The first key stakeholder is the financial director. The financial director will ultimately decide if the facility can go forward with the strategic plan to hire patient navigators and how many they can actually hire at once as the financial director has say on what the facility can actually afford the expense and if it will payout to increase their net assets including revenue. Since this strategic plan will affect the yearly capital budget on the operational budget, along with each individual budget it will be important that the financial director look at the budget report for not only the hospital itself, but takes in consideration the availability in the budget for each unit to make sure that the process will not require the need to cut another person to make the decision to add. The financial director would possibly do a simulated federal and state cost...
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...on rates have shown to improve when the facility is practicing patient- and family- centered care, which ultimately can increase the reimbursement rates from Medicare and Medicaid. The increase reimbursement rates are extremely important for non-profit health care system such as OhioHealth Mansfield whose revenue comes from over sixty percent in Medicare and Medicaid funding. The PFCC self-assessment tool was analyzed based on OhioHealth Mansfield with strengths and weaknesses, which one big weakness consisted in the personnel domain which consists of support for staff, and the utilization of patients and family involvement in decision making and new employees. The system change of adding the new role of the patient navigator allows collaboration with a diverse team including patient and family members, along with ultimately increasing patient satisfaction rates.
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