Health Care Reforms at NSW

Health care reforms at NSW
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Table of Contents
Introduction................................................................................................................................3
Cleveland Clinic’s approach......................................................................................................3
Restructuring health care delivery.........................................................................................4
Measurement..........................................................................................................................4
Wellness..................................................................................................................................5
Patient experience..................................................................................................................5
Health care rationalization....................................................................................................6
Information technology..........................................................................................................6
Medical education..................................................................................................................6
Recommendation of specific initiatives incorporated in the Cleveland Clinic’s approach.......6
Health care restructuring delivery..........................................................................................7
Patient experience outcomes..................................................................................................7
Reorganizing eHealth as a future avenue in health care.........................................................7
Potential implementation barriers and methods to address these barriers.................................8
Cost of new technology..........................................................................................................8
Health workforce challenges towards restructuring health care.............................................8
Patient experience outcomes..................................................................................................9
Conclusion..................................................................................................................................9
References................................................................................................................................10
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Introduction
Cleveland Clinic is a multi-specialty health care unit based in Cleveland Ohio with key
branding platform of patient care and innovation. The clinic treats patients across various
states and countries. The patient population at the clinic entail 72% representing 6.4 million
patients from northeast Ohio, 15% in Ohio, 13% from other different states and 0.2% from
the international domain. Based on data available as of 2015, the Cleveland health care
system has 43,000 employees who include 3,200 staff physician, 10,965 nurses and about
1,710 affiliated community-based physicians. The clinic further has other 10 community
hospitals, 18 family and ambulatory health centers and 59 primary care centers near
Cleveland (Porter & Teisberg, 2009).
The clinic has adapted a Patients First approach across the entire organization. Effective
restructuring aspects has been undertaken to modify health care delivery and expand its
network. Further, the clinic has been endeavoring patient reporting outcomes in all its
practices, all the institutes were reorganized based on diseases and organ systems. Care
pathways were developed with dedicated multidisciplinary teams to guide the process (Porter
& Teisberg, 2009).
Cleveland Clinic’s approach
Cleveland Clinic was established in 1921 by a team of distinguished physicians with the aim
of outstanding patient care through establishing cooperation, compassion, and innovation.
The vision of these aspects rose from shared experience in the treatment care arena. The
clinic expanded gradually with success in the arena of coronary heart management
specialization. There was a continued improvement and measured patient outcomes over the
period with a key focus on patient care outcomes. This was established through initiating
patient registry centers for monitoring patient states after offering care (Porter & Teisberg,
2009).
The facility initiated public reporting outcomes after federal government public declaration
on mortality data for cardiac-related surgeries. This forced the Clinic to form its measures
and national risks adjusted databases. This enabled the beneficial effects of comparative data
across the physician and how best to improve care for the patients.
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