The United States government considers the VIA to be an exclusive program offered to veterans. Mission, Vision Statement and Key Values Every organization contains a mission, vision statement and important values. The Veterans Health Administration aims to offer and provide various health care services. These services along with a helpful demeanor define the organizational value of the VIA. The VIA strives to supply veterans with necessary services and needs now and in the future. Participants in other countries recognize the VIA as an international leader of health care services.
A list of dedicated medical professionals work with the VIA to assist with these services. According to the U. S. Department of Veterans Affairs (2014), “The organization’s hospitals and clinics fall well within the purview of great service benchmarks that it has set for itself in imparting patient service though teams that are not only engaged in serving but also undertakes the necessary amount of research to support a growing strength of not only professionals but also heath care systems” (p. 1). The VIA emphasizes its mission by developing an environment of healthy individuals that represented the United States.
This development continues to grow through education, research and service during national difficulties. Changes in governmental policies create dynamic adjustments in the health care industry. The VI-Say’s mission currently defines how the needs of veterans are met while honoring them at the same time. The VIA houses an extensive team of health care physicians that work to honor the Ova’s mission and vision. The VIA emphasizes specific values, such as compassion, commitment, integrity, professionalism, and excellence (U. S. Department of Veterans Affairs, 2014).
Current Strategic Planning Model The VIA organization bases its strategic planning model on the basic truth of its existence and importance to others. The VIA appraises the current veterans and their needs. The VIA also examines the current planning process that accommodates the daily needs of veterans. The VIA identifies the necessary compliance tools and any federal laws that support the VIA. This particular stages requires meticulous planning. The VIA adjusts any responsibilities and time allotments. The present strategic planning model promises to improve health care performances by adjusting the accountability for each person’s results.
This part provides beneficial results if implemented in the beginning of the plan. The VIA organization requires the calibration and commitment of stakeholders. Prosperous results occur with these particular planning strategies. Many describe strategic planning as a necessary management tool. Strategic planning involves the corporation of administration, health care professionals, health care system in general, and the government (U. S. Department of Veterans Affairs, 2014). Theoretical Framework The theoretical framework used by the VIA organization involves the change theory.
The change theory allows the VIA to accomplish specific institutional goals of expansion and exceptional customer service. The current health care reform system continues to evolve. A lot of growth in the health care systems encourages providers to alter superficial service policies (U. S. Department of Veterans Affairs, 2014). This alteration allows organizations to serve their patients in a more timely better while providing superior customer service. Many theories encourage organizations to change the current criteria; however, these theories do not describe how to properly implement any change.
The VIVA currently relies on the change theory. The change theory basically implies that the organization implement something new. In some cases, the change theory requires planning; however, some cases do not require any planning. The downfall to unplanned changes include unpredictable results. Planned changes allow organizations to follow particular steps to implement changes to accomplish set goals. Changes include new technology, “creativity requirement, innovative leadership, and an increase in diversity in the organization with greater accountability for practice” (U.
S. Department of Veterans Affairs, 2014, p. 2). Basic principles remain the same whether the changes are planned or unplanned; however, sometimes n alter in leadership styles or leaders causes a change in the principles. Role of Organization’s Mission, Vision and Values in Relationship to its Strategic Plan The Veterans Healthcare System stands by the role of its mission statement. The mission statement’s role honors Veterans by supplying them with superior health care products and services. The role symbolizes the foundation of the organization.
The foundation represents the excellence and value that health care professionals and facilities deliver to veterans. These professionals provide exemplary services. These services are patient-centered and evidence-based. The VIA collaborates all parties in an integrated habitat. The individuals support new education, techniques, procedures, improvements, and contributions to the veterans well-being. The strategic plan represents an outline of how the organization works together presently and in the future to endure a serious change.
The health care professionals possess values and deliver services with a high moral principle. They obtain and maintain the trust and confidence of their patients. They serve veterans and beneficiaries while completing organizational duties (U . S. Department of Veterans Affairs, 2014). Organizational Structure The Vass organizational structure resembles that of a governmental bureaucratic design. The Under Secretary, Department of Health and U. S. Government lead the structure. Under these three leaderships, various state legislatures lead by hospital administrators step in to support the Ova’s network.
The VIA labels the basic management organizations that provide information resources. The VIA provides a detailed report about the history, purpose and contents the popular databases used by the health care system. The VIA also includes future attempts of the Ova’s information management. The management team devised a new structure that met the needs of the VA that including “building and maintaining key applications, supporting operations and monitoring” (U . S. Department of Veterans Affairs, 2014, p. 2). Current Key Leaders Robert A. Petrel, M. D. Under Secretary for Health leads the VIA, largest unified health care system. The VIA receives approximately $47 billion from the state budget along with state donations. Pharmacy Care facilities and benefactors also contribute to the VIA (U. S. Department of Veterans Affairs, 2014). A senior researcher and pharmacy research organizations lead the research department. These professionals specialize in health care and health care administration. The board contains various and exceptional professionals, such as popular bureaucrats, congressmen, World War veterans, and numerous philanthropists.
These board members dedicate themselves to the organization and set an example to others (U. S. Department of Veterans Affairs, 2014). Change Management Model Used by Organization Change management decides on the new procedures and technologies to implement into the VIA. These new services monitor changes. The VIA profits from new successful opportunities. The VIA relies on a change management del that encourages the organization to undergo a successful transformation. The VIA gains respect and support from veterans and administration personnel, such as supervisors and middle managers.
A successful adaptation to change increases a level of urgency, teamwork, creation of new vision, new communication channels open, action occurs, and the organization profits. An organization uses a change management model when they devise a planned change. Veteran’s administration leaders choose the right for the VIA (U. S. Department of Veterans Affairs, 2014). Governing Boards Involvement in Implementing Strategic Goals The implementation of strategic goals involves action from the governing board. The main responsibility of strategic planning lays in the hands of the governing board.
The board leads the plan development that remains consistent with the Ova’s mission, philosophy and values (US. Department of Veterans Affairs, 2014). Specific strategic planning duties performed by the governing board include: approval of the goals and mission and vision statements, offering suggestions, consideration of new ideas, approval of the new strategic plan, and successful implementation of new strategic plan (U . S. Department of Veterans Affairs, 2014). Organization’s Major Service Delivery and Support Activities in Value Chain Almost every big American city contains a VIA.
The VIA is visible for all Veterans who seek their services. The VIA supplies Veterans with health care services and assistance. Patients choose their health care provider based on their chosen insurance program. The VIA medical service center contains various specializations, popular among millions and known for extensive and successful clinical procedures. A technology partner automates the entire billing system through a central data base. The VIA receives funding from the government. The funding increases annually (U. S. Department of Veterans Affairs, 2014).
How Does the Organization Use the Value Chain to Implement its Strategic Plan? The success of the VIA improves because of the strategic management plan. The value chain assists with implementing the new strategic plan. The value chain starts with developers. These developers create new standards or revise existing standards. Conclusion The VIA works diligently to meet the needs and demands of past and present veterans. The value provided by the VIA is measured by the large success rate. The VIA offers Medicare services, too.
