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HCAD 660 individual project research paper for Intravalley Health
Modupe Sarratt
Review other posts submitted by your classmates. In your responses, respectfully disagree with the conclusions drawn by the original posters. What factors did you weigh differently than the original poster and why? What strikes you as particularly persuasive regarding when governments should retain or outsource accreditation? Response post #1 Savannah Ventura Accreditation is a comprehensive evaluation process in which a health care organization’s systems, processes, and performance are examined by an impartial, external organization to ensure that it is conducting business in a manner that meets predetermined criteria and is consistent with national standards (Teitelbaum & Wilensky, 2017). The various organizations in the United States that perform accreditation establish standards for healthcare delivery. These agencies, such as the Public Health Accreditation Board (PHAD), The Joint Commission, and the Agency for Healthcare Research and Quality (AHRQ), to name a few, play essential roles in ensuring the quality of healthcare. Accreditation programs with meaningful quality measures help foster continuous quality improvement by health plans and are a necessary complement to rigorous state and federal regulation of health plans (Wickersham & Basey, 2016). Accreditation bodies or entities evaluate and rate a wide variety of health care organizations, including care management companies, health insurance plans, pharmacy benefit managers, utilization review organizations, wellness organizations, and other health vendors, both in the commercial sphere and through government programs such as Medicare and Medicaid (Dunlap et al., 2016). Within the ACA, accreditation serves as a recognized component to states and state legislators to implement health reform and address health care issues. Many state laws already include accreditation standards for health care management, health care operations, and health information technology and pharmacy quality management activities as a quality assurance tool (Bauchner, Fontanarosa, & Thompson, 2015). Later, for hospitals and other health care institutions, the federal government and states used private accreditation as evidence of compliance with Medicare conditions of participation and state licensure laws, respectively. In so doing, the government effectively delegated regulatory responsibility for assuring that health care institutions meet the requisite quality standards for participation in their respective programs. When government relies on private accreditors to perform this vital function, questions arise about whether all the legitimate interests of the public served by public health insurance programs are adequately protected and promoted (Bauchner et al., 2015). By outsourcing, hospitals and health systems can alleviate the numerous, complex responsibilities of an understaffed, unqualified internal department. Instead, they can entrust the credentialing and privileging tasks to a qualified .
Review other posts submitted by your classmates. In your responses, .docx
Review other posts submitted by your classmates. In your responses, .docx
michael591
Employer Sponsored Medical Clinics white paper
Employer Sponsored Medical Clinics white paper
Tom Pascuzzi
1h e a l t h p o l i c y b r i e f w w w . h e a l t h a f f a i r s . o r g Health Policy Brief o c t o b e r 1 1 , 2 0 1 2 ©2 012 P r oje c t H O P E– T h e Pe o p le -t o - Pe o p le H e a l t h Fo u n d a t io n I n c . 10.137 7/ h p b2 012 .19 Pay-for-Performance. New payment systems reward doctors and hospitals for improving the quality of care, but studies to date show mixed results. w hat ’s the issue? “Pay-for-performance” is an umbrella term for initiatives aimed at improving the quality, efficiency, and overall value of health care. These arrangements provide financial incen- tives to hospitals, physicians, and other health care providers to carry out such improvements and achieve optimal outcomes for patients. Pay-for-performance has become popular among policy makers and private and public payers, including Medicare and Medicaid. The Affordable Care Act expands the use of pay- for-performance approaches in Medicare in particular and encourages experimentation to identify designs and programs that are most effective. This policy brief reviews the background and current state of public and private pay- for-performance initiatives. In theory, paying providers for achieving better outcomes for patients should improve those outcomes, but in actuality, studies of these programs have yielded mixed results. This brief also discuss- es proposals for making these programs more effective in the future. w hat ’s the background? For decades, policy makers have been con- cerned with the incentive structure built into the US health care system. The predominant fee-for-service system under which providers are paid leads to increased costs by rewarding providers for the volume and complexity of services they provide. Higher intensity of care does not necessarily result in higher-quality care, and can even be harmful. m a n a g e d c a r e : During the 1990s payers focused on managed care arrangements to reduce excessive or unnecessary care, for ex- ample, by paying providers by capitation, or a lump sum per patient to cover a given set of services. However, concerns about poten- tially compromised quality and constraints on patients having access to providers of their choice led to a backlash from both providers and consumers. Also, by the early 2000s, serious deficien- cies in the quality of US health care had been highlighted in two major reports by the Insti- tute of Medicine, among other studies. In this context, pay-for-performance emerged as a way for payers to focus on quality, with the ex- pectation that doing so will also reduce costs. The typical pay-for-performance program provides a bonus to health care providers if they meet or exceed agreed-upon quality or performance measures, for example, reduc- tions in hemoglobin A1c in diabetic patients. The programs may also reward improvement in performance over time, such as year-to- year decreases in the rate of avoidable hospital r ...
1h e a l t h p o l i c y b r i e f w w w . h e a l t h a f f.docx
1h e a l t h p o l i c y b r i e f w w w . h e a l t h a f f.docx
aulasnilda
this is assignment 1 Financial Statement Analysis Student name University Professor October 25, 2016 Financial Statement Analysis Based on your review of the financial statements, suggest a key insight about the financial health of the company. Speculate on the likely reaction to the financial statements from various stakeholder groups (employee, investors, shareholders). Provide support for your rationale. Health Management Associates, Inc. (NYSE: HMA) is the operator and owner-general acute care centers in the non-urban communities situated in the US, particularly in the Southwest. The organization was founded in 1977. The hospitals provide services such as oncology, emergency room care, general surgery, internal medicine, radiology, pediatric services, coronary care, and diagnostic care ( www.healthcaremanagement.com ).The company is also providing outpatient services like x-ray, respiratory therapy, one-day surgery, laboratory services, physical therapy as well as cardiology therapy. The mission of the Health Management is to provide America’s best local healthcare. They provide processes, capital finance, expertise, and people that can ensure that the local hospitals can accomplish their mission of delivering compassionate and high-quality healthcare that would substantially improve the lives of patients, the communities they serve, and the physicians providing the care www.healthcaremanagement.com ) With regard to the review of the current financial statement, HMA is in a dangerous financial state as a result of the present increasing debts and legal woes. The Office of the Inspector General, Justice Department, and the Department of Health and Human Services served the organization with summons regarding a software program that was used by ED doctors and the records from the emergency department. Some reports suggested that there was pressure from the company’s hospitals management to admit patients from emergency rooms so as to maximize profits. Paul Meyer, former compliance director, claimed that HMA’s fraudulent activities could attract government investigation (Britt, 2012). The common stock of Health Management Associates was owned by almost 850 shareholders, as per the records of December 31, 2012, with hundreds of institutional investors included. HMA had expanded to include 70 hospitals situated in 15 states, with roughly 10,562 present licensed beds. In 2012, HMA realized about $5.9 billion in net revenue (Britt, 2012). HMA gets payments for the services it renders from the federal government through the Medicare program, the states in which it functions under each Medicaid program, and commercial insurance, among others; and patients, encompassing deductibles and co-payments. Basically, deductibles and co-payments are part of the bill of patients for the medical services provided, which many government and private payers expect the patient to cater for. The amount of deductibles and co-payments v.
this is assignment 1Financial Stateme.docx
this is assignment 1Financial Stateme.docx
philipnelson29183
The seven healthcare outcome measures are meant to understand the quality of health systems and how they could be measured and how quality care could be provided to clients.
Top seven healthcare outcome measures of health
Top seven healthcare outcome measures of health
JosephMtonga1
Submission Id: ab299d7c-b547-4cf3-958a-07922ca71f27 65% SIMILARITY SCORE 12 CITATION ITEMS 20 GRAMMAR ISSUES 0 FEEDBACK COMMENT Internet Source 0% Inst itut ion 65% Patience Nehikhare healthcaredeliverysystemchanges.docx Summary 1175 Words Running Head: HEALTHCARE DELIVERY SYSTEM THE U.S. HEALTHCARE DELIVERY SYSTEM 2 Healthcare Delivery System Patience Nehikhare Grand Canyon University December 22, 2019 The U.S. Healthcare Delivery System There is a rapid change within the healthcare system in the United States. The changes that have occurred were made for the purpose of improving quality, rewarding value and not volume, as well as integrating and coordinating the care (Seshamani & Sen, 2018). As such, this paper will seek to put into consideration current healthcare laws within the U.S. and the nurse’s role within this continuously changing environment; the manner in which quality measures and pay for performance affect patient outcomes. Furthermore, the emerging trends in the healthcare system, professional nursing leadership, and management roles will be discussed. The Emerging Health Care Laws and their Effects on Nursing Practice One of the most crucial healthcare legislat ions that has been enacted in the United States since the inception of Medicare and Medicaid in 1965 is the Affordable Care Act (Obama, 2016). The ACA was enacted in 2010. Issues relat ing to affordability, ease of access, and the care quality within the United States healthcare system were some of the driving factors that formed the list of many t ime spanning challenges that compiled the init iat ion of this legislat ion. Between 2010 to 2015 there was a decrease in the number of uninsured cit izens in the U.S. by forty three percent as an effect of the Affordable Care Act. The payment systems in healthcare are undergoing some changes and the access to care has also improved (Obama, 2016). The ACA promotes preventive healthcare models that put emphasis on quality care, primary care, and the funding of community health init iat ives (Lathrop and Hodnicki, 2014). Millions of previously uninsured cit izens are also provided insurance coverage and also some healthcare areas that need reforms so as to meet the needs of patients’ improved healthcare outcomes are highly focused by the act. The act has an effect on nursing practice in several ways. The first effect is that the act creates a high demand for healthcare professionals that are sufficiently trained to provide healthcare services that are up to the acts’ standards. The second effect is that Advanced Practice Registered Nurses (APRNs) who hold the Doctor of Nursing Practice (DNP) are required to be prepared so that they can meet the increased needs through the provision of leadership skills in community health centers. These professionals are also held accountable for direct ing and advocating for future init iates as well as ser.
Submission Id ab299d7c-b547-4cf3-958a-07922ca71f2765 SIM.docx
Submission Id ab299d7c-b547-4cf3-958a-07922ca71f2765 SIM.docx
deanmtaylor1545
Compliance Today Article November 2015 Schultz
Compliance Today Article November 2015 Schultz
Janemarie Schultz, MBA
Given the complexity of the regulatory and financial environment, the CFO must initiate an active relationship with case management and utilization review staff. Often, the essential relationship between the CFO and Case Management/Utilization review departments is only superficially actualized.
Partnerships between Finance and Case Management Departments are Key to Accur...
Partnerships between Finance and Case Management Departments are Key to Accur...
CBIZ, Inc.
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HCAD 660 individual project research paper for Intravalley Health
HCAD 660 individual project research paper for Intravalley Health
Review other posts submitted by your classmates. In your responses, .docx
Review other posts submitted by your classmates. In your responses, .docx
Employer Sponsored Medical Clinics white paper
Employer Sponsored Medical Clinics white paper
1h e a l t h p o l i c y b r i e f w w w . h e a l t h a f f.docx
1h e a l t h p o l i c y b r i e f w w w . h e a l t h a f f.docx
this is assignment 1Financial Stateme.docx
this is assignment 1Financial Stateme.docx
Top seven healthcare outcome measures of health
Top seven healthcare outcome measures of health
Submission Id ab299d7c-b547-4cf3-958a-07922ca71f2765 SIM.docx
Submission Id ab299d7c-b547-4cf3-958a-07922ca71f2765 SIM.docx
Compliance Today Article November 2015 Schultz
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Lisa Hancock Presentation Compliance & Quality Presentation
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Compliance Responsibility and
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