Assignment 1 : Value Proposition In Patient Care

In a healthcare world that operates on stringent budgets and margins, we begin to see the need for a higher capacity healthcare delivery system. This in turn puts pressure on the healthcare organizations to ensure higher standards of patient care, and compliance with the reform provisions. However, these are the harsh realities of today’s healthcare environment, a setting in which value does not always equal quality. The use of technology can help to amend some of this by providing higher capacity care without compromising quality; this can be done with the use of such technology as electronic health records (EHRs). This paper will aim to address how EHRs influence healthcare today by expanding upon topics such as funding sources, reimbursement methods, economic factors, socioeconomic factors, business influences, and cost containment.

In this task, I will look at the seven principles of the Care Value Base. The Care Value Base is a Code of Practice which care workers follow and must apply a level of care to service users according to the Care Value Base. I will look at one particular care setting, which will be a hospital, to investigate how they provide a high quality of care according to the Care Value Base. While on work placement at a hospital, I learnt valuable information on how a hospital follows the guidelines of the Care Value Base when caring for service users.

1.1 Explain how and why person centred values must influence all aspects of health and social care work.

Healthcare is in a constant state of change with movements that impact rates, access and quality of care. Hospitals have become more competitive due to the rising cost of care delivery and the reduction in reimbursement from payers. This causes difficulty in delivering quality care to all patients, which is being measured by mandated patient perception surveys, Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS). HCAHPS scores are part of value

Nonprofit hospitals have become a common characteristic of the hospital sector because they can be found across the country because of their presence in almost every corner, they never decline to provide treatment, and offer several community-based health programs. On the contrary, the for-profit health facilities are regarded as the corporate model of health care services as they seek to make profit first. They enjoy huge capital that enables them to develop state-of-the-art facilities and purchase the latest clinical technologies.

The purpose of this paper is to conduct a comparative analysis between for-profit hospitals and not-for-profit hospital. It will discuss the characteristics of each as well as factors affecting the operations of both systems. Additionally, it discusses potential areas of improvement and some of the challenges associated with each relative to finance and operations.

As CEO of Middlefield hospital I am recommending that do a couple things to improve the current financial performance of the hospital. First I feel like we have to become more competitive with the new hospital. First we need to go in and visit their facility to see what they have over there and what they are doing differently to make all of our patients that have been coming here

One major trend in the healthcare environment is the shift from volume based reimbursement towards value based reimbursement. Many provider practices remain on a volume based or fee for service reimbursement plan. This system tends to reward high quantity of services with less regard for the quality or performance of the service. However, with a renewed focus on value, reimbursement plans

It can overall increase productivity and profit in the long-term. For instance, my workplace instills usage of electronic medical records for new and current patients for efficiency, productivity, and accuracy for the long-term of patients dental x-rays and health history. The costs involved are considerable and hard to calculate depending on the fees and licensing. According to, (Health Resources and Services Administration, 2016), a persistent problem is demonstrating a return on investment from an (EHR) implementation is often times challenging and may be even more difficult for smaller practices. The cost and effort involved from staff and management is difficult, but necessary to carry out productivity for implementation of (EHR). Every company practice is different and every practice must adapt to changes of implementing (EMR) for the duration of patient accuracy. Aside from the challenges, cost, and effort of implementing (EMR)’s in health care organizations, there is a desire to generate a return on investment (ROI) from them.

The Smiren Hospital must use the knowledge of value-driven system to successfully exit from the crisis they are facing. The ED biggest problem is the high flow of patients and the long wait. If they do not use the value- drive system, in other words, if they do not care more for providing exceptional service and satisfying patients, patients would go to another healthcare center where they can find the services they want. This would leave a shortfall in revenue.

You have heard myself, Omar and others talk about the importance of basing health care on “value, not volume.” Our goal is to

Though they are not entirely comprehensive tools, a great deal can be learned about a hospital or other healthcare organization for-profit or not-for-profit from an examination of their annual financial documents (Finkler & Ward, 2006). The balance sheet and statement of revenue and expense can both yield valuable clues even in the absence of other evidence about changes that might be occurring in the organization, a definition of the type and degree of certain problems that it might be facing, and potential opportunities for improvement in performance that might exist (Finkler & Ward, 2006). Comparing two or more years' worth of financial information yields even more valuable insights, tracking movement in the hospital or other organization's ability to finance its activities and thus continue providing services at the same level, quantity, and scope as current operation.

To encourage the shift toward service quality, the Centers for Medicare and Medicaid Services has launched four initial value based programs: the Hospital Value Based Purchasing VM) or Physician

Hospitals and health systems in the U.S. are experiencing a remarkable transformation in their business models directed from numerous influences that are projected to ultimately turn the industry around. Pressures include providers troubled with the quantity of services they are responsible for, to providers who concentrate on presenting high-cost services that give emphasis to sustaining healthy populations (Dunn & Becker, 2013).

The problem at Memorial Hospital is the focus on costs instead of health care. When a health care provider does not take the primary business as the core value of the operation and make strategic and tactical decisions based primary on costs, it decreases the consumers’ (patients) satisfaction in long run. As consumers reduce or stop purchasing goods and services from the hospital, hospital may make more cost oriented decisions and falls into a negative cycle. Eventually the hospital may face the fate of loosing business to competitors and the possibility of closing the door.