• Heavy Backlogs
• Low Morale
• Poor Physical Plant
• Weak Supervision
• Information Not Shared
• Little Veteran Focus
• Misaligned Management Systems
• Despair

[Graphic of model showing three parts of the process:

1. Inputs - Containing a box with the text: "External Influencing Factors."
   
   
2. Conversion Process - Contains a large box and an oval:
   1. The large box is labeled "Choices," and contains four boxes pointing downward to an area labeled "Systems." The four boxes have the following content:
      • Mission
      • Guiding Principles
      • Strategies to Influence the External Environment
      • Goals and Objectives

      The area labeled "Systems" is encircled by the following terms:

      • Technical
      • Structural
      • Decision-Making and Information
      • People
      • Reward
      • Renewal
      
      
   2. The oval contains the text: "Behaviors, Feelings, and Attributes."
   
   
3. Outputs - Containing an oval with the text: "Outcomes."

Arrows point sequentially from "Inputs" to the large box and oval under the "Conversion Process," to "Outputs" and then back to the oval and large box under "Conversion Process."]

[Graphic with arrows pointing from "Mission" to "Vision" to "Core Values" to the following terms, each pointing to the next in succession:]

• Physical Plant
• Customer
• Decision Making
• People Systems
• Rewards
• Renewal

CORE VALUES

[Graphic of circle containing the text: "Physical Plant"]

[Three pictures of inefficient work settings. The first one shows the work area with many lights disconnected and turned off. The second shows mounds of paper on a table. The third shows a large open area overcrowded with desks and miscellaneous office equipment.]

[Three pictures of modern, efficient work settings. The first shows a well-lit open area with cubicles. The second shows a reception and waiting area with a banner saying "Welcome". The third shows neat cubicles and work stations.]

[Graphic of circle containing the word "Customer."]

[Three pictures of work areas with posters of veterans suspended from the ceiling and a banner stating "We Honor Veterans".]

[Three pictures showing walls with framed pictures of service members and veterans.]

[Two pictures of patriotic displays. One picture shows a POW-MIA flag. The second picture shows other patriotic displays (for example, a display case of medals).]

[Four pictures from the Living Wall Exhibit. The pictures show four framed cases of the glass enclosed exhibit on a wall and show a close-up of one case containing pictures (mostly of people) and another case showing the exhibit's dedication in 1998.]

[Series of pictures showing framed wall displays from the museum.]

[Graphic of circle containing the term "Decision Making."]

Regional Office Operations Center

[Two pictures showing wall displays at the Regional Office Operations Center.]

Division Operations Centers

[Three pictures showing wall displays at the Veterans Service Center Operations Center and three pictures showing wall displays at the Loan Guaranty Division Operations Center.]

[A graphic box containing the word "Team" with lines leading to the following:]

• Work in the Pipeline
• Video Monitor Displays
• Bulletin Boards

WORK IN THE PIPELINE DISPLAYS

[Three pictures of displays with various bar graphs.]

Division and Team Video Display Monitors

[Pictures of two video monitors showing charts. The pictures are labeled:]

• Team Balanced Scorecard Display
• Team Phone Traffic Display

[Picture of video monitor display of a chart titled "Keys to Success." The keys list the 5 balanced measures and their indicators. These are: speed (mail management, folder control, effective screening, analytical development); accuracy (good decision, effective training, oversight review); unit cost (productivity, individual accountability, team work); customer satisfaction (fair evaluations, timely processing, address all concerns, keep veterans informed); and employee development (effective training, communication, recognition).]

[Picture of a bulletin board covered with various charts, tables, pictures, and notices.]

[Graphic showing the Internet home page of the Service Delivery Network.]

[Graphic of circle containing the term "People Systems."]

[Two pictures of charts.]

[Graphic titled "Report Card - VSR" showing monthly account form for the following categories:]

• Overtime
• Leave
• Detail Time
• No. of EP's
• Standard Man Hours
• Minimum Productivity
• Number N'ed
• Percent N'ed

Teams Utilize Displays for Tracking Workload and Old Cases

[Two pictures of workload tracking displays.]

[A picture of a card titled "Thank you for exemplifying our core values" and containing a narrative of core values in list format.]

[Graphic of circle containing the word "Rewards."]

[Graphic box containing the title "Goals and Shares Earned - Team F" and a table showing the following:]

• VSC - 3/31/00 Target: 51.5; Potential Shares: 3; Score: 51.3; Shares Earned: 0
  
  
• Team F - 3/31/00 Target: 48.5; Potential Shares: 2; Score: 51.4; Shares Earned: 2
  
  
• TOTAL SHARES ---- 2

[Graphic of a Microsoft Access screen titled "Peer Assessment Review" followed by five text elements.]

Graphic of form titled "Shares - Earnings Statement" showing an accounting of Group Shares and Peer Shares for John Doe, Veterans Service Center.

[Graphic of circle containing the word "Renewal."]

[Graphic of table showing the following:]

April, 2000

FYTD

Business Line:

• Compensation and Pension - Nation: 51.54; Los Angeles: 51.66
  
  
• Loan Guaranty - Nation: 74.31; Los Angeles: 80.62
  
  
• Vocational Rehabilitation and Employment Service - Nation: 52.17; Los Angeles: 59.4
  
  
• All Business Lines - Nation: 59.04; Los Angeles: 63.43

[Bar chart labeled "LARO C and P Productivity" showing FY 1994 at 69 percent and FYTD 2000 at 97 percent.]

[Bar chart labeled "BVA Remand Rate" showing FY 1996 at 55 percent and FY 2000 at 30 percent.]

[Bar chart labeled "BVA Denial Rate" showing FY 1996 at 21 percent and FY 2000 at 41 percent.]

[Bar chart labeled "Star Accuracy" showing FY 1999 at 66 percent and FY 2000 at 76 percent.]

[Bar chart labeled "VR and E Rehabilitated Veterans" showing FY 95 at 89, FY 96 at 132, FY 97 at 182, FY 98 at 215, and FY 99 at 325.]

[Two bar charts with Customer Survey results:]

1. Overall Impressions - Percent who said VA kept them informed of the full range of available benefits and services (of those who needed this information):
   • Shows that during the period 1996 through 1999, Los Angeles went from second lowest to better than the national average.
   
   
2. Communications Issues: Phone - Percent who thought VA employees were very or somewhat courteous over the phone:
   • Shows that during the period 1996 through 1999, Los Angeles went from second worst to better than the national average.

[Two bar charts with Customer Survey results:]

1. Decisions on Claims - Percent who had a claim granted (of those who knew the status of their claim):
   • Shows that during the period 1996 through 1999, Los Angeles went from lowest in the nation to close to the national average.
   
   
2. Communications Issues: Phone - Percent who got all or most of what they needed to know through their phone contact with VA:
   • Shows that during the period 1996 through 1999, Los Angeles improved while the nation declined.

[Two bar charts with Customer Survey results:]

1. Overall Impressions - Percent who were very or somewhat satisfied with the handling of their claim:
   • Shows that during the period 1996 through 1999, Los Angeles went from lowest in the nation to close to the national average.
   
   
2. Overall Impressions - Percent who said the claims process reflected the courtesy, compassion, and respect due to a U.S. veteran:
   • Shows that during the period 1996 through 1999, Los Angeles went from lowest in the nation to close to the national average.

• Tracking Grant Rates by Rating Specialist

• Holographic Display

• Succession Planning at all levels

• Semper Fi Approach to Training

• C and P Learning Maps

• Enhanced RO Website

• Collocation with VA Medical Center