Business Best-Practices for Success in Medicare's Value-Based Health-Care Program

This book is a must read for health-care organization leaders. This research is of significance for the health-care organizations looking for a fresh approach to use resources appropriately to reduce waste, increase value of services, deliver the quality of health care the system as intended, and enable health care organization leaders to maintain their financially profitable status.
This study supports the need for evidence-based business strategies that facilitates success in participating organizations of Medicare's value-based program and a redefinition of financial sustainability in health care that emphasizes value.
Within the health-care industry, numerous quality improvement strategies exist to promote a more efficient and effective system. Despite such strategies, the health-care system is yet to experience sustained quality improvement.
Value-based health care is a pecuniary strategy established by the Center of Medicare and Medicaid Services to achieve sustained improvement, both in the delivery of care and in clinical outcomes.
Medicare provides clinical process measures as a guideline for organizations in delivering higher quality with a value-based strategy. This strategy situation may create difficulties for organizations in selecting the most suitable business strategies that maintain a quality-financial balance.
Leaders are left to guess at business strategies most optimal for success in the program, as well as for the organization's financial sustainability.
Sustained improvement in the health-care industry can be accelerated when leaders are knowledgeable on appropriate strategies important to increasing the value and quality of care, while reducing waste.
>
Key Search Words: access to care, accountability, accreditation, administrative costs, Affordable Care Act (ACA), Baldrige Quest for Excellence, benchmarking, best-care practices, business measures, business processes, business strategies, Caucasians, clinical practices, clinical quality, clinical-related measures, compliance, concepts of quality, costs, customer satisfaction, defensive medicine, delivery of care, economy, employee involvement, error-reporting, evaluation of processes, evidence-based practices, expenditures, fee for service, financial sustainability, Health care expenditures, health-care costs, health-care industry, health-care leaders, health-care organizations, health-care outcomes, health-care reform, health-care services, health-care spending, Healthcare Management, high-performance systems, hospital rating, innovation, insurance, investments, knowledge management, leadership, Lean Six Sigma, lessons learned, litigation, long-term growth, Malcolm Baldrige Criteria for Performance Excellence, Malcolm Baldrige National Quality Award, malpractice risk, management, measure of quality, medical industry, medical practice, Medicare, mismanagement of resources, patient-centric care, pay-for-performance, Performance Excellence, performance measures, performance outcomes, pricing failures, production costs, quality improvement, quality improvement strategies, quality measures, quality patient outcomes, quality strategic planning, regulatory compliance, reimbursements, self-assessment, self-evaluation, standardization, strategic planning, supply-chain management, Total Quality Management (TQM), training, utilization costs, value of care, value-based care initiative, value-based concept, value-based health care, value-based purchasing, workflow improvement