Is MyVA the Future of Government Service Strategy?
Since its release this week, I have been absorbing and digesting the MyVA Integrated Plan published by the Department of Veterans Affairs. For those who haven’t seen it yet, it is the government service strategy for the transformation of VA to become more veteran-driven and ensure the veteran experience is predictable, consistent, and easy.
The MyVA Task Force has accomplished a lot since it was chartered just last year and the document does a nice job of bringing together all of the moving parts in an organization as big as VA. Here are a few highlights that stood out to me as evidence of progress:
VA took a look in the mirror
Using Secretary McDonald’s model for a high performing organization, the MyVA Task Force assessed the current state of the organization – successful outcomes and blemishes included. They looked at the operations, budget, and political environment in the context of their strategy to really understand the constraints they need work within going forward. This upfront transparency will go along way in communicating honestly with VA stakeholders.
VA is translating their government service strategy vision into action
The Plan translates VA’s customer-centric vision into action through five priorities, Veteran Experience, Employee Experience, Support Service Excellence, Performance Improvement, and Strategic Partnerships. Each priority is supported by several initiatives focused on improving specific aspects of VA – this provides a clear thread between their vision and the actions being taken.
VA is holding themselves accountable
In the Plan, they highlight specific, measurable target outcomes. They talk explicitly about what changes to look for – a single customer-facing website, expanded training and leadership development for employees, and vastly improved internal support services – as evidence of change.
There is one statement, however, that rubbed me the wrong way. It comes in the final paragraph:
“If we do our jobs well, Veterans won’t think much about what we’ve done or how we’ve done it. They will just know they’re receiving some of the best health care anywhere in the world. They’ll know it didn’t take too long to apply for and receive their deserved benefits. They’ll enjoy the home we helped them to finance. Their lives will be richer because of educational opportunities and community connections VA helped to create. And their families will know they’ve been given the utmost respect and final honors when laid to rest.”
VA is selling themselves short, especially with the first sentence. Perhaps as they begin achieving success, the MyVA team will readjust their aim with their government service strategy so that Veterans will ultimately look to VA as the preferred service provider for healthcare, benefits, and memorial services. They will see the service quality they receive as honoring their decision to serve in the armed forces. And they will see all 300,000+ VA employees as advocates in their corner as they transition into civilian life.
Decades from now, I hope we look back and see this initial effort at VA as transformational for government writ
large. As VA learns, adapts, and succeeds, it will become the framework for how we design, implement, and manage government services in the future. Government agencies will look to customer experience as a way to ground their organizational strategies, engage their employees, and better accomplish their mission.