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The MBA in Healthcare capstone is an end-of-program project that synthesizes concepts, ideas, knowledge, skills, and experiences into a comprehensive, business-related proposal. The proposal describes a solution to a specific business-related issue in a health profession, applying principles of evidence-based management.
Same Day Provider Clinical Role Implementation
ALLEE, Cristin. M. (2021). As of October 2020, more than 20 million US households had experienced unemployment related to the Severe Acute Respiratory Syndrome-Coronavirus-2 (SARS-CoV-2) pandemic (Blumenthal, 2020). Loss of employment leads to loss of health insurance followed by loss of access to health care for many of the children living in these 20 million US households. The pandemic has brought to light the magnitude of existing health disparities in the US battle and reinforced the need to correct the social failures imbedded in our healthcare system. It is clear that healthcare organizations must work collectively to reduce barriers to accessing care for vulnerable populations. NowCare is a proposed same day provider role designed to accommodate patients’ same-day needs by reducing the barrier of lack of access.
Implementation of a Provider Portal for the National Provider Panel
EPLEY, April. (2021). Best Care Employee Assistance Program (EAP) contracts with companies nationwide to provide services to support both the company and employees through on-site support and training, online services, and one-on-one counseling. ... The automation of business operations has been shown to reduce errors and increase efficiency (Tetzlaff, 2019). This can be accomplished in the business office by implementing PROVIDERfiles. PROVIDERfiles is a provider portal that will interface with the current electronic health record. It will also significantly improve the process for authorizations and claims by eliminating the manual processes. While the annual cost of PROVIDERfiles is approximately $4,000, the anticipated savings in labor costs can range from $4,000 to $10,000, with the preservation of provider relationships due to timely communication and payments an important intangible benefit. With the need for smarter and more efficient operations permeating all aspects of business, PROVIDERfiles is the way of the future for Best Care EAP.
Chiropractic Services Within a Health System: A New Venture
HARDIES, Rolland. (2021). Despite the diverse and inclusive service offerings provided by professionals and affiliates within the ABC Health System (AHS), there exist opportunities for innovation and growth into market segments that are not currently being addressed. One of these unserved market segments is that of chiropractic care for the treatment of low back pain. Chiropractic care is a significant health care market ($12.26 billion in 2017) that has demonstrated continual growth (52% over a 9-year period) and a likelihood to continue in this trend. Chiropractic care for the treatment of lower back pain has been shown to be efficacious as a treatment option and a preferred method of care by many patients, including those in more active populations (Petering & Webb, 2011). The ABC Health System has the opportunity to be a leader among their competitor health systems by introducing a chiropractic service line to address this market demand.
Implementation of the Advanced Capture Tool to Improve Value-Based Reporting
HENLEY, Amber. (2021). Advance Capture (AC), a scanning and document insertion program from Cerner® Corporation, allows MMH’ HIM department to standardize and centralize VBR-related document capture and insertion ... The implementation of AC will allow HIM to reduce the health system’s scanning variability and errors related to single-document scanning as well as the workloads on non-HIM staff. The accuracy of VBR documents and metrics will improve and payment rates from federally funded and third-party payers will increase by up to 25%. AC implementation will help MMH reduce long-term system-wide operating costs by utilizing the systems and capabilities already in place and simultaneously creating new avenues for the future, such as potentially adding digital forms to the Patient Portal for electronic completion, bypassing paper completely.
Implementation of a Discharge Medication Bedside Delivery ‘Meds-to-Beds’ Program: Improving Quality of Care
HORNIG, Amy E. (2021). Lack of an effective transition of care for the patient from hospital-to-home can result in increased patient harm, increased health care expenditures, and eventually in readmission to the hospital. Improved transition of care hinges on patient medication adherence and availability of medications at discharge. However, this cannot be achieved due to current pharmacy staffing obligations, lack of retail pharmacy configuration, and lack of internal evidence to support positive net income. Improving care coordination with patients and caregivers through the implementation of a discharge medication delivery service can help to improve patient transition of care and reduce overall healthcare expenditures (Zemaitis et al., 2016).
Botox and Dysport Treatment for Spasticity in Children: A Business Model
ISKE, Amy S. (2021). Eight hundred and thirty-two pediatric patients from the ages of two through 21 at Hospital A have an ICD10 code identifying them as having spasticity in at least one extremity. Spasticity is a condition following damage to the nerve pathways, resulting in the patient having increased muscle tone (National Institute of Neurological Disorders and Stroke, 2019). Hospital A currently does not have an all-inclusive treatment plan for patients with spasticity. Botox and Dysport, both FDA-approved neurotoxins, have been shown to reduce spasticity when given as injections in the affected areas, resulting in improved quality of life. This proposal recommends Botox and Dysport injections in the clinic setting for patients who have spasticity.
In-House Employment of Environmental Services for Disinfection Quality
KORISKO, Jillian. (2021). Environmental Services (EVS) are an essential function of any health system and the quality of cleaning is dependent on the cleaners themselves. Up to 2020, there were five different cleaning companies at Methodist Jennie Edmunson Hospital and because they were contracted rather than employed there was no consistency in training, no loyalty, and no alignment with organizational values, all of which equated to poorer cleaning quality. A shift from contracted cleaning services to in-house cleaning services was needed. Evidence suggests that in-house cleaning services provide increased standardization of processes, alignment of cleaning staff with organizational culture, and significant improvements in cleaning, quality and health outcomes (Elkomy, 2019) Replacing the contracted company at Methodist Jennie Edmunson Hospital with five full time employees will save over $27k on a monthly basis. Methodist can not only save money by bringing the cleaning in-house, but can also ensure the quality standard is met, and can foster employee loyalty to the organization, which contracted facilities do not typically have or promote.
Implementation of a Transitional Care Department for High-Risk, Post-Acute Care Patients to Reduce the Risk of Hospital Readmission and Post-Acute Morbidity
NORTHAM, Lindsay. C. (2021). The transitional care department is anticipated to open April 5, 2021 at the West Shores Medical Clinic location. The department will encompass the current MPC-SNF bedside care team as well as establish a transitional care clinic and ultimately a homebound transitional care program for high-risk patients. Within the first 6 months it is anticipated that there will be a reduction in the 30-day all-cause readmission rates to <10% and <5% within 1 year of program development. The program will focus on improving outpatient care while reducing non-essential ER utilization and hospital readmissions rates ultimately leading to a reduction in CMS penalties.
Implementation of an Automated Opioid Tracking System for Providers in Response to the COVID-19 Pandemic
VAUGHTER, Brittney. (2021). TrackNow is a novel, automated opioid tracking system that will significantly reduce the growing number of opioid use disorders, overdoses, and deaths that have reemerged as a result of the SARS-CoV-2 pandemic. TrackNow offers tremendous advantages to healthcare providers, as well as the hundreds of patients struggling with addiction every day. ... Currently, no other automated opioid tracking systems exist in any other healthcare organization. This opportunity positions this organization to be a leader in improving communication and care for a high-risk patient population. CHI Health Creighton University Medical Center Bergan Mercy (CUMC Bergan) plans to implement TrackNow in other healthcare organizations nationwide once up and running, therefore creating a revenue generating opportunity. Development of TrackNow will begin in the second half of 2021 and require an investment of $565,000. In reducing the prevalence of opioid overuse, TrackNow will positively impact not only affected patients, but their family, friends, and the broader community
Process Improvements: Physician Orientation & Onboarding
ZBYLUT, Christin. L. (2021). Physician retention is often a key indicator of success in healthcare organizations, and new physician orientation and onboarding is a key component of physician retention. It is proposed that creating a formalized process for new physician orientation and onboarding at a Midwest Pediatric Hospital will improve physician retention significantly. The new process will entail distributing a survey directly to new physicians to gain their feedback on orientation and onboarding. Any challenges identified in the feedback will be addressed in a continuously improved new physician orientation and onboarding process. The proposal also includes a new mentorship program between new and longer-term physicians. With these changes, patient satisfaction will improve, which will influence organizational culture, patient outcomes, and financial performance. In 2019, the Midwest Pediatric Hospital had a physician turnover rate of 17.65%. After implementation of the new process, the goal is for the physician turnover rate to drop below 15.00% by 2022, saving the organization up to $5M annually through reduced recruitment and onboarding costs.