a significant 

issue has been under review by the Court of Appeals for Veterans Claims or, after 

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appeal from that court, by the Court of Appeals for the Federal Circuit. Meanwhile, 

claims involving the same issue continue to come to VA. Do you have any recommendation on how to manage claims that are pending a court decision? 

Response. This is another issue with which I am currently unfamiliar. If I am confirmed, I would be very diligent in coming up to speed on the issue. 

[See revised comments in Attachment A.] 

Question 16. With ever-increasing numbers of older veterans in VA long-term care 

facilities, do Regional Counsels have any role in working with these veterans to assist them with estate planning or referring them to local attorneys who might provide such assistance? 

Response. I agree with the premise of the question, which is that it would be useful to veterans in long-term care facilities if VA could at least help them access community resources for purposes of estate planning. During my JAG career, I found 

that the ‘‘legal assistance’’ on personal legal matters we provided to military members and their families (in such matters as simple contracts, estate planning, and 

family law) was highly valued by them and was greatly appreciated. I’m certain that 

our veterans in long-term care facilities would also appreciate this type of assistance. I would have to know more about VA’s current statutory authority before I 

could offer an opinion on the feasibility of its providing estate-planning services inhouse. 

[See revised comments in Attachment A.] 

Question 17. Do you agree to supply the Committee with such non-privileged information, materials, and documents as may be requested by the Committee in its 

oversight and legislative capacities for so long as you serve in the position of General Counsel? 

Response. Yes. 

Question 18. Do you agree to appear before the Committee at such times and concerning such matters as the Committee might request for so long as you serve in 

the position of General Counsel? 

Response. Yes. 

ATTACHMENT A 

FULL RESPONSES TO CERTAIN PRE-HEARING QUESTIONS SUBMITTED BY HON. DANIEL

K. AKAKA TO WILL A. GUNN, AT HIS NOMINATION HEARING TO BE GENERAL COUNSEL OF THE U.S. DEPARTMENT OF VETERANS AFFAIRS

Question 4. Should VA have another data security breach, similar to the May 

2006 incident, do you have a clear idea of what the General Counsel’s role is in VA’s 

response? In the event of a significant data breach, risk analysis plays a critical role 

in how VA will respond. What is your understanding of the role the General Counsel 

plays in VA’s risk analysis process? 

Response. The Office of the General Counsel assists in the response to VA data 

breaches in several ways. VA is required by information-security statutes to respond 

to a data breach by arranging for an independent risk analysis (IRA) by the VA Office of Inspector General or a non-VA entity to determine the potential for misuse 

of any sensitive personal information compromised by the incident. If the analysis 

indicates that there is a reasonable risk of harm, the Department must provide 

credit-protection services in accordance with VA regulations. 

VA regulations also authorize VA to provide an accelerated response without an 

IRA if an immediate and substantial risk of identity theft or other harm to individuals is identified. In those cases, OGC staff assist the Office of Information Technology (OIT) in conducting risk analyses, interpreting the results, and responding 

to incidents as soon as feasible through notices to affected individuals and, if appropriate, credit-protection services. 

OGC serves as a member of the Incident Response Governance Board (IRGB) of 

OIT’s Office of Protection and Risk Management, which provides oversight and policy direction for data-breach analysis and reporting. As a member of the Data 

Breach Response Team of the IRGB, OGC helps determine whether a data breach 

has occurred and sensitive personal information has been compromised. OGC also 

assists in the documentation of VA’s responses to breaches and the retention of relevant records. 

Question 5. What do you see as the biggest challenges facing the General Counsel’s office at this time? 

Response. After briefings by OGC managers and supervisors, I believe the answer 

I initially provided remains a valid statement of the office’s principal challenges. 

196 

OGC attorneys must constantly adjust to evolving client needs and to ever-changing 

legal requirements. New laws, regulations and court precedents are constantly coming on the books, challenging counsel to not only keep current but to be able to 

clearly communicate sound advice to clients regarding the increasingly complex 

legal framework within which they must operate. OGC is challenged to find the necessary information and clearly communicate needed legal advice when it is needed. 

Good intra-office collaboration among OGC staff across the country is critical to 

success. 

Question 7. Currently VA submits VBA records on veterans determined to be 

mentally incompetent to the FBI for inclusion in the National Instant Criminal 

Background Check System (NICS). What are your views of VA’s responsibility, 

under current laws and regulations, to report names to Justice for inclusion in 

NICS? 

Response. Federal law (18 U.S.C. § 922(g)) renders nine categories of individuals 

ineligible to receive or possess firearms, including: 

‘‘(4) any person... who has been adjudicated as a mental defective . . .’’ 

The ‘‘Brady Handgun Violence Protection Act’’ (Brady Act) requires the Attorney 

General to compile and maintain a list of names of ineligible persons in a National 

Instant Criminal Background Check System (NICS), which gun dealers are required 

to query before selling firearms. The Brady Act authorizes DOJ to request that Federal agencies provide any information they possess regarding such individuals, and 

mandates agency compliance with DOJ’s requests (‘‘On request of the Attorney General, the head of such department shall furnish such information to the system.’’). 

DOJ’s Bureau of Alcohol, Tobacco and Firearms has promulgated regulations 

which define ‘‘adjudicated as a mental defective’’ for this purpose to mean: 

A determination by a court, board, commission, or other lawful authority 

that a person, as a result of marked subnormal intelligence, or mental illness, incompetency, condition, or disease: 

(1) is a danger to himself or to others; or 

(2) lacks the mental capacity to contract or manage his own affairs. 

27 CFR 478.11. At DOJ’s request, VA has since 1998 been supplying it information about persons eligible for VA cash benefits who VA has administratively adjudged to be ‘‘mentally incompetent’’ and is therefore paying benefits on their 

behalves through fiduciaries. VA’s determinations of incompetency are made pursuant to 38 U.S.C. § 5502, which authorizes payment of monetary benefits to fiduciaries on behalf of mentally incompetent or insane VA beneficiaries. VA’s definition 

of mental incompetency for this purpose closely tracks the DOJ definition of mental 

defectives: 

A mentally incompetent person is one who because of injury or disease 

lacks the mental capacity to contract or to manage his or her own affairs, 

including disbursement of funds without limitation. 

38 CFR § 3.353(a). VA is fulfilling its responsibilities under the Brady Act by supplying this information to DOJ as requested, and would be without legal authority 

to withhold it. 

Question 8. The former General Counsel expressed the view that GSA’s overall 

authority to prescribe policies and methods of procurement and supply of personal 

property for VA, despite delegating several Federal Supply health care-related 

schedules to VA, is not open to debate. And that, in light of that, GSA must approve 

any changes contemplated by VA that might impact the Federal Supply program 

from a policy standpoint. Do you agree with this position? 

As part of your answer, please review IG Report No. 05–01670–04, Final Report— 

Special Review of Federal Supply Schedule Medical Equipment and Supply Contracts Awarded to Resellers. 

Response. The written delegations from GSA to VA, under which VA manages 

several health care-related schedules of the GSA Federal Supply Schedules Program 

(FSS), generally reserve to GSA the authority to make policy for the schedules. Consequently, after being briefed on this matter by OGC staff, I agree with my predecessor that GSA must approve any changes contemplated by VA for its schedules 

that might impact the FSS Program from a policy standpoint. 

Question 10. What are your first impressions of Professional Staff Group VII’s representation of the Department in cases before the Court of Appeals for Veterans 

Claims? 

Response. I have received briefings on Group 7’s operations, to include its procedures for case preparation and supervisory approval of its pleadings. My first imVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00202 Fmt 6601 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
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pressions are that their procedures are sound, and I am impressed with their dedication to duty and level of effort. However, theirs is a very big area of our practice 

and I need to see more of their work product and learn more from various sources, 

including CAVC judges, before I will have a well-informed opinion of their overall 

effectiveness. 

Question 11. If confirmed, how do you envision collaborating with the Board of 

Veterans’ Appeals, and specifically, with its Chairman? 

Response. The Office of the General Counsel provides legal advice and assistance 

to the Board of Veterans’ Appeals as needed to support the Board’s ability to make 

accurate, consistent, and timely decisions on appeals. OGC advises the Board on the 

requirements of statutes, regulations and judicial precedents and when requested by 

the Chairman, provides formal legal opinions that may be designated as having 

precedential effect throughout the Department. We assist the Board in preparing 

regulatory amendments to improve its appellate processes and in addressing legislative proposals affecting its mission. Collaboration among OGC, the Board, and other 

VA components is essential to ensuring the benefit-adjudication process works efficiently and provides fair and consistent results. To that end, senior OGC managers 

regularly meet with the Chairman and other Board officials as well as with senior 

members of the Veterans Benefits Administration and the Veterans Health Administration to discuss significant matters concerning the benefit-adjudication system. 

I will continue and build upon this collaborative process and work closely with the 

Chairman to ensure that the Board functions as Congress intended. 

Question 13. What role should the Office of General Counsel play in determining 

whether a specific disease or illness should be presumed service-connected? 

Response. As the General Counsel, I am responsible for advising the Secretary regarding the requirements of any statutes or other legal authorities that may guide 

or constrain the Secretary’s discretion in establishing presumptions of service connection by regulation and for assisting in preparation of any needed legislative proposals. Beyond those functions, the General Counsel historically has collaborated 

closely with other VA officials to ensure that the Secretary is given the best possible 

demographic, medical and scientific information concerning potential presumptions 

of service connection. For example, existing statutes require that the Secretary periodically determine whether new presumptions are warranted for specific diseases or 

illnesses based on an association with exposure to herbicides used in Vietnam or 

with exposure to hazards associated with Gulf War service. The General Counsel 

serves with other senior VA officials on a task force charged with evaluating the 

relevant evidence in relation to the statutory standards and making recommendations to the Secretary based on those evaluations. I look forward to participating in 

that process. 

Question 15. In recent years, there have been situations in which a significant 

issue has been under review by the Court of Appeals for Veterans Claims or, after 

appeal from that court, by the Court of Appeals for the Federal Circuit. Meanwhile, 

claims involving the same issue continue to come to VA. Do you have any recommendation on how to manage claims that are pending a court decision? 

Response. I believe the Secretary needs considerable latitude to hold claims in 

abeyance during the pendency of legal challenges to court precedents having wide 

application. For example, VA prudently held in abeyance a large number of claims 

of blue-water Navy veterans while it pursued an appeal of CAVC’s decision in the 

Haas case. Had it not done so, and instead awarded benefits based upon the CAVC 

opinion which would later be reversed, it would not only have unnecessarily caused 

the Department to have to revisit and correct those decisions but also sowed unnecessary confusion among veterans. 

Question 16. With ever-increasing numbers of older veterans in VA long-term care 

facilities, do Regional Counsels have any role in working with these veterans to assist them with estate planning or referring them to local attorneys who might provide such assistance? 

Response. VA is not currently authorized to provide estate-planning services to 

veterans. However, Regional Counsels and other VA employees can and do refer veterans and their fiduciaries to resources within the community capable of providing 

this and other social services. 

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RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. RICHARD BURR TO WILL

A. GUNN, NOMINEE TO BE GENERAL COUNSEL, U.S. DEPARTMENT OF VETERANS AFFAIRS

Question 1. Under the Gun Control Act, individuals ‘‘adjudicated as mental defective’’ are prohibited from purchasing a firearm. This definition includes those with 

mental illnesses who are a danger to themselves or others, or lack the mental capacity to manage their own affairs. The Brady Act gives the Attorney General discreVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00207 Fmt 6601 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN

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tion to request of any Federal agency the names of individuals who fall under this 

definition for inclusion on the National Instant Criminal Background Check System. 

Under an agreement with the FBI, VA sends to the FBI the names of individuals 

whom VA determines need help managing their own financial affairs. I am concerned about the arbitrariness of the existing process and fact that veterans have 

been singled out among all Federal beneficiaries. But I’m also concerned that the 

Attorney General could request that VA send the names of additional categories of 

persons who have been ‘‘adjudicated as a mental defective,’’ and I’d like to know 

what your legal analysis on the matter is. 

A. Is it your judgment that a person ‘‘adjudicated as a mental defective’’ could, 

at some future point, be construed as encompassing individuals who have been 

rated by the Veterans Benefits Administration as service-disabled for a mental illness, such as Post Traumatic Stress Disorder? 

Response. My limited understanding of the ‘‘NICS’’ issue at this point is that VA 

currently sends FBI the names of all veterans on its benefit rolls that VA has determined lack the mental capacity to contract or manage their own financial affairs 

due to injury or disease of any kind. I further understand that under current law, 

VA is legally obligated to comply. 

B. What, in your judgment, would be the effect on veteran’s willingness to file a 

claim or seek treatment for mental illness if their 2nd Amendment rights were compromised as a result? 

Response. If confirmed, I hope to learn more about Veterans’ needs and what may 

either motivate them to seek VA benefits and services or operate as a disincentive 

to their doing so. However, in principle I would be very skeptical of any policy that 

would interfere with individuals’ ability to exercise their constitutional rights. 

Question 2. Your biography mentions that, as part of your private law practice, 

you currently represent veterans. 

A. What type of veterans’ cases have you handled? 

Response. I have primarily represented veterans in attempts to correct their military records. The representation has been provided before the Board for Correction 

of Military Records and other administrative bodies related to DOD. For example, 

I have represented individuals seeking to obtain a military retirement, an individual 

seeking to upgrade a military officer grade determination, and an individual seeking 

to have an Officer Evaluation Report removed from his records. 

B. Have you assisted any veterans who were seeking benefits from VA? 

Response. Since opening my law firm last summer, I have consulted with several 

individuals who were at various stages of seeking disability benefits from VA. While 

I have not taken any of these cases, I have had a number of discussions with veterans and their family members who were seeking legal representation. 

C. If so, did you learn any lessons from that experience that would aide you in 

serving as General Counsel? 

Response. In the cases in which I have consulted with potential clients, I have 

learned that individuals are often frustrated with the disability benefits process. 

Among other things, potential clients have talked to me about what they perceived 

to be the arbitrariness of some rating decisions and about the length of time it has 

taken them to get a decision. Another frustration that individuals have voiced to 

me is that they have been frustrated by not being able to get timely feedback on 

where they were in the claims process. I believe that all of the feedback I have received will be helpful to me in serving as General Counsel. Secretary Shinseki has 

indicated that he wants to transform VA into 21st Century organization that is people-centric, results oriented, and forward looking. If VA is to be ‘‘people-centric’’ we 

have to change perceptions among some of our customers to the extent they believe 

we are not providing high quality customer service. 

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[The Committee questionnaire for Presidential nominees from 

Mr. Gunn follows:] 


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[A letter from the Office of Government Ethics follows:] 


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[Letter from Mr. Gunn to the Office of General Counsel, U.S. Department of Veterans Affairs:] 


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Senator AKAKA. Thank you very much, Mr. Gunn. 

Before I introduce Mr. Riojas, I am going to call on the Ranking 

Member, Senator Burr, for his opening statement. 

STATEMENT OF HON. RICHARD BURR, RANKING MEMBER, 

U.S. SENATOR FROM NORTH CAROLINA 

Senator BURR. Mr. Chairman, I am going to ask that my opening 

statement be made a part of the record. But I would say to the 

Chair, and for the purposes of other Members, that I had an opportunity this morning to sit down with all four of our nominees, to 

look extensively into their backgrounds, their experience, to see the 

areas that they will fill at the VA. I feel extremely confident that 

we are the most fortunate at VA to have four incredibly qualified 

and passionate individuals chosen to be at the VA. And I look forward to this Committee moving these nominations as quickly as 

possible. 

Thank you. 

[The prepared statement of Senator Burr follows:] 

PREPARED STATEMENT OF HON. RICHARD BURR, RANKING MEMBER, 

U.S. SENATOR FROM NORTH CAROLINA

Thank you, Mr. Chairman. Welcome to you and our colleagues. I also want to welcome our four nominees and their families. Congratulations on your nominations 

and thank you all for your willingness to serve our Nation’s veterans in the important and challenging roles you have been nominated to fill. 

If confirmed, you would carry out one the noblest missions in government—caring 

for the men and women who have served and sacrificed on behalf of us all. But, 

as we’ll discuss today, you would face many challenges in carrying out that mission. 

Our job is to make sure you are aware of the upcoming challenges and are prepared 


GunnOGE3.EPS
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to meet them, so that our veterans and their families will be well-served by VA, 

now and in the future. 

For you, Mr. Baker, if confirmed as the Assistant Secretary for Information and 

Technology, one of your most pressing tasks would be to make sure VA has the IT 

solutions it needs to get the new GI Bill program up and running by this fall. At 

a minimum, this means that VA must be able to pay the benefits that veterans have 

earned on time and without frustrations or delays. 

On top of that, you would play a critical role in VA’s efforts to transform its 

paper-based claims process into a modern, electronic system. It’s clear that the current process causes frustrations and confusion among veterans—including many 

from back home in North Carolina. So, if you are confirmed, I hope you will aggressively move toward a modern benefits system that will better meet the needs of veterans and their families. 

Turning to you, Colonel Gunn, if you are confirmed as General Counsel, your responsibilities would touch on virtually every facet of VA. You would be called on to 

interpret the law, evaluate proposed legislation, and advise on health care and benefits issues. You would also be responsible for representing VA before the Court of 

Appeals for Veterans Claims. With the court’s caseload at record levels, one of your 

challenges will be to help make sure veterans get timely and fair decisions on their 

cases. 

General Riojas, if confirmed as the Assistant Secretary for Operations, Security, 

and Preparedness, one of your most critical functions would be to keep veterans and 

their families safe while they are receiving care at VA facilities. Clearly, VA cannot 

fulfill its mission of caring for those who have served, if veterans are hesitant to 

come to VA when they are in need. 

On a broader scale, you would be responsible for coordinating VA’s efforts to help 

the Nation deal with public emergencies, like the H1N1 flu outbreak we are confronting today. The issue of our Nation’s preparedness has been a priority of mine 

for a long time. So, I look forward to hearing your thoughts on whether VA could 

take on a larger role in providing medical support to the Nation during an emergency. 

Finally, Mr. Sepu ́lveda, if confirmed as Assistant Secretary for Human Resources 

and Administration, your charge would be among the most critical at VA—fostering 

a high-quality, dedicated, and well-trained workforce. VA employees are, without 

question, the backbone of the health care and benefits systems. They will be vital 

in making sure veterans are getting the benefits and services they need in a quick, 

effective, and hassle-free way. So, if confirmed, one of your challenges would be to 

ensure that VA has a robust plan for recruiting, training, and retaining the necessary workforce. 

Mr. Chairman, these are just a few of the challenges these nominees would face, 

if confirmed. I look forward to hearing more about how they would tackle those and 

other challenges. Also, I look forward to working with you to ensure that VA has 

a full complement of leaders who will work every day to improve the lives of our 

Nation’s veterans and their families. 

I thank the Chair. 

Senator AKAKA. Thank you very much, Senator Burr. 

Let me welcome Jose D. Riojas, the President’s nominee for Assistant Secretary for Operations, Security, and Preparedness. After 

graduating from the United States Military Academy at West 

Point, his 30-year military career included numerous and significant operational assignments throughout the world, including the 

U.S. Army War College. I say with pride that General Riojas spent 

part of his career with the 25th Infantry Division in Hawaii. 

General Riojas, aloha and welcome to today’s hearing. Please 

take a moment to introduce your guests, and when you are done, 

please begin with your statement. 

General RIOJAS. Thank you, Mr. Chairman. I would like to introduce my wife of nearly 28 years, Susan, sitting in red to my left. 

Senator AKAKA. Welcome. 

212 

STATEMENT OF JOSE D. RIOJAS, BRIGADIER GENERAL, (RET.), 

U.S. ARMY, NOMINEE TO BE ASSISTANT SECRETARY FOR OPERATIONS, SECURITY, AND PREPAREDNESS, U.S. DEPARTMENT OF VETERANS AFFAIRS 

General RIOJAS. Mr. Chairman, thank you for the kind introduction. Mr. Chairman, Mr. Burr, and other Members of the Committee, I am a veteran, and I am honored to be before you today 

seeking your endorsement to become the Assistant Secretary for 

Operations, Security, and Preparedness for the Department of Veterans Affairs. 

I consider it a privilege to have been nominated by President 

Obama to serve at VA, and I appreciate the confidence that he and 

Secretary Shinseki have in me to help provide the best service possible to our veterans and to help transform the Veterans Affairs 

Department. 

I fully support President Obama’s vision for change and Secretary Shinseki’s effort to transform the Department of Veterans 

Affairs into a 21st century organization. I also fully support Secretary Shinseki’s operating principles that call for VA to be peoplecentric, results-driven and forward-looking. I believe my leadership 

experience in transforming organizations and using these principles in the past would serve me well should I be confirmed. 

I appreciate the time and attention you and your staff members 

have shown me in the past several weeks. I have given and will 

continue to give your guidance very serious consideration. It is 

clear to me that we jointly share a passion for serving veterans. If 

confirmed, I look forward to working continuously with you to constantly improve the care and attention that our veterans deserve. 

My life has been shaped by those who have worn the military 

uniforms of our Nation. Family members who are veterans, including my father, instilled in me a sense of patriotism and love of 

country which caused me to want to serve and protect this great 

Nation of ours. I was fortunate to have been able to wear the uniform of a soldier for over 30 years. During that time I was awed 

by the sacrifice of countless men and women who performed remarkable feats during extraordinary conditions in peacetime and in 

combat. 

Today my wife, Susan, and I have a son, Joshua, who is an Army 

Captain serving in the Special Forces community at Fort Bragg, 

North Carolina. On the 28th of this month, I will commission our 

daughter, Christina, as an Army Captain, and she will soon thereafter begin her service as a surgeon at Fort Gordon, Georgia. So, 

my past has been and my future is being influenced by those who 

have, are, and will be serving our great Nation. Veterans have 

served me well and, quite frankly, made me successful. I would 

consider it an honor to play even a small role in serving them and 

would consider it a highlight of my professional life. 

Should I be confirmed, I would like veterans to know that I 

would be committed to ever improving the operations, security, and 

preparedness within the VA so that continuous support can be 

given regardless of the conditions, to include before, during, and 

after any natural or manmade disaster. The VA must be at its best 

during times of extreme circumstances. 

213 

I would like all the members of the VA team to know that I 

would be committed to providing positive leadership to improve the 

efficiency and effectiveness within the Department so that support 

to veterans can be maximized. 

And I would like members of the interagency community to know 

that I would seek to establish open lines of communication and 

maximize collaboration and integration between our organizations. 

Finally, I would like all the Members of this Committee to know 

that I would be committed to working with you as a partner in 

serving veterans. 

Please know that, if confirmed, I am prepared to serve as the Assistant Secretary of Operations, Security, and Preparedness with 

the utmost of dedication, commitment, and passion. In short, if this 

Committee sees fit to recommend my confirmation, I look forward 

to serving veterans in the best manner possible. 

Chairman Akaka and distinguished Members of this Committee, 

thank you again for your consideration, and I look forward to any 

questions that you may have for me. 

[The prepared statement of Mr. Riojas follows:] 

PREPARED STATEMENT OF JOSE D. RIOJAS, DESIGNEE FOR ASSISTANT SECRETARY FOR

OPERATIONS, SECURITY, AND PREPAREDNESS, U.S. DEPARTMENT OF VETERANS

AFFAIRS

Chairman Akaka, Senator Burr, Distinguished Members of the Committee on Veterans’ Affairs: I am a Veteran and I am honored to be before you today seeking your 

endorsement to become the Assistant Secretary for Operations, Security, and Preparedness for the Department of Veterans Affairs. 

I consider it a privilege to have been nominated by President Obama to serve at 

VA and I appreciate the confidence that he and Secretary Shinseki have in me to 

help provide the best service possible to our Veterans and to help transform the VA 

into a 21st Century organization. 

I fully support President Obama’s vision for change and Secretary Shinseki’s effort to transform the Department of Veterans Affairs into a 21st century organization. I also fully support Secretary Shinseki’s operating principles that the Department of Veterans Affairs be; people-centric, results-driven and forward-looking. I believe my leadership experience in transforming organizations and using these principles in the past would serve me well should I be confirmed. 

I appreciate the time and attention you and you staff members have shown me 

in the past several weeks. I have given and will continue to give your guidance very 

serious consideration. It is clear to me that we jointly share a passion for serving 

Veterans. If confirmed, I look forward to working continuously with you to constantly improve the care and attention that our Veteran’s deserve. 

My life has been shaped by those who have worn the military uniforms of our Nation. Family members who are Veterans, including my father, instilled in me a 

sense of patriotism and love of country which caused me to want to serve and protect my country. I was fortunate to have worn the uniform of a Soldier for over thirty years. During that time I was awed by the sacrifice of countless men and women 

who performed remarkable feats during extraordinary conditions in peacetime and 

in combat. 

Today my wife Susan, also a Veteran and I have a son, Joshua who is an Army 

Captain serving at Fort Bragg, N.C. On the 28th of this month our daughter Christina will be commissioned as an Army Captain and begin her service as an Army 

Surgeon at Fort Gordon, GA. So my past has been and my future is being influenced 

by those who have, are and will be serving our great Nation. Veterans have served 

me well and quite frankly, made me successful and I would consider it an honor 

to play even a small role in serving them and would consider it a highlight of my 

professional life. 

Should I be confirmed, I would like: 

• Veterans, to know that I would be committed to continuously improving the operations, security and preparedness within the VA so that continuous support can 

be given regardless of the conditions: to include before, during and after any natural 

214 

or man-made disaster. The Department of Veterans Affairs must be best prepared 

to perform during times of extreme circumstances. • I would like all the professional members of the VA team to know that I would 

be committed to providing positive leadership to improve the efficiency and effectiveness within the Department so that support to Veterans can be maximized. • I would like all the Members of this Committee to know that I would be committed to working with you as a partner in serving Veterans. • And I would like members of the interagency community to know that I would 

seek to establish open lines of communication and maximize collaboration and integration between our organizations. 

Please know that if confirmed, I am prepared to serve as the Assistant Secretary 

of Operations, Security and Preparedness with the utmost of dedication, commitment and passion. If this Committee sees fit to recommend my confirmation, I look 

forward to serving Veterans in a very positive manner. 

Chairman Akaka and distinguished Members of this Committee thank you again 

for your consideration and I look forward to any questions that you may have for 

me. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. DANIEL K. AKAKA TO

JOSE D. RIOJAS, NOMINEE TO BE ASSISTANT SECRETARY FOR OPERATIONS, SECU- RITY, AND PREPAREDNESS, U.S. DEPARTMENT OF VETERANS AFFAIRS

Question 1. How would you define the job of Assistant Secretary for Operations, 

Security, and Preparedness? 

Response. I believe the job of the Assistant Secretary for Operations, Security, 

and Preparedness is to ensure that the Department of Veterans Affairs is able to 

perform its mission of support to Veterans on a continuous basis regardless of the 

conditions. This includes having a leading role in ensuring that VA is an agile and 

adaptive organization particularly before, during and after the occurrence of any potential man-made or natural disaster. The job also calls for helping the VA set the 

standard in continuous, efficient and effective inter-agency collaboration. 

Question 2. Have you and Secretary Shinseki discussed the duties and the role 

you would assume if you are confirmed? If so, what specific areas of the job were 

discussed? 

Response. Secretary Shinseki and I have worked together over the years and most 

recently during his last two and a half years as Chief of Staff of the Army. If confirmed, I look forward to being an active member of the VA leadership team. I would 

be in charge of the coordination and development of Department policies and implementing those polices regarding the Department’s inter-agency role in emergency 

management, continuity of operations, domestic incident management and national 

security emergency programs. I would be responsible for the oversight of the transformation of the Department’s operations center into a 21st Century organization 

improving the leadership team’s situational awareness and operational decisionmaking. Additional responsibilities would include developing training and exercises 

that enhance VA’s preparedness programs and security mission. 

Question 3. How do you believe your background has prepared you for this job? 

Response. I had the privilege of serving as a Soldier for over 30 years. I spent 

the majority of that time in command and operational leadership positions, in peacetime and in combat. For the past year and a half, I have served as the Executive 

Director of the Department of Homeland Security’s, National Center for Border Security and Immigration—a job that has called for extensive work in voluntary institutional collaboration and cooperation. I believe these experiences have prepared 

and would serve me well for this job. 

Question 4. Regarding training and medical response, please describe how you anticipate working in a complementary manner with VHA, and in such a manner that 

your efforts will not unnecessarily overlap or interfere with the VHA activities. 

Response. One of my first priorities would be to assess the efficiency and effectiveness of ongoing operations and collaboration between the Office of Operations, Security, and Preparedness and other members of the VA team to include the VHA. I 

would begin this process by ensuring that an open line of communication exists between OSP and other offices including VHA. This assessment would take place without interrupting ongoing operations. The goal would be to identify how OSP could 

help other members of the VA team do their jobs better. Any potential improvements as a result of that assessment that would increase efficiencies and effectiveness would be made at my level if I had the authority or if necessary be recommended to the Secretary or the Deputy Secretary for decision. 

215 

Question 5. Regarding the Office of Security and Law Enforcement, please describe how you will ensure that VA police officers are trained and equipped to meet 

the needs of Veterans Health Administration facilities. As part of your answer, 

please indicate how you expect to work with the Under Secretary for Health to define VHA’s needs in this regard. 

Response. Police officers would undergo training at the Law Enforcement Training Center in accordance with well established standards so that the officers could 

best perform for the Veterans Health Administration. An open line of communication would be established and maintained with the Under Secretary for Health Administration to ensure that officers were meeting his needs. 

Question 6. What are your thoughts on the ability of VA to deal with increasing 

numbers of retirees over the next several years and what will you do to prepare for 

the loss of experienced personnel? 

Response. I believe this question is one relevant to all of VA. I look forward to 

working with my colleague, the Assistant Secretary for Human Resources and Administration, in addressing the issue. In general, I believe that potential personnel 

shortfalls should be identified as soon as practical. Then succession programs should 

be put into place in order that well qualified individuals inside or outside VA could 

be identified to fill those shortfalls. 

Question 7. What do you believe are the most pressing challenges confronting the 

Office of the Assistant Secretary for Operations, Security, and Preparedness? 

Response. One of my first priorities would be to conduct an assessment of the Office in order to identify any challenges. However, any action that would improve our 

efficiency and effectiveness and supports the Secretary’s, people-centric, results-driven, and forward looking, and transformation principles would be a top priority. Additionally, I believe that VA has a critical operational and preparedness role in supporting the other Departments such as Department of Homeland Security mission 

requirements. 

Question 8. How would you describe your management style and how is it suited 

to this particular position? 

Response. I have a participative leadership style. I seek and value the opinions 

and recommendations of the entire team. I also give guidance and empower team 

members to make decisions within that guidance. I retain authority to make high 

risk decisions. This style would be important because of the diversity of duties and 

responsibilities of the position. 

Question 9. Do you anticipate having a policymaking role if confirmed? 

Response. I am familiar with and admire Secretary Shinseki’s leadership style 

and I am confident that I would be able to participate in senior leader discussions 

about VA policy on a routine basis. I am confident that I would be asked for my 

professional opinions and be able to make recommendations in a timely manner. I 

am also confident that I would be expected to be an active member of the interagency community representing VA’s interests. I am comfortable in the inter-agency 

environment and I welcome that opportunity. 

Question 10. What are your immediate and long-term priorities for the office? 

Response. I would immediately work to establish open lines of communication and 

develop trust and confidence between the Office and our stakeholders. I would also 

immediately review operational plans and procedures and conduct an assessment of 

the Office to identify any short falls in efficiencies and effectiveness in support of 

Veterans for which the Office has responsibility. My long-term priorities would include: operating the Office so that support to Veterans is maximized regardless of 

conditions; having a significant role in the transformation of the VA in becoming 

a model 21st century Department: and having a significant role in VA being seen 

as a model Department of inter-agency collaboration and cooperation. 

Question 11. How do you view the Assistant Secretary’s role in dealing with VA 

responsibilities, under section 8111A of title 38, to furnish health care services to 

members of the Armed Forces during a time of war or national emergency? 

Response. The Assistant Secretary would have a leading role in helping VA 

achieve one of its key strategic objectives. ‘‘Improve the Nation’s preparedness, for 

response to war, terrorism, national emergencies, and natural disasters by developing plans, and taking actions to ensure continued service to Veterans as well as 

support to national, state, and local emergency management and homeland security 

offices.’’ 

Question 12. What do you see as VA’s principal challenges in recruiting, training, 

and retaining a high quality police force? 

Response. We would be committed to providing excellent training to prospective 

and current members of the police force. From my past experience, equalities in pay, 

216 

authorities and entitlement systems are important factors in recruiting and retaining a high quality work force. 

Question 13. In reading your resume, I noticed that, although you have years of 

experience in emergency preparedness and management, you do not have significant 

background in either law enforcement or security. What do you view as the biggest 

challenges of assuming responsibility for VA’s Police Service and Law Enforcement 

Training and Security Investigation Center? 

Response. I believe that the fundamentals of successful emergency preparedness 

and management, and law enforcement and security are basically the same. The 

keys to success are good leadership, establishing clear metrics for success, identifying quality individuals, training them and rewarding performance. I am confident 

that the VA’s Police Service and Law Enforcement Training and Security Investigation Center will serve as an outstanding organization for other institutions to 

emulate. 

Question 14. Secretary Shinseki has placed an emphasis on improving the level 

of collaboration and cooperation between VA and DOD. What do you believe will be 

your role in dealing with areas of concern involving the two departments? 

Response. Secretary Shinseki’s vision for greater collaboration between VA and 

DOD, notably with respect to a single electronic health care record, represents real 

transformation in the way our Nation cares for its Veterans and active-duty personnel. The importance of secure inter-agency communications between VA and 

DOD under all conditions is critical to the success of that transformation. I would 

welcome all opportunities to improve that communication bond—that transformation—and I would be committed to making that happen. 

Question 15. Do you agree to supply the Committee with such non-privileged information, materials, and documents as may be requested by the Committee in its 

oversight and legislative capacities for so long as you serve in the position of Assistant Secretary for Operations, Security and Preparedness? 

Response. Yes, I would work with Secretary Shinseki and VA leadership to ensure 

that any information requested by the Committee would be provided in a timely 

manner. I can promise to be forthright and direct with you in our joint efforts to 

put Veterans first. 

Question 16. Do you agree to appear before the Committee at such times and concerning such matters as the Committee might request for so long as you serve in 

the position for which you now seek confirmation? 

Response. Yes, I would consider our priority to be the same, to do what is right 

for our Veterans, and I would welcome the opportunity to work with this Committee 

as a partner in that endeavor. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. RICHARD BURR TO JOSE

D. RIOJAS, NOMINEE TO BE ASSISTANT SECRETARY FOR OPERATIONS, SECURITY, 

AND PREPAREDNESS, U.S. DEPARTMENT OF VETERANS AFFAIRS

Question 1. The Assistant Secretary for Operations, Security, and Preparedness 

has a wide range of important responsibilities. 

A. What do you see as the key responsibilities of this position? 

Response. I believe that my key responsibilities will include ensuring that the VA 

will be able to provide support to Veterans regardless of the conditions—particularly 

prior to, during and after any man-made or natural disaster. I also believe that I 

will have a leading role in helping VA set the standard in inter-agency collaboration 

and partnership formation. 

B. How do you believe your background has prepared you to take on each of those 

responsibilities? 

Response. I believe I have been well prepared for this position. I was blessed to 

have served as a Soldier for over 30 years. Most of that time was in command and 

operational positions in peacetime and in combat. Additionally, for the past year and 

a half, I have served as the Executive Director of the Department of Homeland Security’s, National Center for Border Security and Immigration—a job that has called 

for extensive work in voluntary institutional collaboration and cooperation 

Question 2. As you know, VA has over 1,000 sites of care across the Nation, with 

medical personnel already on the ground at these sites and, importantly, existing 

relationships with other community providers. 

A. Do you believe that VA’s role in the overall Federal effort to respond to natural 

disasters, chemical or biological agent attacks, or flu pandemics, like we are seeing 

now, is sufficiently appreciated? 

217 

Response. In the last several weeks, I became aware for the first time of several 

great VA success stories from previous emergency situations. If confirmed, I would 

look forward to helping to tell such stories of VA capabilities and successes. 

B. Could VA take on a larger role in providing medical support to the Nation during an emergency or perhaps take on a lead role? 

Response. I do not have detailed information as to VA capabilities relative to 

other organizations charged with medical support nor do I have an opinion as to 

whether lead responsibilities are properly assigned. I am confident that if confirmed 

I would have an active role in the Department’s inter-agency role in emergency 

management, continuity of operations, domestic incident management and national 

security emergency programs. 

Question 3. You may have read recent news accounts of a VA law enforcement 

officer who was fired based on an accusation of using excessive force against an elderly veteran. 

A. What steps do you believe are necessary to ensure that situations of this type 

are avoided? 

Response. I am not familiar with this particular situation. In general, training individuals in accordance with clear standards and then supervising and appropriately recognizing their level of performance relative to those standards can serve 

to significantly minimize sub-performance. 

B. What in your background has prepared you to effectively handle this type of 

problem? 

Response. I believe that my experience as a Soldier for over thirty years—having 

trained and led individuals in countless operational situations—will serve me well 

in this position if confirmed. 

RESPONSE TO POST-HEARING QUESTIONS SUBMITTED BY HON. DANIEL K. AKAKA TO

JOSE D. RIOJAS, NOMINEE TO BE ASSISTANT SECRETARY FOR OPERATIONS, SECURITY AND PREPAREDNESS, U.S. DEPARTMENT OF VETERANS AFFAIRS

Question 1. In response to one of my pre-hearing questions, you stated that one 

of your first priorities would be to assess the efficiency and effectiveness of ongoing 

operations and collaboration between the Office of Operations, Security, and Preparedness and other members of the VA team to include the VHA. Within 60 days, 

please give me your assessment regarding that efficiency and effectiveness. 

Response. Yes, I will. 

[See follow-up letter dated June 23, 2009, below.] 

Question 2. How do you envision the Office of Operations, Security, and Preparedness will support the Departments of Homeland Security and Health and Human 

Services? 

Response. I believe this would be accomplished by the Office of Operations, Security, and Preparedness ensuring that both departments are aware of VA capabilities, and ensuring that VA is included in any planning, training or exercises related 

to emergency management, continuity of operations, domestic incident management 

and national security emergencies. 

Question 3. What actions will you take to determine the most pressing challenges 

confronting the Office of Operations, Security, and Preparedness? 

Response. I would determine the most pressing challenges confronting the Office 

of Operations, Security, and Preparedness (OSP) by soliciting input from various individuals and stakeholders. These would include individuals from within the OSP 

team, stakeholders within VA such as VHA, VBA and NCA and stakeholders outside of VA such as, but not limited to, the Department of Homeland Security and 

the Department of Health and Human Services. 

Question 4. How do you envision playing a significant role in transforming the VA 

into becoming a model 21st century department? 

Response. I believe Secretary Shinseki would count on me being an active member 

of the VA leadership team. Specifically, I would be responsible for the oversight of 

the transformation of the Department’s operations center into a 21st Century organization by improving the leadership team’s situational awareness and operational 

decisionmaking. I would be in charge of the coordination and development of Department policies and the implementation of those policies regarding the Department’s inter-agency role in emergency management, continuity of operations, domestic incident management and national security emergency programs. Additional responsibilities would include developing training and exercises that enhance VA’s 

preparedness programs and security mission. 

218 

Question 5. The VA Office of Operations, Security, and Preparedness performs a 

number of very important services for this country. To most effectively do so, it is 

important for you to work hand-in-hand with other government agencies. What 

would you do as Assistant Secretary to ensure that all other relevant agencies are 

aware of and can trust the capabilities of the VA Office of Operations, Security and 

Preparedness? 

Response. I would first establish open lines of communications with other government agencies. I would then work to maintain those open lines of communication 

by exchanging routine information and ensuring that VA is an integral part of interagency planning, training and exercises. Operating in this manner will help to 

maximize VA’s inter-agency effectiveness prior to, during and after times of 

emergency. 

[Follow-up to Question 1 of Post-Hearing Questions from Hon. 

Daniel K. Akaka] 

U.S. DEPARTMENT OF VETERANS AFFAIRS, 

OFFICE OF OPERATIONS, SECURITY, AND PREPAREDNESS, 

Washington, DC, June 23, 2009. 

Hon. DANIEL K. AKAKA, 

Chairman, 

Committee on Veterans’ Affairs, 

U.S. Senate, Washington, DC. 

DEAR MR. CHAIRMAN: This letter is in response to the Committee’s direction during my confirmation hearing that I provide an assessment of the efficiency and effectiveness of ongoing operations and collaboration between the Office of Operations, 

Security and Preparedness (OSP) and other members of the VA team including 

VHA. I appreciate the opportunity to provide the results of my assessment. 

My initial (?) assessment of OSP is that it is a team filled with very talented and 

dedicated professionals. 

As a result of numerous conversations I have had with Under Secretaries (VHA 

included), Assistant Secretaries, Medical Center Directors and other leaders within 

VA, I have found that there is an overall satisfaction with the level of performance 

by OSP with respect to VA’s emergency management, preparedness, security and 

law enforcement activities. Additionally, all of them were supportive of our mission 

to prepare and coordinate VA’s response to war, terrorism, national security matters 

and natural disasters, while ensuring continued service to Veterans. I consider these 

initial conversations to be the foundation for an effective and ever improving working relationship between me and each of these leaders as well as between our 

teams. 

My assessment of the efficiency and effectiveness of ongoing operations and collaboration between my office and other VA organizations is most encouraging. I believe we have established a strong foundation of mutual respect and mission focus 

that will result in continued growth of our efforts to improve Veteran care. 

Sincerely yours, 

JOSE D. RIOJAS, 

Assistant Secretary. 

219 

[The Committee questionnaire for Presidential nominees from 

Mr. Riojas follows:] 


47057R01.EPS
220 


47057R02.EPS
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47057R03.EPS
222 


47057R04.EPS
223 


47057R05.EPS
224 


47057R06.EPS
225 


47057R07.EPS
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47057R08.EPS
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[A letter from the Office of Government Ethics follows:] 


47057R09.EPS
228 

[Letter from Mr. Riojas to the Office of General Counsel, U.S. Department of Veterans Affairs:] 


47057R10.EPS
229 

Senator AKAKA. Thank you very much for your statement. 

Finally, we turn our attention to John U. Sepu ́lveda, who has 

been nominated for Assistant Secretary for Human Resources and 

Administration. Mr. Sepu ́lveda brings over 25 years of experience 

as an innovative leader in the public and private sectors. He served 

as Deputy Director of the Office of Personnel Management, a position for which he was nominated in 1998 by President Clinton. I 

can share that I served as Ranking Member of the Subcommittee 

of the Governmental Affairs Committee that considered his nomination back then. It goes without saying that our Committee, now 

Homeland Security and Governmental Affairs, favorably reported 

his nomination to the full Senate at that time. Mr. Sepu ́lveda 

earned two Master’s degrees from Yale University and a B.A. degree from Hunter College. 

Welcome again, and please share with us those accompanying 

you this morning. When you are done, please begin with your statement. 

Mr. SEPU ́ LVEDA. Thank you, Mr. Chairman. I am proud to introduce my wife, Awilda Rodriguez-Sepu ́lveda, who is here, as well as 

several friends: Jody Greenblatt, Danielle Johnson Kutch, Candace 

Reddy, and Joe Mancias. 

Senator AKAKA. We welcome your family and friends. 

STATEMENT OF JOHN U. SEPU ́ LVEDA, NOMINEE TO BE ASSISTANT SECRETARY FOR HUMAN RESOURCES AND ADMINISTRATION, U.S. DEPARTMENT OF VETERANS AFFAIRS 

Mr. SEPU ́ LVEDA. Thank you. Chairman Akaka, Senator Burr, 

thank you for the honor and privilege of testifying before you today. 

I am deeply honored to be nominated by President Obama to 

serve as Assistant Secretary for Human Resources and Administration at the Department of Veterans Affairs. I am also honored to 

have Secretary Shinseki’s trust and confidence to serve in this important position. I would also like to express my profound gratitude 

to my wife Awilda Rodriguez-Sepu ́lveda, who has encouraged and 

supported my love and passion for public service for many years. 

To better serve those who have served this country with courage, 

dedication, and sacrifice—our Veterans and their families—President Obama and Secretary Shinseki have called for the transformation of the Department of Veterans Affairs into a 21st century organization. 

Key to achieving the VA’s transformation will be the strategic development and management of the Department’s human capital— 

the more than 280,000 employees at VA who work to serve our veterans and their families every day. In other words, we must make 

sure that we have the right people doing the right job at the right 

place at the right time, at all times. If confirmed as Assistant Secretary, I will be responsible for providing leadership and management of the Department’s human capital assets and policies, working closely with the Deputy Secretary and the executive team. 

As Deputy Secretary Gould has already testified, VA must invest 

in its workforce to better serve our veterans and to support the 

transformation of the Department. This investment must include 

taking the following steps: 

230 

First, increasing professional training opportunities for employees, including managers. 

Second, greater use of automation and technology to efficiently 

and securely process and manage all personnel actions, including 

hiring, performance evaluations, employee benefits and records. 

Third, promoting new and existing work-life initiatives within 

VA to increase productivity and morale. 

And, fourth, expanding succession planning and executing new 

and creative recruitment strategies to better prepare for the large 

numbers of retirements that will impact the Department in the 

coming years. 

If confirmed, these are some of the specific aspects of the human 

capital investment agenda at VA that I look forward to addressing. 

VA must continue to strive to be a model employer of choice for 

veterans, people with disabilities, women and minorities. Indeed, 

increasing efforts to expand the numbers of veterans employed at 

VA is and will continue to be a top priority. 

I have been a public servant for much of my adult life, having 

served at the local, State, and Federal levels. I know firsthand how 

our public servants carry out their jobs each day with dedication 

and professionalism. Consequently, I will ensure that all VA employees are treated with the respect that they deserve. 

I also hope to lead the Department’s efforts to provide customer 

service training to all employees, especially those providing direct 

services to our veterans. We must make sure that all veterans 

seeking informational services from the Department are always 

treated with the consideration and respect that they have earned 

and that they deserve. 

I know that changing an organization as complex and as large 

as VA will be difficult, especially given that the Department has 

to, in the short term, launch several major new programs and initiatives. However, if given the opportunity to serve, I would bring 

the necessary Government experience and leadership skills in 

human resources and change management to contribute substantially to accomplishing the goal of a 21st century VA. 

While serving as the Deputy Director of the U.S. Office of Personnel Management, the Federal Government’s primary human resources agency, I had the opportunity to lead or work on several 

internal and governmentwide civil service reform initiatives. 

My nearly 5 years of service on an advisory panel to the intelligence community—which focused on diversity and human resources issues—familiarized me with many of the current human 

capital challenges facing Federal agencies, including VA. 

My experience in Federal program transformation includes my 

participation and leadership in the successful modernization of two 

major programs at the Federal Housing Administration in the early 

1990s, including the restructuring of 81 field offices and the creation of two processing centers. 

If confirmed, I look forward to working with this Committee to 

ensure that the Department of Veterans Affairs successfully meets 

our Nation’s obligations to our veterans and their families no matter who they are and no matter where in our great country they 

may live. 

Thank you. 

231 

[The prepared statement of Mr. Sepu ́lveda follows:] 

PREPARED STATEMENT OF JOHN U. SEPU ́ LVEDA, NOMINEE FOR ASSISTANT SECRETARY

FOR HUMAN RESOURCES AND ADMINISTRATION, U.S. DEPARTMENT OF VETERANS

AFFAIRS

Chairman Akaka, Senator Burr and Distinguished Members of the Committee on 

Veterans’ Affairs, Thank you for the opportunity to testify before you to today. 

I am deeply honored to be nominated by President Obama to serve as Assistant 

Secretary for Human Resources and Administration at the Department of Veterans 

Affairs. I am also honored to have Secretary Shinseki’s trust and confidence to serve 

in this important position. I would like to also express my profound gratitude to my 

wife Awilda Rodriguez-Sepu ́lveda, who has encouraged and supported my love and 

passion for public service these many years. 

To better serve those who have served this country with courage, dedication and 

sacrifice, our Veterans and their families, President Obama and Secretary Shinseki 

have called for the transformation of the Department of Veterans Affairs into a 21st 

century organization. Such an organization would be completely and exquisitely focused on meeting the needs of our Veterans; deploying state-of-the-art technology, 

efficient delivery systems and dedicated and well-trained employees to provide to 

our former warriors comprehensive, effective and expedited benefits, mental health 

programs and medical services whenever and wherever they are needed. 

Key to achieving the transformation of Veterans Affairs is the effective and strategic management and development of the Department’s human capital: the 280,000 

employees at VA who work hard each day to serve our Veterans and their families. 

In other words, we must make sure that we have the right people doing the right 

job at the right place at the right time, at all times. If confirmed as Assistant Secretary for Human Resources and Administration, I will be responsible for providing 

leadership, direction and management of the Department’s human capital assets 

and human resource policies, working closely with the Deputy Secretary and executive team. 

As Deputy Secretary Gould has already testified, VA must invest in our civil servants to better serve our veterans now and to support the transformation of the Department. This investment must include expanding training opportunities for employees, including managers, using a broad spectrum of delivery systems and media. 

Greater use of automation and technology to efficiently, expeditiously and securely 

process and manage all personnel actions, including hiring, performance evaluations, employee benefits and records. Promoting new and existing work-life initiatives within VA to help maintain productivity and morale. Preparing for the large 

numbers of VA employee retirements that will be coming with effective succession 

planning and proactive recruitment strategies must also be part of this overall investment agenda. These are among the specific areas of human capital development 

that I look forward to addressing if confirmed. 

Moreover, VA must continue to strive to be a model employer of choice for veterans, people with disabilities, women and minorities. Indeed, strengthening efforts 

to increase the numbers of veterans employed at VA is and will continue to be a 

priority. 

I have been a public servant for much of my adult life, having served at the local, 

state and Federal levels. So I know first hand how our public servants strive each 

day to carry out their jobs with dedication, professionalism and integrity. If given 

the opportunity to serve as Assistant Secretary, an ongoing priority for me will be 

to make sure that all VA employees are treated with the respect that they deserve. 

Working with the Deputy Secretary, my colleagues on the executive team, and VA 

H.R. teams throughout the country, I will help lead efforts to make available appropriate and updated customer service training to all employees, especially those providing direct services to Veterans and their families. We must make sure that all 

Veterans seeking information or services from the VA are treated, at all times, with 

the respect and consideration that they have earned and deserve. 

I am under no illusion that changing an organization as large and complex as Veterans Affairs will be easy, simple and quick, especially given that the Department 

must, in the short-term, also accomplish several major new programs and initiatives, including implementing the New GI Bill this summer; successfully integrating 

hundreds of thousands of Priority Group 8 and OEF and OIF Veterans into the disability claims and health care systems; and significantly improving the quality and 

timeliness of claims processing; among other immediate challenges. However, I believe if given the opportunity I would bring the necessary experience and leadership 

skills in human resources and change management to contribute significantly to acVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00237 Fmt 6601 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
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complishing the goal of a 21st century VA set by President Obama and Secretary 

Shinseki. 

While serving as the Deputy Director of the U.S. Office of Personnel Management, 

the Federal Government’s primary human resources agency, I had the opportunity 

to lead or work on several internal and governmentwide civil service reform initiatives. 

My nearly five years of service on an advisory panel to the Intelligence Community focused on diversity and human capital issues helped to familiarize me with 

many of the current human resources challenges facing virtually all Federal agencies, including Veterans Affairs. 

My experience in Federal program transformation includes my participation and 

leadership in the successful modernization in the early 1990s of two major programs 

at the Federal Housing Administration, including the restructuring of 81 field offices and the creation of two processing centers achieved with the support of HUD’s 

labor unions. 

Deputy Secretary Gould noted in his earlier testimony before this Committee that 

among his first steps would be ‘‘synchronizing the people, process and technology’’ 

in order to achieve the people centric, results oriented and forward looking VA that 

Secretary Shinseki is committed to delivering to the American people. If given the 

opportunity, I look forward to being part of the Secretary’s executive team that will 

no doubt achieve this synchrony on behalf our Veterans. 

I would like to close by again thanking this distinguished Committee for giving 

me the opportunity to testify. If confirmed, I look forward to working with this Committee to ensure that the Department of Veterans Affairs successfully meets our Nation’s obligation to our Veterans no matter where they may live. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY DANIEL K. AKAKA TO JOHN

U. SEPU ́ LVEDA, NOMINEE TO BE ASSISTANT SECRETARY FOR HUMAN RESOURCES

AND ADMINISTRATION, U.S. DEPARTMENT OF VETERANS AFFAIRS

Question 1. Have you and Secretary Shinseki discussed the duties and the role 

you would assume as Assistant Secretary for Human Resources and Administration 

if you are confirmed? If so, what specific areas of the job were discussed? 

Response. Yes. Secretary Shinseki expressed to me his strong commitment to 

making VA a high-performing, 21st century organization, focused on the mission of 

effectively serving Veterans and their families, and that the role of human capital 

at VA is critical to that mission. He expects the Assistant Secretary for Human Resources and Administration, working with the Deputy Secretary, to take the lead 

in transforming VA’s workforce into the most efficient client-oriented, veteran-centric, and forward looking Department it can possibly be. Should I be confirmed, my 

priorities will be: improving recruitment, hiring and retention procedures, staff 

training, and performance evaluation. The Secretary will also look to me to establish 

initiatives for achieving a high-quality and diverse management team to help position VA to better meet its responsibilities to veterans and their families. 

Question 2. Do you anticipate having a policymaking role if you are confirmed? 

Response. While I look forward to providing policy advice and recommendations 

to the Secretary and Deputy Secretary, especially concerning human resources and 

administration, I will not have a policymaking role independent of the Secretary, 

since he is the only one authorized to make policy decisions on behalf of the Department of Veterans Affairs. At the point at which the Secretary makes a decision on 

a specific policy, particularly in the area of human resources, my job will be to ensure that the policy is fully executed to the best of my abilities. 

Question 3. Have you formulated any thoughts on what your job responsibilities 

will be and how you will approach those responsibilities if confirmed? 

Response. The Assistant Secretary for Human Resources and Administration at 

VA has responsibilities for administration, human resources management, diversity 

management and EEO, labor-management relations and resolution management. 

My first priority will be to ascertain what resources and changes the Secretary and 

Deputy Secretary will require from those program areas to support the transformation of VA, which will include the modernization of VHA, VBA and NCA, the 

upgrading and centralization of the agency’s IT system, etc. 

As part of that effort, I will assess the current state of VA’s human capital, including personnel levels, recruitment and hiring procedures, training programs, staff 

evaluations and overall morale to determine what gaps need to be filled to ensure 

a work force fully capable of carrying out the transformation of the department. 

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Question 4. If confirmed, what would you most like to accomplish in your new position? What would you hope your legacy to the Department would be? 

Response. Generally speaking, I look forward to helping the Secretary and Deputy 

Secretary make the personnel, organizational, structural and cultural changes needed to assure our Veterans and their families that VA of the 21st century will always 

be able to meet their needs. To support this transformation, VA will need a 

proactive, innovative and strategic human resources team. My goal is to leave such 

a team in place to benefit VA’s clients, employees and programs for years to come. 

Question 5. How would you describe your management style and how is it suited 

to this particular position? 

Response. In my more than 25 years of leadership and management experience 

in the public and private sectors I have had to employ various management styles, 

guided by these principles: 1) respecting employees working for me, trying to understand their concerns and seriously considering their suggestions; 2) stressing a collaborative team approach to problem solving; 3) delegating authority and trusting 

in the team to carry out its core responsibilities; 4) leading by example and by walking around; 5) providing my staff with clear direction and support so they can get 

their jobs done; and 6) accepting full responsibility for whatever happens in my area 

on my watch. 

Given my extensive public sector experience and strong leadership abilities, if I 

am confirmed, I am confident that I will implement a management approach best 

suited to help Secretary Shinseki achieve his vision of a VA positioned to effectively 

serve our country’s Veterans and their families for decades to come. 

Question 6. How does your experience at the Office of Personnel Management contribute to your qualifications for this new position? 

Response. My experience at OPM and elsewhere, including as a member of an advisory panel to the Director of National Intelligence concerning diversity and human 

capital issues, has helped familiarize me with many of the strategic human resources challenges facing all Federal agencies, including VA. Serving as the deputy 

director at OPM, the chief human resources agency for the entire Federal Government, I had the opportunity to serve on or lead various major civil service reform 

initiatives. I also had responsibility for labor issues, facilities management at headquarters, diversity recruitment, succession planning, and much more, including policy and program areas pertinent to the responsibilities of the Assistant Secretary 

for Human Resources and Administration at VA. I have developed considerable 

management experience with effecting structural change in government programs. 

This experience will help me support the Secretary’s transformation and modernization of VA in the coming months and years. 

Question 7. ‘‘A VA for the 21st Century’’ has been a rhetorical slogan for many 

in recent years. However, as we near the end of the first decade of the century, it 

seems that that goal is still quite far away. How do you view the role of the Office 

of Human Resources and Management in moving VA forward in this regard? 

Response. I see the Office of Human Resources Management playing a crucial role 

in virtually all transformational activities, including recruiting and hiring the appropriately skilled staff to carry out existing program and restructuring activities, 

and securing needed technical and management training to support transition to a 

truly 21st century VA. Ensuring that successful transformation of the Federal Government’s second-largest department begins and ends with the department’s personnel. With the right levels of staffing, training, performance evaluations and incentives, organizational efficiencies and streamlining, forward leaning leadership 

among all middle and senior managers, state-of-the-art, user-friendly technology, 

and an outward looking culture that always centers on veterans, a 21st century VA 

is an achievable goal. 

Question 8. As the official who will be responsible for managing the human resources of the Department, you most likely will need to deal with delicate situations 

that impact the lives of many. What skills do you bring with you to this new position that will help you handle such cases? 

Response. As a result of many years of leading and managing diverse workforce 

populations in the public and private sectors, I believe I have developed a range of 

skills that will enable me to successfully address a wide range of delicate personnel 

issues. Should I be confirmed, I will bring sensitivity, compassion, discretion, and 

strong communications abilities to my job. I have an unshakeable respect for public 

servants, acquired over the many years that I served in local, state and Federal 

agencies. I always approach any delicate individual or department-wide human resources matter with clearly expressed respect for the employee or employees involved. I have found over the years that by beginning with open and respectful comVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00239 Fmt 6601 Sfmt 6621 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
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munication, most situations can be negotiated or otherwise resolved quickly and 

without long-term difficulties or rancor. 

Question 9. What strategies that might be implemented to ensure effective communication with all VA employees? 

Response. If confirmed, I will actively support efforts of the Secretary and Deputy 

Secretary to promote communication and synchrony among and across all of VA’s 

administrations. VA is already employing a variety of media to communicate with 

its employees across the country, including the VA Web site, video newscasts, 

emails, and a variety of publications. I am certain that the new Assistant Secretary 

for Public Affairs will soon establish new methods and channels for communicating 

with veterans, VSOs, other Federal, state, and local agencies, and the general public 

that can also be used to strengthen communication with employees within VA. 

Question 10. What are your thoughts on the ability of VA to deal with increasing 

numbers of retirees over the next several years and what can the Department do 

to prepare for the loss of experienced personnel? 

Response. Succession planning is a crucial element of any Federal department’s 

Human Resources strategy; there is no question that we must be proactive in assuring that the Federal workforce remains vibrant and refreshed at every level. While 

I am not familiar, specifically, with the internal capacities of VA to be able to comment on its ability to meet the challenge of mass retirements in the coming years, 

if confirmed, I will assess the quality of the department’s current centralized and/ 

or unit-level succession and workforce planning efforts to determine whether they 

are adequate to meet this challenge. 

Question 11. Secretary Shinseki has placed an emphasis on improving the level 

of collaboration and cooperation between VA and DOD. What role do you see for Office of Human Resources and Management in dealing with areas of concern involving the two departments, such as at the proposed new Federal Health Center in 

Chicago? 

Response. While I am aware of VA and DOD collaborative efforts to share health 

care resources, I am not familiar enough with such joint projects to comment on the 

HRM issues related to them. Should I be confirmed, I will come up to speed very 

quickly on this topic because I know Secretary’s Shinseki is committed to achieving 

a seamless health care system that will serve both active-duty personnel and veterans. I’m sure that the H.R. issues, though they may be complex, are well within 

the abilities of VA’s and DOD’s HRM offices to resolve jointly, to the mutual benefit 

of the men and women both departments serve. 

Question 12. Are there any specific problems or challenges that you have already 

identified that you would like to tackle in this new position? 

Response. Supporting Secretary Shinseki’s goal of a truly 21st century VA requires addressing a number of short- and long-term challenges. If confirmed I would 

work closely with the Deputy Secretary and the other assistant secretaries, to determine what specific human resources support will be needed to: 1) move expeditiously on filling critical vacancies to improve delivery of vital services to veterans 

and their families; and 2) to assist in the overall transformation of VA. 

Question 13. This position puts you in a position of being responsible for a vast 

array of issues, an enormous numbers of problems, and a virtual army of personnel 

all attempting to meet the needs of more than 23 million veterans and their families—and ideally do it all with compassion, caring and committed attitude. How will 

you approach this challenge? 

Response. Veterans have sacrificed much to protect our country. They have 

earned our respect, gratitude and support to help them live their lives as fully and 

productively as possible. They, and their families, rightfully expect much of VA, and 

we have to deliver on our promise to care for them. Because I believe in the ‘‘walking around,’’ principle of management, if confirmed, I will visit VA medical centers, 

clinics, regional offices and national cemeteries, and meet with VSOs and individual 

veterans in order to better understand the scope of my work. I will listen carefully 

to the concerns and recommendations of veterans and VA staff who are working 

hard each day to serve them. With that knowledge in hand, I will be better prepared 

to lead the Office of Administration and Human Resources, and provide our employees with the H.R. services they need to get their jobs done. 

Question 14. What emphasis do you place on having a diversified workforce? 

Response. I fully agree with the Secretary’s goal of having a high-quality and diverse workforce as part of his vision for a new, people-centric, result-driven and forward-looking VA. Indeed, for most of my Federal career I have worked on various 

efforts to promote greater diversity within the civil service in order to ensure a government that reflects the richness of our country. At OPM I led various initiatives 

235 

to increase diversity within that and other agencies. During the past five years I 

served on an advisory panel under the Director of National Intelligence that focused 

on identifying human capital strategies, programs and policies to increase diversity 

throughout the Intelligence Community. 

If confirmed, I will work with my colleagues at VA to ensure that the department 

is seen as a highly visible employer of choice for veterans, people with disabilities, 

women and minorities from all parts of the United States. 

Question 15. Veterans are afforded specific protections under the Uniformed Services Employment and Reemployment Rights Act. What emphasis will you place on 

striving to make VA the model employer at the Federal level so that veterans who 

have fought for the Nation do not have to come home and fight for their jobs and 

benefits? 

Response. I will make certain that our veterans know that VA is, in fact, a model 

employer, and that, under Secretary Shinseki’s leadership, veterans will always be 

respected and encouraged to join the VA workforce. Already, veterans make up 

nearly 30 percent of all VA employees, and I will, if confirmed, make sure that our 

doors remain wide open to our Nation’s defenders. Wherever, and whenever, issues 

arise that could impede any veteran’s opportunity to work for VA, I will aggressively 

seek resolution of those issues with all the authority of my office. 

Question 16. The Committee has been advised that every new hire in the Central 

Office is currently being examined by the Secretary’s office as part of a ‘‘top to bottom’’ review that is currently in place. Once the Deputy Secretary for Human Resources position has been filled, what changes do you foresee in the current hiring 

process and structure? 

Response. Secretary Shinseki transformation vision for the 21st century VA is 

‘‘People-centric, Results driven, and Forward looking.’’ I support this vision and the 

current effort of ‘‘top to bottom’’ review of hiring, especially in light of the unprecedented growth of the organization over the past year and a half. More than 25,000 

new employees joined VA in 2008, with another 17,000 expected to be hired in 2009. 

The hiring review allows VA to ensure that the right people with the right skills 

to support the delivery of benefits and services to our Nation’s Veterans and their 

families are where they can do their best work. 

Question 17. During a Congressional briefing on VA’s current hiring practices, a 

VA official mentioned that an initial review revealed that a number of available 

policies are not currently being implemented. For example, VA has the ability to 

hire immediately veterans who are rated at least 30% service-connected disabled. 

How do you plan to ensure that managers are not only aware of this authority, but 

that they will utilize it in appropriate situations? 

Response. As I have studied VA’s accomplishments, I have learned that VA has 

a long and distinguished record of achievement as it pertains to Veterans’ employment. VA is second only to the Department of Defense both in the raw number of 

Veterans in our workforce, as well as the overall percentage—As of 30 March, 

85,556 (29.74%) of our 287,672 employees are Veterans and 23,473 (8.15%) are disabled Veterans. If I am confirmed, I will be firmly committed to hiring veterans not 

just because regulations encourage it, but because it is the smart thing to do for 

the department. If VA is not applying all available authority to bring veterans on 

board, I will work to remedy that deficiency. 

Question 18. What will your emphasis be on using VA’s special hiring authorities—for example, veterans’ preference, Veterans Readjustment programs, Disabled 

Veterans affirmative action programs, and others—to facilitate the employment of 

veterans? 

Response. As I have stated, if I am confirmed, I will be committed to hiring veterans not just because regulations encourage it, but because it is the smart thing 

to do for the department. If VA is not applying all available authority to bring veterans on board, I will work to find out why, and address the problem. 

Question 19. There have been reports from former Committee staff that in certain 

cases, employees who have left the Committee and joined VA have experienced 

lengthy delays in effecting the transition between the two workplaces, including 

long waits for crediting prior service, no telephone or computer availability, and 

non-transfer of benefits. I am concerned not only by these specific reports but also 

interested to know if these types of situations are typical of other new hires within 

VA. Please comment on what you believe should be the normal experience for new 

VA employees? 

Response. I believe that any new hire—in any Federal department—should be accorded a timely and respectful process. When a new employee comes on board, he 

or she should be able to work productively from day one. This means they should 

have all the tools available to them, and that includes the support systems as well 

236 

as the usual computers, phones, and supplies. It also means helping them meet with 

their colleagues and their managers from the first day and letting them know that 

they can access all the services they need to do their job to the fullest. 

Question 20. How will you ensure that field H.R. offices are familiar with, and 

utilize, all of VA’s programs providing recruitment and retention incentives for 

health care providers? 

Response. While I don’t know enough about this issue or any actions being taken 

at VA to address it in detail, from my own H.R. experiences, I believe that any program that deals with recruitment and retention must have a good communications 

component. That includes providing the most timely training materials and other 

media appropriate to educating managers and staff in the best practices of attracting, hiring, and retaining the best possible employees. If confirmed, I will look into 

this matter to determine, in consultation with the Deputy Secretary and the Under 

Secretary of Health, the appropriate course of action that Human Resources Management should take to help achieve the needed level of health providers throughout 

the VA system. 

Question 21. How will you make potential applicants aware of recruitment and 

incentive programs such as the Health Professional Scholarship Program, the Nurse 

Education Tuition Reimbursement Program, the Employee Incentive Scholarship 

Program, the Education Debt Reduction Program, VA Nursing Academy, the 

VALOR Program, and the Travel Nurse Corps Program? 

Response. As I understand it, VA currently communicates information to potential 

applicants regarding these programs in a variety of ways to include press releases 

to the news agencies, VA internet Web sites; national recruitment advertising campaigns both online and print; and as topic areas in recruitment brochures and literature that target both new graduates and mid career professionals; and where 

programs apply, information is contained in job announcements. I will, if confirmed, 

build on the most successful elements of VA’s recruitment strategies, and seek out 

other communications channels to improve VA’s outreach to potential employees in 

these critical areas. 

Question 22. Currently, offers of employment for health care providers do not routinely include determinations as to whether VA can offer them loan repayment 

through the Education Debt Reduction Program. How can this program work as a 

recruitment incentive if such a guarantee is not included in an initial offer of 

employment? 

Response. I agree that hiring incentives are valuable tools for bringing individuals 

with much-needed healthcare skills into the Federal workforce, particularly VA. As 

I understand the EDRP, applicants for VA employment in critical needs, or hardto-recruit areas, are advised that EDRP may be offered, though they still must complete an EDRP application. If confirmed, I will look into how information about the 

proper use of this tool can be better disseminated among hiring officials and potential eligible candidates. 

RESPONSE TO PRE-HEARING QUESTIONS SUBMITTED BY HON. RICHARD BURR TO JOHN

U. SEPU ́ LVEDA, NOMINEE TO BE ASSISTANT SECRETARY, HUMAN RESOURCES AND

ADMINISTRATION, U.S. DEPARTMENT OF VETERANS AFFAIRS

Question 1. The Department of Veterans Affairs (VA) is our country’s largest civilian agency. If confirmed, you would have the enormous task of overseeing personnel 

and administrative issues for nearly 300,000 employees. 

A. How do you plan to approach that challenge? 

Response. If confirmed, I will draw on my more than 25 years of leadership and 

management experience in the private and public sector to carry out my responsibilities. I will work within the priorities and strategic parameters set by the Secretary 

to carry out those duties, especially concerning the transformation of the VA. I will 

work closely and consistently with the Deputy Secretary, the executive team and 

VA’s career staff to build on the successful management systems already in place, 

and to reform policies and practices that are ineffective or obsolete. Whenever possible I will ensure that new and readily available technology and training resources 

are leveraged to support effective management and administration of VA’s human 

capital assets. Finally, I will work with the executive team to meet the current hiring priorities and ensure that significant attention is given to planning for the mass 

retirements that will affect VA in the years to come. 

B. What lessons would you bring with you from your experience at the Office of 

Personnel Management? 

237 

Response. At OPM I had the opportunity to work on various human resources policy issues and civil service reform initiatives that provided me with experience in 

such relevant areas as: labor-management relations; alternative dispute resolution; 

diversity management; succession planning, especially concerning the Senior Executive Service; the development of new management training; the need for greater 

technology to streamline the recruitment, selection, hiring and retention of mission 

critical employees; and emergency and contingency planning. 

Among the lessons I would bring from OPM include the importance of having all 

of the key stakeholders at the table before developing and launching a major organization restructuring or reform initiative; ensuring that vital (actionable) information 

is fully and consistently shared with employees at all levels; being consistently clear 

with all employees who the agency’s ultimate customer is (e.g., the veterans for VA); 

making sure that consideration and respect are shown to all employees at all times; 

understanding, respecting and complying with the letter and spirit of any legislation 

passed by Congress at all times; and the importance of always respecting the executive oversight responsibilities of the Congress. 

C. What would you hope to accomplish during your tenure? 

Response. I look forward to helping the Secretary and Deputy Secretary make the 

personnel, organizational, structural and cultural changes needed to achieve a 21st 

Century VA that will effectively and efficiently meet the needs of Veterans and their 

families. To support this transformation in short and long-term, a proactive, creative 

and strategic human resources team at VA will be needed. I hope to leave such a 

team in place when I leave VA. 

Question 2. My staff from the U.S. Committee on Veterans’ Affairs has been 

briefed about a top-to-bottom review of personnel procedures that Secretary 

Shinseki initiated. It is my understanding that, during this review, new personnel 

will not be hired without approval from the Office of the Secretary. 

A. Have you discussed this review with Secretary Shinseki? 

Response. No. 

B. If so, what are your thoughts about this approach? 

Response. I generally believe it is always appropriate to conduct a careful review 

of resources, programs and policies whenever a new leadership team takes over at 

an agency or company. Given that VA has hired 25,000 new employees in 2008 and 

expects to hire another 17,000 in 2009, a careful review of hiring is appropriate to 

ensure that sufficient personnel are hired and deployed to carry out the specific priorities of Secretary Shinseki. Nevertheless, I do not have enough information on this 

particular process outlined above to offer any additional opinion. 

[The Committee questionnaire for Presidential nominees from 

Mr. Sepu ́lveda follows:] 

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[A letter from the Office of Government Ethics follows:] 


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[Letter from Mr. Sepu ́lveda to the Office of General Counsel, U.S. 

Department of Veterans Affairs:] 


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Senator AKAKA. Thank you very much for your testimony. 

Before we begin with our questions, let me ask you, Colonel 

Gunn, to introduce your family. 

Colonel GUNN. Thank you, Chairman. We have been joined by 

my wife, Dawn Latham Gunn; by my parents, Willie and Elizabeth 

Gunn; by my son, Latham Gunn; my daughter, Arena Gunn; as 

well as by my pastors, Pastor Rosemary Bonner and Apostle Crosby Bonner. 

Senator AKAKA. Well, thank you very much. Welcome to the 

hearing this morning. 

I will ask the nominees to please stand for the administration of 

the oath. Will you please raise your right hand? Do you solemnly 

swear or affirm that the responses you are about to give to questions, as well as your testimony and any answers to any pre- or 

post-hearing questions before the Senate Committee on Veterans’ 

Affairs will be the truth, the whole truth, and nothing but the 

truth, so help you God? 

Mr. BAKER. I do. 

Colonel GUNN. I do. 

General RIOJAS. I do. 

Mr. SEPU ́ LVEDA. I do. 

Senator AKAKA. Thank you. Let the record note that the nominees answered in the affirmative. 

Mr. Baker, in your written testimony, you acknowledge the challenges you are inheriting in the position. Of course, if confirmed, 

these will be your challenges. You note that there is no easy path, 

no simple answer, and no shortcut solution to creating a strong IT 

capability at VA. 

That being said, where do you plan to begin to fix the problems 

and create solutions? 

Mr. BAKER. Thank you, Mr. Chairman. In my view, this is a 

large-scale management problem. You know, key areas to focus on 

in the beginning are: to address the issues with failed programs 

and the environment that allows programs to continue on for 10 

years before being identified as failed programs; and fixing that 

from a management standpoint. 

Clearly, a focus on continued good operational delivery of services 

to the internal customers (the Veterans Health Administration, the 

Veterans Benefits Administration); working with the people in the 

VA IT organization to improve skills and address skills gaps; to do 


47057sOGE3.EPS
248 

training; and working with the partners at the Department—the 

vendors that work with the Department that are probably half 

again as many staff as we have employees—to make certain that 

we are getting the real benefit of the work that they do in a timely 

fashion. I think those are probably the four starting points. 

There will be many, many challenges as we go along, and I think 

it is probably safe to observe that, as soon as we say here is where 

we want to start strategically, things will start to pop up that we 

have to deal with, to make certain that they are being appropriately dealt with from an urgent standpoint. 

Senator AKAKA. You mention in your testimony ‘‘seamless transition.’’ My question to you at this point is: How do you intend to 

work with the Defense Department on records so that they can become seamless from Defense to Veterans? 

Mr. BAKER. Mr. Chairman, I have a high expectation of what 

‘‘seamless transition’’ means. The servicemembers, when they join 

the military, do not expect that they are going to have to change 

complete organizations when they move from military servicemember to veterans. They, I believe, see themselves as working for 

the same Government. 

The records that DOD has about the servicemember’s service and 

about their health are vital to the VA being able to provide what 

appears to the veteran as something that means they have never 

left the same Government. Potentially, they can log into the same 

Web sites with the same log-in IDs that they used to when they 

were in the DOD at VA, see the same sorts of information, and 

have an environment where it is clear that we are supporting 

them. 

Working with DOD, we will recognize that we currently exchange 

a fair amount of information both in the bidirectional health information exchange and on the benefits side with information coming 

from the personnel information at DOD. 

But there is a lot more that can be done and a lot of work that 

needs to be done just make certain that that information comes to 

VA in a usable form. It is one thing to receive the information; it 

is another to be able to really use it and apply it to maximize benefits and minimize wait times. 

I have numerous friends at the Defense Department. I know 

that, if necessary, we can utilize General Shinseki and Deputy Secretary Gould’s good contacts there to help leverage things. And in 

the long term, I guess I would just tie that question—How do we 

create a seamless transition?—to the President’s vision of that lifetime electronic record, because that is the key part. When you have 

that lifetime electronic record, when you can access that information at any time that you want to serve the veteran, that is going 

to provide much of what is needed for that seamless transition. 

Senator AKAKA. Yes, well, thank you. We will have another 

round here. I will turn to our Ranking Member for his questions. 

Senator BURR. Thank you, Mr. Chairman. It looks like we will 

do this together today, which is advantageous to us. 

A couple of housekeeping questions, if I can, for all of you, and 

I would just ask for a quick response, if you would. 

249 

As Ranking Member, I have some obligations to do oversight that 

I think all of you can understand. Do you pledge to submit timely 

answers to my questions? Let me start on that side. Roger? 

Mr. BAKER. Yes, sir. 

Colonel GUNN. I do, sir. 

General RIOJAS. I do. 

Mr. SEPU ́ LVEDA. Yes. 

Senator BURR. Do you pledge to submit testimony before the 

Committee on time and agree to submit follow-up questions for the 

record in a timely manner? 

Mr. BAKER. Yes, sir. 

Colonel GUNN. Yes, Senator. 

General RIOJAS. Yes, I do. 

Mr. SEPU ́ LVEDA. Yes, sir. 

Senator BURR. Each of you stressed in your testimony the importance of the VA moving to a 21st century organization, which I 

think we all want it to. What do you see as the greatest challenges 

in this transformation? And how are you prepared to successfully 

tackle them? 

Mr. BAKER. I guess I will start, Senator. Thank you. 

As we discussed this morning when we met, the change management, you know, the organizational change is certainly the largest 

challenge that we will face. One of the things you learn as a technologist is that you can create wonderful systems that no one 

wants to use because they either have not been trained, the interfaces to them are unfriendly, or the information there is not of any 

use or the processes there are not of use to them. So, I think that 

organizational change piece—making sure that we are serving the 

organizations from an IT perspective, that we are serving the organizations that directly serve the veterans, our job is to partner with 

VHA, VBA, and CA to help provide that service to the veteran. So 

from that technology standpoint, I think that is the challenge. 

How am I prepared? I would say I have taken my whole career 

to prepare for this one. As a CEO you deal with these kinds of 

problems all the time—not on the same scale. There are a few organizations that are the same scale as the Department of Veterans 

Affairs. But this is what my career has really prepared me for, both 

as a technologist and as a manager. 

Senator BURR. Great. Colonel? 

Colonel GUNN. Senator, as you know, the Office of the General 

Counsel has over 400 attorneys spread out over 22 regional offices 

with about one-third of those attorneys being here in Washington, 

the others spread out all over the country. Because of that, because 

of that decentralized aspect, communication will be a challenge. 

The Office of the General Counsel I see as being involved in all aspects of transformation. We are going to have a piece in it—if nothing else, from an advisory standpoint—to make sure that we are 

complying with law and with regulations and to provide advice 

with respect to what areas there need to be changes in order to effect transformation. 

I see that, when you are talking about transformation, one of the 

biggest challenges is simply that of communications. I think it is 

impossible to overcommunicate. The decentralized structure that 

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250 

larly when, as I see it—I have seen the organization chart—if I am 

confirmed, I will be the only political appointee in the Office of the 

General Counsel. So there are many people, as we discussed earlier, who could just wait me out if they wanted to. 

So, if we really want to effect change, we are going to have to— 

I would have to work very closely with the people that are already 

there, and I would have to listen to them; because I believe that 

there are a lot of good ideas that are just not housed here in Washington, but they are spread out all over the country and all over 

the organization. 

In terms of my preparation, my background is one where I have 

been blessed with the opportunity to serve in some positions at organizations in which I have been in decentralized environments. I 

think that, again, as Roger Baker just stated, the scale does not 

compare, but I have been in that situation, and I am up to the 

challenge. 

Senator BURR. Great. General? 

General RIOJAS. Senator, thank you for the question. I believe I 

would have several responsibilities relative to the transformation of 

the organization. One of them would be establishing and maintaining an operations center that facilitates the flow of information and 

communications within the VA team so that predictive analysis can 

be made, and recommendations can be made so that decisionmakers can make timely decisions for the organization. 

Just as importantly, I think that operations center would need 

to be an integral part of the interagency community so that VA as 

a Department is seen as an asset to the National Government as 

a whole, both before, during, and after times of crisis, emergencies, 

manmade or natural disasters. 

Senator BURR. Great. John? 

Mr. SEPU ́ LVEDA. Yes, Senator, I have some experience in change 

management, and I can tell you probably the most complex challenge is motivating the people at the Department to go in one direction. As my colleagues mentioned, people are resistant to 

change, and because there are changes in administrations, some 

people decide that they can wait out this administration if they do 

not like the direction that the Department may be going. 

So, the biggest challenge—working with the Deputy Secretary, 

working with my colleagues, and working with the staff there—is 

to motivate, direct, and lead the staff in a direction that helps to 

support the transformation. And one of the ways that I would do 

that is, first and foremost, get an assessment of where the gaps are 

in terms of training, in terms of resources, and in terms of leadership. The next is to really communicate the Secretary’s vision to 

the lowest level and the highest level, so that we are going in the 

right direction and everybody has a stake in the transformation. 

Because, ultimately, the transformation is meant to do one thing, 

and one thing alone: it is to serve our Veterans, and that is really 

the thing that is supposed to unite us. And I am hopeful that it 

will. 

Senator BURR. Great. Thank you, Mr. Chairman. 

Senator AKAKA. Thank you very much, Senator Burr. 

Colonel Gunn, I understand that it will take you some time to 

get up to speed on issues that are facing the General Counsel’s ofVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00256 Fmt 6601 Sfmt 6601 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
251 

fice. Some of the questions that I submitted for your response, prior 

to this hearing, were left unanswered because of your lack of familiarity with the issues. 

Will you agree to respond to those questions within the next 60 

days so that they can be made part of the record of this hearing? 

Colonel GUNN. Absolutely, Mr. Chairman. 

[Mr. Gunn’s follow-up responses are posted as Attachment A on 

page 195.] 

Senator AKAKA. Thank you very much, Colonel. 

General Riojas, from the answers to your pre-hearing questions, 

it seems clear that you believe interagency collaboration and cooperation are important. Give me a few examples of how you will 

work with other Government agencies to accomplish the mission of 

the Office for which you are nominated. 

General RIOJAS. Mr. Chairman, thank you for the question. If 

confirmed, I think establishing and maintaining open lines of communications—specifically so that trust and confidence can be established and shared among the agencies—is a bedrock for that particular operation and that capability. And once those are established, information sharing among organizations is very, very important so that each organization can look at the capabilities and 

see that all the pistons in the engine can function and serve the 

Nation as a whole. This would be my overall approach to establishing that collaboration and partnership in the interagency community. 

I have had experience in the past doing that. I currently serve 

as the Executive Director for the National Center for Border Security and Immigration, a Center of Excellence for the Department 

of Homeland Security, where I have the opportunity to work in the 

interagency community. I am very comfortable in that environment 

and believe that I could serve in the position very well in establishing that capability for Veterans Affairs. 

Senator AKAKA. Thank you, General. 

Mr. Sepu ́lveda, a major concern of mine is that VA should be a 

model employer when it comes to the important protections afforded by the Uniformed Services Employment and Reemployment 

Rights Act. I do not believe that an individual who has left their 

job to fight for this country should, under any circumstances, come 

home and have to fight to get their job back. 

Can you expand on what you intend to do to make sure that VA 

is fully compliant with USERRA? 

Mr. SEPU ́ LVEDA. Thank you, Mr. Chairman, for that question. 

You are absolutely right that when we have employees who are deployed, they should not have to worry about whether or not the job 

is still there waiting for them when they return. The fact of the 

matter is that when Congress passed USERRA in 1994, the intent 

was to ensure that the Federal Government would always be a 

model employer, and if there is any agency within the Federal Government that should be a model employer for veterans and redeployed employees, it should be the Department of Veterans Affairs. 

So a couple of things that I would specifically look to do: One 

would be to make sure that all of our managers and supervisors 

and executives are fully aware and fully compliant with USERRA 

and understand what their responsibilities are—there are specific 

252 

responsibilities that they have—and understand that they have to 

carry them out. 

The second thing that I would look to do is to have H.R. staff 

work with these individuals so that when employees are indeed deployed, the supervisors and managers are already planning for 

their return, so that they already know that within a period of 

time—3 months, 6 months, 1 year—they are going to be returning. 

And the manager and the executive have made plans to have that 

individual integrate quickly, seamlessly back into the workforce, 

without any loss of benefits, without any loss of seniority, without 

any loss of stature within the organization. 

So those are two specific things that I would look to do, if confirmed. 

Senator AKAKA. Thank you very much. I would like to call on 

Senator Isakson for any opening statement or questions he may 

have for our nominees. 

STATEMENT OF HON. JOHNNY ISAKSON, 

U.S. SENATOR FROM GEORGIA 

Senator ISAKSON. Thank you, Mr. Chairman. I will not make an 

opening statement, but I do have a couple of—well, one question 

and one point to make. 

General Riojas—is that the correct pronunciation? 

General RIOJAS. Yes, sir, it is. 

Senator ISAKSON. How are you today? 

General RIOJAS. I am doing fine. Thank you. 

Senator ISAKSON. Since you are going to be over Operations, Security and Preparedness, I would assume that would mean the VA 

hospital facilities operations and preparedness. Is that correct? 

General RIOJAS. Yes, sir. 

Senator ISAKSON. I would appreciate it, when you are confirmed, 

which I am sure will take place with your sterling reputation and 

record, I wish you would take a look at the Clairmont facility on 

Clairmont Road in Decatur, Georgia, which is the VA hospital 

there, which is going through extensive renovations thanks to the 

help of the Ranking Member and the Chairman when we got the 

authorization a couple of years ago. But as a part of that, almost 

all the parking has been lost for a period of time, and a number 

of the VA patients who are coming, they actually have to get in line 

to have their car parked, and some of the ones who are on oxygen 

are having to walk extensive distances to get to the facility because 

of a logistical problem with the VA. 

Now, the hospital is doing a great job of working. They have 

leased some parking spaces downtown for all the employees so they 

can shuttle them back and forth to leave as much available as possible. But, just yesterday I had a conference call with veterans in 

the State, and one of them who is on oxygen was talking about how 

he has to take two extra tanks of oxygen just to go to the VA hospital in Atlanta to be able to get from where he is let off to where 

he goes. 

So, if you would look into that, I would appreciate it very much. 

General RIOJAS. I will, sir. 

Senator ISAKSON. And, Mr. Baker, if you get—and I am a hometown guy, so I am bragging about Georgia for a second, I will have 

253 

to apologize. I hope, as you look at examples of IT and success in 

the VA, that you will look at the Eisenhower Army Medical Center 

at Fort Gordon and Augusta VA Medical Center’s uptown facility. 

They are the ones that developed the seamless transition from 

DOD health care to veterans health care and, in particular, have 

a paperless transfer in terms of the medical side now. On ‘‘NBC 

Nightly News’’ about 2 weeks ago there was a feature on that facility and what they are doing. I am a big believer in medical IT, and 

I think that the VA is probably leading all health facilities in getting medical IT right. But there is an awfully good example of it 

there at Augusta at the Eisenhower Medical Center and the uptown VA facility. So I urge you to take a look at that as soon as 

you can. 

Mr. BAKER. Thank you, sir. I will do that. 

Senator ISAKSON. Thank you, Mr. Chairman. 

Senator AKAKA. Thank you very much, Senator Isakson. 

Let me turn to the Ranking Member for further questions that 

he has. 

Senator BURR. Thank you, Mr. Chairman. 

Roger, in pre-hearing questions, you said that the VA, and I 

quote, ‘‘does not benchmark itself versus good private sector organizations to determine where gaps exist.’’ 

A very simple question: What type of private sector companies 

would you look to, to go through that benchmark comparison? 

Mr. BAKER. Thank you, Senator. I think there are two sets of 

those. In the first case, we should be looking at other health providers, other insurance providers, understanding how they do business and how they use technology to best provide services to their 

clients. 

The second thing is in areas like IT infrastructure, information 

security: we should understand who the best organizations in industry at doing those things are and learn from them and benchmark ourselves against them. There are lots of services that will 

help us understand where our policies, procedures, and results 

rank against other organizations, and in that process, we can learn 

a lot about how and where could we improve just by benchmarking 

ourselves. 

Senator BURR. What specific areas would you feel are most appropriate to try to benchmark? 

Mr. BAKER. Certainly, operational metrics. I personally would 

want to look at what are organizations like Kaiser Permanente and 

other folks doing relative to up time for the systems in hospitals 

or what are insurance companies like USAA doing relative to insurance benefits and their ability to help those benefits processors 

move the paper along, move the process along. So those are two relative areas. 

I have a lot of experience in information security. I really want 

to look at how other very large organizations like some of the major 

banks and some of the folks that have had substantial incursions 

and losses like we have, have responded to those and have they 

done things that we could learn from in making ourselves better. 

Senator BURR. Great. I do hope, as you do that, you will share 

that with the Committee, as I am sure you will with the Secretary. 

254 

Colonel Gunn, the VA General Counsel’s office is responsible for 

representing the Secretary before the U.S. Court of Appeals for 

Veterans Claims. In February 2009, one of the judges from the 

Court testified before this Committee that parties from both sides 

‘‘have time-management problems, but the Secretary has the greater number of requests for extension of time.’’ 

What steps could you take, if confirmed, to reduce any time-management problems within the General Counsel’s office? 

Colonel GUNN. Well, sir, of course, I have not had the opportunity to study—I believe it is Group 7 that deals with representation before the court. However, upon taking the position, if I am 

confirmed, I would go in and launch a comprehensive study of the 

entire office, including Group 7. 

I think that when you talk about requests for time delays having 

been involved in representation before Federal courts, both at the 

trial level and also at the appellate level, you first of all have to 

ask if the resources that you have match the caseload that you 

have. And so, one of the considerations is if we have the necessary 

resources in order to accomplish the job in an effective manner. 

The other consideration is, do we have the training in place in 

order to provide the representation that needs to be provided? I 

would be looking at both of those issues going forward. 

Senator BURR. Thank you. I hope that, if you find especially that 

there are assets that are needed, you will share them with the 

Committee. 

Colonel GUNN. Yes, sir. 

Senator BURR. We have a tremendous backlog within the appellate court, as I am sure you are aware of, and in a bipartisan approach we have tried to do everything we can to alleviate that 

backlog. And, as I said to you this morning and to your colleagues, 

we can never forget the human face behind the VA, which is the 

veteran that is there for the services. And it disturbs me when the 

Secretary seeks an extension of time because we are forcing a veteran then to drag out the conclusion of their appeal. And I think 

we owe it to them to do it as expeditiously as we can. So, I look 

forward to any comments that you might have later on as to how 

we speed that up. 

Colonel GUNN. Yes, sir. 

Senator BURR. Last question, General. Your office has the oversight responsibilities for the VA’s internal police force. In 2009, the 

VA’s goal was to see that 89 percent of field police units were determined to be operating at ‘‘satisfactory levels.’’ 

One, what does ‘‘satisfactory level’’ mean? 

And, two, would you agree with me that our expectation should 

be that 100 percent of that police force meet satisfactory levels? 

General RIOJAS. Senator, thank you for the question. I am not familiar either with the number or that particular categorization of 

‘‘satisfactory level,’’ so I do not know what type of metrics were established and then how individuals were assessed against those 

metrics. So I am not prepared to answer that. 

Senator BURR. Well, let me ask the question in a different way. 

Regardless of what that definition of ‘‘satisfactory’’ would be, would 

you not have expectations that 100 percent of those officers would 

meet that level? 

255 

General RIOJAS. Sir, that is a very high number, and I am not 

sure that anyone would set themselves up for success by establishing 100 percent. But, I would say that it is incumbent upon us 

to select the right individuals, to train them, to lead them, to assess their performance along the way, and to reward their performance, good or bad, along the way. And we would seek to achieve 

the highest level of performance by those law enforcement officers. 

Senator BURR. I appreciate your reluctance to necessarily commit 

to a high number. I hope that is a goal that we can shoot for, 

though. And I would mention that that field police unit is the law 

enforcement mechanism on that footprint, that VA footprint. And 

it is absolutely essential that we train those individuals to know 

the population that they are dealing with day in and day out. I 

think all of us up here can speak from experience that not a day 

passes that we do not have a veteran that has a problem with the 

delivery of care. It may be a real one, or it may be a problem as 

they see it. Unfortunately, if they confront somebody that does not 

have the skills or the understanding of the population, a police unit 

could react in a way that is not beneficial to the veteran, to the 

facility, or to the VA. And I know we want to try to minimize any 

confrontations that exist like that. I appreciate it. 

Again, I look forward to a very quick process of confirmation for 

all of you. 

Thank you, Mr. Chairman. 

Senator AKAKA. Thank you, Senator Burr. 

Mr. Baker, following the recent failure of the new patient scheduling application, Secretary Shinseki ordered a top-to-bottom review. My concern is that the individuals conducting this review are 

some of the same people who were integrally involved in the patient scheduling project. 

Please report back to me within 60 days of your confirmation 

with your personal assessment of how much of the patient scheduling is salvageable. In the meantime, do you have any initial 

thoughts about this latest failure or why VA seems to have repeated these failures? 

Mr. BAKER. Thank you, Senator. I certainly will look at that 

when I report back to you within 60 days. 

As I said in my response to a pre-hearing question, while I have 

not had a chance to look in-depth at this one, from the briefing I 

was able to attend, my view is that a lot of the issue with the patient scheduling and other failures is an environmental one of dealing honestly with recognizing the fact that you are failing. 

The program certainly showed evidence of having problems well 

before the 10-year mark and well before it was marked as a red 

program in the project schedule. And it is important to accept those 

things top to bottom, deal honestly with them, and, if necessary, 

admit to yourself that you are failing and that substantial correction is required, not just incremental correction. 

It is a common-sense management discipline that from my standpoint I would plan to apply throughout, and maybe the most common sense is to create an environment where people in the organization feel they can be honest about where things are and have 

that be viewed as a positive and not a negative. So that is just kind 

256 

of an overall view of the environmental factor. I certainly will report back on more detail when I have it. 

[Mr. Baker’s follow-up letter is on page 180.] 

Senator AKAKA. Thank you. 

Colonel Gunn, in your testimony, you noted that while you were 

a White House Fellow, you served as a liaison to the VA Secretary. 

Colonel GUNN. Yes, sir. 

Senator AKAKA. And since that time, you stated that you have 

followed many of the issues affecting VA from afar. From your perspective, what are the issues that you have followed that will require your immediate attention, if confirmed as General Counsel? 

Colonel GUNN. Sir, issue number 1 goes to the heart of the Secretary’s vision for transforming the organization into a 21st century 

organization, and that is the issue of being people centric. 

In both my time in the military, my time since I retired in 2005, 

and most particularly during the course of the last year since opening my law firm, I have had the opportunity to talk to many veterans and their families about the perception among many that the 

VA has a long way to go in terms of being a truly people-centric, 

customer-friendly organization. And I see that as really the heart 

of the matter because if we get there, a place where the VA is considered a model of being customer friendly, then from my vantage 

point, everything else follows from that. 

So, while I have looked at issues in terms of the level of benefits 

and the various processes, all of those really pale in comparison to 

that central issue of being focused on the people and making those 

people feel like that they are what this Department is most concerned about. 

Senator AKAKA. Thank you. 

Let me call on Senator Burris. Do you have any statement or 

questions for the nominees? This is your time. 

STATEMENT OF HON. ROLAND W. BURRIS, 

U.S. SENATOR FROM ILLINOIS 

Senator BURRIS. Thank you, Mr. Chairman, Mr. Ranking Member, fellow Senators. I would like to congratulate the panel. I have 

interviewed three of them, really, and—did I see you, Mr. Baker? 

Mr. BAKER. Yes, sir. 

Senator BURRIS. Well, I have interviewed all of them. [Laughter.] 

I had so many coming at me. I am just trying to figure out 

whether or not I covered them all. I do want to say that I found 

it very, very informative in our interviews of these gentlemen; and 

I also found out, Mr. Chairman, that the paperwork that is involved in what they are doing is just tremendous. There are just 

so many different forms that have to be filled out and so much vetting has to be done; I was advised that they were definitely looking 

at that vetting process. But I would just like to check with Mr. 

Baker and see if when he becomes confirmed, he will definitely look 

at the information that is being misplaced and lost and records 

cannot be found, so they hope that the information technology system will improve that somewhat. I am pretty sure you have not 

had a chance to go in there and look at anything, but I wonder if 

you had any type of views on what the situation is currently prior 

to your going on. 

257 

Mr. BAKER. Thank you, Senator. As you can imagine, I have not 

had a chance to look at that closely, and so I think the best response is that I will come back to you with some answers on that 

when I have had a few weeks to take a look at where things are. 

Senator BURRIS. Please check that out, because the report from 

my veterans is that they send some paperwork in and it gets lost, 

it gets misplaced, the computer systems are not talking to computer systems. Some of it, which will go to an H.R. question, is the 

resources, that we do not have the personnel to really handle the 

volume and workload. Is that correct, Mr. Sepu ́lveda, to your 

knowledge? 

Mr. SEPU ́ LVEDA. To my knowledge, we have some challenges 

there. We have a great staff. People are working really hard, but 

the reality is that the H.R. staff clearly needs some additional 

training and resources to help them do their job and to work in 

concert with the other departments within the agency. So you are 

absolutely right. There is a lot that needs to be done, but I am 

pleased, from what I have seen so far, that we have very dedicated 

people, good people. I think they just need some additional resources. 

One challenge that I just want to mention about the H.R. is that 

the retirement issue is going to be a major challenge because my 

understanding is that 50 percent of our H.R. team throughout the 

Department is eligible for early retirement or regular retirement. 

So there is going to be that challenge that we are going to have 

to be facing and planning for very soon. 

Senator BURRIS. We will have to find a reason to extend the 

time, because given the current planning, some of them may have 

to stay on. But I think the Federal pension is probably pretty good. 

I would like to just point out to Colonel Gunn, I have known this 

young man for years. We were on the ABA Committee together 

when he was in JAG and I was Attorney General working with 

those issues. And I ran across the Colonel when he came in, and 

I was wondering whether or not that was the same Gunn I had 

seen during those years, and, Colonel, it is certainly good to see 

you again, to have you come back and make your acquaintance. We 

had a great time at the ABA taking care of those issues. 

Colonel GUNN. Yes, sir. 

Senator BURRIS. And being a seasoned veteran and a lawyer— 

I am sorry you graduated from Harvard and not Howard, but—— 

[Laughter.] 

Colonel GUNN. I understand. 

Senator BURRIS. Being a seasoned lawyer, I am sure you will 

take care of the legal matters. And, of course, I want to compliment 

General Riojas, because I was chatting with him the other day, and 

I said, ‘‘What rank are you?’’ And he says, ‘‘I am a Brigadier General.’’ I said, ‘‘Wow.’’ I had to salute him. 

So, we are looking forward to you all joining, especially with the 

knowledge that you all have, you are veterans, you know what is 

going to be needed. Please go in there and be committed to our 

men who made this country what it is. 

My favorite expression to all you military personnel—and I’ve 

never served in the military—is, ‘‘The only way we can do in America what we do is because you all have done what you all did—proVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00263 Fmt 6601 Sfmt 6601 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
258 

tecting us and this country and giving us this quality-of-life.’’ And 

we owe a great debt to all of those individuals who served this 

country. Now that you are all in a position as civilians to help 

them, take care of them. They took care of us. 

Thank you, Mr. Chairman. 

Senator AKAKA. Thank you very much, Senator Burris. 

Now I would like to call on Senator Johanns for any statement 

and questions he may have. 

STATEMENT OF HON. MIKE JOHANNS, 

U.S. SENATOR FROM NEBRASKA 

Senator JOHANNS. Well, I will pass on the statement, Mr. Chairman, and I will just jump right into questions. 

First, to the entire panel, congratulations. I think just to be here 

is an important thing. Having been through a nomination process 

and confirmation process as a member of President Bush’s Cabinet, 

I think it is just a great honor to serve your Nation in this capacity. 

Second, congratulations on outstanding resumes. All of you are 

enormously qualified to do what you are heading out to do. 

Let me, if I might, start out with General Riojas. We have been— 

and still are—going through the issues relating to the flu. Of 

course, that has gotten a lot of attention not just here but all 

across the world, really. 

Give me your impression of how well prepared the Veterans Administration would be to deal with something of pandemic circumstances, what you would like to focus on. How do we ensure 

that our veterans are able to get the care they need? I would just 

like you to cover kind of the bailiwick here in terms of that kind 

of very, very drastic situation. 

General RIOJAS. Senator, thank you for the question. If confirmed, those are exactly some of the questions that I plan on asking as I conduct my assessment about our internal capabilities. I 

think it is very important that we consistently, constantly focus on 

the veterans so that no matter what the circumstances may be, 

prior to a flu challenge such as we have right now, or other manmade or natural disasters, that we be properly prepared for that 

internally. 

I think that it is also very, very important that the organization 

as a Department be integrated fully with other departments in our 

Government so that proper integration in planning, preparation, 

and actually during or after a particular situation is effective and 

efficient, maintaining that service to our veterans but shifting it a 

bit perhaps to service to the Nation. 

I am not well briefed or completely knowledgeable about what 

our exact capabilities are, but I do know assembling that information so that our decisionmakers within the Department and, an appropriate, outside the Department so that Secretary Shinseki can 

take recommendations to the national departments would be very, 

very important, and I would take that lead in that particular development. 

Senator JOHANNS. I really urge you do to that. When I was a 

Cabinet member, we worked on avian influenza, and the conclusion 

I reached is: this is just a matter of time. 

General RIOJAS. Yes. 

259 

Senator JOHANNS. The viruses, as you know, ebb and flow, and 

in the influenza of 1918, it actually started out and it did not look 

like it was going to be so bad. 

General RIOJAS. Yes, Senator. 

Senator JOHANNS. And then it came back with a vengeance, and 

I just think we have to be prepared and very mindful that we have 

been lucky for a long time. So I encourage you to put that at the 

top of your list. 

Colonel Gunn, I am going to ask you some questions here about 

veterans claims. 

Colonel GUNN. Yes, sir. 

Senator JOHANNS. I think everybody on this Committee has 

heard from veterans about the painfully slow claims process and 

trying to get through that. Give us some ideas on how you might 

address that and how we can—I do not know if we streamline or 

whatever. Give me some ideas on how we can improve the situation 

there for our veterans. 

Colonel GUNN. Senator, thank you very much for the question. 

In preparation for the hearing, I talked a bit with the Deputy General Counsel of VA, Jack Thompson, who has been there for many 

years, and he informed me that there is a working group underway 

to look at exactly how the General Counsel’s office can help in that 

particular area. 

Directly answering your question, though, the first answer that 

I have really goes to my colleague here at my right, and that—— 

Mr. BAKER. Thanks. Absolutely. 

[Laughter.] 

Senator JOHANNS. You can say that. We are going to hold you 

both accountable. 

[Laughter.] 

Colonel GUNN. Fair enough. In all sincerity, Senator, I do see information technology as playing a major role, and it is in this 

sense, in the course of the last year—well, actually last summer— 

I opened my own law practice to provide service to veterans and 

military members. Ironically, even though that was my goal and I 

envisioned that I would be representing people who were trying to 

obtain VA benefits. It just never worked out, and so the practice 

went in a different direction. 

I talked to, though, many people that were in that situation, and 

one of the frustrations that they had was the lack of transparency 

with respect to the claims process in the sense of: they would submit a package asking for, say, a disability rating, and then they 

would just wait. And they would try to find out information, and 

they found it extremely difficult and frustrating to just get information in terms of where they stood. And I would like to think that 

there are ways to get around that so that, at a minimum, an individual would be able to have more information in terms of, well, 

your package was submitted here, it is now at this particular level. 

That is reassuring—that in any process, if you know where you 

stand and how long it is likely to take after that point, that helps 

tremendously. 

Senator Burris also asked a question about how do we get beyond lost documents and such, and again, looking at, OK, are there 

impediments right now to our using our existing technology or deVerDate Nov 24 2008 13:36 Oct 23, 2009 Jkt 000000 PO 00000 Frm 00265 Fmt 6601 Sfmt 6601 H:\ACTIVE\011409.TXT SVETS PsN: PAULIN
260 

veloping new technologies so that we are not depending upon a 

paper record in that regard. Then I think that those are things 

that certainly will help. 

And then just finally, more germane to my responsibilities, if I 

am confirmed as General Counsel, I just think we have an ongoing 

responsibility to make sure that the people that are working with 

the claims out in the field, that they know what the impact of the 

latest law, as well as court decisions are. So, we have an ongoing 

responsibility just to educate, and we cannot get beyond that. 

Senator JOHANNS. I encourage you to work on this because you 

know as well as I do that delay feels like unfairness. You know, 

you sit there day after day. You feel you need these benefits and 

services. And, you know, to the average veteran out there, as each 

day goes by, as each week goes by, it feels unfair. So, whatever you 

can do to deal with that delay—you know, the Veterans Administration has done some great things with technology. I remember 

getting a briefing a couple of years ago on medical records, and 

some of it is really trend-setting. My hope is that we can move this 

technology to another level because I do think it is important. So, 

I encourage all of you to work on that. 

Boy, if there was one thing that you could come back in a couple 

of years and say, ‘‘Hey, we have done better here,’’ I think the 

whole Committee would applaud; this would be the area. 

Thanks. 

Senator AKAKA. Thank you very much, Senator Johanns. 

Mr. Sepu ́lveda, in your testimony, you refer on several occasions 

to Deputy Secretary Gould’s vision of an updated workforce with 

well-trained employees. Could you please give us now your preliminary thoughts on what specific steps you might take to help this 

vision become a reality? 

Mr. SEPU ́ LVEDA. Thank you, Mr. Chairman, for that question. I 

think that first and foremost the vision that we are operating with 

is the vision articulated by the Secretary and, of course, the Deputy 

Secretary’s job is to provide some detail, and then the rest of us, 

if confirmed, are to provide some operational details to that strategic plan. 

Clearly, the area that I would be focusing on is human capital, 

and that means several things because we have several challenges 

facing this Department. One is the retirements, the large number 

of retirements that are going to be coming in the next several 

years. When you have over 30 percent of your employees eligible 

to retire and when you are talking about a Department of 280,000, 

you are talking about significant numbers of people that you are 

going to have to plan to replace. That is one challenge that is going 

to have to be focused on. So, in other words, what we are talking 

about is transforming the Department, but at the same time focusing on the operational issues to keep it running efficiently right 

now. So, succession planning is one. 

The other is training. Again, it is incredibly important to provide 

the appropriate kinds of training at all levels so that service can 

be delivered efficiently. And I would like to include in that the customer service training that I mentioned before because I think it 

is important that we all get grounded continually in why we are 

there. We are there to serve the Veterans. We are there to provide 

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the best service possible, with respect, with consideration, with 

compassion. And that is another part that I would be focusing on. 

In addition, we have some major programs that have to be implemented, the new GI bill, the Priority 8 Veterans, the OEF and OIF 

Veterans that have to be integrated into the system. And we have 

also the need to accelerate the quality and the timeliness of the 

processing of our benefits. So, there are lot of challenges that are 

occurring right now. 

So, in many ways, we have to, frankly, walk and chew gum at 

the same time. We have to transform the Department with a focus 

on the strategic vision that the Secretary articulated and the President articulated, but at the same time operationally address the 

needs right now. That is a big challenge, and I see myself playing 

a very supportive role there, working with my colleagues and the 

Deputy Secretary to make that happen. 

Senator AKAKA. Thank you, and for the record, can you please 

report back to the Committee with a preliminary plan of action 

within 60 days? 

Mr. SEPU ́ LVEDA. Yes, sir. 

[Mr. Sepu ́lveda’s response follows:] 

RESPONSE TO REQUEST FOR 60-DAY FOLLOW-UP PLAN BY HON. DANIEL K. AKAKA TO

JOHN U. SEPU ́ LVEDA, NOMINEE TO BE ASSISTANT SECRETARY FOR HUMAN RESOURCES AND ADMINISTRATION, U.S. DEPARTMENT OF VETERANS AFFAIRS

How do you plan to implement Deputy Secretary Gould’s vision for training of VA 

employees? 

Since my confirmation hearing and swearing-in ceremony I have had several opportunities to meet with Deputy Secretary Gould to learn more about his vision for 

investing in human capital. I share the Deputy Secretary’s views on the importance 

of training and how it is linked to the Department’s ability to deliver on the Nation’s commitment to Veterans. An investment in VA’s human capital is also critical 

to President Obama’s and Secretary Shinseki’s pledge to transform VA into a 21st 

century organization. 

VA has the challenging task of transforming a complex infrastructure of 290,000 

people and a vast network of systems, processes, and protocols, into an integrated, 

forward-looking, results-oriented, Veteran-focused workforce essential to serving 

Veterans. It is of paramount importance that the Department not only recruit, hire 

and retain the best people possible to ensure that quality care and services to Veterans continue, but that the workforce is trained and developed to sustain and continuously improve services to Veterans. Therefore, training that develops and empowers our workforce must be at the center of our transformation efforts. 

Since joining the Department, I have reviewed the Department’s Strategic Human 

Capital Plan, which is a roadmap to developing a workforce fully capable of meeting 

the demands associated with the provision of quality health care and the timely delivery of benefits to Veterans and their families. I will implement the cross-cutting 

objectives and strategies of the plan, which include developing leaders who will inspire our workforce and transforming VA into an organization capable of meeting 

the demands of Veterans in the 21st century. 

I will use the Plan to guide strategies to recruit the best talent, to acquire and 

train entry and mid-level employees, to deploy and enhance learning management 

systems, to strengthen the Department’s leadership pool, and to improve service delivery to Veterans. There is an obvious connection between the quality of VA’s workforce and the quality of VA programs and services. I will work with the staff offices 

and administrations to develop, deploy, and evaluate training in the following areas: 

1. Leadership and Management Training supports the development of a corporate 

culture and cadre of agency-wide leadership norms and behaviors, and breaks down 

stovepipes. 

2. Supervisory Training bolsters the critical role that supervisors play between the 

organization’s goals and the employees’ capability to deliver. 

3. Technical Training aligns competencies and skills with employee performance 

and organizational goals. 

262 

4. Transformation Training provides strategic focus and change management 

skills development—including leveraging the inherent value of diversity and inclusion—that establishes an agency’s ability to deliver forward-looking, Veteran-centered, and results-driven service as well as establish a reputation as the kind of employer that will attract and retain outstanding, diverse, and energized talent. 

Finally, I will work to ensure that the Department’s training efforts support VA’s 

workforce planning and succession strategies. I will also create an evaluative framework to assess the efficacy and impact of training on the workforce’s ability to serve 

Veterans. 

Senator AKAKA. Mr. Baker, from what you have learned in the 

short time since you have been nominated, do you have any initial 

thoughts about what is working in the Office of Information and 

Technology today and what is definitely not working? 

Mr. BAKER. Senator, thank you very much for that question, because I think sometimes publicly the Department gets focused on 

what is not going well, and I think there are a number of things 

that are going very well. You know, every day since I have been 

advising the Secretary here for a few weeks, I have seen the operational reports coming through from the IT operations piece. And 

every day the systems at the hospitals, the systems at the benefits 

organization run well, provide good response time, and support the 

operations of the Department. 

Clearly, the Department has made major strides forward in the 

last few years on information security and moved from one where 

I think, rightly, they lived most days in fear of what was going to 

happen next to one which is a much more controlled environment. 

As Senator Burris points out, it is not perfect, and there are continued issues to look at with information loss. But I think the way 

to phrase it is, ‘‘Knock wood, we have not seen another laptop loss 

or unencrypted piece of information go out.’’ So there are good 

things going on in there. 

On the negative side, I think it is very clear that the VA has a 

systems development issue in delivering successful programs. Had 

one failed, it would be one item, but there has been a string of 

those. And so the question that I have to enter with is: How do you 

solve that problem? First, how do you stop the failures from taking 

so long to surface? Because in any organization with 300 or more 

programs ongoing, there are going to be failures. The question is: 

Can you stop them before they become runaway failures? So, that 

is an area. 

Certainly I think just having the right people in the right place 

with the right skills to provide the services is something that I 

want to look at. Do we have the right amount of staff? Are we 

meeting appropriate metrics for an organization of our type in responding to trouble calls, in providing services to the organizations 

that are meeting the veterans’ needs? 

So, just a couple of examples of positive things and negative 

things that I think are aspects of the organization at this point. 

Senator AKAKA. Thank you. Before I call on Senator Burris for 

any other questions, Colonel Gunn, in a recent oversight visit to 

the Board of Veterans Appeals, Committee staff found that there 

is no tracking system to ensure that claims remanded from the 

Court of Appeals for Veterans Claims or the Board of Veterans Appeals comply with the statutory mandate that some claims be adjudicated more quickly than others. Will you please report back to 

263 

the Committee within 60 days with what can be done to rectify this 

issue? 

Colonel GUNN. Yes, Senator. 

[Mr. Gunn’s follow-up responses are posted as Attachment A on 

page 195.] 

Senator AKAKA. Thank you. Let me complete with Mr. 

Sepu ́lveda. As Chairman of the Subcommittee on Oversight of Government Management and the Federal Workforce of the Homeland 

Security and Governmental Affairs Committee, I am committed to 

making far greater use of telecommunicating opportunities 

throughout the Federal workplace. 

What are your thoughts on how VA might expand these opportunities? And what emphasis will you place on telecommunicating? 

Mr. SEPU ́ LVEDA. Thank you, Mr. Chairman, for that question. 

Obviously, when we are talking about the numbers of facilities and 

staff spread out around the country serving a growing number of 

veterans and their families that are located in all parts of the country, including rural areas that are not being served adequately, this 

telecommunications becomes extremely important, particularly in 

terms of telemedicine and in terms of training, distance learning. 

There is a whole variety of activities that can fall under that category, and I think that it is essential that we focus on it. 

I personally believe that we have to do that and we have to do 

it with greater strategic attention and in a much more coordinated 

way. Certainly, I am going to look forward to working with my colleagues here, particularly Mr. Baker, in how do we do that. And 

the other—— 

[Laughter.] 

Mr. SEPU ́ LVEDA. He gets all the issues. 

But, also, the other part of this is part of the cultural change in 

the training to get managers and supervisors to also feel comfortable in being able to delegate authority to staff in other parts 

of the country and be able to provide the supervision and the direction over great distances. That is a cultural change that has to be 

part of the transformation that we are talking about at the Department, and certainly I am going to be working very closely with the 

executive team and the deputy to make that happen. 

Senator AKAKA. Thank you very much. 

Senator Burris? 

Senator BURRIS. Thank you, Mr. Chairman. Just one last point, 

and then I might have a comment if I collect my thoughts on it. 

But I would just like to follow up with a question to Colonel Gunn 

in reference to his views on the rulemaking process. 

If we aim to build a 21st century organization, as you said, VA 

will need to adapt quickly to various needs that arise. The current 

rulemaking process is burdensome and takes an inordinate amount 

of time to complete. How do you propose to improve the process 

about changing rules and implementing new ones? What are your 

thoughts along those lines, Colonel? 

Colonel GUNN. Senator, thank you very much for the opportunity. I must say I have not devoted a great deal of thought to 

that at this point in time. However, certainly, as I go into the Department and transition, I will focus on that. 

264 

The little bit that I know right now is that there is a group within the Office of the General Counsel that is focused on, I would say, 

handling the rulemaking process and being the shepherds of that 

for the Department, and that is a relatively new development. And 

the limited discussions that I have had thus far suggested that has 

proven to be a success. So, I am going to look into it and see what 

we can do in order to enhance it and improve it. 

Senator BURRIS [presiding]. Just a comment, Mr. Chairman—oh, 

I am also the Chairman. 

Having been in Government for so many years—I even worked 

in the Federal Government for a while, but I did not go through 

the confirmation process—but being in Government in a large 

State, when you go into these agencies with your plans and your 

ideas and your commitments, there is a thing called ‘‘inertia in the 

bureaucracy.’’ And you have all these great ideas and plans, and 

you get in there and you want to try to deliver them. You have 

been questioned by us, and you want to try to report back to us, 

but the staff really is not attuned to—they were not up here answering these questions. They do not want what you all are trying 

to bring about. They have been there for 20 years and know all the 

answers; so you are going to come up against some of that. 

I just hope that you all are prepared—I know some of you all 

have been in Government before, so you are familiar with that. I 

am pretty sure the General and the Colonel are, in dealing with 

the military chain of command; and unfortunately, the civilians do 

not operate like the military. And you are going to find that those 

opportunities or those ideas and the answers that you have given 

us and the desires and the hopes of making change is not going to 

be easy. 

I just hope that you all would prepare to deal with that and keep 

your goals in mind, keep the focus in mind of how you can move 

the agency. This is no bad mark on the employees. There is a thing 

called ‘‘protecting their turf’’ and ‘‘protecting their jobs.’’ And innovation is something that they just do not adhere to very easily. It 

is like trying to turn a battleship around, you know, in the middle 

of the lake, if you ever got it in the lake. And you will find that 

the employees are not on the same page as you are. 

So just a little word of wisdom from an old Government employee, a person who spent all of his life in Government. Just be 

mindful of how you can move your people to get your ideas and 

your agenda into place along with your superiors, because, you 

know, there is a Deputy Secretary and you have got Secretary 

Shinseki whom you are going to have to also report. You are also 

going to have to try to carry out those plans and those ideas to try 

to improve the system. And the only reason why we have jobs primarily is because there are problems. If there are no problems, 

there would be no jobs. So when you even create a new position— 

I mean a new idea or a new program—that creates new problems, 

which means some more jobs. 

So I just hope that you all will keep that in mind as you go into 

these great responsibilities that the President has nominated you 

for, and I hope and pray that you will get confirmed for, and you 

will go in there and not let your ideas and your commitment to us 

get pushed aside by the bureaucracy and the people who do not 

265 

want to move, because it is going to be difficult. And I want you 

all to be aware of that and just hope and pray that you can deal 

with it. 

That is my advice to four distinguished appointees. I am honored 

to know you all. 

Thank you, Mr. Chairman. 

Senator AKAKA [presiding]. Thank you very much, Senator 

Burris. 

To all our panelists today, I just want to tell you that I appreciate very much your desire to serve our Nation’s veterans. For the 

information of members and staff, I would like to move these nominations as soon as possible. To that end, I ask that any post-hearing questions be sent to the Committee’s legislative clerk by the 

close of business tomorrow. And I again thank you for bringing 

your families and your friends, and I look forward to working with 

you in this 21st century course that we are taking. It looks good, 

and we have lots of work to do. But we can do it very well together. 

Thank you. This hearing is adjourned. 

[Whereupon, at 10:34 a.m., the Committee was adjourned.] 

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