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06/13/2012

Value-Added Care: A Paradigm Shift in Patient Care Delivery


Value-Added Care: A Paradigm Shift in Patient Care Delivery

 

Introduction

With regards to patient-care, both nurses and physicians understand the importance of care and its role in delivering the medical assistance. Within the clinical setting, these medical practitioners are facing various workplace problems such as work overload, minimal support in terms of wages and other benefits, reduction on the members of the medical team because of the opportunity abroad and so on, which in return affects the delivery of care among patients. For the past years, there are series of changes and adoption of care model being introduced in the medical settings aiming to improve the medical practice and achieve the ideal patient-care service while at the same time justify the expenses of the patients.

Shifting the Paradigm

Due to the never-ending transition process of the hospitals and the investment in the health care community, the nursing practice, in the current state is also affected by the changes and its continuity can be more likely not effective in the nursing concept. The changes in terms f economic, equation, and services practically nudge another shift in the nursing care model to bring back the nursing productivity. Accordingly, the nursing productivity can be achieved through the idea of value-added care. This kind of model has a vision that goes beyond direct care activities and includes team collaboration, physician rounding, increased RN-to-aide communication, and patient centeredness. Of course, all of which are crucial to the nurse’s role and the patient’s well-being. Accordingly, the utilization of appropriate staff can be achieved depending on the assessment and implementation of the adopted changes. Beyond the transformations, it is essential that the medical settings recognize the areas that should be changed. For example, the nurses stationed in frontline of the hospitals should adopt strategies or techniques that enable them to increase time spent in value-added care and to decrease waste activities with an improvement in efficiency, quality, and service (Upenieks, Akhavan, & Kotlerman, 2008).

Critique Analysis

There is no doubt that the health care settings play an essential role in the society. With this idea, the traditional practice changes and creates an emphasis on the essence of care within the growing demands of the clients. Therefore, in the health care system, the strategies in terms of nursing practice, structure and delivery of services should be applied. The structures of the hospitals can be defined by the use of tools, nursing staff, and practices. The shift in the model of care towards the value-added care among the nurses can definitely create an impact in social work, nursing, physical therapy, and other nursing activities that can exhibit the nurse-patient relationship. At the same time, the hospital management focuses as much, if not more, on fiscal accountability than on clinical indicators or quality improvement (Mizrahi & Berger, 2005). The recent changes in the medical settings are noted to be the shift in leadership in patient care or the use of technology (Das, 2008). The changes in the medial society is not bad however, the model should be implemented in order to measure the effectiveness and to determine if the model can be adopted by the other medical settings.

The reason is that, the movement to improve health care quality should be also to increase the attention is being given to public accountability for health care providers. Within the hospital settings, the adoption of models should involve the quality improvement (QI) and public accountability. QI efforts have tended to focus on internal processes, and performance measurement is used to provide reference points for gauging improvement and monitoring success of interventions (Barr, et al., 2002). Within the idea of health care performance, it is important to demonstrate also the competency and professionalism of the health care providers in terms of monitoring the quality of services and accountability towards the patients. Overall, the changes should be part of the organizational performance in order to measure the developments consistently and be successful in applying the essence of care.

Conclusion

Aside from introducing the changes, the model used should promote its objectives and managed to satisfy the organizational objectives. Moreover, the changes that the model in healthcare promoted can be only effective are all the elements in the health care settings such as the nurses and leaders understand the implication of the models. In this way, the model can be applied accordingly. Despite of the changes in the hospital, it seems that the mission remains the same. In this case, the nurses can have the freedom to assess the effectiveness of each model through gauging the changes in terms of their role and mission in delivering the services.

References:

Barr, J.K., Boni, C.E., Kochurka, K.A., & Nolan, P., (2002) Public Reporting of Hospital Patient Satisfaction: the Rhode Island Experience, Health Care Financing Review, 23(4): 51+.

Das, R., (2008) A Paradigm Shift in Healthcare: Changing Business Models and the Impact of Technology, Accessed 25 November 2010, from http://www.slideshare.net

Mizrahi, T., & Berger, C.S., (2005) A Longitudinal Look at Social Work Leadership in Hospitals: The Impact of a Changing Health Care System, Health and Social Work, 30(2): 155+.

Upenieks, V.V., Akhavan, J., & Kotlerman, J., (2008) Value-Added Care: A Paradigm Shift in Patient Care Delivery, Nursing Economics, 26(5)

 

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