Veterans Affairs Improvement Case Study

The Department of Veteran’s Affairs (VA) has been tasked with providing support and benefits to Veterans after they have completed their service. However, many Veterans are reporting difficulty accessing care due to systematic barriers within the VA’s Veterans Health Administration (Oliver, 2007). Complex eligibility requirements, long wait lists and lack of providers are a few of the issues Veterans are faced with when trying to access health and mental health care. Additionally, studies indicate that veterans, predominantly those from the recent wars in Iran and Iraq, have disproportionately high amounts of mental illness (Shim & Rust, 2013). These same veterans are experiencing difficulty accessing mental health care due to issues around a backlog of healthcare eligibility applications and a shortage of mental health providers through the Veterans Health Administration (VHA), which operates the Nation’s largest, integrated health care delivery system (APA, 2014). In 2014, at the request of the Chairman of the U.S. House Committee on Veterans’ Affairs, the VA Office of Inspector General (OIG) evaluated the merit of the allegations of mismanagement at the Veterans Health Administration’s (VHA) and the Health Eligibility Center (HEC).

In 1997 University of California, San Francisco (UCSF) merged its two public hospitals with Stanford’s two private hospitals. The two separate entities merged together to create a not-for-profit organization titled UCSF Stanford Health Care. The merger between the health systems at UCSF and Stanford seemed like a good idea due to the similar missions, proximity of institutions, increased financial pressure with cutbacks in Medicare reimbursements followed by a dramatic increase in managed care organizations. The first year UCSF Stanford Health Care produced a profit of $22 million, however three years later the health system had lost a total of $176 million (“UCSF-Stanford Merger,” n.d.). The first part of this paper will address reasons

The Veterans Health Administration (VHA) is the largest integrated health care system in the United States, providing services to 8.9 million Veterans each year (U.S. Department of Veterans Affairs, 2016). A significant amount of these Veterans are considered homeless or at risk for homelessness. Homelessness is a complex problem whose solution requires more than simply a roof and a bed. Sadly, along with homelessness, a great portion of homeless Veterans struggle with many other issues regarding their physical and mental health, as well as substance abuse issues. Although, during the last decade, the Department of Veterans Affairs has made great strides in improving policy for processes and procedures to ensure that these Veterans receive

No more veterans should be compelled to agonize or perish while the government fails to perform its obligations. [...] There comes a time when the political branches have so completely and chronically failed to respect the peoples constitutional rights that the courts must be willing to enforce them. We have reached that unfortunate point with respect to veterans who are suffering from the hidden, or not hidden, wounds of war. (Williams 1)

The VA health care program is a disaster. Some candidates want to get rid of it, but our veterans need the VA to be there for them and their families. That’s why the Trump plan will:

Patton Fuller Community Hospital (PFCH) has been a not for profit healthcare facility since 1975 with a focus on providing the highest quality of healthcare. PFCH specializes in the following services; emergency medical care, specialized surgical procedures, baby delivery and prenatal care, physical therapy, and has a well-established radiology department. Being one of the primary healthcare facilities in their area, PFCH has raised the bar by providing a diverse selection of health programs that support the local community. This paper will review the current business systems in place, suggest improvements and provide how those changes could overall improve PFCH, both internally and externally.

of the bonds they have with each other. The U.S. Department of Veterans Affairs has an

The debate over non-profit versus for-profit healthcare organization has been ongoing, does one provide better care than the other? Do the operations of for profit perform better than the non-profit organizations? Are the criticisms about for-profit organization validated and is there proof? The goal is to examine those questions as well as offer options to improve the financial and operational performance of non-profit and for-profit organizations criticisms.

Next, we studied the financial structures of health care organizations. Specifically, we examined the structure of nonprofit healthcare organizations. I remember spending a good amount of time debating whether or not nonprofits should maintain their tax exempt status. As someone who had spent their entire professional career working for a nonprofit organization, I often viewed myself as the sole champion for these organizations. In sessions and on the discussion boards, I advocated that nonprofit healthcare organizations in most situation function as a safe net of the community and that the level of community benefits these organizations provide do justify the lost revenue for state and federal agencies.

The first thing that can be learned about every nonprofit comes from reviewing the Statement of Activities and the following Statement of Functional Expenses. These statements describe a broad categorization of the different program related services provided and the supporting services needed to run those programs. Expenses related to these programs are defined as those directly relating to the organization’s mission or purpose. For AHA, their programs include research, public health education, professional education and training, and community services. Supporting services are those that do not directly relate to the mission or purpose of the organization, and therefore can be further split into services required to generate future contributions and services to run the administrative side of the organization. The Statement of Functional Expenses provides a breakdown of natural expenses (salaries, rent, professional fees, etc.) by the different program and supporting services. This allows the user to see a breakdown of the salaries expense number by program, fundraising, and administrative staff. A common tool for comparing and evaluating nonprofits is to compare program expenses to

In this paper I am going to discuss the non-profit organization The Mountain Post Historical Post Association (MPHA) and compare their reports to the one’s from my text book; Alliance for Nonprofit Management in Exhibit 7.12. I will identify which reports are in use and compare them to what is listed in the text book. I will also explain how effective these reports are for the organization. Let’s start by reviewing the monthly reports that the MPHA board has during the board meetings.

This model focuses on the overhang of an organizational profile: the environment, relationship, and strategic solution. Many different sectors of healthcare use the Baldrige model and criteria such as, though not limited to, ambulatory services, health maintenance, and long-term care. Baldrige focuses on a performance system and is composed of six categories. These six categories are designed to correlate between each other and influence the

Though they are not entirely comprehensive tools, a great deal can be learned about a hospital or other healthcare organization for-profit or not-for-profit from an examination of their annual financial documents (Finkler & Ward, 2006). The balance sheet and statement of revenue and expense can both yield valuable clues even in the absence of other evidence about changes that might be occurring in the organization, a definition of the type and degree of certain problems that it might be facing, and potential opportunities for improvement in performance that might exist (Finkler & Ward, 2006). Comparing two or more years' worth of financial information yields even more valuable insights, tracking movement in the hospital or other organization's ability to finance its activities and thus continue providing services at the same level, quantity, and scope as current operation.

In our great nation, nonprofit organizations have played a critical role in helping people in need by providing education, training, residences, counseling, and in‑kind and cash support. Our nations has called upon nonprofit agencies, to take the leading role in American society in addressing social problems. Their belief in the efficacy of nonprofits combined with the current political and financial constraints on government spending, suggests an even larger service role for nonprofit organizations. We know that politics is complexed in its operating environment. There is a real danger when we choose to ignore the complexity of government and how it

This study will provide an in depth analysis of the Medicaid Case study using the Burke-Litwin Model. In light of this, it will provide key insights and understanding on the relevance of organizational change and transformation while examining the 12 key areas of the model. In addition, the study will compare the model with organizational model including Nadler-Tushman and McKinsey 7-S Models as well as address some of the limitations of the Burke-Litwin Model in relation to the Medicaid Case.