The Johns Hopkins Health System Corporation provides health care services. It operates acute care hospitals, community teaching hospital, geriatric care center, home care center, and outpatient care center in Maryland. The company provides services in the areas of ear, nose, and throat; eyes; gynecology; cancer treatment; children’s care; and urology. The company was founded in 1986 and is based in Baltimore, Maryland (Bloomberg Business, 2015; Johns Hopkins Medicine, 2015). For more than a century, Johns Hopkins Health System Corporation has been recognized as a leader in patient care, medical research and teaching. Today, Johns Hopkins Medicine is known for its excellent faculty, nurses and staff specializing in every aspect of medical care. …show more content…
As part of the health care reform, many hospitals have focused their marketing strategies on population health management as part of the transformation to value-based care. Managing population health requires a close relationships with physicians, partnerships with organizations in the community, and expansion into preventive and outpatient care and therefore must be implemented further. Likewise, comprised as key components are investing in technology - to connect with physicians, customers and the community and gather data necessary for improving quality (Takvorian, 2015) and merging with other hospitals and health care systems - consolidation as a strategy to gain capital necessary for health IT investments, outpatient facility construction, physician partnerships and other projects (Johns Hopkins Bloomberg School of Public Health, 2015; Ropak, 2012). Health protection is an essential component of health promotion that focuses on prevention services, such as screening tests and immunizations, and self-care actions. Often this is an overlooked aspect of health promotion because actions need to be taken when people are healthy rather than in response to illness. Physicians and nurses have many opportunities to teach patients about actions they can take to protect their health (Johns Hopkins University, 2010f; Miller, 2013). The Johns Hopkins Individualized Health Initiative will bring together physicians, scientists, engineers, and information experts to connect and analyze huge databases of clinical information, plus new data sources such as DNA sequences, methylation analyses, RNA expression levels, protein structures, and high-tech images. The initiative will help doctors to customize treatment for the individual patient, reduce unnecessary (and often painful) testing, recommend behavioral changes,
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To guarantee that its members receive appropriate, high level quality care in a cost-effective manner, each managed care organization (MCO) tailors its networks according to the characteristics of the providers, consumers, and competitors in a specific market. Other considerations for creating the network are the managed care organization's own goals for quality, accessibility, cost savings, and member satisfaction. Strategic planning for networks is a continuing process. In addition to an initial evaluation of its markets and goals, the managed care organization must periodically reevaluate its target markets and objectives. After reviewing the markets, then the organization must modify its network strategies accordingly to remain competitive in the rapidly changing healthcare industry. Coventry Health Care, Inc and its affiliated companies recognize the importance of developing and managing an adequate network of qualified providers to serve the need of customers and enrolled members (Coventry Health Care Intranet, Creasy and Spath, http://cvtynet/ ). "A central goal of managed care is containing the costs of delivering care, but the wide variety of organizations typically lumped together under the umbrella of managed care pursue this goal using combination of numerous strategies that vary from market to market and from organization to organization" (Baker , 2000, p.2).
The Physician/Hospital alignment model is the teamwork between physicians and hospitals to achieve the common goal of providing quality care to patients (med synergies). Physician/hospital alignment opportunities have come into play more predominantly in recent years due to quality, financial, and regulatory aspects of healthcare reform. Physicians and hospitals are more motivated to align now because the new healthcare reform requires an improvement on key aspects such as quality, cost, and efficiency. Moreover, an increase in patient numbers, a decrease in reimbursements, and a shift among new physician goals and values have contributed to the drive for this alignment. Physician/hospital alignment can be characterized in the range of tactical to transformational. Tactical alignments can include joint ventures, co-management agreements, volunteer medical staff, etc.
Robertson Johnson University Hospital (RWJUH), which is the flagship of Robert Wood Johnson Health System, is a large non-profit hospital with 965-beds located in New Brunswick and Somerville in Central New Jersey (Robertwood Johnson University Hospital, n.d). It has been ranked among the best hospital in the nation, as well as, with several specialties, and the best place to work by other publications (Robertwood Johnson University Hospital, n.d). Their mission of improving health and well-being to its patients stands out in the communities it serves (Robertwood Johnson University Hospital, n.d).
Henry Ford Health System is one of the nation’s leading health care providers, and is a not for profit corporation. Henry Ford Health Systems has over 23,000 employees, and is the fifth largest employer in the Metro-Detroit area, and is also one of the most diverse health systems (Henry, 2016). The official website (2016) states that Henry Ford is comprised of hospitals, medical centers, and the Henry Ford Medical Group, which includes more than 1,200 practicing physicians in over forty specialties. Henry Ford Health System (2016) proudly acts as one of Michigan’s anchor institutions. Henry Ford Hospital in Detroit, is a level one trauma center that is recognized for clinical excellence in cardiology, neurology, orthopedics, transplants, and
...lthcare system is slowly shifting from volume to value based care for quality purposes. By allowing physicians to receive payments on value over volume, patients receive quality of care and overall healthcare costs are lowered. The patients’ healthcare experience will be measured in terms of quality instead of how many appointments a physician has. Also, Medicare and Medicaid reimbursements are prompting hospitals, physicians and other healthcare organizations to make the value shifts. In response to the evolving healthcare cost, ways to reduce health care cost will be examined. When we lead towards a patient centered system organized around what patients need, everyone has better outcomes. The patient is involved in their healthcare choices and more driven in the health care arena. A value based approach can help significantly in achieving patient-centered care.
With consolidation among hospital systems over the last few years there has been a trend toward ways to streamline processes. By having “shared services” such as laundry services, human resources and radiology and diagnostic services it’s possible to lower costs and have common processes. The advent of health care reform and the Affordable Care Act (ACA) with its Information Technology (IT) incentives has led to greater interest in risk management and IT solutions. While there was a decrease in 2012 on outsourcing IT services the finalization by the Supreme Court of the ACA and President Obama’s re-election cemented the need for an IT solution (Kutscher, 2012)
... to promote health. Health promotion is not absence of health, but an effort to prevent future health issues. These three articles stress three various way of health promotion and prevention. Health professionals should integrate different levels of health promotion to fully accomplish the goal of educating the social public on various health issues. As doctors and nurses individuals must be concerned about best educating patients, so that they can take precaution from their side to prevent future illness.
The Affordable Care Act of 2010 established the Hospital VBP Program. The Hospital Value-Based Purchasing (VBP) Program is a Centers for Medicare & Medicaid Services (CMS) initiative that rewards acute-care hospitals with incentive payments for the quality of care they provide to Medicare beneficiaries. A few of the value based purchasing provisions such as pay for performance, accountable care organizations, bundle payments and patient-centered medical homes are designed to improve care quality and outcomes while reducing the cost (cms.gov). Within the iron triangle, the goal of VBP is to improve quality and cost, but it should also help towards providing more access to care. If patients are not able to access the care when they need it then quality is insignificant. One key component of VBP is measuring and reporting comparative performance of providers - allowing patients to select services and providers of high value. Based on provider’s performances, VBP programs pay each differentially, which encourages providers to emphasis more on outcome and care rather than capacity of work. And so, providers cut out unnecessary work and used their resources more efficiently to lower their overall care costs. VBP programs can also inspire providers to advance their work efficiency by implementing and integrating technology into their care. With assistance of the right technology providers can implement telehealth to save time and cost in order to be able to focus on more patients. Access to most patients is possible as long as costs of care are affordable. By adopting VBP programs, they will be able to keep the cost affordable by implementing cost cutting strategies without compromising quality care for
Healthcare leaders continue to put infrastructure and governance practices in place to support value-based models even asked provider still have significant fee for services revenue. However, many providers are concerned that they may be reaching a point at which the cost of building and maintaining their value-based organization is not supported by there before service reimbursement model . Health organizations that are migrating to value-based models must contend with realities and limits at their local economis, The strategies of large employers for reducing their healthcare costs, concentration other pair market and physician practice alignment. Gain market share remains a big concern regardless of the pace of the payment model change.
Prevention is referred to strategies and interventions that focus on blocking up of diseases, screening and early detection, treatments, and minimization of injury or permanent damage (Nash, 2016). The model of prevention was first introduced by Hugh Rodman Leavell and Edwin Gurney Clark in 1953 in their work, Textbook of Preventive Medicine (Hattis & Law, 2009). The authors classified health promotion and prevention into five levels, which include health promotion, specific protection, early diagnosis and prompt treatment, disability limitation, prevention of disability and death, and rehabilitation (Clarks, 1954). In 1958 the second edition of the book was published and retitled the name as “Preventive Medicine for the doctor in his community: An epidemiologic approach.” (Hattis & Law, 2009). The authors regrouped the five levels into three categories: primary prevention consisted of
Pender’s Health Promotion Model (HPM) will be used as the theoretical framework for this project. The primary role as a health care provider is to help patients adopt healthy behaviors. Pender’s model focuses on three areas: individual characteristics and experiences, behavior-specific cognitions and affect, and behavior outcomes. This framework provides an organized approach for nurses to follow in the promotion of healthy behaviors, such as health screenings, to clients and patients. Nursing interventions can be developed that address perceived self-efficacy, perceived barriers, perceived benefits, interpersonal influences, and situational influences relevant to a particular health behavior, such as health screenings for STIs (McCullagh, 2013). This model is applicable to
As seen in this report, the hospital industry is a multi-complex industry that is a top option for the wellness of the citizens it serves. Many subsectors and related industries are main contributors to the hospital industry, in which each has its own potential for growth or downfall. Knowing the main factors and ingredients which go into the industry will help make a more knowledgeable decision on whether or not to diversify into the hospital industry. Many aspects of the hospital industry are changing, but the hospital industry seems to be a solid stakeholder for healthcare. The hospital industry is a solid market for years to come due to the demand for care.
In today’s society heath care will forever and always be a necessity and priority. In the United States alone there are several healthcare facilities nationwide that exemplify exceptional healthcare providers. One facility that I ran across doing research is Johns Hopkins Hospital. It is one of the most prestigious and prominent hospitals in America. Johns Hopkins is ranked in the top 10 hospitals for over twenty years and doesn’t show any signs of plummeting lower.
Health promotion programs can help populations to live healthier lifestyles when living with chronic disease(s). The reason why are health educators can provide individuals and communities with a better understanding of their conditions that affect them. We can provide these populations with modifiable health risk behaviors such as increasing physical activity, reducing poor nutrition, tobacco use and excessive alcohol consumption. We would also want to promote activities that encourage healthy living to help limit the effect of chronic disease such as continuing to get screened so there conditions will be managed appropriately to help reduce complications with their existing disease. With our support we will be able to offer education, social support, and healthy policies and environments that allow populations of people to take charge of their health with strategies that facilitate and support individual responsibility for behavior change.