2012 and almost 25,000 in 2013. As of july 6, over 50,000 children have been apprehended and placed in our care in fy 14. To address the associated challenges, a twopronged strategy has been put together. One is to drive down the length of time the children remain in shelters. The other is to expand our shelter capacity. When it comes to time, the children that are in our care, we have made significant progress. Since 2011 when it took 75 days to reduce that time to 35 and are continuing to make progress to move in more quickly. About 1700 beds and since january, and we have also opened a temporary shelters with three military races across the country. While temporary solutions were necessary in the short term, makeshift solutions do not make longterm fiscal sense. Morerary shelters cost than the permanent shelters. As we move forward, the reality is that we dont have enough beds and we dont have sufficient resources to continue to add beds to ensure that the children are not staying i
Anybody know the answer . I have met with this committee and staff the chairman. On a number of occasions to share what i know about va health. Im looking for a collaborative relationship. We have known each other for quite some time. Are you under the impression that this relationship has been strained for a while . The between congress and the v. A. . That is not our intent. That we work closely with you. Many of you talked to us about issues and we work to get you information as quickly as we can. We understand the constraints we work for two and a half weeks. To provide the committee with a response. I expected you would send a pile of stuff at any staffers would sort through and decide what needed to be done. Was that a naive assumption . I say that not leading or passive aggressively. I was not part of that process. Many have proved what we want to do. I cant help but feel something has not been given to me. The impression was there. I would have loved to see, over my dead body.
We want to get this done as quickly as possible. I think it would be appropriate to say that we would like to have everything done by the end of the day. In regard to the Conference Community signing off on the report. And the mechanism as to who goes first is not as critical. As other pieces. Thell step out and say house will probably go first, but that hasnt been decided. Is it isportant thing done as quickly as possible. That your view is that congress is dysfunctional, nothing getting done did i say that . You did. Going just from last week, it was a pretty tense moment at the end of last week. When you give us a sense of what it took to get here . It could be instructive. Congress is so divided right now. We have to work through these things. At the end of the day, what is important am i understood . Are you understood . This is the veterans of the United States. We have an obligation to do it. There has not been one time that senator sanders nor our staff have continued to commun
Scene. Like colonel ingels, i was impressed by the robust, defined chain of command and a large response capable of being produced. However, in an overwhelming disaster things dont always go as planned and certainly our experiences in combat has showed us there and Prior Experience with disasters have outlined that even though theres a welldefined system of response it doesnt always work out. What i defined yesterday was that logistics problems may get in the way and interfere with medical surge planning as is outlined. Putting resources where they are needed in a huge disaster may outstrip the ability of local authorities to do that because roads are out. The niche we have as the marine corps assets we have the ability to locate some of our resources like shock trauma platoons, thats what we do in combat and we have experience with that and that may be something that may be of benefit to this process. During the last panel, mr. Cahen mentioned its so important to understand the resour
Communication, security logistics capabilities that come to the table really augment the medical care thats being provided in the disaster scene. Like colonel ingels, i was impressed by the robust, defined chain of command and a large response capable of being produced. However, in an overwhelming disaster things dont always go as planned and certainly our experiences in combat has showed us there and Prior Experience with disasters have outlined that even though theres a welldefined system of response it doesnt always work out. What i defined yesterday was that logistics problems may get in the way and interfere with medical surge planning as is outlined. Putting resources where they are needed in a huge disaster may outstrip the ability of local authorities to do that because roads are out. The niche we have as the marine corps assets we have the ability to locate some of our resources like shock trauma platoons, thats what we do in combat and we have experience with that and that ma