The Objectives For Kaiser Permanente

Some of the preconditions of Triple Aim is enrollment of a particular population as well as a commitment to universality to its members (Berwick, Nolan, &Whittington, 2004). Hospitals typically serve the entire community in which they are based, regardless of population (excepting specialty hospitals such as pediatric or oncological hospitals). Increasingly, hospitals have been accepting more responsibility for their communities than recorded historically. Community Health assessments are required by the Affordable Care Act, As a result, an increased number of hospitals are becoming involved with home health programs, community-based exercise programs, and health fairs (AHA,

Planning, organizing, directing, and controlling will build on each other during this emergency. The planning process in the scenario started with the initial response to the incident. The IC will use the planning process to provide strategic, operational, and tactical planning to develop an Incident Action Plan (IAP) once he gets and understanding of the situation. Once the IC has formulated reasonable incident objects and strategies, then the IC will prioritize them. This will help the IC plan for and determine what specific resources and support requirements are necessary for an effective response, and develop a plan to make the best use of these resources and support functions.

Triple Aim, as defined by the Institute for Healthcare Improvement, consists of improving patient experience of care, improving health populations, and reducing per capita health care costs simultaneously (IHI, 2009). Triple Aim is not focused on patient satisfaction or on reducing the growth of healthcare; rather it is based on the six Institute of Medicine (IOM) dimensions (safe, effective, patient-centered, timely, efficient, and equitable), reducing per capita healthcare costs, and improving health populations (Relman, 2001). Key to the Triple Aim model is understanding each element works in tandem with each other and sacrificing population health at the expense of reducing per capita expense, for example, does not comply with the Triple Aim

Triple Aim, as defined by the Institute for Healthcare Improvement, consists of improving patient experience of care, improving health populations, and reducing per capita health care costs simultaneously (IHI, 2009). Triple Aim is not focused on patient satisfaction or on reducing the growth of healthcare; rather it is based on the six Institute of Medicine (IOM) dimensions (safe, effective, patient-centered, timely, efficient, and equitable), reducing per capita healthcare costs, and improving health populations (Relman, 2001). Key to the Triple Aim model is understanding each element works in tandem with each other and sacrificing population health at the expense of reducing per capita expense, for example, does not comply with the Triple

To be the premier provider of state-of-the art health services in the greater central Ohio region. Our mission in the long-run is to be able to provide health care in the North West region of Ohio. Our intent is to focus on preventative care. However, as of today we are currently making coverage more affordable by reducing the cost of health care. Ultimately, our mission is to ensure everyone receives some type of support and for our company to focus on health through technology.

This includes development of written plans and procedures to ensure critical operations are maintained. Preparedness includes identification of essential supplies and actions, critical positions, specific roles, responsibilities, orders of succession and delegation of specific authorities, and communication. The most important aspect of emergency planning is for the safety of the staff during an emergency. One or more secure location should be identified for staff during an emergency. Communication methods must be identified and tested between locations. Mutual aid agreements and emergency aspects of vendor contracts should also be reviewed as part of this process. It is also very important to exercise all sections of your plan (PublicRescourceOrg,

I would develop an action plan that would improve the quality of care for inpatients and outpatients.

As noted early the triple aim was implemented by the Institute for health care improvement (IHI) in 2007, to help with increasing the patient experience, reducing the cost for health care and increasing the quality of care for the patients. The reason why it is so difficult to implement because the health care organizations have to put money upfront for the program and it takes a while for organization to recoup the money that they invested in the program. When the organizations focus on the population health they can identify the three issue with the triple aim and make improvements within that population. The way that hospital staffs interpret triple aim is based on two models which is the professional ethos and the socio-political

We praise you for your present profession and your forthcoming goals of achieving as much knowledge to pursue your full potential. Further, declared the fact of someday running an infirmary within the healthcare arena. We confidently believe you can attain your objectives. Furthermore, the healthcare field is also gratifying. In addition, wanting to open a teen homeless accommodation and support the youth, which would safeguard them from the hazardous elements, would be a phenomenal objective to undertake.

Ethical, cultural, and regulatory considerations must be made when planning strategic goals in the effort to be a constructive and transformational force in the health care system. The leader of Optum’s claim department’s must engage in strategic planning to address the imperatives of achieving improvements for member’s claims, the staff of the Optum health insurance setting, and the members and community that are served by the health insurance claims setting. A plan to achieve the provocative proposition, C.L.A.I.M., collaborate, lead, appreciate, inquire, and motivate, requires ethical, cultural, and regulatory consideration before implementation.

The marketing campaign in the health sector, that I chose, is Kaiser Permanente’s “Thrive” campaign. I first learned about the campaign when Kaiser’s advertisements were released on television in 2004. I like the visuals, the storyline, and the music. Most surprisingly was the voice at the end of the ad, saying “Thrive!” which seemed out of place grammatically, at least for me. But, I found myself being inspired and wanting to sign up with Kaiser, or least go them the next time I fell ill. Others also like their commercial, as hundreds flocked to YouTube to watch and rewatch their commercials (Aiello, 2009).

Being prepared and having a plan in place, with detailed plans and procedures are useful before, during and after a disaster. Waiting until the last minute can be disastrous (Hayhurst, 2013). There is always the potential that a disaster may occur at any time and at any place. Therefore, being prepared is important to a planned and coordinated response to disastrous events. Healthcare facilities such as hospitals and clinics have specific plans in place to address possible disasters. One disaster plan addressed at the Veteran Health Administration (VHA) in the New Orleans, Louisiana location is bomb threats.

In order to apply the Triple AIM toward Houston, we must first defined the 3 AIM which are Population Health, Experience of Care, and Reducing Per capita Cost of Health. In relations to the AIM and Houston, you can increase the patient experience (same as AIM “Experience of Care”), by initiating a preventative screening test for Houstonians and sending reminders of their screening test like mammograms, vaccinations, annual physical, and etc. In relations to Population Health in Houston, we need to determine if the preventative screening that was implemented is actually effective by looking at mortality rate, outbreak of disease, life expectancy and so forth. Finally, the Reducing Cost per capita for Houstonian is also important toward the

I refer you to my initial post for this unit, I had given Kaiser a readiness score of 43/51 or 84%, indicating that, as an organization, they were likely to succeed with change (Lorenzi & Riley, 2004). Kaiser lost points in the areas of measurements, competitor benchmarking, rewards, organizational structure, organizational hierarchy, and decision-making (Lorenzi & Riley, 2004). Like I said earlier, I addressed these points in my initial post.

Specifically, pull is counterintuitive to the push methodology that corporate America has traditionally used to achieve results. The push approach references a top-down leadership approach where employees are forced into certain roles that meet the organization’s needs without considering an employee’s own interests. Through this, it is easy to see why countless workers in corporate America lack passion for work – they are not given a chance to contribute in a manner that is conducive to their personalities. Alternatively, pull works from a bottom-up approach where organizations access workers when needed.