Healthcare Delivery System Model

A Model Healthcare Delivery System Introduction The healthcare delivery system also referred to in short as the HCDS is the most effective system that works for most healthcare organizations in all countries with fair, effective and efficient distribution of resources. It is a fast growing service that demands attention from various quarters and domains. At the optimal level, the service program presents relief and hope to the individual, and the general population. The system offers a balanced quality care service through efficiency and fairness.

HCDS varies across the world but its focus is constantly on enhancing healthcare access, quality of service and coverage. The success of the program is dependent on the availability of certain basic resources (Kumar & Bano, 2017, p. 1). HCDS is how the society has responded to the health determinants.

The idea of a healthcare system contemplates involving the people that are likely to be served by such a system, agencies and organizations that offer products and service to meet the healthcare goals and health needs of the population under focus (Mills, 2014, p. 553). The central aim of HCDS is to hold human life in high esteem and to enhance health at individual, community and societal level (Starfield & Macinko, 2005, p. 500). The efficiency of a healthcare system is determined by materials, humans, finance and availability of safe healthcare options (Nishtar, 2006, p. 5).

The nature of a balanced healthcare system is such that individuals are provided with a continuum of healthcare promotion, diagnosis, disease prevention, treatment and its management, the general course of life and palliative health care via the various sites and levels of care in the healthcare system. These are also based on their needs through their life (Hirshon et al., 2013, p. 387). Any healthcare system should aim at fostering easy access to healthcare by making it affordable, patient-centered and with emphasis on service provision.

Healthcare systems should be made in such a way that they motivate both care providers and the patients alike. All decisions made should be in line with the intention of achieving the latter objective (AAFP, 2018). Measurement of care quality It is extremely important to measure and report on the quality of healthcare. Such practice enables employers and consumers alike to choose and decide, based on factual determiners, what care is suitable for them. However, assessment of healthcare is beyond simply informing consumers regarding their choices.

Feedback to the plans for health is a central component in the whole process. Such feedback can be used by stakeholders to improve on the areas of need. There are several methods of assessing the quality of healthcare. Site surveys carried intermittently, surveys for satisfaction, audits and clinical performance checks can all be applied for the purpose (NCQA, n.d.). EMR records are essential in facilitating exchange of information. They encourage higher level of patient engagement.

If the EMRs are to be used optimally and to facilitate communication that is patient centered, it is imperative to exercise due care in the use of EMRs. There are mixed findings regarding the attitude of physicians and other healthcare providers towards the use of EMRs. It is important to evaluate the perception of patients towards the use of EMR by the provider and the healthcare quality ratings associated with it as a strategic way of understanding the workings and effectiveness of the EMRs.

It is evident that EMRs are increasingly in popular use in healthcare facilities. Therefore it is essential to track the perception of patients towards to EMR, their usage levels and their quality ratings. A sample of adults from across the USA was examined to check whether the use of EMR as reported by patients has a connection with the care quality ratings (Rutten et al., 2014, p. 17).

Health policy formulators over time have been considering the designing of technologies that enable healthcare so as to solve a myriad of healthcare issues (Haux et.al, 2008, p.78). Technology is seen as one of the channels for introducing changes into the healthcare system. IT is equally significant in this respect. ICT gives room to access user-friendly health information online (Cramer, 2009, p. 13). The integration of technology and healthcare is credited for the generation of health enabling technologies. ICT can help to resolve many health challenges (Gauld, 2005, p. 103).

It is also critical to the delivery of healthcare (Chassin and Galvin, 1998, p. 1004) and for guaranteeing provision of safe health (Bates, 2001, p. 301). The future and current healthcare services rely on e-Health (Novillo- Ortiz, 2010, p. 227). Designing a model Sticking to traditions that have been held for a long time in medicine in the realities of quality and cost has provided the field of medicine with the literature of many examples of models that are successful but without any theories or principles underlying.

Ideally, the import is that there is a good reason for developing a model from the onset; based on the models that have succeeded for theory elements. Apart from weaving in the sustainability for the long term, there is a rare and unique chance to build a vision that is shared between the stakeholders; something that could have been impossible to do when times were more stable (Kepros & Operanu, 2009). Providers need to look for care models that are innovative; those that can cut down on costs and deliver results.

It should be realized that health plans also offer the same benefits. The Commonwealth Fund, in March 2012, shared performance findings on healthcare systems. It used 43 indicators to evaluate US health communities. It used four dimensions of performance in health systems, i.e. prevention, treatment, access and healthcare outcomes. The results confirmed what has been known for a long time. It has been known that places where people reside have an effect on how easily they access healthcare.

The survey revealed that there are differences in health outcomes, costs and quality based on where people live (Wren, 2012). The unique factors that influence the health outcomes in each community are helping to drive innovation that is now manifest in the various system models. The Affordable Care Act, health systems, clinics, physicians, private payers and hospitals have been looking for ways to offer better care, better health for the population and reduced costs. The quest has led to several innovative initiatives in the private sector.

Some of the initiatives include collaborative model systems of delivery based the partnership between payers and providers, shared investment in various respects from stakeholders and extended care networks (Wren, 2012). Model Components One of the factors to consider when configuring delivery systems for healthcare is mould the organization to align to such microsystems. It begins with putting them in categories informed by the clinical nature of the population of patients. These may include strategic importance, prevalence and common need.

The next stage is to represent roles, the processes and the people in the Microsystems using teams that are cross functional. The Abbreviation CPT (Collaborative practice Teams) will be used to denote to teams that represent Microsystems. They will show a recognized, formal organizational outfit that resembles a system of a business entity where a steady interdisciplinary team works as a team to offer healthcare. Patients continue being provided with personal care delivery teams in the microsystem.

Oversight and supervision of the collective aspects of the microsystem’s care are given to the CPT (Cowen, et al., 2008 p. 409). Another core ideology embraced by stakeholders is likely to constitute patient based outcome improvements that can be measured and public health improvements. Each of the stakeholders has a chance to make a significant contribution, based on their main competencies, to the shared vision.

Some of the competencies associated with the hospital are the facility to facility funding opportunity, improvement of the quality of the institution, identity and strategic planning. Hospitals usually have identities that are distinct from medical training schools and the doctors, although the relationships are invaluable (Cowen, et al., 2008, p. 410). The need to provide better incentives for change of behavior keeps urging. While providers on salary are not very likely to overuse services, they may underutilize services that are effective.

While paying for good performance may be effective, incentives must be sufficient and they should target the outcomes the intended for improvement by the system. Effort to reward performance by the providers could significantly help to reduce the wait times for patients to be referred to specialty clinics, increase the utilization of recommended procedures and reward the providers that excel in care provision. However, provider incentives may only have a limited positive impact on patient behaviors such as leading a sedentary lifestyle and smoking.

Such habits are significant contributors to morbidity and the burden of health cost. Some studies have indicated that financial token given to patients directly can enhance healthy behavior. For instance, in a study that involved veteran heavy smokers the patients that were offered $20 each for attending smoking cessation classes 5 times and $100 to quit smoking altogether, free antismoking counseling classes and patches of nicotine were four times more likely to quit the smoking habit compared to the control group that were offered only free antismoking classes and some nicotine patches.

It is , therefore, important to understand whether such approaches can b effective if applied on a broader scale in health environments (Volpp, 2007, p. 2127). Even as providers grapple with the appropriate options to employ in multidisciplinary scenarios, the balance between tweaking the patient management optimally in the primary care environment compared to when they are within a specified area or line of service.

It is likely that providers will opt to go with both methods so as to ensure that patients opt for the most befitting healthcare team provided a specified set of clinical conditions. For the patients that need general primary healthcare service, providers may want to consider a model of a medical home for group patient management. The model may be applied for patients undergoing chronic conditions such as cardiac disease and diabetes. Advanced practice healthcare nurses will cooperate with physicians to enable it to be accessed by more people.

There should also be a closer follow up among other similar initiatives to maintain a healthier patient population and using more costly resource options (Cook, 2010, p. 4). Another important element in health improvement is investing in health improvement. If the incentives given to providers, patients and the system of healthcare are aligned to obtaining improved results, the quality of healthcare could significantly be improved. However, a redesign of the system is required to achieve that.

If spending is increased by about 2.5 % patient visit volume can be reduced for each provider in primary care. Consequently, providers will have more time to keep their patients healthy. Instead of using reactive medical practice when there are clinical visits, providers can aim at managing their patients health through active monitoring. The model allows for longer appointments, a dedicated health coach; a provider that responds to questions from patients through phone, email or in person and a provider follow up call after visiting.

Illustration of the model CPT More behavior change incentives Functional and clinical outcomes Extensive follow-up Investing in health improverment Self-care aided through ICT, expert patient initiatives Productive Interactions H ealth care Organization The model illustrated above shows the various elements that interact with each other to elicit progressive functional clinical results. Active use of collaborative practice teams called CPTs is an important element of the model. Positive interaction between the components mentioned above can generally promote health outcomes among patients. The care plan can be pushed by a doctor.

A practice nurse can take care of the daily healthcare developments. The model provides for the adherence to the established guidelines, and there is following of evidence irrespective of patient location. The advanced practice nurse can also facilitate when multidisciplinary teams converge from various settings to evaluate and chart the way forward for the next healthcare plan, overall. The advanced practice nurses from various areas can work together for the crossover patient population when an intersection with a generalized primary care I created (Cook, 2010, p. 5).

Conclusion Performance gaps that are in public domain must begin to be closed by providers, even as the urgency for health care reform gains momentum. Successful models that will be in use in future will posses certain common characteristics. They will basically be anchored on multidisciplinary healthcare teams geared towards a common objective set. They will communicate with each other directly and cooperate on decision making regarding priority issues.

The physician will be leveraged by emphasizing the incorporation of associate providers into important pivotal functions which in turn link the team to a wider populace. The provider may also, act as the coordinator between teams and settings.

Although technology will be viewed as an important enabler for the standardization of the capturing of clinical outcomes, making sure that such information is widely spread and made available, and ensuring that it remains compliant with safety and other requisite protocols, it will not be used as a substitute for the interaction of members in the healthcare team. The providers that attain a notably high performance level in the primary competencies will gain an advantage that will help them in greater risk surroundings (Cook, 2010, p. 5).

It is paramount for the system of healthcare to device ways to deploy and administer interdisciplinary patient-centered healthcare teams. It should figure out.