Patient Care Law Case Study

These rural veterans face numerous barriers in quest for access to health care, including: long travel distances to VA hospitals, limited provider choice, lack of specialty services, and inadequate provider supply. Rural veterans and non-veterans will benefit from this bill if they are allowed to receive treatment from delivery systems that allow nurse practitioners to practice with full authority

In recent years, the Department of Veterans Affairs (VA) has found itself guarding against a tsunami of negative public opinion, unrelenting media coverage and at times, a contentious relationship with the U.S. Congress. Despite these challenges, the administration (VBA) has made enormous strides in reducing the pending inventory of the oldest claims, improving quality, and has undertaken the largest technological transformation in its history. If the VA is to continue to provide timely and quality service to Veterans, VBA must significantly increase enrollment and utilization of Vocational Rehabilitation and Employment (VR&E), Education programs and continue to streamline and modernize the disability compensation process.

Veterans Affairs is infamous for corruption and public scandals, yet have high rankings of overall patient satisfaction from outside reports. The Congressional Research Service estimates that there are about 21 million veterans in the United States and only 9 million veterans are enrolled in the VA. Only 5 million veterans actually received care during 2014’s fiscal year. “In a given year, not every VA-enrolled veteran receives VA health care services. Some veterans may opt not to seek care during the year, while others may receive care outside the VA system, paying for care using private health insurance, Medicare, Medicaid, the military health system”

Keywords: veterans, Veteran Access, Choice, and Accountability Act of 2014, H.R. 3230, Clay Hunt Suicide Prevention for American Veterans Act of 2014, Clay Hunt SAV Act, Justice as Fairness, vulnerable population, healthcare disparities, healthcare reform, social justice

The United States Department of Veterans Affairs (VA) is a government-run military veteran benefit system that provides essential financial and medical assistance to veterans and their families that are located all over the world. (www.va.gov) As the country and the military’s needs change, the VA needs to continue to evolve and grow. With this thought in mind, it is necessary to understand how the department is coping with the many different challenges that they are currently facing to effectively address the current issues and policy pitfalls. The most critical issues presently facing the VA, is the concern over long increasing wait-times and backlogs for services, which have emerged since 9/11 and are primarily the result of the growing

Since there is no reported data or analyses to help the nation or specific regions and communities assess veterans’ needs for services by geographic area, and to plan for and coordinate service delivery across community-based, TRICARE, and VHA resources; we purpose several general directions for moving forward (Burnam et. al, 2009). The general directions for moving forward include a need for confidentiality, consumer education, treatment choices, workforce policy, training and certification, QI needs, and technical assistance to the

In 1917, as the United States entered World War I, Congress established a system that addressed Veterans benefits which included programs for disability compensation, insurance for service members and Veterans as well as rehabilitative treatments for those that were disabled (www.va.gov). Three years later, 3 separate federal agencies: the Veterans Bureau, Bureau of Pensions of the Interior Department and National Home for Disabled Volunteer Soldiers were charged with administering these benefits and services (www.va.gov). Then, in 1930, President Herbert Hoover signed an Executive Order which consolidated these agencies to a federal administration level and created the Veterans Administration (www.va.gov). Almost seventy years later, in 1989, the Veterans Administration was then renamed the Department of Veterans Affairs (www.va.gov). The purpose for establishing the Department of Veterans Affairs (“VA”) has always been, since inception, and remains to this day, to provide a comprehensive system of assistance for Veterans (www.va.gov). As noble a purpose as the VA was intended, the VA could not escape the bureaucratic dysfunction that has rocked the very core of the military community, the nation and the Western allies with outrage and an immediate call for remedy.

a whole. We will then determine surveyors’ perception of veterans’ access to care, knowledge of benefits available to them, equity of care received, and differences in care among veterans in separate socioeconomic and living areas. Also, a Likert-scale will be used to determine the extent of each individual’s belief about how Veteran’s health care is working. Lastly, there is a section for free response that encourages participants to explain their opinions and anything they may have experienced to influence said opinions.

I am submitting this letter out in regards to your advertisement in The Journal of Specialized Health Care Operations on February 9, 2016. I am pleased to learn of your need for a patient advocacy specialist II, as my career goal and expertise are directly in line with this opportunity. I graduated from Bishop State Community College on May 7, 2013. I have obtained an associate in science and therefore, I am well qualified for this position. My education and experience have provided me with excellent skill in finding solutions and information that patient needs in regards to their rights, strong skills of negotiation and mediation in regards to problem solving and knowledge of family relations, patient care, and other relevant skills required

Josh Hicks, author at The Washing Post, says that the Veterans Affairs has an ongoing problem of delays in servicing veterans. “Phoenix VA hospital kept delays off the books with secret wait lists that allegedly included dozens of patients who died while waiting for care” (Hicks 1). “Several patients died at an Atlanta clinic because of mismanagement” (Hicks 1). “A Department clinic in Fort Collins, Colorado, falsified appointment records to give the impression that staff doctors saw patients within the agency’s goal of 14 days” (Hicks 1). In addition to these issues, other veterans waiting to hear if their disability claims had been approved for care were waiting in excess of 125 days without determination. Retired four-star Army General Eric Shinseki, serving

Over the past 15 years, the Veterans Benefits Administration (VBA) has seen a dramatic increase in the average degree of disability, growth in the number of compensation recipients, a rise in the number of medical issues claimed and an increased level of complexity of claimed issues. To illustrate this point, prior to the September 2011 terrorist attacks, 333,700 Veterans received compensation at the 70-100 percent level; however, these figures rose to over 1.1 million by the end of 2013. Additionally, since 2009, VA’s disability compensation workload rose 132 percent. This is in large part due to an unprecedented demand resulting from over a decade of war, military downsizing, economic issues, increased outreach, the addition of presumptive conditions and an aging Veteran population.

Current funding for veteran healthcare care is low and insufficient because of the large number of veterans, who are being discharged from the military as the country transitions to a democratic President. According to Dr. Rachel Nardin in her article about veteran healthcare, “Soldiers get excellent acute care when injured on active duty, but as revelations of poor conditions for soldiers receiving ongoing outpatient care at the Walter Reed Army Medical Center highlighted, service members often have trouble getting the care they need once active duty ends” (Nardin 1)

On 5/19/17, case worker spoke with Mrs. Carson regarding the children medical appointments and their progress. According to Mrs. Carson, Mrs. Lena Miller (Step-mom) tried to have lunch with children at school (Mt. Carmel Elementary) secretly and was stopped by the school administrator. She said at this point Mrs. Miller/Mrs. Miller is not allowed to have contact with her children until PFA is resolved by the court. Caseworker asked Mrs. Carson about the children recent doctor’s appointments. Mrs. Carson reported that that Penelope is caught up on her vaccinations and is healthy. Judah and Jianna attended their doctor’s appointment the same week 5/19. Judah doctor removed him off Maalox, he currently has not constipation. However the doctor

Health care is a basic human right, and from an ethical standpoint the system in the United States is the most unjust and unequal in the Western world and paradoxically the most expensive as well. In contract, the conservative ideology of ethical egoism simply hold that all individuals have no moral duty except to act in their own self-interest, and therefore health care is a personal responsibility rather than that of the larger society. This is the type of mentality that denies universal coverage or, at best, forces individuals to buy private health insurance and allows the insurance industry to deny policies to those with preexisting conditions. Obama Care was designed to correct some of the worst of these abuses, but it still left the private health insurance industry in control of the system, without even a public option to compete with the private companies much less Medicare for all. Of course, this is often a cover for social control by the wealthy and powerful corporate interests, which is certainly the case with politics, society and the health care system in America. Even worse, the injustice of the system is borne most heavily by the poor, working class, and members of minority groups who lack health care coverage at work and cannot afford private insurance.

Per the CEO’s anticipated renewal of his contract, the CEO has provided this Office with data the CEO personally obtained concerning salaries of the CEOs of other hospitals in the area. The CEO has requested that he participate on the committee to determine his compensation package, and specifically to participate in determining his own fair market value. Both the data and the CEO’s request to be on the relevant committee are problematic. This Office recommends that the CEO’s requests be denied, and that alternative measures be taken.