A Home Health Agency (HHA)

Value-Based Purchasing which is part of the Centers for Medicare & Medicaid Services; the program allows healthcare providers to get incentive payments for quality of care they provide to Medicare beneficiaries; for doctors it could mean doing less mean decrease in revenue and lower salary for the doctors. Therefore, value-based care has its pros and cons based who you talk to.

Eligibility and coverage of continuum home health care services is based upon who is paying for

The change to value based purchasing has bought many challenges to the healthcare industry. With the change to value-based purchasing for payments, it has changed how healthcare organization receive payment and delivery care. The advantage of have value based purchasing is that it improves the quality of care while reducing cost in an effort of aligning patient’s with the right provider and treatment plan (Minemyer, Jun 29, 2016). However, there are many disadvantages, such as it increases the patient volume as counteracting the reduction of procedure volume (Brown, B. & Crapo, 2016). Also it makes providers more responsible for care that is beyond the expected treatment of care needed (Minemyer, Jun 29, 2016). With quality measures tied

The care delivery enterprise must be re-tooled so that it functions in a fee-for-value reimbursement environment as is has in a fee-for-service reimbursement environment. The Centers for Medicare and Medicaid Services (CMS) is leading the

Healthcare is often driven by consumers and insurance companies; there is strong pushes for insurance companies to start paying better through Patient Care Medical Homes (PCMH) or Accountable Care Organizations (ACO) rather than paying at a per-visit basis (Hamlin, 2015). With PCMH or ACOs payment is made on a continuum of care, encouraging the provider to be involved in all aspects affecting health of the patient (Derksen, & Whelan,

As Executive Director, I will provide staff leadership for Better Health Association. Our goal for the company is to improve the well-being of individuals. Audiences of all ages will be able to take part in learning about living a healthy lifestyle and developing the skills needed to make healthy choices to prevent diseases and ameliorate conditions for those already afflicted with illnesses. Over the course of the following year, it is my responsibility to develop and lead the staff, management structure, dedicated to achieving the mission for Better Health Care Organization. I plan to make significant changes to our organization, to help guide individuals in

May 4, 1980 the doors of The U.S. Department of Health and Human Services (HHS) were open. After the passing of the Department of Education Organization Act of 1979 that cause for the removal of the education components from the Department of Health, Education, and Welfare (HEW). When the doors of HHS were open, the department was led by Patricia Roberts Harris. Ms. Harris was once the secretary of HEW but that all changed. The department started its first year off with 140,000 employees and a budget of $226 billion. HHS started off with the same structure of HEW, the only differences were the Education Division and the vocational rehabilitation program was removed.

The organization provides the usual array of inpatient services expected in a moderate-sized community hospital. A local nursing home and retirement community is for sale, and the organization is considering the purchase of that agency. There is a regional hospital that is trying to establish a statewide hospital network. There is a local county health department that provides some clinic services, primarily for the uninsured.

Value-based purchasing (VBP) outlined by Roussel et al. (2016) is a payment methodology that rewards quality of care through payment incentives and transparency. Some of the key elements comprise of:

Competition in the home health field is intense, particularly in rural areas, where the need for services is in more demand. Because services are expensive to provide, it is critical for agencies to generate a volume of visits sufficient to cover fixed expenses plus make a small profit. Competition is primarily between another company Care One, Inc., a multicounty operation that has been established in the area for well over 10 years. AHHS surpassed them in total number of visits after its second year of operation and has been progressively growing. Many of the physicians in the area, however, continue to use Care One, and Care One receives more referrals from the local hospitals than AHHS. Currently AHHS has 32 employees, including 15 registered nurses, 8 nursing aides, 1 physical therapist, I speech language therapist, and 7 administrative staff.

In the past three months, I have been training in our Minimum Data Set (MDS) department in my work place. As a former floor nurse, it has been an eye-opening experience for me. I had no idea of how nursing documentation reflected the facility reimbursement rate. As nurses, it is so important to take credit for everything you do, this is done by accurate documentation. Our documentation is one of the main contributing factor in The Hospital Value-Based Purchasing (VBP) Program. “The Hospital VBP Program rewards acute care hospitals with incentive payments for the quality of care they give to people with Medicare. This program adjusts payments to hospitals under the Inpatient Prospective Payment System (IPPS) based on the quality of care they deliver” (CMS.gov, 2017, para. 1). I chose to

The world of technology is revolving at a faster pace than ever before and has therefore brought the greatest challenges to businesses and individuals alike. Spartan Home Health Center (SHHC) is one of the many constituents that is affected by these rapid changes and seeks to gain more evidence to improve their overall business processes. A risk assessment is made to evaluate whether SHHC should continue the implementation of “Bring Your Own Device” (BYOD) policy. A qualitative analysis predicts that the pros outweigh the cons for this case which in part is complemented by a quantitative analysis that determines whether or not it would be profitable. After much thought and candor it has been decided that for its purposes, SHHC should indeed continue its BYOD policy.

In 2013, Dorota Slawa Mankowska et al, worked on real study for a home care company that present the care for the at patients in their homes by staff members. They developed the mathematical model that aim to optimizing economical service cost and take care about individual qualifications of the staff, time preferences of patients, number of the staff required to this patient and certain time of patient’s drugs. This model has been able to achieve low average waiting times for patients, low traveling cost for caregivers, a fair distribution of inevitable tardiness, and service hundred patients in acceptable runtime.

Hawaii Health Systems Corporation has twelve facilities across five different islands with 1,275 licensed beds. It consists of five regions: East Hawaii, West Hawaii, Kauai, Maui and Oahu. HHSC is listed as the fourth largest health system in the country and the fourth largest on the islands, outside of Oahu (www.hhsc.org, 2014). In addition, it is the only provider of acute care on Maui and Lanai. In the West Hawaii Region, HHSC operates two facilities, Kona Community Hospital and Kohala Hospital. Kona Community Hospital, opened in 1914, operates a 94 bed acute care facility with a fully operational 24 hour Emergency Room. The East Hawaii region operates three facilities. The largest facility is located in Hilo, with Ka’u being a

The Hospital Value-Based Purchasing (HVBP) program benefits acute care hospitals with payments as an appreciation for the quality of care they offer to those patients with Medicare. Thus, the HVBP program is essential for three reasons: it improves the quality of care, makes hospital stays a better experience for patients, and cuts on the cost of health care (Blumenthal & Jena, 2013).