WGU D515 Assignment 1 | Leadership in
Healthcare Analysis PVAHCS Analysis
Worksheet 2025 with complete
solutions.
Section 1: OIG Findings and PVAHCS Violations
Question 1
What was the primary finding of the OIG investigation regarding patient wait times at
the Phoenix VA?
A) Wait times were shorter than the national average
B) There were 28 instances of clinically significant delays in care, and about 3,500
veterans were placed on an unofficial waitlist
C) No delays in care were found
D) Delays were only related to mental health services
Correct Answer: B
Rationale: The OIG investigation identified 28 instances of clinically significant delays in
care and discovered approximately 3,500 veterans had been placed on an unofficial,
secret waitlist that hid their need for care and led to adverse outcomes .
Question 2
The use of unofficial, private waitlists at the Phoenix VA directly violates which VHA
policy?
A) VHA Policy 1907.01
B) VHA Policy 1001.1
,C) VHA Policy 1230(5)
D) VHA Policy 2008-02
Correct Answer: C
Rationale: The practice of omitting patients from the electronic waitlist (EWL) and using
private lists directly violates VHA Policy 1230(5) (Outpatient Scheduling Process and
Procedures), which governs outpatient scheduling processes and requires timely and
accurate appointment scheduling .
Question 3
Which ethical principle was violated when the Phoenix VA intentionally delayed care for
veterans?
A) Beneficence
B) Justice
C) Nonmaleficence
D) Autonomy
Correct Answer: C
Rationale: Nonmaleficence is the principle of "doing no harm." By causing clinically
significant delays that led to deterioration in health and death of several veterans, the
system violated the duty not to inflict harm on patients .
Question 4
According to the course material, what is the existing leadership hierarchy structure in
the nonintegrated Phoenix VHA model?
A) A flat, collaborative structure
B) A pyramid structure with employees at the base and executives at the peak
C) A matrix reporting system
D) No formal leadership structure
Correct Answer: B
,Rationale: The nonintegrated model features a traditional pyramid structure where day-
to-day employees are at the base, and managers and executives are at the top, which
can create silos and communication gaps .
Question 5
In the nonintegrated Phoenix VHA model, what specific guidelines were in place for
leadership?
A) Strict federal transparency mandates
B) Year-end goals (including the "Wildly Important Goal" of 14-day scheduling)
C) Patient-centered care directives
D) Weekly performance audits
Correct Answer: B
Rationale: The existing system had very few guidelines. The only ones mentioned are
those used to set year-end goals, including the unattainable 14-day scheduling goal
implemented primarily for financial gain, with no specific process guidelines to ensure
ethical or transparent achievement of those goals .
Question 6
In the nonintegrated Phoenix VHA model, what resources existed for addressing long
patient waiting lists?
A) A centralized electronic waitlist with automated follow-up
B) A poorly managed electronic waitlist (EWL) that was frequently manipulated
C) A fully staffed scheduling department
D) A comprehensive patient tracking system
Correct Answer: B
Rationale: In the nonintegrated model, a poorly managed electronic waitlist (EWL)
existed that was frequently manipulated by schedulers who would change desired dates
or omit patients entirely to manipulate wait time statistics .
, Question 7
What was the organizational culture emphasis at the Phoenix VA that contributed to the
scandal?
A) Focus on patient-centered care
B) Emphasis on goals at the expense of patient care
C) Prioritization of staff satisfaction
D) Focus on community outreach
Correct Answer: B
Rationale: The organizational culture emphasized goals at the expense of patient care.
The wrong goal was being emphasized—it should not have been to bring wait times
down at that point, but to ensure all veterans were being seen by providers .
Question 8
How many veterans were identified as waiting for care but were not on the electronic
waitlist (EWL)?
A) 1,400 veterans
B) 1,700 veterans
C) 3,500 veterans
D) 1,138 veterans
Correct Answer: B
Rationale: While 1,400 veterans were appropriately included on the EWL, approximately
1,700 veterans waiting for care were not on the EWL, representing a significant
omission .
Question 9
What practice did schedulers use to keep patients' names off the electronic waitlist?
Healthcare Analysis PVAHCS Analysis
Worksheet 2025 with complete
solutions.
Section 1: OIG Findings and PVAHCS Violations
Question 1
What was the primary finding of the OIG investigation regarding patient wait times at
the Phoenix VA?
A) Wait times were shorter than the national average
B) There were 28 instances of clinically significant delays in care, and about 3,500
veterans were placed on an unofficial waitlist
C) No delays in care were found
D) Delays were only related to mental health services
Correct Answer: B
Rationale: The OIG investigation identified 28 instances of clinically significant delays in
care and discovered approximately 3,500 veterans had been placed on an unofficial,
secret waitlist that hid their need for care and led to adverse outcomes .
Question 2
The use of unofficial, private waitlists at the Phoenix VA directly violates which VHA
policy?
A) VHA Policy 1907.01
B) VHA Policy 1001.1
,C) VHA Policy 1230(5)
D) VHA Policy 2008-02
Correct Answer: C
Rationale: The practice of omitting patients from the electronic waitlist (EWL) and using
private lists directly violates VHA Policy 1230(5) (Outpatient Scheduling Process and
Procedures), which governs outpatient scheduling processes and requires timely and
accurate appointment scheduling .
Question 3
Which ethical principle was violated when the Phoenix VA intentionally delayed care for
veterans?
A) Beneficence
B) Justice
C) Nonmaleficence
D) Autonomy
Correct Answer: C
Rationale: Nonmaleficence is the principle of "doing no harm." By causing clinically
significant delays that led to deterioration in health and death of several veterans, the
system violated the duty not to inflict harm on patients .
Question 4
According to the course material, what is the existing leadership hierarchy structure in
the nonintegrated Phoenix VHA model?
A) A flat, collaborative structure
B) A pyramid structure with employees at the base and executives at the peak
C) A matrix reporting system
D) No formal leadership structure
Correct Answer: B
,Rationale: The nonintegrated model features a traditional pyramid structure where day-
to-day employees are at the base, and managers and executives are at the top, which
can create silos and communication gaps .
Question 5
In the nonintegrated Phoenix VHA model, what specific guidelines were in place for
leadership?
A) Strict federal transparency mandates
B) Year-end goals (including the "Wildly Important Goal" of 14-day scheduling)
C) Patient-centered care directives
D) Weekly performance audits
Correct Answer: B
Rationale: The existing system had very few guidelines. The only ones mentioned are
those used to set year-end goals, including the unattainable 14-day scheduling goal
implemented primarily for financial gain, with no specific process guidelines to ensure
ethical or transparent achievement of those goals .
Question 6
In the nonintegrated Phoenix VHA model, what resources existed for addressing long
patient waiting lists?
A) A centralized electronic waitlist with automated follow-up
B) A poorly managed electronic waitlist (EWL) that was frequently manipulated
C) A fully staffed scheduling department
D) A comprehensive patient tracking system
Correct Answer: B
Rationale: In the nonintegrated model, a poorly managed electronic waitlist (EWL)
existed that was frequently manipulated by schedulers who would change desired dates
or omit patients entirely to manipulate wait time statistics .
, Question 7
What was the organizational culture emphasis at the Phoenix VA that contributed to the
scandal?
A) Focus on patient-centered care
B) Emphasis on goals at the expense of patient care
C) Prioritization of staff satisfaction
D) Focus on community outreach
Correct Answer: B
Rationale: The organizational culture emphasized goals at the expense of patient care.
The wrong goal was being emphasized—it should not have been to bring wait times
down at that point, but to ensure all veterans were being seen by providers .
Question 8
How many veterans were identified as waiting for care but were not on the electronic
waitlist (EWL)?
A) 1,400 veterans
B) 1,700 veterans
C) 3,500 veterans
D) 1,138 veterans
Correct Answer: B
Rationale: While 1,400 veterans were appropriately included on the EWL, approximately
1,700 veterans waiting for care were not on the EWL, representing a significant
omission .
Question 9
What practice did schedulers use to keep patients' names off the electronic waitlist?
