Veteran Healthcare
Veteran healthcare needs are not always immediately known after release, leaving many Veteran unaware of services they will eventually require. For example, many brain injuries are not immediately identified due to the absence of visible injuries or obvious symptoms. Symptoms frequently co-occur with criteria for psychological injuries as well, making the distinction even more muddled. To exemplify this, consider how blast injuries were not only a common characteristic of combat missions in Afghanistan but continue to be a risk in training as well. Nevertheless, factors like this are often not taken into consideration.
Chronic pain is among the most frequent difficulties Veterans face. Musculoskeletal symptoms are indicative of service-related injuries due to the need for many Members to repetitively move or be forced to remain in static or otherwise difficult postures while bearing the weight of their kit. Muscle stiffness or pain in the neck, shoulders, back, and hips are commonly described to me. For example, if you have ever experienced sitting in an awkward position because of a holster, you will likely resonate with what was just described. Even the lack of sensation in fingers because of nerve tension is a frequent difficulty many Veterans experience long after their release.
Power Dynamics
VAC serves a similar role to a third-party payer; in the same way any insurance company works. Their role is to provide authority in the approval or denial of claims from Veterans, which puts them in a place of holding significant control over benefits, such as for financial support or healthcare services that Veterans may need.
This power dynamic between Veterans and VAC is characterized by the need of Veterans to frequently navigate bureaucratic systems involving complex and often changing policies and regulations. This places VAC in a position of power as they control the approval and distribution of these benefits, or denial of them. For Veterans, this can quickly lead to challenges in achieving necessary treatment or other assistance after release.
This frustration, due to what many describe as feel they are being judged as frauds, creates a growing disconnect between not only Veterans and VAC, but Veterans from the assistance they need. Certainly, some claims submitted to VAC are likely very suspect. However, the same concern can easily be raised that some at VAC may neglect files or fail at other fiduciary responsibilities. Having a good case manager can make all the difference, much like having a Veteran willing to take a seat at the table.
Developing Trust
The Government of Canada frequently promises to hire more case managers. However, there are at least two problems with this solution. It neither addresses the lack of power a VAC representative has when constrained by bureaucracy, nor addresses the lack of trust or faith Veterans have in the institution. This often highlights the violations some Veterans already disclose to me after leaving service, and likely only intensifies the physical, mental, and social dimensions of distress they already experience.
Certainly, logic of simply pouring more funding into the system might seem appealing at first glance. However, the notion that hiring more case managers, bound by layers of bureaucracy that can make offering support more difficult, will somehow address the critical need for trust-building between Veterans and the system. Higher monetary investment cannot substitute for genuine relationships. Without fostering an environment where Veterans feel valued and heard, there is a risk transforming our well-intentioned financial solutions into just another bureaucratic hurdle. Investing in the human element
Certainly, resiliency is an important quality for us as Veterans, and we should not become exclusively dependent on systems for support. However, many Veterans believe multiple organizations that were once meant to create a sense of community have failed to live up to their promises. In regards to VAC, understanding the lived experiences and challenges of Veterans cannot be addressed by simply increasing the number of case managers, who are already bogged down with processes that miss opportunities to enhance compassion, and ultimately compensation.
