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This document outlines the organizational structure and goals of the Department of Veterans Affairs Employee Education System. It describes the various centers, workshops, certifications, academic affiliations, and offices that are part of the education system. It also discusses the system's goals of creating a strategic learning culture and transforming itself into a fully engaged patient-centered partnership through organizational and process changes.
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- 1. The Department of Veterans Affairs Employee Education System Organizational Change 2010 Patricia Carman
- 3. Under Secretary for Health Robert A. Petzel, MD Chief Employee Education System Officer Joy W. Hunter Chief Secretary Department of Veterans Affairs Eric Shinseki President of the United States Barack Obama
- 4. Employee Education Resource Centers Long Beach, California Northport, New York Central Office, Washington, DC St. Louis, Missouri Birmingham, Alabama Little Rock, Arkansas Minneapolis, Minnesota Salt Lake City, Utah Cleveland, Ohio
- 5. WORKSHOPS Face to Face Conferences Web Based Training Live Meeting/ Conference Calls
- 6. Certification and Accreditation ACCME (Physicians) ASWB (Social Workers) ACPE (Pharmacists) ADA (Dentist) ANCC (Nurses) APA (Psychologists) ASHA (audiologists, speech-language pathologists) CA BRN (California Board of Registered Nursing ) CDR (Dietitians) NBCC (Certified Counselors)
- 7. Academic Affiliations The Office of Academic Affiliations provides information for VA staff, clinical trainees, and other learning organizations about VHA higher education programs and opportunities serving the needs of America's veterans. National Center for Ethics The National Center for Ethics is VHA's primary office for addressing the complex ethical issues that arise in patient care, health care management, and research. Health Information The Office of Health Information supports the computer information needs of VHA clinical and administrative staff. Medical Inspector The Office of Medical Inspector separately examines health care issues raised by veterans and other interested parties, conducts surveys, gathers information and reports results in order to improve the quality of care provided by VHA. Patient Care Services The Office of Patient Care Services oversees VHA's clinical programs that support and improve veterans' health care.. Policy and Planning . Comprised of four central offices and two field-based groups, the ADUSH coordinates various aspects of VHA's national policy development and programs, collaborating with other Federal agencies that affect internal VHA planning, policy and budget. Public Health and Environmental Hazards The Office of Public Health and Environmental Hazards focuses on improving the health of veterans through well developed policies related to inspection, treatment, prevention and outreach.. Quality and Performance The Office of Quality and Performance supports VHA's commitment to excellence in providing quality veteran care. The care is based on medical research, factual information and positive patient outcomes. Research & Development The Office of Research and Development aims to lead the VHA in providing unique health care importance to veterans through printing research articles, reports and posting accomplishments. Research Oversight The Office of Research Oversight assures the safety and protection of all subjects, human and animal, involved in VHA research activities. Vet Centers (Readjustment Counseling) The Office of Readjustment Counseling oversees veterans' post-war adjustment, counseling and outreach services, including post traumatic stress disorder. Services are available to all veterans and family members dealing with military related issues.
- 8. VA’s Patient Centered Cultural Transformation Transform VA’s healthcare system into a fully engaged partnership between veteran, family & healthcare team through: Organizational culture change Reengineering of clinical & business processes Reshaping the workforce Redesigning physical plants
- 9. Transformational Goal: Create a strategic learning culture that keeps VHA out front as a world class health care system Recruit, develop & retain high performance workforce Enhance adaptability to changing conditions Quickly integrate latest innovations & best practices Link continuous learning to performance excellence
- 10. LEADERSHIP METHODS FOR CHANGE The Office of Patient Care Services, Primary Care, began this initiative in September/October of 2009. Executive Management conducted town hall meetings. Additional methods of communication have been via Associate directors, staff meetings (via conference calls and live meetings), memos, PowerPoint presentations and inter-office communications.
- 14. Resources Department of Veterans Affairs, Veterans Health Administration, Washington, DC 20420 VHA DIRECTIVE 2007-026, September 17, 2007 Department of Veterans Affairs, Veterans Health Administration, Washington, DC 20420 VHA DIRECTIVE 2007-04, September 17, 2007 Department of Veterans Affairs, Veterans Health Administration, Washington, DC 20420 VHA DIRECTIVE 2007-032, September 17, 2007 Walden University Video Program: “ Transformational Leadership” Dr. Michelle Bligh, 2010 Department of Veterans Affairs, Veterans Health Administration, Washington, DC 20420 VHA DIRECTIVE 2007-026, September 17, 2007
- 15. Resources (cont.) Department of Veterans Affairs Employee Education System Mission Statement VA / Veterans Health Administration Employee Education System, David Twitchell, Ph.D, Multimedia Production and Technology Coordinator Organizational Change Primer, Management Decision and Research and Development Service Office of Research and Development, Department of Veterans Affairs The VA as a Learning Organization: Rx for 21st Century Healthcare Joy W. Hunter, VHA Chief Learning Officer Sue Dyrenforth, Director, VHA National Center for Organizational Health Career Development and VALU BIG National Conference VA Forum VA’s Evolving Environment, August 14, 2007 Carolyn T. Hunt, A ssociate Dean, VA Learning University
Editor's Notes
- #9: deploy a Patient Care Medical Home Model , in which a primary care team provides a “medical home” for the Veteran where s/he receives guidance and nurturing as health care needs changeVHA will implement comprehensive health promotion and preventive care programs including the development of a behavioral health program that encompasses both healthy behavior coaching and promotion of psychological wellness and resilience. over time. Develop and implement innovations in non-institutional long-term care that increase access to home & community based services and other less restrictive services for dependent Veterans. increase healthcare quality transparency by participating in existing and evolving systems of reporting and comparing health system performance and, more importantly, identifying Veteran-centered needs for healthcare value (including service quality) that are most critical for advancing the VHA brand. (1) implement the VA Point of Service (VPS) program , which will develop, deploy and maintain small, stand-alone devices that will enable Veterans to efficiently and easily perform a variety of administrative, financial and clinic tasksVHA will expand “real time” virtual medicine (Telehealth) to meet the needs of Veterans and their families. This entails delivering the right care in the right place in the right time and to establish the home and local community as the preferred place of care whenever appropriate and in accordance with the Veterans’ wishes. (16) expand virtual medicine for Veterans (non-telehealth modalities) to provide Veterans and their health care providers with the ability to communicate electronically as an effective and desirable supplement to traditional health care interactions. implement comprehensive health promotion and preventive care programs including the development of a behavioral health program that encompasses both healthy behavior coaching and promotion of psychological wellness and resilience.
- #10: deploy a Patient Care Medical Home Model , in which a primary care team provides a “medical home” for the Veteran where s/he receives guidance and nurturing as health care needs changeVHA will implement comprehensive health promotion and preventive care programs including the development of a behavioral health program that encompasses both healthy behavior coaching and promotion of psychological wellness and resilience. over time. Develop and implement innovations in non-institutional long-term care that increase access to home & community based services and other less restrictive services for dependent Veterans. increase healthcare quality transparency by participating in existing and evolving systems of reporting and comparing health system performance and, more importantly, identifying Veteran-centered needs for healthcare value (including service quality) that are most critical for advancing the VHA brand. (1) implement the VA Point of Service (VPS) program , which will develop, deploy and maintain small, stand-alone devices that will enable Veterans to efficiently and easily perform a variety of administrative, financial and clinic tasksVHA will expand “real time” virtual medicine (Telehealth) to meet the needs of Veterans and their families. This entails delivering the right care in the right place in the right time and to establish the home and local community as the preferred place of care whenever appropriate and in accordance with the Veterans’ wishes. (16) expand virtual medicine for Veterans (non-telehealth modalities) to provide Veterans and their health care providers with the ability to communicate electronically as an effective and desirable supplement to traditional health care interactions. implement comprehensive health promotion and preventive care programs including the development of a behavioral health program that encompasses both healthy behavior coaching and promotion of psychological wellness and resilience.