HSM 541 Week 5 Thread 1 Hospitals Complete Solutions 2022/2023

HSM 541 Week 5 Thread 1 Hospitals Complete Solutions 2022/2023. What are some of the innovative responses that hospital organizations have made or are making now to address changes in today’s healthcare marketplace? Identify competitive, payer, or economic factors that may impede a hospital from fulfilling its mission. This section lists options that can be used to view responses. Collapse All Print View Show Options Responses Responses are listed below in the following order: response, author and the date and time the response is posted. Sort by Read/Unread Sort by Response Sorted Ascending, click to sort descending Sort by Author Sort by Date/Time* (an instructor response) Collapse Mark as Unread DQ #1 Professor Oestmann Email this Author 3/21/2016 7:31:29 AM What are some of the innovative responses that hospital organizations have made or are making now to address changes in today’s healthcare marketplace? Identify competitive, payer, or economic factors that may impede a hospital from fulfilling its mission. Collapse Mark as Unread RE: DQ #1 Natasha George Email this Author 3/27/2016 12:31:11 PM Modified:3/27/2016 9:03 PM Today's health care system is not only complex, it is significantly different from "what it used to be." The changes are many and represent the major shifts involved in moving from an indemnity plan, based primarily on what the patient wanted, to a managed care system. The American health care system has not only undergone drastic changes within two generations but also continues to evolve (Conklin 2002, pg1). Some of the innovative responses that hospital organizations are making is initiating significant changes aimed at controlling cost growth. Also undertaken new initiatives to improve care delivery for chronically ill patients. They are utilizing electronic health records and predictive analytics to intervene before patients are admitted to the hospital. They are reorganizing their support staffs to enable more effective remote care management, allowing healthcare to move out of the hospital and into the home. They are constructing team-based, integrated systems that enable physicians to focus on value, not simply volume. Collapse Mark as Unread RE: DQ #1 Margaret-Maria Pemu Email this Author 4/1/2016 9:14:43 AM Interesting article Natasha, the author of the article did make a good point stating that the only groups of people that will have a first hand knowledge about what works and what doesn't work in the healthcare system are the leaders of the American healthcare system. Many hospitals are initiating significant changes aimed at initiating cost growth like you mentioned in your post. Physicians are now focusing more on value and not simply volume. Medicare recently reported that there have already been measurable reductions in hospital readmission rate, likely due to initiatives like these. Leaders of the healthcare system believe that in the year 2020 the system will be better in terms of cost and quality. Great article! Collapse Mark as Unread RE: DQ #1 Natasha George Email this Author 4/1/2016 6:16:13 PM Thank you, Collapse Mark as Unread RE: DQ #1 Angela Hale Email this Author 3/27/2016 7:07:25 PM The first thing that comes to mind for me are the changes that are being made in reimbursement. Payers are paying less but requiring more. CMS paves the way for others to follow the traditional fee-for-service reimbursement moving to value based payment. In order for hospitals to remain in the market, they are going to have to make the change and be competitive with others. The value based reimbursement causes much more risk for the hospital. Some of the suggestions to overcome the lower revenue is to review and control costs. Collapse Mark as Unread RE: DQ #1 Kamran Riaz Email this Author 3/28/2016 7:46:51 PM Great hopes for fundamental shifts in healthcare delivery are pinned on the Center for Medicare & Medicaid Innovation at the CMS, an agency created by the Affordable Care Act to test new healthcare delivery and payment approaches. Medicare launched its first and most ambitious experiment with the payment model known as accountable care in January 2012. The new payment method also is gaining a foothold in the private market with a variety of ACO-like agreements among providers and health plans. Accountable care means hospitals, medical groups and other providers agree to manage the medical care for a group of patients with the goal of achieving quality and cost-control targets. The initiative and a companion program working with federally qualified health centers seek to show that primary-care providers can improve outcomes with the medical home model of care coordination. Providers traditionally have not been reimbursed for the work involved in coordinating care. Under the CMMI program, Medicare is paying a risk-adjusted, per-member, per-month fee (averaging about $20 for the first two years of the program) to cover the costs of care-coordination staff. Private payers are also involved, though they might not be paying at the same rate as Medicare. San Francisco-based Dignity Health in the summer of 2010 began developing clinical integration networks with physicians and hospitals working together to improve quality and lower costs. In Seattle , many hospitals are merging with other hospitals, they are creating provider networks and areas of expertise like; Seattle Cancer Care Alliance is set up in satellite areas within certain hospitals so the hospitals can say they are contracted with the cancer care institute. Other hospitals are specializing in heart disease and procedures to help with heart disease. While others have drive through ER so you don't have to come into the hospital the nurse will evaluate you in your car in downtown Seattle where the parking is expensive. There are many different new innovative ways hospitals are marketing their car Collapse Mark as Unread RE: DQ #1 Mohamad Hariri Email this Author 3/28/2016 8:29:23 PM Boston, MA — Switching from nonprofit to for-profit status appears to boost hospitals financial health but does not appear to lower the quality of care they provide or reduce the proportion of poor or minority patients receiving care, according to a new study from Harvard School of Public Health (HSPH) and Brigham and Women's Hospital. Using Medicare data on 4.8 million patients, the researchers looked at 4,571 hospitals in 50 states and the District of Columbia. Over an eight-year period, from 2002 to 2010, 237 of the hospitals converted from nonprofit to for-profit status and 4,334 didn’t switch. The researchers assessed the hospitals’ financial performance and quality of care both before and after conversion. They looked particularly at how vulnerable populations fared when hospitals switched to for-profit status. The researchers found that the hospitals that converted were more often small or medium in size, located in the south, in an urban or suburban location, and were less likely to be teaching hospitals than hospitals that didn’t convert. Hospitals converting to for-profit status show better financial health, no loss in quality of care. (n.d.). Retrieved March 28, 2016, from I offer online tutoring, help with class Assignments, essay writing, dissertations, thesis, Copywriting Et al., for all Majors with a guaranteed PASS and QUALITY. For assistance Contact Tutor Lucas: