registered nurse

licensed practical nurse

medical support assistant

nursing assistant

social worker

US Department of Veterans Affairs

I have been assigned to the VA Medical Center, Leavenworth Kansas for 9-10 years.  Over this period, I have been assigned to numerous positions such as pots and pans area, Dish room area, Tray Delivery, Main Kitchen and Centralized tray line.  These assignments required handing of dishes,  cleaning carts, sanitation machine and operation and the care of equipment, operation of the cart lift and patients meals,  preparation of cold foods,  prepare fruit and salads regular truck on the tray line,  prepare diet truck and tray delivery to patient rooms.  I was also assigned to cooking when needed.  I also assisted in the preparation of special pureed items, grind mechanical meat, prepare the vegetable, and cook the meats.  I have been grained and am routinely assigned back up cook position for both morning and night shifts.  All these duties were completed with limited or no supervision
   
	Ability to do food service work without more than normal supervision
In my current position, I perform numerous duties, setting up food trays hot and cold foods in the cafeteria.  Supply and assist in serving salads and desserts and other food items.  Serve correct portions of hot and cold food items.  Deliver patient meals outside the kitchen of buildings 89 and 122.  Delivery food to bedside and assist handicapped patients.  I ensure that a minimum temperature of 165 degrees is maintained in quick chill and ready to dine system.  I always report and changes or suggestions to enhance delivery of patient meals and supplements.

I worked as a food service worker WG-2.5:  I demonstrate a responsible attitude while working with other.  I do shift work making timely deliveries to B89 and 122.  I worked on the weekends and overtime, as a team member to help develop and complete systems tasks, no matter what task are assigned.  Since I been working as WG2 I have experience in working and checking the food trays line ,  that includes setting trays,  hot and cold foods,  regular and diets food dishes, that’s includes milk and butter.  I have experience and understanding in supplying the domiciliary cafeteria line serving correct portions to each patient according to their dietary needs.

I perform these tasks on my own without more than normal supervision.  I have experience in management, setting up, ordering, food supplies, and taking inventory to restock food items.

I keep all my work area clean.  I possess a strong work ethic and I’m conscious of safety for my other co-workers that I work with.  If there’s a safety accident I will report to my supervisor immediately.  I have completed safety and sanitation courses.

I have the ability to read, understand, and follows food preparation and serving instructions, policies.

In my current job, I know and have skills in reading, understanding written and oral instructions in applying rules and food service policies.  I understand that policies must be obeyed, at all times in order that other employees want get hurt in the kitchen areas.  I had to read and follow instructions in preparing and cooking meals.  I had to read and communicate with my co-worker and bosses.  I’m able to stay on task to get the job accomplished.  I’m on time for work every day, I’m assigned to work and I communicate with supervisor on problems and any other situations that may occur.

Technical practice in food service work describes your ability to perform the duties of a FSW in serving modified diet and/or quantity food preparation.

In my current job as a food services worker, I have learned skills in basic cooking Essentials on how to prepare and cook a quantity amount of food.  In my job I have mastered knife skills, basic cooking principals, basic stocks and sauces.  I learned the different types of meats, cuts, along with how to cut up meat.  I have been taught how to use all kitchen equipment that includes can opener, mixer larger and small, buffalo chopper, meat slicer, grinder, steamers, grill, griddle, convention oven, proffers,  stove (gas), broiler, steam jack kettle and tilt skillet.  I have knowledge on how to use each piece of equipment that I worked with each day this allows me to complete quality cooking in timely manner serving.  This has allowed me to communicate with customer service.  I have the experience and working knowledge in acceptable food orders and properly storage and rotating which includes using first in and fist out system.

Ability to use and care for food preparation and serving tools, utensils, and equipment.

I have been trained to take care of all food service property so it doesn’t get damage and to keep it clean will make it last longer.  Our good customer’s service will keep them coming back to our facility.  I have been trained in bacteria and sanitation of equipment and our whole kitchen.  I have worked all different shifts in the kitchen on how to maintain the cleanliness and care for the equipment and utensils.    

Dexterity and Safety in food service work 

I’m always aware and alert of my surroundings in my work area and safety of the kitchen at all times.  I know that the kitchen can be very dangerous if everyone isn’t careful and respect their areas of work and their co-workers.  I have complete courses in food safety and procedures to maintain safety in the workplace.  I have completed safety and sanitation classes at the VA hospital. 
I strive to complete my duties and responsibilities with excellence, speed and safety.  I have an excellent safety record with no accidents.  I have demonstrated exceptional ability to work at speed and accuracy and to coordinate my work with and end result of great satisfaction.  I am thoroughly knowledgeable concerning the use of safety of sanitizing agents and cleaners.  I know the correct safety practices when working with tools, equipment and utensils.  I don’t hesitate to inform other employees when they’re performing unsafe practice and procedures.  I have instructed my other employees in the safety measures I know.

I am secure in my belief that I have obtained all the requirements for the position for the position of Food Service Worker, WG 2.  During my employment, I have constantly sought out ways to increase my knowledge and experience in all areas.  I am always willing to accept additional duties and responsibilities through formal training or on the job training.  I am confident I have mastered all the areas within the scope of the food service worker WG 2.
  I am routinely called upon to train new employees.  Also, because of my eagerness to learn, I am selected by supervisors to train for positions of higher responsibility.  My outstanding performance as a food service worker is evident by the cash awards and individual time off awards I have received, and never had a bad rating.

Like most public service health care jobs, VHA (Veterans Health Administration) national, regional, and local management continually pressure clinical staff to see more patients in less time. 

Therefore, the key to a good VA psychology job is finding a VAHCS (Health Care System) or VAMC (Medical Center) with a strong Mental Health Services (MHS) Chief, Associate Chief, Lead Psychologist, and other influential psychiatrists, psychologists, and clinical social workers. You've got to talk with some psychologists or other MH clinicians at the medical center about this factor. 

Example question: "How hard does the Mental Health Services leadership work to protect clinical staff from undue pressure to increase production?" "How effective are they in this regard?"

The MHS Chief is usually a psychiatrist, but not always. Fortunately at the VAMCs where I worked over the course of several years, psychologist-psychiatrist relations were at least as cordial and cooperative as other places I've worked in a 25-year career, and the psychiatry-psychology relationships were better at the VA than at many other jobs. The private sector is the worst, i.e., more enmity and lack of cooperation between the two professions, even to the point of hurting patient care. 

The VA offers many different types of jobs, e.g., clinical-health psychology in the PCMHI programs (Primary Care Mental Health Integration), and in some specialized geriatric treatment programs, and home-based care. There are also forensic psychology positions ("forensic" simply meaning "legally-related") conducting "C&P exams" (Compensation & Pension examinations) with veterans who have filed a disability benefits claim for PTSD or other mental disorders. However, those jobs can be awful if they require you to conduct more than 10-12 evaluations per week. Many VA managers, including many psychologists, will tell you that the evaluations are relatively easy and that you can do 20 or more a week. But that means conducting subpar, ethically questionable "evaluations" and "giving vets what they want" much of the time. Therefore it's vital to speak with current C&P psychologists or psychiatrists at the facility to determine the work environment. 

I am not a neuropsychologist, but my impression is that there are many very interesting neuropsych jobs at VA. Even though it would mean a "lower" salary for me as a clinical psychologist, I believe neuropsychologists should receive higher pay, i.e., GS-14 with two years post-licensure experience. But currently they are on the same GS-13 pay schedule as clinical/counseling psychologists. Maybe that will change, but it's the government so change will only come after a long period of sustained effort. 

The good news is that once you "get in", i.e., are hired for a full-time permanent psychologist position, you have a leg up on other applicants for other VA jobs down the road. If you are a veteran you will definitely receive preference as there are not many psychologists who served in our Armed Forces. You will also be a huge asset to the other mental health professionals with whom you work. I learned a ton from my veteran colleagues, almost all of whom were quite generous in helping me better understand military culture and "what it's really like" serving in the military.

The VA had a bad reputation among psychologists when I was in grad school (1980s) and into the 1990s. Some of that negative reputation was an accurate reflection of working conditions, and some was prejudice. However, beginning in the 1990s (seeds were planted earlier) VA medical centers became increasingly more professional and supportive of their clinical staff. 

VA is a huge government bureaucracy so you must expect bureaucratic craziness and a slow pace of change if you want to have job satisfaction. If you're an entrepreneurial hard-charger you will not be happy. 

VA psychologist salaries are higher than national averages and the federal benefits package is among the best of any employer. 

As a newly graduated psychologist, getting a job at VA can be a challenge, especially if you did not do an internship at a VA, and you're not a veteran (which is the case for most psychologists). One strategy to consider, if it works for you, is to apply to every job for which you are qualified--learn how to use USAJobs.gov effectively--with a focus on psychologist jobs in rural areas.

Good luck!

The va is still living in an 80’s era where online scheduling access is non-existent. The va has failed to adapt to modernization and is seriously lagging behind. It’s 2020 already and your still running things old school with ancient legacy technology as if telephone is the only option, thus further making it complicated for veterans to get the healthcare they need.

If the va would grant full open access to online appointment scheduling to veterans, you would not have a high call volume on a monday or any other day with veterans complaining of being on hold for over 30 mins to an hour, thus placing tremendous amount of stress on your msa agents to clear the que. 

If call center metrics were non-existent you would have a continued dedicated staff of msa’s, yet bdms leadership imposes such excessive micro-management in metrics (length of call, not ready status, etc..), Which has caused a high turnover of msa’s to leave from being overworked and burnt-out. Your call stats are heavily scrutinized from a 3 to 4 minute call handle time which is impossible to achieve constantly on a daily basis, to bi-weekly call metric reports telling msa’s they are too slow in handling calls and need to be faster !!!

If I remember correctly, bdms management wanted to cut back on relaying messages via trm to the providers which profoundly sever’s an important communication link for veterans and their family members to provide critical health information to the patients health care team. And recently they took away our skype usage privileges which also serves as an important quick communication tool to reach providers when veterans receive messages from their care team to contact them back and for emergent needs. 

As a veteran myself, it really very sickens and disgusts me that this is how bdms wants to treat our veterans. And I am highly suspecting the reason for all this is because bdms leadership/management wants to improve their call center metric numbers which is what they only seem to care about most of these days, therefore disregarding and ignoring the veterans needs. So its basically numbers superseding over service to our veterans. By doing this you are doing a very foul disservice to your veterans who have served your country and protected your freedom, and I would not hesitate to blow the whistle on this via news media to the veterans in our northern california community, so they know this is how they are being treated !!!

To veterans who are reading this post, if your not receiving the proper healthcare you need, you can launch your complaints with the northern ca chief of bdms “benefits and data management service”. This is the individual who enforces these standards and ridiculous hard to meet call center metrics. This inturn is relayed down to call center data managers and supervisors who then enforce these standards on us call center msa’s. And this is what hurts veterans the most, when msa’s are being confined to a 3 to 4 minute call handle time and are scrutinized for being on “not ready status”. We msa’s utilize that “not ready status” for an important reason to communicate important health information to the providers which can be lengthly messages and re-scheduling consultations through old vista which is time consuming due to the old legacy system architecture that is being used.

Advice to bdms management, if you want to retain hard working talented call center msa’s, cut them some slack and make their jobs easier. By not taking care of your employees and the more you continue to make their jobs harder, the more employees you have who will become burnt-out and eventually leave. 

If you want to be treated as an individual and recognized for your dedicated hard work, I recommend working elsewhere. On the other hand if you want to be treated as a statistical metric number and be confined to a computer and headset for 8 hrs a day, then by all means work for the northern california va call center.

I enjoyed working at the VA Medical Center, until my last few years there. The job that I once enjoyed became very stressful when my last Nurse Manager and I had a personality conflict. The job that I once loved became a job that I now despised. I felt that my nurse manager did not know how to separate her personal feelings from what was required of her as a professional. I felt that it was okay for her not to like me but her dislike should not have interfered with the way that she rated my professional performance; although that was not the case. She struggled with maintaining professionalism when she supervised her employees. Many nurses under her management retired early, quit or they were driven out due to the micro-managing behavior and the unfair treatment to individuals whom she did not like. I have worked for the government for over eleven years and not once have I had any problems like I have had under her management. Nor have I ever seen any individual in management behave with such unprofessionalism. I was very upset that I had been pushed out but I felt as if I had no choice but to resign because our union was weak and I did not get the support from them that I should have. I am outraged because I am a veteran and if anyone belonged there, it should be me. I share a connection with our vets and she has not served in any branch of any service. After she took over the job as nurse manager on my floor the moral on that unit plummeted drastically. I feel that no one really cared because she was in charge of bringing the money into the VA, and that was all that mattered at the time. I have had many sleepless nights because of this injustice, and that is why I decided to quit my job as an LPN on my unit at the Veterans Hospital. I am a very caring and compassionate nurse that displays the highest quality of nursing care to my patients. I have always treated all of my patients like I would want my family members treated, with dignity and respect. Although I felt harassed on my job I never let it affect the care that I rendered to my patients because I am a professional and I understood what was required of me when I decided to become a nurse. My nurse manager's harassment has caused me a great deal of stress to the point that I became depressed and compulsive by constantly checking and rechecking things just to be sure that she could not write me up for anything. The stress got to the point where I no longer enjoyed going into work that is when I knew that I had to get out. The preferential treatment and the micro-managing really started to eat at me, until I resigned. The union stated that they were not able to reassign me to another area because I was part-time. I did not feel that was the truth because I have seen them create positions for people before so, I wondered, why couldn't they do it for me. Before my last nurse manger came to oversee the floor that I worked, I loved coming to work and I have always felt like the people that worked with at the VA, were like family.

The first Federal agency to provide medical care to veterans was the Naval Home in Philadelphia, PA. The home was created in 1812 and was followed by the creation of Soldiers Home in 1853 and St. Elizabeth's Hospital in 1855. Congress created the National Home for Disabled Volunteer Soldiers in 1865 in response to the high number of Civil War casualties. These homes were initially intended to be room and board for disabled veterans. However, by the late 1920s, the homes were providing a level of care comparable to hospital care.

President Hoover created the Veterans Administration (VA) in 1930 to consolidate all veteran services. General Omar N. Bradley was appointed to VA administrator and Bradley appointed Major General Paul Hawley as director of VA medicine, both in 1945. Hawley successfully established a policy that affiliated new VA hospitals with medical schools. Hawley also promoted resident and teaching fellowships at VA hospitals. Ultimately, Hawley was responsible for starting the hospital-based research program at the VA. Bradley resigned in 1947. However, upon resignation, 97 hospitals were in operation and 29 new hospitals had been built. As a result, the VA health system was able to serve a much larger population of veterans than it had served in previous years.

In 1988, President Reagan signed the Department of Veterans Affairs Act, which elevated the VA to Cabinet-level, then becoming known as the Department of Veterans Affairs. The Department of Veterans Affairs oversees the Veterans Health Administration.[5]

In the mid-1980s the VHA was criticized for their high operative mortality. To that end, Congress passed Public Law 99-166 in December 1985 which mandated the VHA to report their outcomes in comparison to national averages and the information must be risk-adjusted to account for the severity of illness of the VHA surgical patient population. In 1991 the National VA Surgical Risk Study (NVASRS) began in 44 Veterans Administration Medical Centers. By 31 December 1993 there was information for 500,000 non-cardiac surgical procedures. In 1994 NVASRS was expanded to all 128 VHA hospitals that performed surgery. The name was then changed to the National Surgical Quality Improvement Program.[6]

Beginning in the mid-1990s VHA underwent what the agency characterizes as a major transformation aimed at improving the quality and efficiency of care it provides to its patients. That transformation included eliminating underutilized inpatient beds and facilities, expanding outpatient clinics, and restructuring eligibility rules. A major focus of the transformation was the tracking of a number of performance indicators—including quality-of-care measures—and holding senior managers accountable for improvements in those measures.[7]

For me this year started out helping my Recreation Therapy team by providing coverage at the Livermore facility.  I started my tour in Livermore early December 2013 and stayed until June 5th ,2014 due to my unit at 520 being closed for renovations.  
While at Livermore, I had the pleasure of training one of my co-workers who was hired in April 2014.  As well as, providing guidance to another co-worker who was struggling to deal with some difficult volunteers. 

While at Livermore I provided coverage for groups and covering holidays,  arranged new programming, brought more monthly musical groups for Vets to enjoy.  I was also responsible for being on top of the documentation/assessments & quarterly notes for the 45 vets on my unit CLC1.  In addition to these responsibilities, I also created the monthly Recreation Therapy calendars for the CLC, building 90.      
During the month of December, I assisted with the Annual Holiday Party for the building b/c this was my co-worker’s 1st time planning & attending this event and I had previously worked at Livermore and arranged for this event.  So I was very familiar with the setup of all 3 rooms as well as guiding the volunteers with decorations for the room.  My coworkers were very pleased that I was able to assist them b/c they were not aware that we utilize the PT room to set up the drinks and desserts there.        

In the month of December, we had gotten several requests from Vets who wanted to go on a scenic drives around town to see the Christmas lights.  I was able to think outside the box and arrange to pick-up the wheelchair bus from Menlo park and drive to Livermore to take the vets around town to see the Christmas lights. This outing was  a super hit with the vets because it brought back memories of their childhood & they reminisced with me as a group and thanked me profoundly, which in-return gave me great confidence that I was able to assist my nations Heroes.  

I also arranged for  Pleasanton Musical orchestra to come and perform for the vets on a very short notice.  It was a great success and all the vets came out to the main dining room to enjoy listening to the 42 people orchestra.  

In the months to follow, I was able to assist with making master lists of all the volunteers who come in to CLC on a regular basis to read to the vets, or provide coffee or play bingo/blackjack/poker with the vets.   Also we created a list of all the BBQ organizations who come to CLC throughout the year.   I was also in-charge of creating the monthly calendar that is posted in all the veterans rooms so everyone is aware of the activities and upcoming programs that are happening for the month.  Also I was responsible in maintaining the big calendar board for the month as well. 

Overall, I played a major role at CLC LVD for the 6months I was there.  I was given the responsibility of the lead and providing best customer service to all who came in contact with me.

If you are detail oriented, can retain information, have an average familiarity with basic computer skills, disciplined enough to work from home, and have a genuine desire to be a part of the process that helps Veterans receive their benefits, you should STRONGLY consider this position. You’ll review applications, military records, medical records, you’ll determine if medical exams are warranted for disability claims, you’ll order those exams, you’ll identify and request any documentation/supporting documentation needed to complete claims, contact Veterans to clarify information they’ve provided, etc. After you’ve completed your training as a new employee, you’ll be on “second signature” where someone will review ALL of your work and give you feedback. Once you’ve shown that you’re competent, you’ll move from second signature onto production and standards, at which point you’ll have “quotas” to meet. You’ll be expected to complete X amount of work each day/pay period/month, and you’ll be expected to have a “quality” rating for each month. A few claims you work each month will be randomly pulled by a quality review team who will inspect the work you’ve done to make sure you’ve done everything you were supposed to. For each claim they review, they’ll identify 6-20 tasks (just throwing out numbers) that you should have completed, and they’ll identify how many of those you completed correctly. If you completed 6/6 tasks correctly, your quality score would be 100%. Most VSRs are in the 85-95% range. 

I enjoy the actual work because I’m a very detail oriented person. I, along with most of my team, am also a Veteran, so I feel a personal sense of purpose towards doing my job well. Telework is great, as you can adjust your hours each day with ease, but I often look forward to my one in-office day a week because I do enjoy talking to people while I’m working. This is honestly the best job I could have imagined landing once I left the military, and I don’t have any intentions of leaving it, not even for a higher paying opportunity.

The hardest part of the job is really feeling overwhelmed with information for the first several months. There are so many manual references to become familiar with, various systems you’ll use to request records and update information, there’s just a LOT to know, and every claim could require a different system to obtain/update the same information. You WILL feel lost, you WILL feel like this isn’t for you, you WILL feel like you might have made a mistake for a good 2-4 months. You WILL get past this.

It is always a very friendly and professional atmosphere in the Medical Intensive Care Unit at the VA in Birmingham. We all take our career and responsibilities to our country's veterans very seriously. We are very organized and show pride for being so. Upon arriving for my shift, all RNs from the previous shift will have a detailed patient report sheet to hand off to the next RN. Although the detailed report sheet is very essential, all the RNs, usually approximately six, are responsible for verbally receiving report in each patient's room including the patient's that are not assigned to you. The purpose for this is because we all need to have some understanding about each patient in the unit, not only the ones assigned to any particular nurse. The MICU is a total patient-care unit, therefore, there are not any LPNs or CNAs to assist with patients. This decreases fragmented patient care. One of the best learning experiences comes from being included in the rounds with the attending physician and the interns of our assigned patients. RNs are always present in the room to receive the most recent detailed information on the patient's status and to ask and questions of concern. In cases when a patient is alert and oriented, this also allows us to explain further details to patients who did not quite understand the terminology used by the physicians. That leads to greater patient satisfaction because the patient feels more involved with his or her care. I am extremely fortunate to have management and colleagues who are very selfless and never hesitate to lend a helping hand. Management really tries to remain open-minded when concerns are expressed or suggestions are mentioned. The most difficult part of my job is loss of life. Unfortunately, the MICU receives a fair amount of terminally ill patients and it's sometimes difficult to accept that after everything medically has been done but yet, it wasn't enough to reserve life or improve quality of life. Ensuring a patient's comfort at the end of life is often times more accepted by the patient than it is for the patient's family. Saving a patient's life or making a patient's quality of life better is by far the most enjoyable part of my career. Patient and family education is essential for improving a patient's quality of life and education is treated just as important as any other part of the nursing process.

The atmosphere is awful. We are understaffed in every department. Management is always on the offense, trying to get employees in trouble for stupid trivial stuff. The whole building is extremely top heavy on management. Always trying to justify their jobs. All area hospitals are paying much much more than this place, and management refuses to address the issue with the whole hospital. Certain departments will get market adjustments, while others actually get pay taken away. We have big trouble attracting qualified applicants and retaining staff. 
You have to park your car in a demilitarized zone off campus if you’re new to the hospital. It takes about nine years to get garage parking. So you’ll have to show up at least 40 minutes early to catch the bus from the ‘hood the hospital.
We haven’t had a decent raise in years. Our most recent raise was about 1.4%.  And they’re taking away incentive bonuses at the end of the year. Not that the bonuses are worth enough to mention-always less than 1000 dollars. This year much less. 
We have a police department here that actually gives out tickets for speeding in the parking garage, expired inspection/registration, etc. It’s awful to realize after a long twelve hour shift, basically donating your time to this place, that you’ve got a 75.00 ticket plastered to your windshield-courtesy of your employer!
We never have adequate supplies or equipment to do our jobs properly. Our treatment modalities are at least ten years behind any progressive hospital anywhere in the country. 
This is a teaching hospital, so we get medical residents all year long. They are absolutely the worst i’ve ever seen.  Apparently, the VA system is a catch-all for residents that can’t secure a residency at a progressive hospital. 
It doesn’t take long at all to notice that these “doctors “ don’t know what they’re doing. 
Even the attending physicians are lacking in just about every aspect of medical proficiency and knowledge. They are rude to staff, treat everyone with such disrespect, they absolutely don’t have the patients best interest at heart. 
I can definitely sum my review of this system and more specifically-the syracuse va medical center by stating the obvious. If you want to know the wrong way to go about properly running a complex system such as healthcare, you need only look at the VA as a prime example of blatant incompetence courtesy of the federal government. 
I won’t leave much identifying information on this review, as I fear reprisals from management.

Working in the call center wasn’t horrible but definitely challenging. You are overloaded with information that’s pretty impossible to learn and retain because policies and guidelines change constantly. You are expected to be able to answer veteran inquiries, which can be a daunting task because veteran benefits are extensive. Yes they have some benefits broken up where you would route the caller to a specialist, such as questions about specific education or home benefits. The call center reps are expected to know & explain all benefits, but in a general capacity…the problem is that it’s too many and too much to keep up with. The job would be WAY better and less stressful if reps were limited to specifically 3 areas and only master those 3 instead of having to master 20. But that would require more reps and more money. It’s much better for a business bottom line to have 10 reps that can do everything than have 30 that specialize in 1 or areas. The work isn’t hard, it just so much to know & learn WHILE also having call time quotas to meet. Trying to answer a veteran’s 5 questions that you barely know the answers to yourself so you have to go researching under 7 mins is overwhelming. Not only that, you have to answer the question in a certain way because you’re graded on that too. The pressure of knowing the correct answers, if you don’t know it then finding the correct answers, and meeting call time quotas was the biggest thing with me. Your manager wants you to give vague or limited answers just to meet call times. The thing was to get them off the line quickly so that you can quickly answer the next caller so the caller que is quickly reduced. It’s all about numbers. I’m a veteran myself so I didn’t feel right rushing a fellow vet or giving vague and limited answers all in the name of meeting call time or caller que quotas. It comes off as very uncaring.  All in all if you are great with working under pressure, you love learning/fast learner, you love doing research, this is a great job with great benefits. There’s tons of team support, tons of learning material, and ample room to grow. The job also pays pretty well IMO. If you can plow through learning all the extensive VA benefits, it’s a great job. 

Top Job Titles	Average Salary
Registered nurse 139 salaries reported	$112,271 per year
Licensed practical nurse 98 salaries reported	$63,029 per year
Medical support assistant 106 salaries reported	$59,804 per year
Nursing assistant 80 salaries reported	$59,001 per year
Social worker 112 salaries reported	$110,106 per year

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