HCS 451 Week 3 Health Care Quality Management and Outcomes

HCS 451 Week 3 Health Care Quality Management and Outcomes

There are not such a large number of individuals that understands the stuff to have a decent quality and hazard the board set up at a medical services association, particularly the VA offices. You will find out about Veterans’ Undertakings, the reason for hazard and quality administration, the critical ideas of chance and quality administration, steps the association might take to distinguish and deal with their dangers, genuine dangers in the association, and what it could adversely mean for the quality, inside and outside factors that impact quality results and what it could adversely mean for quality results, long haul, and transient objectives, central arrangements that ought to be executed and the way in which they will impact wellbeing results, the connection between risk the executives and quality administration and how these two disciplines complete one another.

A government-run military veteran’s benefits system, the United States Department of Veterans Affairs (VA) is in charge of implementing veteran benefits programs. They are in place to help carry out President Lincoln’s wish to honor and care for those who have served our country in the military or their surviving family members. Their main goal is to help veterans after they leave any branch of the military by offering a variety of services to them. Benefits like home loans, insurance, entitlements, education, employment, compensation, pension, burial, and health care are among the many services provided by the VA. By saying this, the VA has numerous obligations that they need to convey every day of the week to the people who have served this country. (“Veterans Administration of the United States,” 2014).

HCS 451 Week 3 Health Care Quality Management and Outcomes

Having this large number of liabilities will prompt issues on the off chance that the VA doesn’t have great quality and hazard the executives in the association set up. The practice of overseeing all activities and responsibilities required to maintain a desired level of excellence is known as quality management. Setting and adhering to principles that will help ensure that the VA always delivers the best services is the goal of a quality management system. When dealing with customers and vendors, the VA organization employs the program’s concepts. It may alter organizational procedures, structures, and employee responsibilities to achieve its goal of raising service quality. 

Incorporating good quality management into the VA organization can help everyone concentrate on providing that quality. Therefore, every aspect of the program, from scheduling an appointment to walking a patient to an X-ray, operations, and the volunteers who park the patient’s vehicles, is designed to meet the highest quality standard. Now, the goal of effective risk management is to operate in a way that helps reduce risks within the organization by bridging all VA functions. This program is set up, so anybody who works or addresses the VA will be proactive or endeavoring to forestall or reduce a misfortune as such harm control. A proactive risk management strategy may assist in avoiding losses and expenses that could have an additional impact on the company’s bottom line. This program has the potential to lessen the risk of accidents, poor patient care, malpractice claims, and patient deaths.

HCS 451 Week 3 Health Care Quality Management and Outcomes

The primary objective of both of these programs or systems is to ensure that VA patients receive the best possible care without having to be concerned about taking any risks. On the other end, there is a predetermined standard for how employees should perform their jobs without taking risks or the knowledge of potential dangers. Over the past ten years and just recently, both of these programs have come under fire for their unfortunate risk and unacceptable service quality. The vital ideas of the quality administration for the VA are client-focused, complete staff association, joined framework, acknowledgment of value approach, steady improvement, independent direction, and powerful correspondences. The level of quality is based on the needs of the customer, who ultimately requires the best quality. Getting everyone to work toward a common program goal requires complete staff involvement. Getting staff members to comprehend the leadership’s principles, mission, and vision for the quality program is the first step in accepting the quality approach. In order to make well-informed choices, it is necessary to gather information and evaluate it before making a decision. Effective communication is essential for all programs because it helps to maintain staff morale and inspire employees at all levels. 

The VA’s key risk management concepts include determining the danger, assessing the risk or threat, determining the risks’ consequences, determining procedures to reduce risks, and giving priority to risk reduction strategies. In any gamble in the executive’s program, you need to understand what the gamble is to character the risks. The employee will be able to assess or deal with it once they have been identified. Following the evaluation of the issues, the program’s steps will assist you in minimizing the risk in the event of an incident. At the point when a potential gamble is going to occur or do happen, a representative has to know how to respond by going through the system in their mind. For instance, when a veteran enters a VA hospital and is about to walk into an area where water has accumulated. Because a member of staff is aware that this risk is about to occur and is aware that, in the event that the veteran slips, they could suffer serious injuries—especially since there is no sign to prevent this—they stop the veteran from walking through the accumulation of water. 

HCS 451 Week 3 Health Care Quality Management and Outcomes

Preventing an accident and maintaining the quality of services when the veteran is present from the entrance to his or her car is an illustration of risk management and quality management working together. “Patient Safety, Quality Enhancement, and Risk Management,” 2009

Training, communication, and accountability are some of the actions that an organization can take to identify and manage its risks. With regards to any program preparing is vital at first, yet additionally boosts preparation being done semi-yearly as well. Clear communication is essential in this situation as well, as management must be able to communicate expectations to employees and inspire them to meet those expectations. At the same time, leadership needs to be open to any program feedback because employees sometimes see things management can’t. 

This is because they practice the program while they are working and go there every day. When everything is said and done, you will know that the staff is trained to do the job, so you must hold everyone, from the leadership to the patient check-in person, accountable for their actions. The business will be able to manage their affairs more effectively as a result of this. Patient Safety, Quality Enhancement, and Risk Management”. Another risk is that failing to provide a proper evaluation can have a negative impact on the quality because the patient might complain that they are not feeling well and the doctors might tell them that they are fine because they didn’t have enough time or weren’t doing their jobs properly. Inadequate record-keeping and annotation can have a significant negative impact on quality by making others believe that things are operating as intended when they aren’t. 

HCS 451 Week 3 Health Care Quality Management and Outcomes

The final risk is death, which is unfortunate and can have a negative impact on quality because it is the ultimate risk that should not occur due to a mistake or taking a risk. Presently in the event that every one of these gambles occurs and there is no responsibility with it, this can prompt an exceptionally enormous negative picture for the VA. This has only recently been discovered as a result of inadequate risk management and quality. “Congressman Charges VA Misled On Number Of Deaths Tied To Care Delays,” 2014

Lack of accountability, a lack of strong commitment from the top down, and unclear communication are the three internal factors that can influence quality outcomes within the VA. The manner in which not having clear correspondence can impact quality results is on the grounds that the staff individuals will be confounded and not have an unmistakable comprehension of the VA’s central goal or vision of value. Staff members may not be motivated to perform at their best if the leadership lacks a strong commitment to quality outcomes because they do not see their manager or leader leading by example and not caring about the outcomes. 

Naturally, if there is no accountability in place, this can have a negative impact on quality outcomes by permitting staff members to act as they please with regard to outcomes when no one is present to evaluate and verify that staff members are meeting VA standards. The VA’s quality outcomes can be influenced by three external factors: the media (in all its forms), politics, and not telling veterans’ patients they are a priority. The external factor of not making or showing the veterans’ patients that they are a priority can have a negative impact on quality outcomes. If the veterans don’t see any effort made to make them feel like they are a priority, they will complain or lose faith in the VA’s ability to treat them fairly. 

HCS 451 Week 3 Health Care Quality Management and Outcomes

Along this line, another outer entertainer is the media, social or potential outlets, which can influence the quality results adversely in light of the fact that in this day and age, media can in a real sense, represent the moment of truth an association, not to mention the VA. It just takes one snapshot of terrible media to viral, and it could prompt a ton of adverse results (in a not-very-great way). Political arrangements are another external factor that can have a negative impact on quality outcomes because this is a government-run organization, and if there is no direction, support, or evaluation, things can fall apart in a bad way. (2012), “Four Steps to Improving Healthcare Quality.”

The organization’s short-term objectives include changing the public’s perception, enhancing service quality, and getting rid of the old mindset. Changing the public’s perception is crucial and should be a short-term objective right away. That is why I say that, in light of the current negative public image of the VA resulting from recent events. In the event that they can change the ongoing public discernment, it won’t just assist temporarily, yet in addition in the long haul. Another short-term objective is to immediately raise service quality to the required level. Because the Veterans Administration (VA) needs to regain veterans’ faith, improving the quality of service is an immediate need and goal. Eliminating old mindsets that do not support the organization’s vision is another short-term objective. On the off chance that you have anybody on your staff that would rather not shift to the new course of the association, then the VA will struggle with correcting the boat. (2014), “Obama To Sign Va Reform Bill On Thursday.”

Patient service, community outreach, and employee appreciation are the organization’s long-term objectives. Patient assistance objectives can help over the long haul since when the client must be the need in everybody’s psyche. At times it particularly when you are not stirring things up around town like an association need it does right by objectives like this for the staff to know the assumption. Some of thing they can do is request that patients do criticisms either recorded as a hard copy or online to see their viewpoints. Now is the time to set community outreach goals because doing so will help the VA name get a better reputation or be seen in a better light. 

HCS 451 Week 3 Health Care Quality Management and Outcomes

This can only be beneficial, and it may result in a great deal of support for the organization, particularly during difficult times. Goals for employee appreciation, such as quarterly, semiannual, and organization-wide goals. Recognizing an employee for their efforts and dedication is always beneficial. If the worker receives some kind of recognition, it might be monetary, a scholarship (for them or a member of their family), or a gift certificate. Let it start with recognition—perhaps a gift card for a free meal—then, if the employee is able to attend a regional or overall VA recognition, The recognition of outstanding work is crucial. (“Obama To Sign VA Change Bill On Thursday,” 2014).

Unity, adaptability, and openness are the three fundamental quality and risk management policies that should be implemented. My explanation I say a unified exertion will impact wellbeing results is on the grounds that it will assist with guaranteeing steady methodology are being taken and there is a typical perspective on the difficulties. Health outcomes will be influenced by adaptability because it should be open to change in how these programs are approached. Presently straightforwardness will impact well-being results by will advance open, dependable, and honest correspondence about benefits and inconveniences. “Patient Safety, Quality Enhancement, and Risk Management,” 2009

HCS 451 Week 3 Health Care Quality Management and Outcomes

The organization’s relationship with quality and risk management, as well as the way these two fields complement one another, is that they collaborate to improve the other. They’re like the yin and the yang or blow for blow. Risk management and quality management both contribute to maintaining acceptable levels of risk management and quality management. For instance, if a VA patient is unwell and requires immediate medical attention, a VA employee will use risk management to take action. Because the VA patient received prompt attention and the best possible care, quality management takes effect. Both assist each other in making a climate that empowers effectiveness. “Patient Safety, Quality Enhancement, and Risk Management,” 2009

In order for a healthcare organization, particularly a VA facility, to have effective risk management and quality, there should be an understanding of what it takes. You will learn about Veterans Affairs, the purpose of risk and quality management, the key concepts of risk and quality management, the steps an organization may take to identify and manage its risks, actual risks in the organization and how they might negatively affect quality, internal and external factors that influence quality outcomes and how they might negatively affect quality, long-term and short-term goals, fundamental policies that should be implemented and how they will influence health outcomes, and the relationship between risk management and quality management and how these two disciplines complement one another. The VA will be able to maintain an adequate level of excellent service for veterans who require assistance thanks to these programs.


Carroll, R. L. (2009). Risk Management Handbook for Health Care Organizations (2nd ed.). San Francisco, CA: Jossey-Bass.

Sollecito, DrPH, W. A., & Johnson, MSPH, PhD, J. K. (2013). Continuous Quality Improvement in Health Care (4th ed.). Burlington, MA: Jones & Bartlett Learning.

U.S. Department of Veterans Affairs. (2014). Retrieved from 


Risk Management and Medical Liability. (2014). Retrieved from


Risk Management, Quality Improvement, and Patient Safety. (2009). Retrieved from


Four Steps to Improving Healthcare Quality. (2012). Retrieved from 


VA misled on number of deaths tied to care delays, congressman charges. (2014). Retrieved from


VA Lied To Congress About Veteran Deaths and Wait Times Read more: 


(2014). Retrieved from 


Obama to Sign VA Reform Bill on Thursday. (2014). Retrieved from 


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