Veterans Affairs-Group Project_Final Group 4

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By: Stacey Goeppinger, Karen Bojaciuk, Carmela Colpa-

Lewis, Christina Browning, Tarek Ashry &

Jeannette Carmichael Young

AIU-Online

March 2,2012

Eric Oestmann/HCM640-1201B-01/Unit 4 Group Project



The purpose of this presentation is to:

Strategy Formulation

Veteran Affairs Long Term Care Facilities & how they facilitate

formulated and evaluated strategiesRecommendations for the Veteran Affairs to utilize in order to

formulate and evaluate most strategies

Overview of Department of Veteran Affairs

Description of their Strategic PlanProgram Evaluation







Directional Strategies

Adaptive Strategies

Market Entry Strategies

Competitive Strategies

Implementation Strategies



Unique Value Proposition compared to

competition.

Different tailored value chain with activities

that fit with one another

Clear Tradeoffs

Continuity of Strategy

Choosing what not to do

Continuity improvement in realization





Managerial Questioning

Review of Objectives & Values

Stimulate creativity in generating alternatives

Stimulate creativity in formulating criteria of

evaluation



Correcting Performance

Performance

Measurement

Analyzing Variance

Taking Corrective Action



People centric

Results driven

Forward looking



Strategic Planning Framework

Four strategic Goals

cross-cutting

Three Integrated

Objectives

PerformanceMeasures

Performance

Measures

Fourteen Integrated

Strategies

Thirteen MajorInitiatives

Thirty-four

supported

initiatives

Performance

Measures





Strategic plan

Excelled in providing strategies for improving

patient care and safety.

Alliances were made with the DOD to better

meet patient needs and safety.

Facts based off of IOM reports.



The Veterans Affairs system has facilities that provides rehab,

restorative, and ongoing skilled care to all GIs and ex-GIs in

need of help with everyday living activities, care of patientsand their safety.

Long ago it has made a friendly association with the

department of defense to necessitate patients and safety.

This is actuality founded because of their IOM report (VA

History, 2012).



In America we have the most expansive arrangement of

Veterans’ assistance and care of any other country in the world.

There have been many changes to the departments since it

started.

VA hospitals being associated with medical schools, geriatric

research, meeting the necessities of the overwhelming elderly

populace.

In 1995, a section of the VA directed with the Veterans Health

Administration (VHA), were subjected to some very important

changes (VA History, 2012).



There were16 million veterans from world war two wereborn between the second and third decade of the twentiethcentury.

These veterans ages were about to become 65 years of age.

In the year 1995, 12.7% of the US population and 34% of the veteran population were 56 and older.

They had to prepare to care for a large population of olderwho were going to present with various diseasemodalities.



To meet necessities of the increasing number of older ex-GI patients, in 1975the Veterans Affairs began to train two or more academic fields of study groupsof healthcare professionals.

Then in 1980, Congress granted permission to do geriatric research and

educational, clinical centers to harmonize in the field of geriatric medicine.

In the 1980’s they went from eight to fifteen services.

These programs not only gained quick growth but also underwent complete

changes.

This was just the beginning of changes for the VA but they were not the last.

In the 80’s, congress also granted official recognition of CRECCs and also gave

permission to extend their services.



The direction of the mission and vision statement was utilized

by directional strategy.

Once the whole direction for the facility is developed, the

strategy plan moves on to the adaptive stage strategies.Adaptive strategies accomplish the two-fold intention of

farthing the vision for the VA while adjusting to the common

surroundings, as well as deciding the extent of the VA.

The extent of VA, applies to its up to date services giving andchoices of whether to expand its current market and contracts,

to lower its up to date contributions , or to stay in the current

situation.





Planned total nursing home workload to includeprovided care to veterans on a discretionary basis.

An estimated demand for non-institutional servicesand a time frame

A planned non-institutional workload with recentworkload to show expected changes in servicesalready provided.



Formulating the Strategy

http://www.google.com/imgres?imgurl=http://www.intactnews.org/sites/default/files/imagecache/400xY/Royal_University_Hospital.jpg&imgrefurl=http://www.intactnews.org/node/135/1318823579/doctors039-circumcision-recommendations-influenced-personal-factors-study-finds&usg=__nftu45ueKsppzWNEEZyB1zZOHtc=&h=300&w=400&sz=27&hl=en&start=37&zoom=1&tbnid=S8rvk3mepeN5JM:&tbnh=93&tbnw=124&ei=BWfaTqHWD422twfP4YCQCA&prev=/search?q=hospital+recommendations&start=21&hl=en&safe=off&sa=N&gbv=2&tbm=isch&itbs=1





Recruiting

Training

Developing diverse workforce

Deployment of a diversified workforce



What should LTC’s utilize in order to formulate and evaluatestrategies?

Formulation is moving from establishing direction toincorporating goals and objectives.

Strategy evaluation sheds light on efficiency and effectivenessof the comprehensive planning when accomplishing desiredresults.



Customer

Physician

Residential

Provider surveys



About the agency. (2012). Texas Department of

Aging and Disability Services. Retrieved from

http://www.dads.state.tx.us/news_info/about/index.ht

mlDepartment of Veteran Affairs, (2012), VA History,

Retrieved on February 29, 2012 from

http://www.va.gov/about_va/vahistory.asp

Department of Veteran Affairs, (2011), Department of Veterans Affairs Strategic Plan 2010-2014, Retrieved

on March 2, 2012 from

http://www.VA.gov/strategicplan/2010-2014.html



Finance. (2008). Mapsofworld.com Retrieved fromhttp://finance.mapsofworld.com/strategic-management/analysis-choice.html

GAO, (2009), Long Term Care Strategic Planning &

Budgeting Need Improvement , United States GovernmentAccountability Office, Retrieved on February 29, 2012 fromhttp://www.gao.gov/new.items/d09145.pdf

Shay, K., & Burris, J. (2008). Setting the stage for a newstrategic plan for geriatrics an extended care the Veterans

Health Administration: summary of the 2008 VA State of the Art conference, "The changing faces of geriatrics and extendedcare: meeting the needs of veterans in the next decade".

Journal of the American Geriatrics Society, 56 (12), 2330-2339.



Pearce & Robinson. (2005). Strategic management. (9th.Ed.). New York: McGraw-Hill.

Strategic Plan, (2010), Washington State Department of Veteran’s Affairs: Serving Those Who Served , Retrieved onFebruary 29, 2012 from

http://www.ofm.wa.gov/budget/manage/strategic/0911/305strategicplan.pdf

United States Government Accountability Office Report to theChairman, Committee on Veteran’s Affairs, House of Representatives in VA Healthcare Long-term Care Strategic

Planning & Budgeting Need Improvement January 2009.Retrieved from http://www.gao.gov/new.items/d09145.pdf



Management Study Guide. (2012). Strategy Evaluation

Process and its Significance. Retrieved from

www.managementstudyguide.com/strategy-evaluation.htm

Documents

Veterans Affairs-Group Project_Final Group 4