Veteran Affairs Hospital

Veteran Affairs Hospital


When patients visit a heath facility, they expect to receive the bestservices from the health personnel. They need to see the value ofmoney that they pay for the services. Hospitals establish internalrules and policies to uphold the safety and quality of services. Theregulations incline to the nationally acceptable standards for theparticular group of people under care. Some hospitals operateindependently while others function under an umbrella that outlines acommon code of practice (Department of Veteran Affairs, 2014).

The operates under the guidance of ablueprint of excellence that outlines a set of quality and safetymeasures for the veterans. The hospital has successfully implementedmost of the measure, but there are still observable gaps in timelydelivery of services to the clients.

Veteran Affairs hospital is part of the dozen other heath facilitiesthat have a similar course in delivering services to the veterans.The hospital works to honor the services rendered by the seniorcitizens in their lifetime by giving them quality services that areconsistent with their special health conditions (U.S Department ofVeteran Affairs, 2015). In addition to this, the hospitalaccommodates their family members. The United States Department ofVeteran Affairs provides a set of core values that each hospitaloffering services to this group should adopt. The hospital’sservices income to the values of integrity, excellence, respect,advocacy and supportive interactions. Since most of the patients areold and frail, they require accessible services in terms of distanceand cost. The hospital, therefore, strives to have personalizedtreatment and regular appointments for the clients (U.S Department ofVeteran Affairs, 2015).

The hospital works towards fulfilling a blueprint of quality andsafety measures. First the hospital aims at operating a network thatanticipates meeting the distinct needs of the enrolled members.Secondly, the management encourages the delivery of high-qualityservices of measurable value, efficiency and patient satisfaction.Another aspect of quality and safety in the blueprint is the leverageof information technology and models that increase safety and accessof patient information. The veteran hospital’s core valuesprioritize the veterans and employee motivation to forge acompetitive culture in the workplace. It also facilitates acontinuous learning to maintain a productive workforce (U.SDepartment of Veteran Affairs, 2015).

The hospital exhibits the successful implementation of the qualityand safety outcomes in various ways. First, it subscribes to theAffordable Act of 2007 that describes the quality of services thatmembers should receive from the various hospitals (Protection, &ampAct, 2010). It also operates under the guidance of The Notice ofPrivacy Practices as given by the federal Department on 2nd September2013. The notice guides the quality of services and the relationshipbetween the patients and the staff. The notice prohibits healthworkers from releasing patients’ information to unintended partiesunless for the purposes of facilitating their treatment or for legalpurposes (U.S Department of Veteran Affairs, 2015).The patients’records are also available in an internal hospital database, and theycan be retrieved on demand as outlined in the blueprint ofexcellence. However, the administration ensures that the informationis only available to the intended persons.

In prioritizing the services rendered to veterans, the hospitalprovides a medical log to easy adherence to the prescription. It alsohas a running program for caregivers dubbed “Building BetterCaregivers” as well as preparing the veterans for grief that isinevitable at their age (U.S Department of Veteran Affairs, 2015).

The hospital has also invested in a successful program of developinga dynamic and informed team of workers. Currently, the hospital has85 programs for new and employed staff. It also has 148 affiliatedschools that allow more than 1850 students to make rotations in thefacility all year round (U.S Department of Veteran Affairs, 2015).Theprofessional training has been instrumental in improving themanagement of services like spinal cord injury, pain and psychiatryrelated conditions.

Due to its quality, the hospital has contributed o the 58% growth inproviding health care to veterans (U.S Department of Veteran Affairs,2014). About 8.7 million patients receive services from the hospitalsannually, and there are prospects of the number increasing with theintensifying registration of new members (U.S Department of VeteranAffairs, 2014).

However, despite the success made by the hospital, there are severalunfulfilled aspects of the safety and quality blueprint. Asignificant number of the patients require specialized services intheir places of residence or through appointments as per thehospital’s policy of prioritizing their clients’ needs (Galvan,2015).The physically challenged patients have to receive at least onevisit a month, but the hospital has not implemented the practice tothe last detail. A study in 2014 revealed that some patients had towait for more than 31 days after the scheduled appointment date toreceive services (Shear &amp Philipps, 2015). The non-adherence toprioritizing the needs of the patients’ not only contravenesaccessibility but also the quality of care.

Also, the hospital administration has been in the spotlight afterseveral patients died under unclear circumstances related to delayedservices. On April 2014, information surfaced that 40 veterans diedin the hospital while awaiting treatment. The scandal stirred theservices delivered to the patients, and the hospital had to send somemembers of staff packing including the deputy director. Although themanagement made a desperate move to reorganize the team, the damagehad already been done. It is an exhibition of the high level ofvulnerability of quality that the hospital services face (Galvan,2015).

Appropriate nursing practices may be instrumental in reviving thetimely delivery of services. The 40 patients who died awaitingtreatment heap the blame on the entire staff. The situation may havebeen due to unmotivated staff or poor supervisory responsibility.Team leadership and sound nursing management practices and adherenceto hospital’s code of conduct may reverse the situation and reducethe number of days that clients have to wait before receivingservices. The variable of workplace culture influences the mode ofservice delivery and employee motivation. Team leadership cangradually mold the workers t appreciate the value of being clientcentered and deliver timely and quality services.

The health workers in the various departments can be a majorhindrance to this effect. The complaints have been there for a longtime, and this implies that they have developed a culture of laxity(Galvan, 2015). Transforming this workplace tendency into a vibrantand patient oriented environment may not be easy but it can becomeeffective gradually. The director, the deputy director and the headof human resource must be part of the change. Their supervisory roleswill facilitate setting the tone for the junior employees.

Conclusively, the United States federal department requires allveteran hospitals to adhere to the value of excellence in servicedelivery management. Constant monitoring and apt supervision in the can identify the gaps that exist and makeprompt changes. The quality of the procedures provided to thepatients concerning timeliness and procedure will determine theirconfidence and attitude as they seek them.


Department ofVeteran Affairs. (2014). Blueprint for Excellence. WashingtonD.C.: USDVA.

Galvan, A. (April19, 2015). Problems Remain at Phoenix Hospital after Scandal. TheWashington Times. Retrieved from

Protection, P., &ampAct, A. C. (2010). Patient protection and affordable care act. PublicLaw, 111-148.

Shear, M. &ampPhilipps, D. (March 13, 2015). Progress is Slow at V.A. Hospitals inWake of Crisis. The New York Times. Retrieved from

U.S Department ofVeteran Affairs. (2015). Phoenix VA Healthcare System. USDVA.Retrieved from