Example Of Reduce Healthcare Utilization Costs: Response To Board Of Directors Report

Having been opted and summoned to manage an adequate and smart selection of disease management companies to contract a limited partnership, in terms of reducing costs and improving health outcomes in a North Carolina hinterland of an 875,000 sized community, the following is a sample that hopefully addresses a suggested model. The report shall propose an outline which possibly meets the specific interventions of that model, and name strategies and recommendations – along with cost projections suggestions over a ten-year period.

Basic Requirements

The disease management company hired should regard and comprehend, that although the Charlotte Mecklenburg area is not a metropolis, a multiplicity of demographics from pediatric to eldercare must be considered. For example, in terms of cost-benefits, a useful contemporary analysis from Park and Chang (2014) argues from their study that “Multimorbidity in older people has been estimated to range from 55%–98%,” a reflection that such health problems might be improved “by self-management” (p. 959). In other words, it is desirable that the company so hired might have experience (or at least in plan development stages) of high-tech tools for remote monitoring of non-hospitalized patients, to reduce costs associated with admission stays. In this way, policy might be adopted to render similar intelligent ‘well-person’ follow-up and monitoring for all age group demographics.

Main Strategies to Reduce Utilization Costs

[1]. an insistence to review and employ an overview of the HVAC and air-duct intake system be implemented, to ensure the company is capable of performance of any quantitative analysis for leakages. In this positive-pressure gaps can be identified to improve electricity, and power-energy efficiency, while improving and promoting a disease-free airborne environment. While it may be true an initial upgrade may require a bit of a financial stretch to obtain state-of-the art energy saving infrastructure (or inspection), the outcome in savings and healthcare improvement outweigh the dollar investment.

Specific Interventions/Recommendations Model

[2]. a required submission by the disease management company applicants both qualitative and quantitative in nature. For example, provide a past record of previous clients (or client) wherein utilization costs were reduced in terms of clear ratio reductions, by calculations and documented hospital budget differences: before and after.
[3]. Clear plan for “Healthy Kid, “and “Senior Remote-Monitoring Program” implementations to cut medical expense budgets by at least 10% to 17% on a three-year scale in terms of initial results – while moving towards fulfillment of the longer term 10-year-period plan development.
[4]. Specify how the company may have further knowledge of special grant programs, in addition to current Medicare/Medicaid program incentives associated with “green” hospital improvements to utilize any budget alleviations. For example, under Obamacare, there may be incentives not normally known about or explored under the new healthcare reform system.
[5]. Specific tracking and recording of patient stages of conditions in a community-wide network of localized nursing homes, in the area’s hinterland. This way, coordination can be maintained or gained in rendering the best cost-effective protocols to properly place the neediest of elderly in hospital, out-patient, hospice, or monitored care situation; thereby better matching needs to results.

Cost Projections & 10-Year Savings Recommendations

[6]. Quarterly reports requirements, in tandem with a 10-year projected savings of $27,000,000 overall: including: program revenue, medical expenses, infrastructure-tech investments, and administrative and care. Reviews should include specified State savings’ incentives for North Carolina. For example, according to a report from a CenCal Budget report in California their capitation payments can range in average from $306 to $366 per client monthly, consolidating revenues in the multi-millions of dollars – as coupled with their counties, departments, and State-sponsored healthcare programs (like Medi-Cal) (“CenCal Health, Regional Health, 2015, p. 5). Explore and advance any policy programs for North Carolina, existing and proposed.

Resources Needed for Implementation

[7]. Clear local and county energy providers, governmental authority (political will, for any approved infrastructure improvements), access to latest cost-effective HVAC air-flow systems, and other sanitation-design implementation devices or methods for healthcare improvements and cost savings. All these things need to be described how the hospital calculates everything.
Conclusion:
In conclusion, one realizes that when making presentations to the board, organization and specification of purpose matters. In this case, the most probable pertinent points to be included when as CEO of the Regional Hospital Group addressing the Board, must be as succinct as possible while also leaving enough room to modify specific strategic plans. The medical firm must comply with regional compliances, as well as integrate any appropriately designated infrastructure protocols – especially as impact the need for improved disease-free environment, in terms of its HVAC system. To review however, this sample report of advisement for guidance in choosing a disease management company for the Regional in North Carolina, champions the cause to boost healthcare quality and outcomes while mitigating cost increases. Covered herein were issues covering state-of-the-art upgrades, plan development implementations for ‘Healthy Kids’ and elder-monitoring program, pursuit of budget alleviations associated with Medicare or Medicaid, tracking of community-wide network support/cooperation like nursing homes’ information, quarterly finance reports, and staying abreast of ‘green’ or energy-saving subsidies. Nevertheless, convincing the Board and getting them on your side is the first step.
References
CenCal Health – The Regional Health Authority. (2015). Fiscal Year 2014-15 Budget
[Data file]. Retrieved from https://www.cencalhealth.org/about_sbrha/pdf/Budget.pdf
Park, Y.H., & Chang, H. (2014). Effect of a health coaching self-management program for
older adults with multimorbidity in nursing homes. Patient Preference & Adherence,
8959-970. doi:10.2147/PPA.S62411
Reporting manual supplement – FY 2013 budget reporting procedures [Data file].
Retrieved from http://gmcboard.vermont.gov/sites/gmcboard/files/B13_URM_Supplement.pdf