Evaluation of the Lovell Federal Health Care Center Merger Findings, Conclusions, and Recommendations (2012) / Chapter Skim
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Appendix B: Framework for Evaluating Department of Veterans Affairs/Department of Defense Health Care Collaborations
Appendix B: Framework for Evaluating Department of Veterans Affairs/Department of Defense Health Care Collaborations
Pages 193-198
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From page 193... ...
In the extreme, one could imagine a fully merged "Federal Health Service" that would totally absorb and integrate current DoD and VA health care policies and institutions. For a variety of reasons, this may not be feasible in the near future.
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From page 194... ...
• Culture • Transferring volume to critical status measures policies, goals, • Leadership personnel mass to maintain • Increased market share objectives • Information • Orienting competency in local area • Number and technology employees • More in-house • Other location of facilities capabilities • Communication/ surgery -- added • Size and number of • Care management education posttraumatic stress people served • Care improvement • Developing disorder unit • Local health care • Performance policies • Increased professional market -- public and measurement • Developing shared opportunities for staff private sectors • Training and electronic health • Residency • Local labor market human resources records opportunities • Other development • Other • Healthcare • Financial reserves Effectiveness Data • Other and Information Set, DoD, Joint Commission benchmark measures • Employee satisfaction • Patient experience measures • Other * It is important to evaluate shared services, joint ventures, and partial and full mergers, etc., against their own stated goals and objectives in addition to those expected by external parties, including accreditation bodies, payers, and others.
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From page 195... ...
For instance, the Navy and the VA facilities were located very close together, allowing the VA to accommodate Navy beneficiaries and improve the capacity of its medical facility and the Navy to save money by not having to replace its obsolete inpatient facility. In addition, the VA patient population offered a more varied and complex health care treatment mix to allow Navy clinical personnel to keep up their skills, while the overall increase in the number of patients created some economies of scale and staffing efficiencies.
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From page 196... ...
Finally, the financial resources available to implement further collaborations must be assessed relative to the challenges of implementation. Because of its status as the first demonstration of an integrated VA/DoD health care facility, the Lovell FHCC received substantial resources from the departments that might not be available to future integration efforts and, if provided, would significantly increase the cost side of the cost-benefit equation.
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From page 197... ...
The impact can be measured by responses to key questions. For example, are the initial positive outcomes sustained over time (e.g., in the areas of health care value and efficiency, access, patient clinical outcomes, patient functional health status outcomes, patient experience measures, and related metrics)
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From page 198... ...
It can be used both by an external entity to provide an independent assessment of collaborative activity as well as by the collaborating institutions themselves to assess their ongoing progress.
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