Health care planners could be more effective and efficient

 

Health care planners could be more effective and efficient if they used the concept of the natural history of disease and the levels of prevention to design services that intervene at the weakest link in the chain of progression of specific diseases. Instead, most focus on high-technology solutions to preventable problems. Assess the characteristics of the medical care culture that encourage the latter approach

.Hospitals and other health care institutions, whether voluntary or for-profit, need to be financially solvent to survive growing market pressures. Describe how this “bottom line” focus has changed the nature of the US health care system

.The insurance industry plays a huge role in the American health care system and absorbs a significant portion of the health care dollar. A single-payer system, whether it is a private company or the US government, would eliminate the complex insurance paperwork burden and free substantial funds that could be diverted to support care for the under-served. Why do you believe that so much resistance to a concept used in every other developed country has continued in the U.S.?

Sample Solution

Health care planners could be more effective and efficient

With little public warning, a concern for “good business” has moved to the heart of health care, a sector once relatively insulated from the pursuit of profit that drives the rest of the U.S. economy. Throughout our history, medical institutions have largely been “charitable,” nonprofit establishments existing primarily to serve the community. But during the past years, the number of for-profit health care facilities, ranging from national hospital chains affiliated with major academic institutions to local dialysis centers, has grown at a rate exceeding even that of the computer industry. The growth of for-profits decreases the availability of health care for “unprofitable” patients. A society as wealthy as ours has a moral obligation to meet the basic needs of all of its members.

need it. Ushered in by Scottish National Party Government in 2007, the GIRFEC approach underpinned all successive policy decision making decisions relating to youth justice in Scotland (McAra and McVie 2014). A renewed emphasis on prevention and early intervention was seen in Preventing Offending by Young People: A framework for action (Scottish Government 2008d), it aimed to embed the principles and values of GIRFEC in the work with children and young people who offend and set out a strategic approach to prevent offending through early and effective intervention (EEI) and diversion from prosecution. This preventative approach was also supported and evidenced with Scottish Government policy such as Early Years Framework (Scottish Government 2008c), Equally Well (Scottish Government 2008b) and Achieving the Potential (Scottish Government 2008a).
The introduction of the Whole System Approach (WSA) in 2011 then transformed youth justice in Scotland when it rolled out nationally. This approach was seen as building on the GIRFEC principles and 2008 Framework for action and moved away from punitive, risk focussed measures back to a welfare approach (McAra & McVie 2014). The aim of this approach involved putting in place streamlined and consistent planning, assessment and decision making processes for children and young people who offend ensuring they have the right help at the right time (Scottish Government 2014). The ethos of WSA was diversion from statutory measures, prosecution and custody through EEI and robust community disposals and was founded on empirical research from the Edinburgh Study of Youth Transitions and Crime (McAra & McVie 2007). This approach could be seen as being successful due to the fact that youth crime rates in Scotland fell by 9% and offence referrals to children’s hearings system dropped by 31% between the period of 2011 and 2012 (McAra & McVie 2014). However as suggested by the recent independent evaluation of WSA by Scottish Centre for Crime and Justice Research (2015) the long term sustainability of WSA is predicated upon staff expertise, the ongoing work required to sustain WSA values across and within partner agencies and available financial resources.

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