Alan Kendricks Was Recently Promoted To Medical Director

The policy issue that I have selected to discuss herein is the pay-for-performance payment model. I feel that this impacts a large number of our population and changes in this regard should be made. This type of payment model aims to use reimbursement to incentivize providers to deliver high quality services. Pay-for-performance model steps away from the traditional manner of reimbursement of fee-for-service, in which providers receive payment on the basis of frequency or volume of the services they provide regardless of outcomes. In contrast,

The roles of the leadership in the clinics are essential to the success or unsuccessful implementation of change. The attitude of the leadership carries weight on how well the rest of the staff receives the change. Leaders on the clinic level have to accept changes whether good or bad and expect staff to challenge them. Leaders have to be strong and accept the change themselves and to support upper management. There are problems dealing with changes when issues arise between created civilian and military personnel. These issues are not easily dealt with and when changes are ensuing within a facility this causes undue stress within the organization. This is one reason that leadership needs to bring forth and implement changes within an organization as all one team because staff is well suited at picking up any rift

The successful evolution of this organizational structure in a competitive marketplace has required a close partnership between managers and physicians supported by a culture of physician group accountability for quality and efficiency. An overarching agenda for achieving excellence focuses on high-impact health conditions, provides goal-oriented tools to analyze population data, proactively identifies patients in need of intervention, supports systematic process improvements, and promotes collaboration between patients and professionals to improve health.

The health facility in this case study experienced several problems and issues beyond possible solution efforts by the time. One of the main problems is based on the perfect way of handling the various challenges attributed to a shift from the hospital’s fee-for-service in the case of managing care environment. Besides, some local physicians were loyal to Dr. William and had the necessary flexibility and availability to assist the doctor in various ways, but today they are no longer available to assist the doctor towards the achievement of his medical and societal mission. The physicians were always available and loyal to the doctor and they could volunteer their efforts especially in cases of physician shortages in the health center. The physicians cannot afford the time they once used for volunteering activities in the health facility to assist Dr. Williams (Swayne, 2008). The reason behind this problem is that the physicians have now been employed by various managed health care organizations. Others have been involved in various contractual agreements such that the partners prohibit them from working with the health care facility. Although the health care facility has a few small groups or individuals offering primary care, these individuals and small groups are still struggling to survive in the industry. As such, the majority of them cannot

It is commonly believed that the method of physician remunerations affects their professional behavior. As a result, payment systems are therefore manipulated in attempts to achieve policy objectives with the primary aim to improve quality of care, contain cost and maintain recruitment of human resources in underserved areas. (2,1)

For VCH, preparing for implementation of the ACA focused primarily on expanding its operations and increasing its patient capacity, and this is the challenge I will focus on in evaluating Ms. Wilson’s leadership (P. Wilson, personal communication, June 5, 2015). Recognizing that this was a time of unprecedented change in the organization’s history and in her tenure as its leader, Ms. Wilson immersed herself in learning about change management and the tools she would need to lead the organization through its expansion. The

The U.S. Healthcare delivery system has been impacted with increasing administrative costs and a recent survey by Casalino revealed that physicians are spending about three hours each week working on the health plans they support. The time is being consumed on many administrative tasks that include confirming that the medication being prescribed is covered, checking if specialist is in the plan’s preferred network, and managing the preauthorization of medical forms for specific care.

A long standing tradition is highly valued but compromises may need to be implemented in order to keep up with the proceeding changes in the medical field. Johnson proposes that the current

To be a successful leader it is important to be proactive and goal oriented, to be able to distinguish important versus urgent such as patient care and the importance of medication errors within the workplace (Evans & M.L, 2015, p 1-17) It is important to also form a quality relationship and form traits with other leaders and followers to be able to give the best possible patient care, support and direct others to encourage all staff to seek help, to be able support goals or tasks that may need to be achieved (Evans & M.L, 2015, p 1-17). A leadership or management situation that could be changed in the work place is reducing medication errors by increasing the staff to patient ratios while also educating staff and working alongside all health care

An article entitled, Leading Innovation in a Risk-Averse Healthcare Environment, by Michael O’Brien describes how decisions in healthcare innovation are being decided by hospital CFOs because budget plays such a large role in the ability to make health care advancements. Innovation is present on all levels, practitioners are creating new innovative medications and techniques that can boost research funding, CFOs are looking at innovative ways to restructure budgets to meet the rising cost demands and nurses and/or therapists are looking for innovative therapy applications to improve patient outcome and support successful healing once discharged from the hospital. Disruptive innovation is constantly present in medicine since this science is only a practice and is constantly evolving in the presence of new research. As a healthcare leader I encourage my peers to constantly be trying to find innovations in their practice. When a practice becomes stagnant there is limited chance for growth and an individual's motivation can be stunted. “Innovation requires that organizations let go of old work and take on new” (O’Brien, p.113)

The Institute of Medicine (IOM) indicates all individuals in leadership roles face six challenges (Burns et al., 2012). According to the IOM, these individuals must develop, implement, and sustain systems that improve the (1) safety, (2) timeliness, (3) efficiency, (4) cost-effectiveness, (5) equity and (6) patient-centeredness of care delivered in their organizations (Burns et al., 2012).. Dr. Grant faced all of the six challenges, I believe it was because of the lack of administrative and clinical leadership total support. He needs to use transformational leadership, this occurs when leaders engage with their followers in pursuit of jointly held goals. He made it his own goal to fix the problem within a six month period bring the service

The organization in which my practicum is occurring is utilizing a proactive approach in response to the pay-for-performance model. Medicare is the principal health care payer in the United States and covers a greater number of people than any other payer, therefore, it is imperative that organizations address this issue proactively. Furthermore, the goal of the pay-for-performance measures is to improve quality of care and control costs (Rosenthal, Landrum, Robbins, & Schneider, 2016). I had the opportunity this week to participate in the System Nursing Practice Council (SNPC) meeting which was an exceptional experience. The SNPC addresses many of the issues facing the organization that affect pay-for-performance measures utilizing evidence-based methods. During this week’s meeting the council discussed measures to improve the administration of insulin and numerous studies were cited during the meeting. In addition, the council discussed patient satisfaction in relation to difficult conversations and decisions regarding resuscitation, again, referring to literature and evidence. Dr. Farber is the representative Chief Nurse Officer on the council and is

Although there were times he truly didn’t know where to start, he believed deep down that in the long run he could master most of the challenges and create a bigger, busier, and more rewarding practice for everyone at Cardiology Associates. (Groysberg, Kaftan, & McCalla, 2007, p. 10).

Successful medical organizations have as their guiding principles a professionally stated purpose which encompasses and details their mission statement, vision statement, values statement, and broad strategic goals. The organizational structure is established on these statements, and the function of each department and the duties of each employee are based upon fulfilling the purpose of these statements. Additionally, these statements must encompass the various aspects of the organization and its stakeholders. As Moore, Ellsworth, and Haufman (2011) purport, “ Any organization planning as though it exists in a vacuum is ignoring factors critical for its survival” (p. 16). Without these guiding principles to serve as a direction for the

Andy Prescott has to make a decision on whether or not to rehire one of his best employees. The problem is Andy performed a 360- degree performance review of the hospital and in doing so he found out that within the cardiovascular department the surgeons and physicians don’t get along well with Ron Ventura the chief of vascular surgery (Frank & Heide, 2013). It had been revealed that he was ignoring staff’s opinions, being arrogant, disrespectful, and sometimes flippant (Frank & Heide, 2013). Andy was aware that Ron was having a hard time adjusting to the new hospital and the new culture, but he is now faced with a bigger issue. A lot of the problems come from the way he was raised and his previous work experience. The trouble is most of the staff understand that he is very good at what he does, it has just gotten to the point where the staff can no longer deal with Ron’s behaviour. His behaviour wasn’t something that can be ignored with relation to the culture that the hospital is trying to implement as a whole. The culture being implemented was Integrated Practice Units (IPU), which is a way for all departments to work together in order to provide the best possible treatment for the patient (Frank & Heide, 2013).