Strategies to Influence and Impact Changes for Quality Improvement

MHA FPX 5014 Assessment 3 Research indicates that poor communication and coordination contribute significantly to prevent hospitalization. Hospitals without TCM models often experience long -term diseases due to insufficient patient coordination due to high reduction rates, mortality, infection rates and long -term diseases. The lack of TCM also indicates inadequate patient training, self -care, family participation and communication with external caregivers (Rasic and Shane, 2023).The success of TCM requires strong management and support. Active leaders provide inspection and direction, and ensure strategic speed and responsibility during the TCM implementation. Important strategies for quality improvement under the TCM model include sufficient internal and external communication and coordination in the leadership of strong leadership. Follow -up care is important to ensure proper patient care within 14 days of discharge. In addition, it is important to create a culture for safety and continuous improvement when implementing TCM (Hughes, 2008).

Cost-Benefit Analysis and Assumptions 

A CBA is required to project costs associated with implementing a TCM program. Since TCM is a service -based care model, it can be challenging to predict the return on investment (ROI). Research emphasizes the immediate benefit of TCM and potential cost savings, such as low -editing within 30 days of discharge, high patient satisfaction, improvement and continuity in care. The first year cost to start TCM is estimated at $ 774,688. This includes leasing of 1000 square meters of clinical and office space, four full-time-certified family nurses practitioners (CFNPS), hiring non-nicing workers for administrative tasks and using epic electronic health record systems. Extra costs include a pharmacist and MD/Director oversite Consultation fee and office supply. Over the course of five years, the total cost to be $ 4,613,707.92 is estimated. The proceeds from the TCM program within a year are estimated at $ 5,086,144.40, with an evaluation of a future of five years of $ 5,083,156.44. The total profit of five years is estimated at $ 29,051,622.13 (Pedrosa et al., 2022).

 Internal and External Benchmarks

Benchmarking in the health care system is necessary to analyze income and cost and improve disability. This involves implementing the best practices at the lowest price from the system -based perspective (SBP). Constant quality improvement (CQI) requires measurement of quality indicators, performance and collaboration. TCM involves comparing data to reduce the reading of a 30-day hospital in benchmarking. The CMS TCM initiative aims to increase the safety of the patient, improve the results and reduce unnecessary costs. The TCM program allows hospitals to document the conditions after torrent within 30 days of discharge and monitor the patient’s satisfaction. The implementation of TCM reduces the fine by 50%, which increases sales to the hospital. Better benchmarks include better patient quality measures, hospital-dominated status (HAC) and infection and incentive value-based care (Marques et al., 2023).

Conclusion 

Recent studies suggest that one in five Medicare patients will be read in the hospital within 30 days of discharge, which costs around $ 26 billion. Using a TCM program improves PR, and it requires the purchase of stakeholders both internal and external. Collaboration between internal employees and external caregivers ensures better patient safety, satisfaction and result beyond the 30-day mark.

References 

AAPC. (2022). CPT® code 99496 – Evaluation and management services for transitional care – Codification of AAPC. April 12, 2022, was picked up from https://www.aapc.com/codes/cpt- codes/99496 cms.gov. (2021, July). Transition treatment services. Cms.gov Medicare Learning Network. On February 18, 2022 https://www.cms.gov/Outreach-and-Education/Medicare-Learning-Network-MLN/MLNProducts/downloads/Transitional-Care-Management-Services-Fact-Sheet-ICN908628.pdf Elsener, M., Santana Felipes, R., Sege, J., Harmon, P., & Jafri, F. N. (2023). Telehealth-based transitional care management programme to improve access to care. BMJ Open Quality, 12(4). https://doi.org/10.1136/bmjoq-2023-002495