The excellent quality of care our Veteran patients receive at the West Palm Beach VA Medical Center (WPB VAMC) is a result of the hard work and dedication of all our staff, volunteers and partners in the community. We are especially proud of the following accomplishments achieved for Fiscal Year 2012:

 

• Added 12 acute medicine beds.

• Decreased the amount of time it took for patients to be transferred to an inpatient unit from the ER.

• Expanded surgical services in the areas of vascular, colorectal, general, orthopedics and eye surgery.

• Expanded delivery of health care through telehealth.

• Hired 32 new providers approved for Mental Health service expansion.

• Increased the census of the Home Based Primary Care Program from 148 to 160.

• Continued our successful partnership with Hope*Faith*Love*Charity, Inc. that resulted in 1,061 homeless Veterans being served last year with 55 receiving permanent housing. Hope*Faith*Love*Charity, Inc. also received a Supportive Services for Veterans Families VA grant to serve an expected 800 Veteran families in Palm Beach County.

 

• Succeeded in obtaining Commission on Accreditation of Rehabilitation Facilities (CARF) 3-year recertification of our Blind Rehabilitation Center with no recommendations and 20 best practices noted by the surveyors.

• Succeeded in receiving Laboratory Accreditation from both the College of American Pathologists (CAP) and American Association of Blood Banks (AABB) with no deficiencies noted. No deficiencies were also noted for an FDA Establishment Inspection of the Blood Bank/Transfusion Medicine Service that was conducted.

• Implemented Patient ID system that creates a standardized process for identifying and communicating Veteran specific risk factors or special needs (i.e. allergy alerts, fall risk).

 

• Opened the Prosthetic/Orthotic Boutique in the Women’s Health Clinic.

• Community Living Center’s (CLC) Therapeutic Gardening Program was awarded the Florida Friendly Garden by University of Florida/Institute for Food and Agricultural Sciences.

• Obtained companion dog as part of the CLC’s Cultural Transformation Initiative to create a more homelike environment for residents.

• Veteran Computer Training Program is the only one of its kind in the VA. In FY 12, 356 computer training classes were offered to Veterans; 252 Veterans completed training classes; 152 refurbished computers were provided to Veterans.

• Supported the participation of a number of Veterans in national adaptive sport events sponsored in part by the Department of Veterans Affairs.

 

• Increased Employee Satisfaction Survey scores related to praise, psychological safety, retention, and civility within the workplace.

• Resolved over 80% of workplace concerns/issues raised by staff via the Alternative Dispute Resolution Program.

• Awarded “Accreditation with Commendation for Excellence” and a term of six years as a provider of continuing medical education for physicians by Florida Medical Association (FMA). Six-year accreditation is the highest accreditation awarded by the FMA. This is an honor that places WPB VAMC’s program in the top 16% in the United States, including some of the nation’s most prestigious medical schools.

• Rolled out the initial offering of School at Work (SAW), a basic entry level career development program for staff. There were 4 graduates. Eleven staff graduated from the new DEVELOP local program for lower grade level staff. Positive Results in Diversity Enhancement (PRIDE) Program had 11 graduates and Competency Development Leadership (CDL) Program had 5 graduates for FY 12.

• Implemented an employee wellness program and intramural league.

• Partnered to hold 1st Labor Day Celebration for staff (Leadership and AFGE).

 

• Managed the Medical Center’s budget effectively via stringent and continuous monitoring and review processes established by the Resource Management Committee.

• Decreased the amount of time it takes to get new hires on board.

• Restructured student employment program to a full-time year round program returning a greater return on investment.

• Established processes so patients coming to the ER may be seen in Primary Care instead of the ER for non-emergencies.

• Initiated and completed a number of LEAN projects.