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Summary a2 vha medical home analysis worksheet .doc a2 vha medical home analysis worksheet Instructions: Use this worksheet to analyze effective strategies for risk management and ethical leadership in the Veterans Health Administration (VHA) Medical Home $7.49
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Summary a2 vha medical home analysis worksheet .doc a2 vha medical home analysis worksheet Instructions: Use this worksheet to analyze effective strategies for risk management and ethical leadership in the Veterans Health Administration (VHA) Medical Home
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Western Governors University
a2 vha medical home analysis worksheet .doc a2 vha medical home analysis worksheet Instructions: Use this worksheet to analyze effective strategies for risk management and ethical leadership in the Veterans Health Administration (VHA) Medical Home case. Resources: Use the following resourc...
a2 vha medical home analysis worksheet doc a2 vha medical home analysis worksheet instructions use this worksheet to analyze effective strategies for risk management and ethical leadership in
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a2 vha medical home analysis worksheet
Instructions:
Use this worksheet to analyze effective strategies for risk management and ethical
leadership in the Veterans Health Administration (VHA) Medical Home case.
Resources:
Use the following resources to complete this worksheet:
The Veterans Health Administration: Implementing Patient-Centered Medical Homes in the
Nation’s Largest Integrated Delivery System
Veteran Patient Perspectives and Experiences During Implementation of a Patient-Centered
Medical Home Model
Enterprise Risk Management: Issues and Cases
Note: This text investigates ERM case studies, both inside the healthcare industry and out. It also
explores the key issues for implementing ERM strategies.
VHA Medical Home Case Questions
1. Address risks. Consider the risks from the case study concerning the implementation of the
patient-aligned care team (PACT) model. How could these risks be addressed as part of an
ERM plan?
Types of risk implementing the risk that the PACT will be implementing could be costly in
terms of revenue, privacy/confidential, and patients' rights and responsibilities. People in the
human resources are the ones that make things happen. PACT was the model used to enhance
the operational patient care perspective within the VA health system. Because of the risk of
all components, many aspects will play a critical role in the model’s overall success. There
are financial, ethical, and reputational risks. An ERM would lay the groundwork for defining
the mission and vision, identifying key stakeholders and procedures, monitoring and reporting
on compliance rates and budgetary techniques, and so on.
,2. Identify strategies. What risk management strategies (e.g., ethical, legal, regulatory,
leadership, operational, etc.) were used? At what level and how was leadership engaged in
implementing those strategies?
Identify Risk Management Strategies
Financial
Operation
Leadership
Compliance
Ethical
Leadership Engagement Through achievement key measures, senior management created the
held to account, non-punitive cultural context required to support the safety of patients and
concerns. the cultural environment necessary to support patient safety and concerns through
performance key measures. The leaders focused their attention on them by linking patient
experiences to compensation. Leadership was also responsible for ensuring adequate funding.
Hiring the right people to help veterans with long wait times has also jeopardized the system's
reputation. To facilitate site buy-in and system unity, a former team of consultants serves as
troubleshooters due to space and staff resources constraints.
3. Evaluate risks for implementation. What risks were involved in implementing those
strategies?
Ethical Lack of respect for patient autonomy Beneficence/Non-Maleficence
To improve the program's execution, the VA needed to develop new ethical standards.
Providers' and other PACT model staff's expectations and priorities are now better organized
and managed, allowing employees to shift their focus away from monetary gains and incentives
and toward better patient care and engagement.
Financial Implementation costs, including financial viability and incentives.
Highlighting the implementation in terms of what it might cost or how much it might save, the
VA focused on the patient encounter when developing and designing this program. Joanne
Shear, R.N, F.N.P., the V.A.’s primary care clinical program manager, states, “We didn’t sell
it as a cost-savings plan.” Richard Stark, M.D., director of primary care clinic operations at the
VA, also states, “We sold it more as, ‘This is the right thing to do for our patients, for the
quality of care, and patient and employee satisfaction” (Klein, 2011).
Regulatory The VA states that they were able to create the capacity to increase 1 services
by bridging gaps between providers and institutions to become less reliant on face-to-face
visits (Klein, 2011).
, Leadership Change and innovational leadership
The VA also had team providers and nurse practitioners take on more supervisory
responsibilities, allowing them to devote more time to providing intensive services to their
most complex patients. (Klein, 2011). Providers train to relinquish control over certain aspects
of patient care, which results in various methods of defining quality and efficiency. By being
adequately prepared, physicians ensure that sharing responsibility for patient care does not
endanger patients.
Operational Risk management encompassed a wide range of issues in this category. The VA
helped to hire new employees, engage patients and key stakeholders in the implementation
process, provide more training, different training methods, financial support, host team-
building exercises, better align program goals with performance incentives, and better manage
expectations. (Klein, 2011).
The VA's governance has engaged in the program's development and performance from start to
finish. They recommended constructing clear program goals and ensuring that they arranged
with the presumptions of providers and other VA personnel who would be involved. The new
metrics that were created by leadership included those related to continuity of care, patient
engagement and satisfaction, panel management, clinical improvement, access to care, and
coordination of care
(Klein, 2011).
4. Assess leadership measures in the VHA Medical Home case. In contrast to the PVAHCS
case, what leadership oversight and accountability measures are present in the team-based
models in the VHA Medical Home case? How appropriate would the identical measures be
for monitoring performance in the PVAHCS case?
Aside from the PVAHC case, it was clear that leadership upheld a fair and consistent culture.
The leaders recognized that accountability and ownership must begin at the top and spread
throughout the organization. To better set the expectations of accountability, leadership
involved vital stakeholders throughout the implementation process. They also aligned the
program goals better with performance incentives, which was expected to encourage leadership
support (Klein, 2011).
Leadership was able to establish clear measures (goals) to enhance access to medical care.
Amplify prevention health services, anticipate and adapt to risk proactively, and improve
communication care provided by the VA and private healthcare systems to meet the needs
of each specific community.
5. Increase visibility to patient concerns. In what ways has the enterprise-wide, team- based
approach to care management in the VHA Medical Home case helped give greater visibility
to patient concerns about care?
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