The Presbyterian Home Healthcare Services Program in New Mexico is facing some issues as presented in the case study. The main issue, which also faces the majority of US hospitals is the prospect that shortage of beds is expected to increase as the population in the home ages. The issue is to look for creative ways to take care of the patients. The key issue is therefore improving quality of care and patient satisfaction while reducing costs. The challenge is facing the “hospital at home” strategy of the New Mexico home with its prospect to provide acute care services in the patient’s homes for those whom would normally be hospitalized, and the prospect to continue reducing the hospital care cost through quality care to its patients. In this
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Guided care at John Hopkins Fig. Physician satisfaction with processes of chronic care based on John Hopkins guided care approach
Internally, the strengths of the Presbyterian Healthcare Services are in its organization and leadership. PHS is an integrated system of delivery that offers care to a population of above 750,000 patients in the region of New Mexico. The PHS system is also well networked with 8 hospitals, 34 medical group locations nationally, services for home care, health plans, commercial health insurance, and Medicare and Medicaid to over half a million of its members. The weakness is that PHS has not handled the issue that comes with shortage of home care services that intensifies with aging of population and therefore is still facing a challenge in achieving better clinical outcomes, increased patient satisfaction, and lower costs, and increased hospital capacity.
In the realm of directional strategies, clinicians are expected to evaluate the patients admitted to the emergency department who need admission for community-acquired pneumonia, chronic heart exacerbation failure, chronic obstructive pulmonary disease exacerbation, and cellulitis among other conditions.
Strategy …show more content…
The market entry strategy will involve a multi-disciplinary process that will help to create a buy-in program which is incredible and which will create institutional wide awareness of the proposed new care model, and hence help the creation of visual hospital to succeed. The adaptive strategy will require quality measurement from time to time, which is concurrent with patient care services development, and the creation of quality measures that will enable PHS to evaluate the hospital outcomes by comparing them to those of the patients who are admitted to the hospital facilities. The adaptive strategy will involve such outcomes as family and patient satisfaction, sickness-specific clinical quality measures, total cost and rates of hospital readmission. A competitive strategy will involve the incorporation of a payment model which will be the ability of the system to come up with a mechanism that caters for the service as Medicare doesn’t provide coverage. Strong connections, which will involve close relationships between the community and caregivers to ensure commitment to the PHS program, will be required by physicians throughout the care system in order to compete well in the market (Leff et al,
Guided care at John Hopkins Fig. Physician satisfaction with processes of chronic care based on John Hopkins guided care approach
Internally, the strengths of the Presbyterian Healthcare Services are in its organization and leadership. PHS is an integrated system of delivery that offers care to a population of above 750,000 patients in the region of New Mexico. The PHS system is also well networked with 8 hospitals, 34 medical group locations nationally, services for home care, health plans, commercial health insurance, and Medicare and Medicaid to over half a million of its members. The weakness is that PHS has not handled the issue that comes with shortage of home care services that intensifies with aging of population and therefore is still facing a challenge in achieving better clinical outcomes, increased patient satisfaction, and lower costs, and increased hospital capacity.
In the realm of directional strategies, clinicians are expected to evaluate the patients admitted to the emergency department who need admission for community-acquired pneumonia, chronic heart exacerbation failure, chronic obstructive pulmonary disease exacerbation, and cellulitis among other conditions.
Strategy …show more content…
The market entry strategy will involve a multi-disciplinary process that will help to create a buy-in program which is incredible and which will create institutional wide awareness of the proposed new care model, and hence help the creation of visual hospital to succeed. The adaptive strategy will require quality measurement from time to time, which is concurrent with patient care services development, and the creation of quality measures that will enable PHS to evaluate the hospital outcomes by comparing them to those of the patients who are admitted to the hospital facilities. The adaptive strategy will involve such outcomes as family and patient satisfaction, sickness-specific clinical quality measures, total cost and rates of hospital readmission. A competitive strategy will involve the incorporation of a payment model which will be the ability of the system to come up with a mechanism that caters for the service as Medicare doesn’t provide coverage. Strong connections, which will involve close relationships between the community and caregivers to ensure commitment to the PHS program, will be required by physicians throughout the care system in order to compete well in the market (Leff et al,