TABLE B-1 Framework for Evaluating Department of Veterans Affairs and Department of Defense Health Care Collaborations*

National and Local Contexts Organizational Capabilities and Readiness Implementation Initiatives Intermediate Outcomes First 2 Years Long-Term Impact 3–5 Years

•  Department of Veterans Affairs and Department of Defense (DoD) policies, goals, objectives

•  Number and location of facilities

•  Size and number of people served

•  Local health care market—public and private sectors

•  Local labor market

•  Other

•  Shared vision

•  History of working together

•  Culture

•  Leadership

•  Information technology capabilities

•  Care management

•  Care improvement

•  Performance measurement

•  Training and human resources development

•  Financial reserves

•  Other

•  Combining departments and services

•  Transferring personnel

•  Orienting employees

•  Communication/education

•  Developing policies

•  Developing shared electronic health records

•  Other

•  Increased operational readiness for recruits

•  Expanding patient volume to critical mass to maintain competency

•  More in-house surgery—added posttraumatic stress disorder unit

•  Increased professional opportunities for staff

•  Residency opportunities • Healthcare Effectiveness Data and Information Set, DoD, Joint Commission benchmark measures

•  Employee satisfaction

•  Patient experience measures

•  Other

•  Operating efficiencies

•  Costs per patient

•  Patient functional health status measures

•  Increased market share in local area

•  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.

The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement