Department of Veterans Affairs

Integrated Management System for Dept of Veterans Affairs

Objectives-

a. Reduce rework and "handling" required to report and manage errors and deviations in the performance of VHA services. Conserve and optimize resources required to support management reviews

b. Improve inter-program information and informatics sharing by reducing or eliminating silo's and local hotspots of data that are not evenly accessed and distributed across the organization.

c. Improve the connectedness between Management, Quality, and Strategy by closely aligning strategic and tactical objectives with the performance review of organizational systems.

c. Increase timely knowledge of the effectiveness of operations, aligning management reviews with strategic and tactical planning, readjusting as necessary for continual improvement from the Customer's/Patient's perspective.

 

Idea: To provide a strategically integrated approach to continual improvement in VHA by

1. Deploying the ISO 9001:2008 standards which support Customer/Veteran-centric aligned management systems for quality, beginning with management commitment and training at the top of the organization for strategic alignment of current programs and organizational levels.

2. Creating a process-based, timely, risk-based, non-silo'd approach to information/informatics sharing by deploying a common data architecture and application to collect and manage quality management system records (so we can "see and track" issues across all levels of the organization). Quality records would meet the requirements for an effective Quality Management System from an ISO 9001 viewpoint.

The application would be “common” among all organizational levels and programs (administrative AND clinical), by identification and categorization of common elements. However, the access to the quality records could be tailored to specific site needs, security requirements, and structures. Sites would retain “ownership” of their portions of the quality management system application, but reports could be aggregated from VACO remotely, and drillable down to the most remote CBOC level to support reviews of the consistency in delivery of care and how the performance meets strategic objectives. Development of the analytics from such a system would be customer-focused, highly mobile and accessible, and process-dependent, not people-dependent.

 

3. Using a common application to collect quality records important to the delivery of administrative and clinical services to internal and external customers/patients which can be reviewed by management for an assessment of systems and process effectiveness, not just solely outcomes-based. Use of this knowledge would be used in tandem with outcome-based economic and clinical measures for a holistic analytical view of the effectiveness of operations.

4. Leveraging the existing expertise within current Quality, Risk, Patient Safety, Systems Redesign, Management Review, Information Technology, and Informatics program areas to enhance communication of knowledge for more accurate and better alignment of strategic and tactical decision making, based on key operating knowledge captured through in-depth review of organizational systems and processes.

 

Specifically:

 

a. Purchase an application that can support linkages between quality records tracking (ISO 9001-based) and VHA data repositories (OLAP and OLTP) for better management of actions taken related to issues, errors, and defects observed through the spectrum of care transactions.

 

b. Increase the Business Intelligence/Informatics development of knowledge derived from review and analysis of quality records. Spend more time on accurate, more easily-accessible analytical tools for better decision making in faster time-frames.

 

c. Improve VHA services by consistent, timely, and accurate review of the sharing of quality record knowledge.

 

d. Optimize VHA administrative and analytical resources to support continual improvement knowledge management.

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Idea No. 14758