Bridging the Civil-Military Divide Inside the VA

Bridging the Civil-Military Divide Inside the VA

The most effective VA teams I have seen are those composed of both veterans and civilians who can communicate across the civil-military divide. Veterans bring firsthand knowledge of military culture, command structures, and the unique stressors of service. Civilians often bring specialized expertise in health care administration, policy, and data analytics. When these strengths are combined and respected, the result is a more responsive and effective institution. However, this collaboration requires intentional leadership that values both perspectives without allowing either to dominate.

One persistent challenge is the difference in expectations. Veterans are used to a chain of command where decisions are made quickly and orders are executed without delay. The VA, like many federal agencies, operates within a bureaucracy that often slows down decision making. This friction can be frustrating for both sides. Leaders must actively facilitate communication, ensuring that veterans working in or interacting with the VA understand the constraints under which the agency operates, while also advocating internally for process improvements that reduce unnecessary red tape. The Veterans Health Administration’s efforts to streamline hiring processes, for example, came from acknowledging that the traditional HR system did not meet the urgency of veteran care needs (GAO 2023)¹.

The Role of Veteran Identity in Service Delivery

Veteran identity is not just a demographic box to check - it informs how we perceive trust, authority, and support. When veterans interact with someone who has also worn the uniform, there is often a sense of immediate credibility. This dynamic can be powerful in service delivery, particularly in mental health, benefits counseling, and case management. Peer support programs have shown marked success in improving outcomes for veterans by leveraging this shared identity. A 2022 VA study found that veterans paired with peer specialists were more likely to remain engaged in care and report satisfaction with services (U.S. Department of Veterans Affairs 2022)².

However, relying solely on shared identity without proper training can be problematic. Not all veterans have the same experiences, and assuming a homogenous veteran perspective risks alienating those whose service was different, complicated, or traumatic. Peer specialists and veteran staff must be trained not just in technical competencies but also in cultural humility and trauma-informed care. This approach helps mitigate the potential for re-traumatization and builds a more inclusive system that supports veterans across the full spectrum of experiences.

Operational Accountability and Mission Drift

One of the hardest challenges inside the VA is maintaining operational accountability while avoiding mission drift. The original mission of the VA was to care for those “who shall have borne the battle” - a clear, targeted mandate. Over time, as needs have diversified and expectations have grown, the VA has been asked to do more with the same or fewer resources. This can dilute focus and leave employees unclear on priorities. For those of us who served, mission clarity is not a luxury - it is a necessity. When the mission is unclear, performance suffers and morale drops.

Practical steps to mitigate mission drift include setting clear performance metrics tied to veteran outcomes,