VA Strategic Plan FY 2010-2014 - US Department of Veterans Affairs

More documents

Recommendations

Info

Page 14Chapter 1: Framing the Plan | Today ’s operating environmentbe able to stay in their homes longer and it will become possible to provide cutting-edgespecialty care even in sparsely populated areas. These programs will be especially beneficialfor the two to three percent of patients who, in part because they frequently visit hospitalsand outpatient clinics, account for approximately 30 percent of health care costs.The challenging external environmentIn addition to changes in the Veteran population, Veterans – and VA – face an uncertainexternal environment. For example, Veterans face unique challenges as part of theirreentry into the workforce. Economic conditions are having a significant negative impacton Veterans and a disproportionate impact on recently-separated Veterans compared tothe average American.Veterans continue to suffer disproportionately high homeless rates compared to thegeneral population. On any given night in 2008, an estimated 131,000 Veterans werehomeless, representing every war and generation including current OEF/OIF operations.Overall, one in five homeless adults (one in three homeless adult males) in the U.S. isa Veteran. 3]There is some potential good news. As the economy begins to recover, small firms will bethe most likely source of new jobs for Veterans. Small firms employ about half of all privatesector employees, create 60 to 80 percent of net new jobs annually, and tend to lead theway in new employment when the economy improves. In this vein, VA has a longstandingcommitment to contracting with Veteran-Owned Small Businesses (VOSBs).When it comes to health care, that environment is also changing. Several underlyingtrends, such as increasing chronic illness and obesity, are likely to persist and pressure thehealth care delivery system. For example, the average adjusted annual cost of care for theobese is $5,500 per capita, compared to $3,950 per capita for the non-obese. Strains onhealth care delivery are made worse by the nation’s capacity mismatches across regionsand types of care.Nationwide, chronic diseases are being diagnosed at earlier ages. This trend will requirereorientation of U.S. health care away from the acute-care model, and toward a more patientcenteredmodel that focuses on wellness and disease prevention. This model will engagepatients, such as Veterans, in monitoring and managing their own disease symptoms. Thischange over the long-term will lead to better outcomes for patients and may reduce healthcare costs. In the short term, however, it may lead to shortages of nurses and primary carephysicians, both in the U.S. generally and in VA’s system.Additionally, changes in our national security environment have direct impacts on VAstrategic planning and operations. The implications of prolonged conflict – OEF and3] U.S. Interagency Council on Homelessness. “Homeless Veterans: Representing the Needs and Interests ofHomeless Veterans in State, County, and City 10-Year Plans to End Chronic Homelessness.” Downloaded March 5,2010 from: http://www.ich.gov/library/HomelessVeteransand10-YearPlans.pdf.Department of Veterans Affairs
Chapter 1: Framing the Plan | Today ’s operating environmentPage 15OIF have already lasted longer than World War II – means that VA must be prepared toaccommodate the influx of new Veterans requiring our services. The new nature of warfareand potential for future conflicts are likely to create significant demand for VA servicesand infrastructure.Finally, preferred methods of customer interaction have been changing in today’s moderntechnological world. There is evidence that the increasingly widespread use of data andhighly segmented customer service offerings, combined with a proliferation of mediachannels, has connected more people with the information they seek. This high tech trendimplies that Veterans and their families will better receive information provided throughtechnological channels when messages are tailored to their specific needs.Opportunities to improve performanceBoth our history of service to Veterans and the challenges of the emerging environmentdemand that we seize the opportunity to improve our performance.To date, our emphasis has been on improving operational performance within eachadministration (e.g., VHA quality and access, reduction in Veterans Benefit Administration(VBA) claims inventory, National Cemetery Administration (NCA) customer satisfaction).While significant progress has been made, we still have some distance to go to better meetthe changes that we face. We, therefore, now turn our attention to opportunities that willimprove individual performance as well as Department‐wide service delivery.For example, VA is a long time leader in health care information technology, but we arelooking to do more to manage client data across programs inside and outside VA. Shifts inhow information is accessed and used by providers, processors, and clients present VA withthe opportunity to find new ways to improve the experience of Veterans and their families,as well as enhance the value we provide them. These innovations will have significantimplications for how care is organized and delivered in the future as well as for the skill setsrequired to provide the care.Currently, Veterans with multiple needs must navigate through a complex systemof contact points throughout VA. VA programs maintain separate and sometimesoverlapping customer access points and processes. For example, for disabilitycompensation, there are three possible touch points – VBA’s central office, VBA’sregional office, and potentially DoD. There are different stops within VBA for disabilitycompensation, education, loan guaranty, vocational rehabilitation, and insurance benefits,with additional touch points in DoD. A Veteran must file the claim, often undergoa medical examination, and wait for VA to determine the rating and compensation.Ultimately, the Veteran may appeal if he or she disagrees with the ruling. With centralinformation management and improved data sharing, Veterans with multiple health andbenefit needs could enjoy a much more seamless customer experience.Strategic Plan FY 2010 – 2014
Page 1: Department of Veterans AffairsStrat
Page 7 and 8: Letter from the SecretaryVA Strateg
Page 9 and 10: VA Strategic Plan FY 2010 - 2014Pag
Page 14 and 15: Page 8 List of Acronyms | VA Strate
Page 16 and 17: Page 10 List of Acronyms | VA Strat
Page 18 and 19: Page 12Chapter 1: Framing the Plan
Page 26: Page 20 Chapter 2: The Strategic Pl
Page 31 and 32: Chapter 2: The Strategic Planning F
Page 34 and 35: Page 28Chapter 2: The Strategic Pla
Page 42 and 43: Page 36Chapter 3: Executing the Pla
Page 49 and 50: Chapter 3: Executing the Plan | Maj
Page 61: Chapter 3: Executing the Plan | Maj
Page 69 and 70: Chapter 3: Executing the Plan | Sup
Page 71 and 72:
Chapter 3: Executing the Plan | Sup
Page 73 and 74:
Page 75 and 76:
Page 77 and 78:
Page 79 and 80:
Page 81 and 82:
Page 83:
Page 86 and 87:
Page 80Chapter 3: Executing the Pla
Page 88 and 89:
Page 90 and 91:
Page 93 and 94:
Page 95 and 96:
Page 97:
Page 100 and 101:
Page 102 and 103:
Page 104 and 105:
Page 106 and 107:
Page 100Chapter 3: Executing the Pl
Page 108 and 109:
Page 110 and 111:
Page 112:
Department of Veterans AffairsOffic
show all

VA Strategic Plan FY 2010-2014 - US Department of Veterans Affairs

Create successful ePaper yourself

Delete template?

Save as template?