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As Assistant Deputy Under Secretary of Health Quality, Safety and Value, Shereef Elnahal, MD led VA efforts to improve the quality of care and to find, develop, and expand successful local programs through the Diffusion of Excellence initiative. More recently, he helped to develop new performance metrics for VA facilities and to increase transparency to veterans about wait times and quality. Federal Practitioner recently asked Dr. Elnahal to discuss these initiatives.
Improving the Veteran Experience
Federal Practitioner. Last year, VA launched accesstocare.va.gov to provide the public access to performance, wait time, and other data. What was the rationale for creating the website?
Shereef Elnahal, MD. The rationale, which directly aligns with the top priorities outlined by VA Secretary David J. Shulkin, MD, was simple: If we provide veterans with an easy-to-use tool that lets them see data on wait times and quality, they’ll be able to make informed decisions about where and when they receive their health care.
Secretary Shulkin has underscored the importance of improving the timeliness of VA health care services while simultaneously empowering veterans through transparency of information. This website provides a vital tool for realizing his vision.
Federal Practitioner. What types of data and tools are currently included on the site and what would you like to include in the future?
Dr. Elnahal. Right now, veterans can find information about wait times, quality of care, as well as other veterans’ experiences at local VA facilities. They also can compare quality of care provided by VA medical centers with that of local private hospitals. In addition, we recently added a feature whereby veterans can see if a local VA facility is better, worse, or the same as the regional average wait time of private sector clinics.
For example, if you’re a veteran and want to find out how quickly you can get an appointment with a primary care provider in your area, you simply visit www.accesstocare.va.gov and click the box “How Quickly Can My VA Facility See Me?” You’ll then be directed to a page that asks whether you want to find out about wait times at individual facilities or learn about facilities with same-day access. By clicking the former, you’ll be taken to a screen that includes a map and a few drop-down menus. From there, you can query the system in several ways, including “How soon can I get an appointment at the facility closest to me?” in which case the site will display a list of facilities in your area, with the closest facility listed first, along with wait times. Or you can ask “How soon can I get an appointment at a nearby facility?” in which case, the system will list facilities in your area displayed according to wait time, with the shortest wait time listed first. No other health care system that we know of provides this level of transparency.
Finally, last October, we also added a new feature, “Our Providers,” which provides information on more than 40,000 full-time and part-time VA health care providers. By visiting www.accesstocare.va.gov/ourproviders, veterans and their families can search practitioners by state, VA facility name, occupation, gender, and the service line to which the practitioner is assigned.
Federal Practitioner. What feedback have you received on accesstocare.va.gov from veterans and veterans groups?
Dr. Elnahal. The response has been overwhelmingly positive, both in terms of what veterans and Veterans Service Organizations (VSOs) have told us, and what we’ve seen in the news. For example, I read a story quoting an Arizona Veterans of Foreign Wars senior vice commander who said “That’s the thing about transparency. You can talk about it and promise it, but putting yourself out there online and making it available for everyone to use is a whole other story. That’s being pretty transparent.”1
I should note, though, that our desire for feedback didn’t end with the site’s launch. We want veterans and VSOs to continue advising us on ways to improve the site. On the website itself, you can find a section that allows you to give feedback, and we encourage veterans and their family members to do so.
Quality of Care
Federal Practitioner. What metrics are you using internally to measure and improve the quality of VA performance and health care?
Dr. Elnahal. We mainly use metrics that are already reported by private sector hospitals and clinics, such as Medicare core metrics, patient experience surveys, and those that are administered by the National Committee for Quality Assurance (NCQA).
Federal Practitioner. How are central office, VISN, or facility leadership using these metrics?
Dr. Elnahal. Each of these levels of management look at their specific purview, identify areas where they are falling behind the rest of the system or the private sector, and focus their resources on improving those specific areas. At the national level, the main focus right now is on those facilities that Secretary Shulkin has identified as “high risk” so that we can make sure they are on a fast path to improvement. We cannot afford to wait on improving these facilities, and Secretary Shulkin has asked us to focus our resources on the areas that need it most. I think it’s also important to note that we’ve been working to create a standard structure for quality (and safety) governance. Through this structure, which includes boards and committees at every level of VHA, we’re supporting front-line improvement teams that focus on quality of care in particular clinical service lines. We’re also leveraging these front-line teams to promote rapid sharing of best practices across the entire enterprise.
Federal Practitioner. How important is employee engagement and employee satisfaction to VA quality improvement?
Dr. Elnahal. Employee engagement and satisfaction are integral to quality improvement and are high priorities at VA. One factor that makes VA especially unique, even among other federal departments and agencies, is that our workforce truly is mission driven. VA employees are typically not paid quite as highly as health care workers in the private sector and are often asked to do jobs that are more difficult. Our veterans need and deserve the highest quality of care, and for service-related conditions, that can be quite complex. The people who choose to work for VA are invested in the mission, and about one-third of them are veterans themselves.
In addition, VA measures employee satisfaction more consistently and robustly than do most other health care institutions. Every year, a survey called the All-Employee Survey is released to every employee in VHA, and detailed questions are asked about how folks are feeling about their work environment, supervisors, you name it. We play close attention to these results across the organization—happier, engaged employees are more likely to provide the best service they can to veterans, which is why we care so much about this issue.
Federal Practitioner. Do you have any insight based on these metrics on the VA’s recent progress in improving access and quality of care?
In a recent analysis of 15 large metropolitan areas, we found that VA facility outpatient access has improved by 6 days on average between 2014 and 2017, while wait times in the private sector increased by 6 days on average. Wait times have improved in 11 of the 15 metropolitan areas. The number of unique patients seen and the volume of encounters nationally increased substantially between FY14 and FY17 for all 4 analyzed specialties: cardiology, dermatology, primary care and orthopedics.
For example, in cardiology the number of unique patients seen increased by 12%, and the volume of encounters increased by 19%. This progress is further illustrated by our improvement in our Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) data. VA has had incremental improvements annually in access according to reported HCAHPS scores for primary care and specialty care appointments, both urgent and routine care. The percentage of patients who believe “I ‘always’ got an appointment for care needed right away/routine care,” has been improving, on average, 1.3% annually since 2014.
In terms of care quality, several reports have been published in recent years that show high levels of performance in standard metrics for quality and patient safety, and in most, VA exceeds the private sector’s performance. VA continues to strive for the highest possible quality of care that we can provide.
Diffusion of Excellence
Federal Practitioner. How has the Diffusion of Excellence (DoE) program grown from its inception?
Dr. Elnahal. Since 2015, when we launched the initiative, the program has grown considerably both in size as well as in the diversity of best practices put forward.
Federal Practitioner. Does this initiative play into the larger efforts to improve transparency and quality of care?
Dr. Elnahal. Absolutely. Every cycle, categories of best practices are aligned seamlessly with the priorities of the moment. For example, suicide prevention and controlling the opioid epidemic were just some of the priorities we focused on this past year, because they are what the organization has been focused on at large. Quality and patient safety—perennial priorities of VHA—are always reflected in our solicitation of best practices.
Federal Practitioner. Can you identify/describe a few successful DoE programs that exemplify VA employees’ commitment to improving quality of care?
Dr. Elnahal. One example that springs to mind is the Home-based Mental Health Evaluation, or HOME, a program that bridges the gap in mental health care recently discharged rural veterans’ experience. In VISN 16, the program reduced psychiatric rehospitalizations by nearly 50% and the average length of a hospital stay by 41% by having staff meet with hospitalized veterans; complete a home visit within 1 week after the patient is discharged; and maintain weekly phone contact until the veteran starts outpatient mental health services.
Another example is a program developed by staff at the North Florida/South Georgia Veterans Health Care System in Gainesville, which helped reduce wait times in the hospital’s cardiology clinic. This best practice encourages physicians to review individual requests for consultations with specialists. They are asked to triage the requests to determine whether a face-to-face encounter is needed, if the request can be handled either at a local outpatient clinic or electronically, or whether the doctor needs more information before deciding what to do. In 1 year, this process reduced wait times in Gainesville’s cardiology clinic by 46%, to about 10 days.
Another Boston VA project is the development of a screening and transfer process for patients who want to be detoxified from substances to which they have become addicted. The facility’s psychosomatic medicine service team uses an algorithm for screenings and transfers that embeds available literature on the subject and a multidisciplinary consensus into an order set for electronic consultations. This results in an evidence-based, multidisciplinary, and technologic approach to the transfer process.
Federal Practitioner. Do you see DoE as a laboratory for quality of care improvement that could expand beyond the VA?
Dr. Elnahal. Absolutely. In fact, I recently coauthored, with Secretary Shulkin and Deputy Under Secretary for Health Carolyn Clancy, a commentary that provided a how-to for private sector systems to replicate our efforts.2 In that commentary, we identified four distinct phases of diffusing best practices across health care systems: Identify promising practices, recruit champions, replicate; and establish consistency, standardize, and sustain.
1. Cronkite News. VA unveils tool to give vets clearer picture of medical care, delays. https://cronkitenews.azpbs.org/2017/04/12/va-unveils-tool-to-give-vets-clearer-picture-of-medical-care-delays. Published April 12, 2017. Accessed January 22, 2018.
2. Elnahal SM, Clancy CM, Shulkin DJ. A framework for disseminating clinical best practices in the VA Health System. JAMA. 2017;317(3):255-256.
As Assistant Deputy Under Secretary of Health Quality, Safety and Value, Shereef Elnahal, MD led VA efforts to improve the quality of care and to find, develop, and expand successful local programs through the Diffusion of Excellence initiative. More recently, he helped to develop new performance metrics for VA facilities and to increase transparency to veterans about wait times and quality. Federal Practitioner recently asked Dr. Elnahal to discuss these initiatives.
Improving the Veteran Experience
Federal Practitioner. Last year, VA launched accesstocare.va.gov to provide the public access to performance, wait time, and other data. What was the rationale for creating the website?
Shereef Elnahal, MD. The rationale, which directly aligns with the top priorities outlined by VA Secretary David J. Shulkin, MD, was simple: If we provide veterans with an easy-to-use tool that lets them see data on wait times and quality, they’ll be able to make informed decisions about where and when they receive their health care.
Secretary Shulkin has underscored the importance of improving the timeliness of VA health care services while simultaneously empowering veterans through transparency of information. This website provides a vital tool for realizing his vision.
Federal Practitioner. What types of data and tools are currently included on the site and what would you like to include in the future?
Dr. Elnahal. Right now, veterans can find information about wait times, quality of care, as well as other veterans’ experiences at local VA facilities. They also can compare quality of care provided by VA medical centers with that of local private hospitals. In addition, we recently added a feature whereby veterans can see if a local VA facility is better, worse, or the same as the regional average wait time of private sector clinics.
For example, if you’re a veteran and want to find out how quickly you can get an appointment with a primary care provider in your area, you simply visit www.accesstocare.va.gov and click the box “How Quickly Can My VA Facility See Me?” You’ll then be directed to a page that asks whether you want to find out about wait times at individual facilities or learn about facilities with same-day access. By clicking the former, you’ll be taken to a screen that includes a map and a few drop-down menus. From there, you can query the system in several ways, including “How soon can I get an appointment at the facility closest to me?” in which case the site will display a list of facilities in your area, with the closest facility listed first, along with wait times. Or you can ask “How soon can I get an appointment at a nearby facility?” in which case, the system will list facilities in your area displayed according to wait time, with the shortest wait time listed first. No other health care system that we know of provides this level of transparency.
Finally, last October, we also added a new feature, “Our Providers,” which provides information on more than 40,000 full-time and part-time VA health care providers. By visiting www.accesstocare.va.gov/ourproviders, veterans and their families can search practitioners by state, VA facility name, occupation, gender, and the service line to which the practitioner is assigned.
Federal Practitioner. What feedback have you received on accesstocare.va.gov from veterans and veterans groups?
Dr. Elnahal. The response has been overwhelmingly positive, both in terms of what veterans and Veterans Service Organizations (VSOs) have told us, and what we’ve seen in the news. For example, I read a story quoting an Arizona Veterans of Foreign Wars senior vice commander who said “That’s the thing about transparency. You can talk about it and promise it, but putting yourself out there online and making it available for everyone to use is a whole other story. That’s being pretty transparent.”1
I should note, though, that our desire for feedback didn’t end with the site’s launch. We want veterans and VSOs to continue advising us on ways to improve the site. On the website itself, you can find a section that allows you to give feedback, and we encourage veterans and their family members to do so.
Quality of Care
Federal Practitioner. What metrics are you using internally to measure and improve the quality of VA performance and health care?
Dr. Elnahal. We mainly use metrics that are already reported by private sector hospitals and clinics, such as Medicare core metrics, patient experience surveys, and those that are administered by the National Committee for Quality Assurance (NCQA).
Federal Practitioner. How are central office, VISN, or facility leadership using these metrics?
Dr. Elnahal. Each of these levels of management look at their specific purview, identify areas where they are falling behind the rest of the system or the private sector, and focus their resources on improving those specific areas. At the national level, the main focus right now is on those facilities that Secretary Shulkin has identified as “high risk” so that we can make sure they are on a fast path to improvement. We cannot afford to wait on improving these facilities, and Secretary Shulkin has asked us to focus our resources on the areas that need it most. I think it’s also important to note that we’ve been working to create a standard structure for quality (and safety) governance. Through this structure, which includes boards and committees at every level of VHA, we’re supporting front-line improvement teams that focus on quality of care in particular clinical service lines. We’re also leveraging these front-line teams to promote rapid sharing of best practices across the entire enterprise.
Federal Practitioner. How important is employee engagement and employee satisfaction to VA quality improvement?
Dr. Elnahal. Employee engagement and satisfaction are integral to quality improvement and are high priorities at VA. One factor that makes VA especially unique, even among other federal departments and agencies, is that our workforce truly is mission driven. VA employees are typically not paid quite as highly as health care workers in the private sector and are often asked to do jobs that are more difficult. Our veterans need and deserve the highest quality of care, and for service-related conditions, that can be quite complex. The people who choose to work for VA are invested in the mission, and about one-third of them are veterans themselves.
In addition, VA measures employee satisfaction more consistently and robustly than do most other health care institutions. Every year, a survey called the All-Employee Survey is released to every employee in VHA, and detailed questions are asked about how folks are feeling about their work environment, supervisors, you name it. We play close attention to these results across the organization—happier, engaged employees are more likely to provide the best service they can to veterans, which is why we care so much about this issue.
Federal Practitioner. Do you have any insight based on these metrics on the VA’s recent progress in improving access and quality of care?
In a recent analysis of 15 large metropolitan areas, we found that VA facility outpatient access has improved by 6 days on average between 2014 and 2017, while wait times in the private sector increased by 6 days on average. Wait times have improved in 11 of the 15 metropolitan areas. The number of unique patients seen and the volume of encounters nationally increased substantially between FY14 and FY17 for all 4 analyzed specialties: cardiology, dermatology, primary care and orthopedics.
For example, in cardiology the number of unique patients seen increased by 12%, and the volume of encounters increased by 19%. This progress is further illustrated by our improvement in our Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) data. VA has had incremental improvements annually in access according to reported HCAHPS scores for primary care and specialty care appointments, both urgent and routine care. The percentage of patients who believe “I ‘always’ got an appointment for care needed right away/routine care,” has been improving, on average, 1.3% annually since 2014.
In terms of care quality, several reports have been published in recent years that show high levels of performance in standard metrics for quality and patient safety, and in most, VA exceeds the private sector’s performance. VA continues to strive for the highest possible quality of care that we can provide.
Diffusion of Excellence
Federal Practitioner. How has the Diffusion of Excellence (DoE) program grown from its inception?
Dr. Elnahal. Since 2015, when we launched the initiative, the program has grown considerably both in size as well as in the diversity of best practices put forward.
Federal Practitioner. Does this initiative play into the larger efforts to improve transparency and quality of care?
Dr. Elnahal. Absolutely. Every cycle, categories of best practices are aligned seamlessly with the priorities of the moment. For example, suicide prevention and controlling the opioid epidemic were just some of the priorities we focused on this past year, because they are what the organization has been focused on at large. Quality and patient safety—perennial priorities of VHA—are always reflected in our solicitation of best practices.
Federal Practitioner. Can you identify/describe a few successful DoE programs that exemplify VA employees’ commitment to improving quality of care?
Dr. Elnahal. One example that springs to mind is the Home-based Mental Health Evaluation, or HOME, a program that bridges the gap in mental health care recently discharged rural veterans’ experience. In VISN 16, the program reduced psychiatric rehospitalizations by nearly 50% and the average length of a hospital stay by 41% by having staff meet with hospitalized veterans; complete a home visit within 1 week after the patient is discharged; and maintain weekly phone contact until the veteran starts outpatient mental health services.
Another example is a program developed by staff at the North Florida/South Georgia Veterans Health Care System in Gainesville, which helped reduce wait times in the hospital’s cardiology clinic. This best practice encourages physicians to review individual requests for consultations with specialists. They are asked to triage the requests to determine whether a face-to-face encounter is needed, if the request can be handled either at a local outpatient clinic or electronically, or whether the doctor needs more information before deciding what to do. In 1 year, this process reduced wait times in Gainesville’s cardiology clinic by 46%, to about 10 days.
Another Boston VA project is the development of a screening and transfer process for patients who want to be detoxified from substances to which they have become addicted. The facility’s psychosomatic medicine service team uses an algorithm for screenings and transfers that embeds available literature on the subject and a multidisciplinary consensus into an order set for electronic consultations. This results in an evidence-based, multidisciplinary, and technologic approach to the transfer process.
Federal Practitioner. Do you see DoE as a laboratory for quality of care improvement that could expand beyond the VA?
Dr. Elnahal. Absolutely. In fact, I recently coauthored, with Secretary Shulkin and Deputy Under Secretary for Health Carolyn Clancy, a commentary that provided a how-to for private sector systems to replicate our efforts.2 In that commentary, we identified four distinct phases of diffusing best practices across health care systems: Identify promising practices, recruit champions, replicate; and establish consistency, standardize, and sustain.
As Assistant Deputy Under Secretary of Health Quality, Safety and Value, Shereef Elnahal, MD led VA efforts to improve the quality of care and to find, develop, and expand successful local programs through the Diffusion of Excellence initiative. More recently, he helped to develop new performance metrics for VA facilities and to increase transparency to veterans about wait times and quality. Federal Practitioner recently asked Dr. Elnahal to discuss these initiatives.
Improving the Veteran Experience
Federal Practitioner. Last year, VA launched accesstocare.va.gov to provide the public access to performance, wait time, and other data. What was the rationale for creating the website?
Shereef Elnahal, MD. The rationale, which directly aligns with the top priorities outlined by VA Secretary David J. Shulkin, MD, was simple: If we provide veterans with an easy-to-use tool that lets them see data on wait times and quality, they’ll be able to make informed decisions about where and when they receive their health care.
Secretary Shulkin has underscored the importance of improving the timeliness of VA health care services while simultaneously empowering veterans through transparency of information. This website provides a vital tool for realizing his vision.
Federal Practitioner. What types of data and tools are currently included on the site and what would you like to include in the future?
Dr. Elnahal. Right now, veterans can find information about wait times, quality of care, as well as other veterans’ experiences at local VA facilities. They also can compare quality of care provided by VA medical centers with that of local private hospitals. In addition, we recently added a feature whereby veterans can see if a local VA facility is better, worse, or the same as the regional average wait time of private sector clinics.
For example, if you’re a veteran and want to find out how quickly you can get an appointment with a primary care provider in your area, you simply visit www.accesstocare.va.gov and click the box “How Quickly Can My VA Facility See Me?” You’ll then be directed to a page that asks whether you want to find out about wait times at individual facilities or learn about facilities with same-day access. By clicking the former, you’ll be taken to a screen that includes a map and a few drop-down menus. From there, you can query the system in several ways, including “How soon can I get an appointment at the facility closest to me?” in which case the site will display a list of facilities in your area, with the closest facility listed first, along with wait times. Or you can ask “How soon can I get an appointment at a nearby facility?” in which case, the system will list facilities in your area displayed according to wait time, with the shortest wait time listed first. No other health care system that we know of provides this level of transparency.
Finally, last October, we also added a new feature, “Our Providers,” which provides information on more than 40,000 full-time and part-time VA health care providers. By visiting www.accesstocare.va.gov/ourproviders, veterans and their families can search practitioners by state, VA facility name, occupation, gender, and the service line to which the practitioner is assigned.
Federal Practitioner. What feedback have you received on accesstocare.va.gov from veterans and veterans groups?
Dr. Elnahal. The response has been overwhelmingly positive, both in terms of what veterans and Veterans Service Organizations (VSOs) have told us, and what we’ve seen in the news. For example, I read a story quoting an Arizona Veterans of Foreign Wars senior vice commander who said “That’s the thing about transparency. You can talk about it and promise it, but putting yourself out there online and making it available for everyone to use is a whole other story. That’s being pretty transparent.”1
I should note, though, that our desire for feedback didn’t end with the site’s launch. We want veterans and VSOs to continue advising us on ways to improve the site. On the website itself, you can find a section that allows you to give feedback, and we encourage veterans and their family members to do so.
Quality of Care
Federal Practitioner. What metrics are you using internally to measure and improve the quality of VA performance and health care?
Dr. Elnahal. We mainly use metrics that are already reported by private sector hospitals and clinics, such as Medicare core metrics, patient experience surveys, and those that are administered by the National Committee for Quality Assurance (NCQA).
Federal Practitioner. How are central office, VISN, or facility leadership using these metrics?
Dr. Elnahal. Each of these levels of management look at their specific purview, identify areas where they are falling behind the rest of the system or the private sector, and focus their resources on improving those specific areas. At the national level, the main focus right now is on those facilities that Secretary Shulkin has identified as “high risk” so that we can make sure they are on a fast path to improvement. We cannot afford to wait on improving these facilities, and Secretary Shulkin has asked us to focus our resources on the areas that need it most. I think it’s also important to note that we’ve been working to create a standard structure for quality (and safety) governance. Through this structure, which includes boards and committees at every level of VHA, we’re supporting front-line improvement teams that focus on quality of care in particular clinical service lines. We’re also leveraging these front-line teams to promote rapid sharing of best practices across the entire enterprise.
Federal Practitioner. How important is employee engagement and employee satisfaction to VA quality improvement?
Dr. Elnahal. Employee engagement and satisfaction are integral to quality improvement and are high priorities at VA. One factor that makes VA especially unique, even among other federal departments and agencies, is that our workforce truly is mission driven. VA employees are typically not paid quite as highly as health care workers in the private sector and are often asked to do jobs that are more difficult. Our veterans need and deserve the highest quality of care, and for service-related conditions, that can be quite complex. The people who choose to work for VA are invested in the mission, and about one-third of them are veterans themselves.
In addition, VA measures employee satisfaction more consistently and robustly than do most other health care institutions. Every year, a survey called the All-Employee Survey is released to every employee in VHA, and detailed questions are asked about how folks are feeling about their work environment, supervisors, you name it. We play close attention to these results across the organization—happier, engaged employees are more likely to provide the best service they can to veterans, which is why we care so much about this issue.
Federal Practitioner. Do you have any insight based on these metrics on the VA’s recent progress in improving access and quality of care?
In a recent analysis of 15 large metropolitan areas, we found that VA facility outpatient access has improved by 6 days on average between 2014 and 2017, while wait times in the private sector increased by 6 days on average. Wait times have improved in 11 of the 15 metropolitan areas. The number of unique patients seen and the volume of encounters nationally increased substantially between FY14 and FY17 for all 4 analyzed specialties: cardiology, dermatology, primary care and orthopedics.
For example, in cardiology the number of unique patients seen increased by 12%, and the volume of encounters increased by 19%. This progress is further illustrated by our improvement in our Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) data. VA has had incremental improvements annually in access according to reported HCAHPS scores for primary care and specialty care appointments, both urgent and routine care. The percentage of patients who believe “I ‘always’ got an appointment for care needed right away/routine care,” has been improving, on average, 1.3% annually since 2014.
In terms of care quality, several reports have been published in recent years that show high levels of performance in standard metrics for quality and patient safety, and in most, VA exceeds the private sector’s performance. VA continues to strive for the highest possible quality of care that we can provide.
Diffusion of Excellence
Federal Practitioner. How has the Diffusion of Excellence (DoE) program grown from its inception?
Dr. Elnahal. Since 2015, when we launched the initiative, the program has grown considerably both in size as well as in the diversity of best practices put forward.
Federal Practitioner. Does this initiative play into the larger efforts to improve transparency and quality of care?
Dr. Elnahal. Absolutely. Every cycle, categories of best practices are aligned seamlessly with the priorities of the moment. For example, suicide prevention and controlling the opioid epidemic were just some of the priorities we focused on this past year, because they are what the organization has been focused on at large. Quality and patient safety—perennial priorities of VHA—are always reflected in our solicitation of best practices.
Federal Practitioner. Can you identify/describe a few successful DoE programs that exemplify VA employees’ commitment to improving quality of care?
Dr. Elnahal. One example that springs to mind is the Home-based Mental Health Evaluation, or HOME, a program that bridges the gap in mental health care recently discharged rural veterans’ experience. In VISN 16, the program reduced psychiatric rehospitalizations by nearly 50% and the average length of a hospital stay by 41% by having staff meet with hospitalized veterans; complete a home visit within 1 week after the patient is discharged; and maintain weekly phone contact until the veteran starts outpatient mental health services.
Another example is a program developed by staff at the North Florida/South Georgia Veterans Health Care System in Gainesville, which helped reduce wait times in the hospital’s cardiology clinic. This best practice encourages physicians to review individual requests for consultations with specialists. They are asked to triage the requests to determine whether a face-to-face encounter is needed, if the request can be handled either at a local outpatient clinic or electronically, or whether the doctor needs more information before deciding what to do. In 1 year, this process reduced wait times in Gainesville’s cardiology clinic by 46%, to about 10 days.
Another Boston VA project is the development of a screening and transfer process for patients who want to be detoxified from substances to which they have become addicted. The facility’s psychosomatic medicine service team uses an algorithm for screenings and transfers that embeds available literature on the subject and a multidisciplinary consensus into an order set for electronic consultations. This results in an evidence-based, multidisciplinary, and technologic approach to the transfer process.
Federal Practitioner. Do you see DoE as a laboratory for quality of care improvement that could expand beyond the VA?
Dr. Elnahal. Absolutely. In fact, I recently coauthored, with Secretary Shulkin and Deputy Under Secretary for Health Carolyn Clancy, a commentary that provided a how-to for private sector systems to replicate our efforts.2 In that commentary, we identified four distinct phases of diffusing best practices across health care systems: Identify promising practices, recruit champions, replicate; and establish consistency, standardize, and sustain.
1. Cronkite News. VA unveils tool to give vets clearer picture of medical care, delays. https://cronkitenews.azpbs.org/2017/04/12/va-unveils-tool-to-give-vets-clearer-picture-of-medical-care-delays. Published April 12, 2017. Accessed January 22, 2018.
2. Elnahal SM, Clancy CM, Shulkin DJ. A framework for disseminating clinical best practices in the VA Health System. JAMA. 2017;317(3):255-256.
1. Cronkite News. VA unveils tool to give vets clearer picture of medical care, delays. https://cronkitenews.azpbs.org/2017/04/12/va-unveils-tool-to-give-vets-clearer-picture-of-medical-care-delays. Published April 12, 2017. Accessed January 22, 2018.
2. Elnahal SM, Clancy CM, Shulkin DJ. A framework for disseminating clinical best practices in the VA Health System. JAMA. 2017;317(3):255-256.
