The Veterans Health Administration (VHA)

The Veterans Health Administration (VHA)

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Institution

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Abstract

The United States health care system has been ranked among the best performing globally. The government through its public health care agencies has poured billions into ensuring that the country has a robust health care system. Together with this is the private health care system that also contributes greatly in supplementing the government efforts. One of the major health care organizations is The Veterans Health Administration (VHA) that operates under the U.S. Department of Veterans Affairs. VHA was founded in 1865 under the Federal government of the United States. VHA’s headquarters are located in Washington D.C with its affairs run in the veteran Affairs Building. The 2020 report showed that VHA annual budget was 348,389 $. VHA has been a key force in caring for the veterans and the elderly in the U.S. with its operations covering all states within the country. One of the prime strengths of The Veterans Health Administration is its effective leadership led by agency executives. Guided by its mission, VHA gives Veterans greater access to health care in VA facilities and the community, expands benefits for caregivers, and improves VA’s ability to recruit and retain the best medical providers. Among the key leaders in VHA include the Agency executives, Robert Wilkie, Under Secretary for Health Richard A. Stone, M.D., Executive in Charge, Veterans Health Administration. One of the prime roles of VHA is the provision of health care services to veterans and also the elderly who have served in public services within the U.S. Since its foundation, VHA has served millions of patients and provided charity health care services making it a vital pillar in the U.S public health care system. In terms of size, The Veterans Health Administration employs 348,389 employees who work in its various satellite facilities within the country.

VHA purpose and operation

Over the many decades in its operations, VHA has served millions of patients making it a vital part of the U.S health care system (Ginter, Duncan & Swayne, 2018). Among the key operational organs of VHA include operation of numerous VA Medical Centers (VAMC), Outpatient Clinics (OPC), Community Based Outpatient Clinics (CBOC), and VA Community Living Centers (VA Nursing Home) Programs. To create reliable operational basis, The Veterans Health Administration has established a strong framework that it has utilized for many years. The operational framework at VHA has proven effective mainly when delivering outpatient services (Kessler et al., 2017). The large size of its customer base has allowed the organization to evaluate and test the effectiveness of several work models.

The organizational framework at VHA has been its core strengths as it has created a very strong flow of operations that adds to its effectiveness (Carter et al., 2019). Today, VHA has proven a vital health care organization in the U.S. that continually asserts its base in ensuring that the Veterans and the elderly receive quality and timely health care services. The Veterans Health Administration has also established several medical training outlets that are already adding value to the country’s quality of health care. VHA’s mission and operational vision is compound and derived from its various operations (Dichter et al., 2017). Over its many years in the field of health care, The Veterans Health Administration has attained massive experience that makes it effective and strong in the turbulent and demanding health care industry. VHA’s performance and effectiveness has been remarkable making it known and respected countrywide (Peterson et al., 2018). VHA’s impacts have been recognized in the way it offers affordable and quality health care. Moreover, The Veterans Health Administration has over the years collaborated with other health care agencies and hospitals thus adding to its exposure and experience in the industry.

Organizational leadership chart and the leaders Accountability

Leadership is key at VHA as it is the force and source of direction in the affairs at the organization. The management at the helm of leadership has its specific roles that abide by the objectives and mission of the organization (Ginter, Duncan & Swayne, 2018). Besides the top management or leadership at VHA, the organization is divided into departments that are headed by department heads. There are the leaders who help run each department and report to the top management for the smooth running of VHA (Carter et al., 2019). The leadership chart at VHA begins with the Executive Office that is the top most post in the leadership board. The administration is headed by an executive officer who shares the leadership roles with seven board members.

The second level of leadership at The Veterans Health Administration is the departmental heads who lead different departments. One of the main departments is the human resource that has several units with the top leader being holding the office of the managerial services at the department (Schult, Mohr & Osatuke, 2018). In rank, there is the office of the secretary that heads all affairs in the different departments. The second in level is the deputy secretary who oversees and assist in running the financial affairs at The Veterans Health Administration. The executive secretariat is made up of 15 heads who report and oversee the running of the key programs at VHA (Dichter et al., 2017). These leaders also work with the department heads to ensure that the services at VHA are delivered effectively.

VHA’s major component, divisions, departments

The operation at VHA occurs under key departments that are divided in terms of the service and model of service delivery. Being a large organization, the departmental approach become essential to ensure that the operations are effective and in good order (Kessler et al., 2017). There are different units that fall within the operational structure of the entire organization. Besides the main service and operational units, The Veterans Health Administration has key departments that are key in its managerial functions. For example, the human resource and financed departments are the epicenter of the running of the organization. One of the key departments at is the infectious diseases that is often at the pinnacle of the operation at VHA (Peterson et al., 2018). The department has for years seen increase in funding that has helped the organization increase its effectiveness in this area. Another outlook into this is the connection between the infectious diseases department and the research department that has seen VHA develop vital cures for the upcoming infections (Ginter, Duncan & Swayne, 2018). For example, between 2005 and 2015, VHA has launched and funded at least ten research projects that have been aimed at finding cure or vaccine to serious infections.

VHA also has the mental health department that has been a paramount organ in addressing the health of the veterans (Schult, Mohr & Osatuke, 2018). The mental health department has grown in size as the management at The Veterans Health Administration seeks to increase the capacity of the organization to cater for the needs of the veterans. The home health care department that covers all demographics is also attached to the mental and elderly units (Osborn et al., 2016). The home health department has for the past 15 years received close attention and funding with the area taking at least 25% of the total budget at The Veterans Health Administration.

The management at VHA realizes that the right way to address the issues of public health is to start at the family level (Carter et al., 2019). This led to the establishment of the home health department that has focused on the women and children care in its prime operational approach. The department has helped address cases of basic health for mothers and children thereby adding to the general public health. The VA dental care department is also a vital unit at VHA that has played a key role in the dental health of the veterans and other demographic groups (Kessler et al., 2017). The dental department that runs within the Veterans Efficiency Care unit has been a key pillar in the affairs of the elderly people.

Performance Measurement

Performance measurement and task delivery evaluation is paramount at VHA. The workforce at VHA operates under the employee work policy and ethics that demands effectiveness, quality, and ethics (Ginter, Duncan & Swayne, 2018). One of the performance measurement parameters at VHA is the tasks delivery against time and the quality therein. The human resource department is one of the most essential organs at VHA that ensures that there is effectiveness and quality performance (Wager, Lee & Glaser, 2017). The employees at VHA mainly the outpatient health care providers are required to perform with high degree of quality and effectiveness. Performance measurement and reward system at The Veterans Health Administration remain one of the best avenues through which the management ensures that the services offered at of high quality. The key to good performance measurement is the link between the employee level of training and skill against their delivery speed (Dichter et al., 2017).

One of the ways performance is measured at VHA is at departmental level. The various departments that are headed by departmental leaders are key to the delivery of service at The Veterans Health Administration (Osborn et al., 2016). The human resource managers at VHA engage in day to day assessment of the employee performance both at individual and departmental level. The tasks allocated at individual level are subjected to regular assessment by the human resource leaders at VHA and this ensures that the employees deliver as required. Performance at VHA falls into two major segments that is dictated by time and level (Ginter, Duncan & Swayne, 2018). The human resource department is required to prepare monthly reports on the performance of the employees. The other approach to performance measurement falls in both individual and department or collective level.

The human resource department leaders assess the performance of individual employees as well as the teams. To ensure that the performance is at speed with the demands of the management, the human resource leaders conduct regular assessments (Landow et al., 2015). The areas of weaknesses are noted and key steps taken to ensure that the proceeding tasks are done with more quality. Being a health care facility and organization, performance at VHA must be high quality that demands regular assessment or measurement (Ginter, Duncan & Swayne, 2018). There are both monthly and annual performance measurement timeframes that ensures that there is periodic reports on how the organization is doing in terms of performance.

Performance at The Veterans Health Administration is also measured through other pillars of growth like profitability and revenue (Kessler et al., 2017). For many years, VHA has maintained a steady growth in its revenue and this has offered it a strong performance outlook in the health care industry. The profitability at VHA has been as a result of efficiency in its workforce that points to the good performance and effectiveness (Dichter et al., 2017). Most importantly, performance in reference to revenue growth at The Veterans Health Administration has helped the human resource managers and the finance department track down areas of strengths and weaknesses. These evaluations have offered the organization a deep vision of its current and future path of growth thus paving way for even better management (Schult, Mohr & Osatuke, 2018).

VHA’s major impact within the last ten years

VHA has had remarkable contributions to the U.S. public health and wellness for all people. The organization has had many decades of operations that brings it to a closer relation with health care needs of the veterans (Ginter, Duncan & Swayne, 2018). In the past ten years, The Veterans Health Administration has received several rewards that points to its remarkable contribution to public health for the veterans and other demographic groups in the U.S. In particular, VHA has made great contributions to the provision of affordable care to the elderly as well as the women thus adding to the country’s health care agenda (Landow et al., 2015). One of the main achievements in the past ten years is the increased input in terms of budgeting and service delivery in the area of infectious diseases. In the past ten years, VHA has committed 675 million dollars in research and development of vaccines of infectious diseases (Schult, Mohr & Osatuke, 2018). These funds have helped the organization in collaboration with other private facilities and experts develop cutting edge vaccines and technology that are helping curb the infectious illnesses.

It is hard to deny the harsh reality regarding the predicaments of the homeless veterans in the U.S. VHA has collaborated with local state authorities in providing homes and health care to the homeless veterans (Ginter, Duncan & Swayne, 2018). In 2017, the organization committed a total of 250 million dollars in the building of free shelters for the homeless veterans in Texas, California, Miami, and a dozen of other states (Adams et al., 2019). The move was praised by the government as it helped ease the pressure on the issue of homelessness among veterans and other elderly or senior citizens. Since 2011, VHA has maintained a 2.5% increase in its annual budget meant for the care and shelter of the homeless veterans (Dichter et al., 2017). These funds have gone far in providing a decent life of the homes veterans in the U.S. thus showing how far VHA is willing to go in the provision of welfare for the locals.

One of the major health problems that face the veterans and other elderly people in the U.S. is mental health and depression (Kessler et al., 2017). The Veterans Health Administration has committed to ensuring that the problem is addressed by collaborating with other mental health facilities. For example, through the Affordable Care Act provisions, VHA got into agreement with the Chicago, Georgia, and Arizona where 250 billion dollars was committed into joint provision of free mental health care for the veterans in these states (Osborn et al., 2016). The move has seen at least 7500 veterans of 70 years and above receive free mental health care between 2016 and mid-2019. These efforts show that VHA is at the forefront of living to its mission and vision in creating a better world for the veterans in terms of affordable care (Ourth et al., 2016).

Through the Domiciliary Care Program, VHA has attained remarkable steps in rehabilitating and caring for the elderly (Schult, Mohr & Osatuke, 2018). The program has in the past ten years provided shelter, food, and health care to millions of veterans. It is clear that some veterans suffer from lifetime mental illnesses and dementia that leave some prone to all forms of health complications in their old age (Wager, Lee & Glaser, 2017). In response to their cry, The Veterans Health Administration though the Domiciliary Care Program has already spent 750 million dollars that has gone into free care, shelter, and food for the veterans. Those with acute mental health complications get free rehabilitation that has gone far in easing the pressure for the local authorities (Ginter, Duncan & Swayne, 2018). Domiciliary Care Program provides a 24-hour therapeutic setting for millions of veterans for the past ten years that’s playing a key role in collective public health.

VHA’s current input in the health care industry and possible future changes

VHA has made remarkable efforts and added value to the U.S. health care sector. The organization has a long list of achievements that spread across all states thereby impacting millions of lives of Americans in a positive way (Kessler et al., 2017). Through its charity funds and the voluntary services, VHA has gone far in bringing affordable care to millions of American veterans closer thus helping supplement government efforts. The Veterans Health Administration is America’s largest integrated health care system, providing care at 1,255 health care facilities, including 170 medical centers and 1,074 outpatient sites of care of varying complexity (VHA outpatient clinics), serving 9 million enrolled Veterans each year (Osborn et al., 2016). VHA has attained some of the remarkable health care achievements that has added to the state-level public health goals.

One of the main achievements by VHA is its inclusive maternal care for pregnant mothers that has added to the life expectancy in the U.S (Dichter et al., 2017). Through its women health programs, VHA has spent billions of dollars in inventing and providing the most effective maternal care for expectant mothers thus prevent miscarriage and poor health of the infants. Through this effort, millions of expectant mothers are receiving the right pre-delivery care that is preventing miscarriages and poor health of the infants (Landow et al., 2015). Additional help is being directed to the establishment of clinics and private tele care for mothers thus ensuring proper growth of the young ones. For example, in 2018 alone, The Veterans Health Administration spent 550 million dollars in the provision of free care and post delivery health care services and checkups on mothers thus ensuring continued fertility and strong recovery after delivery (Schult, Mohr & Osatuke, 2018). These efforts have helped increase the health levels for the women and the society in general.

Another remarkable achievement by VHA is the area of elderly and the veterans who have for years been forgotten (Ginter, Duncan & Swayne, 2018). In the past five years, 25.7 Billion dollars has been spent by VHA in the provision of mental health services for free to the veterans and elderly people in the age of 70 years and above. Additionally, VHA has collaborated with local charity groups and private care facilities in funding and providing free care to the veterans thus easing the agony for this demographic group (Kessler et al., 2017). More pledges are being made by The Veterans Health Administration where its projections for 2023 is to built a care home for veterans in every state and provide shelter, food, and health care to this group.

In terms of service delivery, VHA has attained great strides both at local and national level. The effectiveness of VHA has been built over the years adding to its long period of experience that makes it stand out in the health care industry (Osborn et al., 2016). However, there are few areas that may need improvement as The Veterans Health Administration moves forward in its mission.

References

Adams, S. V., Mader, M. J., Bollinger, M. J., Wong, E. S., Hudson, T. J., & Littman, A. J. (2019). Utilization of interactive clinical video telemedicine by rural and urban veterans in the Veterans Health Administration health care system. The Journal of Rural Health, 35(3), 308-318.

Carter, S. P., Montgomery, A. E., Henderson, E. R., Ketterer, B., Dichter, M., Gordon, A. J., … & Blosnich, J. R. (2019). Housing Instability Characteristics Among Transgender Veterans Cared for in the Veterans Health Administration, 2013–2016. American journal of public health, 109(10), 1413-1418.

Dichter, M. E., Sorrentino, A., Bellamy, S., Medvedeva, E., Roberts, C. B., & Iverson, K. M. (2017). Disproportionate mental health burden associated with past‐year intimate partner violence among women receiving care in the Veterans Health Administration. Journal of Traumatic Stress, 30(6), 555-563.

Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations. John Wiley & Sons.

Kessler, R. C., Hwang, I., Hoffmire, C. A., McCarthy, J. F., Petukhova, M. V., Rosellini, A. J., … & Thompson, C. (2017). Developing a practical suicide risk prediction model for targeting high‐risk patients in the Veterans Health Administration. International journal of methods in psychiatric research, 26(3), e1575.

Landow, S. M., Oh, D. H., & Weinstock, M. A. (2015). Teledermatology within the veterans’ health administration, 2002–2014. Telemedicine and e-Health, 21(10), 769-773.

Osborn, R., Squires, D., Doty, M. M., Sarnak, D. O., & Schneider, E. C. (2016). In new survey of eleven countries, US adults still struggle with access to and affordability of health care. Health Affairs, 35(12), 2327-2336.

Ourth, H., Groppi, J., Morreale, A. P., & Quicci-Roberts, K. (2016). Clinical pharmacist prescribing activities in the Veterans Health Administration. American Journal of Health-System Pharmacy, 73(18), 1406-1415.

Peterson, K., Anderson, J., Boundy, E., Ferguson, L., McCleery, E., & Waldrip, K. (2018). Mortality disparities in racial/ethnic minority groups in the Veterans Health Administration: an evidence review and map. American journal of public health, 108(3), e1-e11.

Schult, T. M., Mohr, D. C., & Osatuke, K. (2018). Examining burnout profiles in relation to health and well‐being in the Veterans Health Administration employee population. Stress and Health, 34(4), 490-499.

Wager, K. A., Lee, F. W., & Glaser, J. P. (2017). Health care information systems: a practical approach for health care management. John Wiley & Sons.