C986 a1Worksheets .doc C986 Instructions: This worksheet has two parts: 1. A table to analyze each of the Office of Inspector General (OIG) allegations and justify corrective action solutions using IRAC methodology
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C986 a1Worksheets .doc C986 Instructions: This worksheet has two parts: 1. A table to analyze each of the Office of Inspector General (OIG) allegations and justify corrective action solutions using IRAC methodology. 2. A series of questions that will target the issues in the Phoenix Veterans Affairs Health Care System (PVAHCS) case most relevant in the development of a new enterprise risk management (ERM) plan. Resources: Use the following resources to complete this worksheet: Review of Alleged Patient Deaths, Patient Wait Times, and Scheduling Practices at the Phoenix VA Health Care System Enterprise Risk Management: Issues and Cases Note: This text investigates ERM case studies, both inside the healthcare industry and out. It also explores the key issues for implementing ERM strategies. Impact Assessment Framework VHA Publications Index(policies = regulations and directives) Below are examples of directives. After reviewing the website, you may find more directives applicable to this case. #1604: Data Entry Requirements for Administrative Data #2011-002: Office of the Medical Inspector Reports #1231: Outpatient Clinical Practice Management #1230: Outpatient Scheduling Process and Procedures #6300: Records Management #1128: Timely Scheduling of Surgical Procedures in the Operating Room . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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