NCF Medical Llc's Strategic Plan

How ICD-10 impacts the revenue cycle management by Sashi Padarthy discusses the “opportunity” for facilities to improve on “clinical documentation, revenue cycle performance, and analytic capabilities for business intelligence” (Padarthy, July 2012, p. 7). Padarthy suggests the shift from ICD-9-CM to ICD-10 will require multi-departmental assessments to determine core factors within ICD-10 will that will directly influence coding, billing and reimbursement. Padarthy proposes facilities analyze their current diagnostic and procedural codes to assess whether their current codes accurately represent services provided. In addition, he asks facilities to determine “if an opportunity to leverage ICD-10” exists, and if so, what is needed; updated eligibility requirements, increased medical necessity

In my opinion, the strategy was unbiased and very unbalanced. The strategic plan revolved around the OR department, yet there is various department around the facility that contribute in comparison with the larger hospitals in the surrounding areas, LCH would not be able to compete with them. This is because the strategy had a focal point of obtaining competent physicians and nursing staff, to increase OR volumes. However, with the future trends of patient-centric care, marketing departments should’ve had the responsibility of selling out the services of the hospital to patients in the surrounding area. Thus, I would have challenged the strategic plan, as it was an ineffective solution to the financial burdens the hospital was facing.

Healthcare common procedure coding system (HCPCS) is a coding system developed by the Centers for Medicare and Medicaid Services that is used in coding services for Medicare, Medicaid, and other private insurance plans patients. HCPCS contains Current Procedural Terminology (CPT) codes which are often thought of as a separate system, but CPT is part of HCPCS. HCPCS codes does not provide information of diagnoses, but just what procedures were performed. In this crosspost, the author will elaborate on the original threaded discussion by Gatlin, Mburu, Jackson, and Hunt and add additional information on HCPCS. Gatlin, Mburu, Jackson, and Hunt mentioned that all healthcare providers are obligated to code correctly claims for the services

Taking care of the sick has turned into a lucrative business. Healthcare must effectively manage and maximize their revenues. To accomplish that, there must be a revenue cycle in place. The revenue cycle consists of six stages and as follows: Provide services, document services, establish charges, prepare claim/bill, submit claim, receive payment.

A strategic plan is a tool that provides guidance in fulfilling a mission with maximum efficiency and impact (Mittenthal, 2002). The strategic plan includes the executive summary, the mission statement, the vision statement, and resources. Our nonprofit food bank is called Feeding

now there was more focus on the patient rather on personal benefits, which means that the emphasis was on patient-centered mindset not personal. The leader was supporting each individual at every level. The CEO was not only leader but also a coach for his followers. This was the same for every group leader at every level. Every one in the organization follows the vision of the organization when it comes to the quality improvement and implementation.

Healthcare Environmental Scan Healthcare marketing and consumerism trends have become an important focus as the healthcare environment has become increasingly competitive. The drive towards consumerism has caused healthcare providers to seek insight for connecting relationally to those seeking healthcare services. Marketing methods have transitioned from print ads and radio slots to social media venues and podcasts. Environmental scans are an additional technique available to the healthcare industry as a means for discerning relevant consumer services. This paper will explore Rush University Medical Center with the use of an environmental scan to identify strategic consumerism and marketing opportunities.

Introduction According to Fallon, Begun & Riley (2013), “Strategic planning is the process of developing strategies.” Furthermore, strategic planning is essential within any organization as it provides oversight and direction by prioritizing goals and objectives that coincide with the mission, vision, and values of the company. There are several different strategies for organizations to choose from to assist them in obtaining several of their goals, however, within this particular case study; Brett wants to learn more about MAPP. MAPP, also better known as Mobilizing for Action through Planning and Partnerships is a strategic planning process that improves public health services and outcomes within local communities (Fallon, Begun& Riley,

1.) What is/are the strategy or strategies of the company? • The three main strategic themes for the company were sustainable/high profitable growth, innovative solutions/partnerships, and operational/technical excellence. 2.) What perspectives were used? • The company made the decision to take those three key strategies and work with those.

Defense contractors including CACI, General Dynamics, and Lockheed Martin are new entrants in the Health IT industry because they made strategic decisions to do so. Based on the success these contractors have experienced, QSSI expects that both commercial and other defense contractors will mimic this behavior and enter the market in the near future. The decision to diversify product offerings is often based on a decline in opportunities in the organization’s existing market. These organizations entered the market by acquiring smaller entities with expertise and reputation to compete in the market place. These acquisitions led to organic growth in the marketplace and made the organizations high competitive given the brand recognition and past performance record.

I feel apprehension and noncompliance can be barriers for both strategic planning and the nursing process. Fear of what other staff may think about the change, fear of intimidation from other staff, and fear of one 's ideas being laughed at can be a few of the struggles of any person wanting to evoke change within their organization. In an earlier module, we learned about different leadership styles and approaches. Depending on the change needed within the organization, this outlined which style was needed to best reach this goal. “Attaching metrics to goals and specific initiatives allows nurse leaders and clinicians to monitor progress and determine when a different approach might be needed” (Reid-Ponte, 2016, 112).

Newly uncovered savings come not from reduced prices, but from eliminating waste, inefficiency, misuse, and value mismatches of the products, services, and technologies healthcare organizations employ. The following types of utilization misalignment are common in healthcare organizations. Standardization: Customizing products to customers' exact requirements can reduce an organization's supply chain expenses. Otherwise, the healthcare organization's money is wasted on unnecessary functions and features. Hence customization is preferred over standardization.

Critical success factors are the elements which ensure efficient and effective implementation of the organizations’ risk management. According to seed paper published by John Rockart in Harvard Business Review on April 1979, Critical Success Factor was introduced and defined as: “(a) The limited number of areas in which results, if they are satisfactory, will ensure successful competitive performance for the organization. They are the few key areas where things must go right for the business to flourish. If results in these areas are not adequate, the organization’s efforts for the period will be less than desired. (b) Areas of activity that should receive constant and careful attention from management.

Value Based performance for Patient Care Nursing leaders today must consider healthcare dynamics including, value, innovation, and versatility of services to meet current demands of change in healthcare industry, while empowering staff and promoting performance metrics in order to meet patient outcomes, and sustain financial viability of the institution (Finkler & McHugh, 2008, p.18). The strategies to lead the health care market competition must address quality metrics to qualify ratings and scores to make a difference in performance, monitor staffing and operating costs, and capital budget to manage contracts and reimbursement. These will be explored in the interview with Chief Financial Officer (CFO) at Northeast Baptist Hospital (NBH);

The internal and external effects within an organization involve the execution of strategic planning, defining the objective, budgeting, competitive entities, scanning/evaluation, monitoring, behavior, and culture. Furthermore, customer relationships and patient satisfaction are essential factors in HSO’s when establishing the benchmarks for implementing a situation analysis the include an internal and external plan. Patients/customers are vital within the external process. An external analysis process includes factors that influence the organization. Within the analysis, the criteria should involve all demographics, competitors, and providers.