Instructions Strategic Plan: Part 3 In this third part of the final strategic plan development assignment, you will follow up on the content that you developed during the first two sections by adding

Instructions Strategic Plan: Part 3 In this third part of the final strategic plan development assignment, you will follow up on the content that you developed during the first two sections by adding
Strategic Plan: Part 2 George Landry Columbia Southern University Strategic Plan: Part 2 The Results of SWOT Analysis The Veterans Benefits Administration (VBA) is the department within the United States federal government that oversees veterans’ benefits. The VBA is responsible for providing benefits and services to veterans and their families, including disability compensation, pension, education assistance, home loans, life insurance, and burial benefits (Fried et al., 2019). The Claims Processing Department is the division of the VBA responsible for processing and approving or denying claims for benefits. The Claims Processing Department is facing several challenges in the coming years. First, the department is dealing with an increasing number of claims from veterans. The number of disability claims has more than doubled in the past 10 years, and the number of pension claims has increased by more than 60%. Second, the department is dealing with a growing backlog of claims (Fried et al., 2019). The average wait time for a disability claim to be processed is currently over 300 days, and the average wait time for a pension claim is over 600 days. Third, the department is facing budget cuts. The Department of Veterans Affairs (VA) has proposed a budget cut of $3.3 billion for the Claims Processing Department for the fiscal year 2017 (Fried et al., 2019). Fourth, the department is dealing with a high rate of error in claims processing. A recent audit found that the department had made errors in nearly one-third of the disability claims it processed. These are just a few of the challenges that the Claims Processing Department is facing in the coming years. To address these challenges, the department needs a strategic plan that outlines its goals and objectives and guides its efforts in achieving them (Fried et al., 2019). The VBA is also facing many external threats, including the potential for decreased funding from the government and increasing competition from other organizations that provide similar services (Monteith et al., 2021). Additionally, the VBA has identified several areas where they could improve, including modernizing their technology and improving their customer service. However, the VBA also has several strengths, including a large customer base and a well-trained staff. Furthermore, the department has other strengths including its large budget and its experience in processing claims. The department’s opportunities include the growing number of veterans returning from Iraq and Afghanistan, and the increasing use of technology to process claims (Monteith et al., 2021). The department’s weaknesses include its lack of IT capabilities and its large number of employees. Overall, the VBA has a lot of opportunities to improve their operations, but they also face some significant threats. The Claims Processing Department should use the results of the SWOT analysis to develop a strategic plan that will address the department’s strengths, weaknesses, opportunities, and threats. The plan should include specific goals and strategies that will help the department meet its objectives (Monteith et al., 2021). Stakeholder Identification The development of the strategic plan will involve input from a variety of stakeholders, including employees of the VBA and the Claims Processing Department, veterans and their families, and members of Congress (Chen et al., 2006). Internal stakeholders for the Claims Processing Department include employees of the department, as well as management and executives within the VBA. External stakeholders include veterans and their families, as well as other organizations that provide services to veterans (Chen et al., 2006). The needs and participation of these stakeholders will likely influence and contribute to the plan’s development. For example, the VBA will need to consider the views of employees to create a plan that is achievable and realistic. Employees will need to be involved in the development of goals and objectives, as well as the implementation of the plan. In addition, the VBA will need to work with veterans and their families to understand their needs and priorities. The views of veterans and their families will help to ensure that the plan meets the needs of those who will be most impacted by it (Chen et al., 2006). Finally, the VBA will need to collaborate with members of Congress to get support for the plan and to ensure that it is funded adequately. All of these stakeholders will play a role in the development of the strategic plan and will help to ensure that it is successful. By collaborating with these stakeholders, the VBA can create a plan that meets the needs of all those who will be impacted by it. References Chen, J., Rosenheck, R., Greenberg, G., & Seibyl, C. (2006). Factors Associated with Receipt of Pension and Compensation Benefits for Homeless Veterans in the VBA/VHA Homeless Outreach Initiative. Psychiatric Quarterly, 78(1), 63-72. Fried, D., Helmer, D., & Davey, V. (2019). The Methodological Challenges of Using Veterans Benefits Administration Disability Codes to Ascertain Agent Orange Exposure Among Vietnam Theater Veterans With Service-connected Disabilities. Medical Care, 57(2), 172-173. Monteith, L., Holliday, R., Hoffmire, C., & Bahraini, N. (2021). Female Veterans’ Willingness to Seek Veterans Health Administration and Non–Veterans Health Administration Services for Suicidal Thoughts and Mental Health Concerns. Medical Care, 59, S23-S30.
Instructions Strategic Plan: Part 3 In this third part of the final strategic plan development assignment, you will follow up on the content that you developed during the first two sections by adding
Strategic Plan Name Institution Affiliation The Organization Selected The organization selected is the Veterans Benefits Administration (VBA). The particular policy or department that the strategic plan will be developed for is the Claims Processing Department. The Veterans Benefits Administration (VBA) was created on January 21, 1991, as a result of the Department of Veterans Affairs Reorganization Act of 1989 (Fried et al., 2018). The VBA’s primary mission is to provide veterans and their survivors with benefits and services earned through military service. The VBA is structured into three regions: East, Central, and West. Within each region, there are field offices that process claims and deliver benefits to veterans and their families. Why the Policy Deserves Strategic Planning The VBA is in charge of providing veterans with a wide range of benefits, including disability compensation, pension, education, home loans, and life insurance. In recent years, the number of veterans seeking assistance and filing for claims from the VBA has increased significantly, leading to longer wait times for benefits, a higher backlog of claims, and a greater cost to taxpayers (Ensrud & Sandefer, 2012). A strategic plan could help the VBA address these issues and improve the delivery of benefits to veterans. Challenges during the Strategic Planning Process The Veterans Benefits Administration (VBA) could face various challenges during the strategic plan process. First, the VBA could experience resistance from employees who are opposed to change. Second, the VBA could face budgetary constraints due to increasing demands for services. Third, the VBA could encounter resistance from veterans who are reluctant to change the way they receive benefits and services (Wright, 2020). Finally, the VBA could experience opposition from outside stakeholders who are opposed to its policies. To address this challenge, the VBA should ensure that staff members are involved in the planning process and have a voice in shaping the plan. Additionally, the VBA should communicate its goals and objectives clearly to staff members and provide them with regular updates on progress made towards meeting those goals (Wright, 2020). Nevertheless, VBA has several strengths that it can capitalize on during the strategic plan process to overcome the challenges. First, the VBA has a large pool of experienced employees who are knowledgeable about the department’s programs and services and can be used to reduce the level of resistance through education (Fried et al., 2018). Second, the VBA has a well-developed infrastructure that can be leveraged to deliver services more efficiently. Third, the VBA has a strong brand that is respected by veterans and the general public. Finally, the VBA can adapt to changing conditions and is willing to make changes to improve its services. All these strengths can be used by VBA to overcome challenges that might be experienced throughout the strategic planning process (Fried et al., 2018). List of References Chen, J., Rosenheck, R., Greenberg, G., & Seibyl, C. (2006). Factors Associated with Receipt of Pension and Compensation Benefits for Homeless Veterans in the VBA/VHA Homeless Outreach Initiative. Psychiatric Quarterly, 78(1), 63-72. https://doi.org/10.1007/s11126- 006-9027-6 Fried, D., Helmer, D., & Davey, V. (2018). The Methodological Challenges of Using Veterans Benefits Administration Disability Codes to Ascertain Agent Orange Exposure Among Vietnam Theater Veterans With Service-connected Disabilities. Medical Care, 1. https://doi.org/10.1097/00005650-900000000-98513 MacGregor, C., & Heilemann, M. (2017). Deserving Veterans’ Disability Compensation: A Qualitative Study of Veterans’ Perceptions. Health & Social Work, 42(2), e86-e93. https://doi.org/10.1093/hsw/hlx017 Manske, J. (2006). Social Work in the Department of Veterans Affairs: Lessons Learned. Health & Social Work, 31(3), 233-238. https://doi.org/10.1093/hsw/31.3.233 Roosa, S. (2016). From the Editor: Strategic Planning. Strategic Planning For Energy and the Environment, 36(2), 5-7. https://doi.org/10.1080/10485236.2016.11771071 Sanders, D. (2016). Influencing Change: Leadership From a Foundation’s Perspective. Human Service Organizations: Management, Leadership & Governance, 40(4), 302-304. https://doi.org/10.1080/23303131.2016.1165048 Steinberg, R. (2007). Strategic planning for public and nonprofit organizations, by John M. Bryson. San Francisco, CA: Jossey-Bass Publishers, 1988, 311 pp. Price: $24.95 cloth. Journal of Policy Analysis and Management, 8(4), 679-683. https://doi.org/10.1002/pam.4050080416 Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298-318. https://doi.org/10.1016/j.leaqua.2007.04.002 Zeng, H., Zhao, L., & Zhao, Y. (2020). Inclusive Leadership and Taking-Charge Behavior: Roles of Psychological Safety and Thriving at Work. Frontiers in Psychology, 11. https://doi.org/10.3389/fpsyg.2020.00062 References Ensrud, E., & Sandefer, A. (2012). Poster 280 The Development and Benefits of a Veterans Administration-Based Neuromuscular Clinic in Improving Physiatry Residents’ Neuromuscular Education. PM&R, 4, S284-S285. https://doi.org/10.1016/j.pmrj.2012.09.893 Fried, D., Helmer, D., & Davey, V. (2018). The Methodological Challenges of Using Veterans Benefits Administration Disability Codes to Ascertain Agent Orange Exposure Among Vietnam Theater Veterans With Service-connected Disabilities. Medical Care, 1. https://doi.org/10.1097/00005650-900000000-98513 Wright, P. (2020). Strategic planning. Nursing Management, 51(4), 40-47. https://doi.org/10.1097/01.numa.0000654860.02889.d3