VA MISSION Act of 2018 Paper Example

Introduction

The Veterans Affairs and Maintaining Systems and Strengthening Integrated outside Network (VA MISSION) Act of 2018 passed by the House Committee on Veterans Affairs (VA). The act included the policies that are designed to improve the exchange of health data at VA care sites to reduce the opioid overuse among veteran patients and also to enhance better clinical decision making. The Act also mandates that VA implement a process to access the relevant patient's medical history information, which is also including medical prescription information by community care providers (Robbins, 2018).

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There was a need to improve the quality of healthcare of veterans through significant changes in how health care is organized. Therefore according to institutes of medicines central tenet claimed that substantial, innovative and sustained efforts to reorganizer healthcare system were the only substantive quality gains of health care outcomes. As a result, the VA initiated significant restructuring internally of the care delivery system. Thus, it results to the changes in the delivery model with new technologies adoption and implementation of new management strategies (Liu et al. 2018).

Changes in the delivery model include primary care teams and integrated network. New technologies adoption comprises electronic medical records, and lastly, new management strategies include performance audit and feedback, reminders and guideline implementation. Therefore all these three forms of organizational changes.

Organizational changes

The changes have been accompanied with the significant gains in the quality of VA over time and thus resulting to the substantial attention of media which surrounds the VA's potential to serve as a model health care system for the United States. There is still a problem in knowing about the discrete organizational characteristics in VA that facilities that specifically contributed to performance changes despite the organizational transformation.

Before the implementation of the organizational changes, VA health care systems suffered from the waning demand, the perception of poor quality and customer service and many threats in health care reform efforts. Therefore, the action which was taken by VA to commission the assessment of the staff, resources, and management determining the readiness of the VA health care system for transformative changes. Even though the quality of VA transformation had many underlying outcomes and causes, many gains may have had their early roots in VA's necessary substrate for organizational changes and its investment in primary care development.

The national organizational surveys which were conducted throughout the VA's natural experiment provide the quantitative evaluation of the detailed regulatory changes underlying the quality transformation of VA. Therefore, the VA health care system transformation offers an array of organizational strategies that are critical to the health care reform of veterans.

The root causes of the change:

• The main root causes of the organizational change in VA were due to
• Poor quality service delivery and customer service
• Waning demand

Poor Quality Service Delivery and Customer Service

There was a need to transform the quality of health care service delivery to veterans calling for the necessary organizational change. Thus the notion that VA transformation had its roots in the development of primary care is consistent for improving quality through the attention of the internal structural changes on how care practices are delivered and organized (O'Toole et al., 2015).

Waning Demand

Waning demand is the situation where the market is gradually decreasing or becoming smaller. Therefore waning demand is one of the things that provoked the change to occur. There was a need to increase the demand for healthcare service of the veterans.

How change impacted my profession

The organizational change is an essential aspect to me when it comes to my profession.any organizational success is determined by different management skills, strategies, models and technology that are embraced within an organization. The impact of the change to my profession is that I can know the critical aspects that if not considered carefully can lead to the failure of the organization. Therefore a keen interest should be on how I will be able to manage an organization for the achievement of the long-term goals and to make the organization to be more competitive in the market (Ginter, Duncan & Swayne, 2018).

Considering the root causes of the change which was made to the healthcare delivery to veterans, I learned that the internal difference is the key to every operation or successful service that can be achieved. If not properly maintained, there might be different problems like declining demand, poor customer service, and poor quality service delivery. Thus organizational change should be considered in every field of operation.

How the change has resulted in the changes to educational preparation for professionals in the field of healthcare with veterans

Organizational change has resulted in the introduction of the management course in the field of healthcare with veterans. The management course is meant to enhance the professionals with adequate skills necessary for the management of an organization. They have been a myriad of challenges in the field of health care with veterans as a result of poor management practices which result in the downfall of the service delivery. Thus the alarm was raised to help in curbing the challenges by reorganizing the operations and services which results in the organizational change (Berwick, Feeley & Loehrer, 2015).

A successful organizational change needs serious attention because change without proper communication can also fail. Therefore professionals need to be equipped with appropriate managerial skills so that in case of any change to be made; they should know the appropriate channel to follow when the need arises for a change to occur.

References

Berwick, D. M., Feeley, D., & Loehrer, S. (2015). Change from the inside out health care leaders taking the helm. Jama, 313(17), 1707-1708. Retrieved from https://jamanetwork.com/journals/jama/fullarticle/2210910?guestaccesskey=8ae657b4-53b7-40d9-b9f0-1b39a2130e1e

Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations. John Wiley & Sons.Liu, C. F., Batten, A., Wong, E. S., Fihn, S. D., & Hebert, P. L. (2018). FeeforService MedicareEnrolled Elderly Veterans Are Increasingly Voting with Their Feet to Use More VA and Less Medicare, 2003-2014. Health services research, 53, 5140-5158.

O'Toole, T. P., Johnson, E. E., Redihan, S., Borgia, M., & Rose, J. (2015). Needing primary care but not getting it: the role of trust, stigma and organizational obstacles reported by homeless veterans. Journal of Health Care for the Poor and Underserved, 26(3), 1019-1031.retrieved from https://muse.jhu.edu/article/590129/summary

Robbins, R. A. (2018). The VA Mission Act: Funding to Fail?. Southwest Journal of Pulmonary and Critical Care, 16, 334.