Redesign the Care Model and Workforce to Meet Quadruple Aim Goals Redesigning

Redesign the care model and workforce to meet

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Redesign the Care Model and Workforce to Meet Quadruple - Aim Goals - Redesigning the quality of care is very promising to improve quality/outcomes, enhance patient and care provider experience, and reduce costs. Redesign the sites of care and how care is provided - Engage front-line clinicians in clinical improvement/redesign through local clinical leadership and best practices identification. Develop virtual, community, and home-based services to meet patient convenience and access expectations Use advanced data and analytics to identify and eliminate unwarranted care variation and improve overall performance
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INFORMATION TECHNOLOGY 25 Consider how to match staff, information and clinical technology, physical space, and policies and procedures to meet the needs of defined patient groups in organizational settings. Build a flexible workforce to serve the organization going forward. Match staff expertise to the tasks at hand to optimize every unit and facility, looking beyond the traditional department-centric approach. Standardize workplace procedures, processes, and workflow preparation. Reduce key staff and versatile workers for increasing census variation, decreasing inpatient census, and growing use of virtual services. In the process of cost transformation, healthcare providers should use assessment findings to set the state for improvement. Generally, there have been substantial incentives, among other areas of spending, to enhance labor efficiency and control, although these costs have been reduced in the past. In addition, leaders in health organizations should see that the strengthening of brands and strategic partnership opportunities could be accomplished beyond the reach of the initial assessment of organizational improvements and productivity as well as the development and growth of service lines Further, organizational order should start from the leadership level through the formation of a steering committee of around 20 members to identify the improvement goal and begin the work of achieving that goal. Members should include senior group managers and five physician leaders in clinical operations. The front-end involvement of doctors and nurses is vital because of the possible effect of decisions on downstream processes. Eventually, they should articulate the complexities of cost management to departments around the enterprise and act as advocates and supporters for the improvements to be put in place.
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INFORMATION TECHNOLOGY 26 The Steering Committee should identify critical members who would be responsible for achieving the objectives of their divisions and would have the right not to transfer overall divisional goals but only departmental objectives within their divisions. Also, they should identify cost reduction opportunities in their respective regions, beginning with cost center opportunities based on evaluation results as well as possible consequences and risks of particular initiatives. The healthcare stakeholders should develop additional initiatives to foster a culture that would permeate every level of the organization through a focus on operational improvement.
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  • Fall '16
  • Health care provider

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