Market and regulatory changes are likely to support the transition to ACOs

What market and regulatory changes are likely to support the transition to ACOs over the next decade? should consider factors that might deter the development of ACOs.

Sample Solution

The transition to Accountable Care Organizations (ACOs) is likely to be supported by a number of changes in the markets and regulations over the next decade. In terms of market-based initiatives, providers will need to develop innovative strategies for value-based care, such as bundled payments or population health management programs.[1] Additionally, there must be incentives that encourage providers to take on financial risk and reward them for providing high quality, cost effective care.[2] As far as regulatory changes are concerned, legislators must create policies that reduce administrative burdens and simplify reporting requirements for ACOs.[3] They should also focus on eliminating barriers that prevent ACO collaboration among different payers and providers.[4]

In order to successfully transition to ACOs there needs to be clear communication between all stakeholders. Providers must have access to reliable data from their patients and other healthcare organizations in order to make informed decisions about how they deliver care[5]. Furthermore, governments should incentivize provider/payer partnerships through tax credits or grants which can help fund technology upgrades or workforce development efforts. Lastly, regulators should consider implementing risk mitigation strategies such as reinsurance options which limit losses due to unexpected costs related with providing higher levels of care.

Overall, it is clear that both market-based and regulatory reforms will play an important role in facilitating the shift towards value based models like ACOs.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

. Changes to reimbursement models: As the healthcare industry continues to move towards value-based care, providers and payers must develop new models that enable the sharing of financial risk between them and discourage fee-for-service payments. Medicare’s accountable care organizations (ACOs) are a prime example of such a model, allowing providers to form relationships with payers in which they can be rewarded for improving quality metrics while reducing overall costs.

2. Improved data access and interoperability: In order for ACOs to effectively identify patients at risk of hospital admission or readmission, they must have access to comprehensive patient data from multiple sources—including electronic health records, claims data, lab tests results, etc.—across different systems. To this end, efforts toward standardizing medical coding systems (such as ICD codes), transitioning away from paper records towards digital formats, and improving interoperability among IT systems will be instrumental in enabling providers within ACOs to make well-informed decisions about their patients’ health needs.

 

 

 

 

 

 

The CEO leads by inspiring a shared vision through the sharing of ideas for the future with the organizations leadership. This is accomplished through idealized influence in which the leader is a strong role model for the leadership team (Manss). By doing this, he is enlisting others in a common vision by appealing to shared aspirations. This style of leadership makes the employees more aware of the importance of task outcomes and induces them to transcend their own self interest for the sake of the organization (Yukl, 2). This practice stimulates and inspires the employees to strive to achieve the desired outcomes and, in the process, develop their own leadership capacity. Unit leaders are encouraged to conduct a needs assessment and literature review to determine the evidence based best practices in the areas of employee retention and clinical documentation. The desired outcome of this practice is to bring the people within the organization together to foster a commitment to a shared future they seek to create. Focus on the mission with branding, both internally and externally, of the central message has been stressed with the creation of the position of Vice President of Advocacy and Community Partnership. A local news personality was hired for this position in an effort to capitalize on her existing relationships and the trust of the community. The goal of this position is to cultivate relationships with community organizations and build grassroots engagement by increasing the organizations visibility and program delivery. Additionally, this role was created in an effort to advance the organizations public stance for health and health policy issues.

The CEO of this organization attempts to create an ideal and unique image of what the organization can become and shares this vision with the leadership team. This mainly consists of discussion at quarterly leadership meetings. The CEO projects a positive and hopeful outlook in hopes of generating enthusiasm and excitement for the vision from the leadership team through the use of metaphors, symbols, positive language, and personal energy. The CEO has a tendency to focus on opportunities that health care changes present rather than the disciplinary actions for not following new guidelines.

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