Conducting a Literature Review on Value-Based Care

Running head: REPORT ON VALUE BASED-CARE
VALUE BASED-CARE
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Title
"Conducting a literature review by gathering primary data on how value-based care helps in
the improvement of health care."
Background
Transition contributes to every life's many facets. Most of those shifts are apparent, but
some take individuals by chance, like the adjustments that the healthcare system is currently
fundamentally changing. There had been a moment when the number of people they did care for
was all that made a difference to healthcare professionals, but this is shifting now. Individuals
are requesting value-based care, and this requirement has been met slowly by the
healthcare sector (White, Dudley-Brown and Terhaar 2016). Health care systems in countries
such as the United Kingdom and the United States have been working in recent years to measure
the comparative cost-efficiency and efficiency of various medical interventions (Britto et al.
2018). Cost and medical intervention efficiency measurement has been used to check the
economic condition of a particular organization. This strategy, recognized as value-based
medicine, accompanied the advancement of evidence-based medicine and widened the idea to
provide a specific cost-benefit analysis, focusing on the value supplied to patients instead of the
conventional model where payments were made for the number of facilities provided.
Health systems have invested heavily in employing physicians or building models to
optimize costs and quality of treatment to align the clinical and financial interests of physicians
and hospitals (White, Dudley-Brown and Terhaar 2016). Nevertheless, other businesses find that
just appointing doctors does not automatically produce the desired outcomes. A review of a

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report in 2018 shows positive interrelationships with improved results in having access to key
data and including physicians in decision making (Britto et al. 2018). The key data and inclusion
of general physicians in decision making has been linked in such a way that a positive correlation
always exists. Value-based healthcare professionals (hospital staffs and doctors) are paid based
on patient health results. The value-based service programs honor organizations for their efforts
in strengthening patients ' health, raising the consequences and incidences of chronic diseases,
and leading healthier lives on facts (Britto et al. 2018).
Value-based care is distinguished from a fee-for-service or capitalized method in which
facilities are charged on the basis of a health care delivery. In many instances, discrete programs
are introduced and seldom form part of a structured value-based healthcare plan. This condition
makes the service more practical and effective since value is considered for the process. The
value of value-based health care derives from the calculation of health outcomes against the
expense of treatment (French, Guzman et al. 2016). A formulation centered on evaluating
outcomes, and leads to changes in efficiency, is value-based healthcare (VBHC). Nevertheless,
as with applying research, VBHC does not provide a systematic approach to change.
In many patient policies, an important objective is an improvement in the quality of care
thus reducing costs (Baumhauer and Bozic 2016). Value-based health care (VBHC) seeks to
restructure healthcare and maximize consumer value. The ' satisfaction ' is defined in VBHC as
health outcomes related to costs that are relevant to the patient. Porter indicated that this aim can
be achieved by monitoring of outcomes and medical costs that can help to identify differences of
performance throughout the whole clinical process. Experts suggest that the increased capacity
can be established and the quality of care enhanced on the basis of this insight into outcomes.
VBHC is now used as a paradigm to enhance register results and to promote more effective

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cohesion of care via optimization and reporting (Baumhauer and Bozic 2016). The current
framework of VBHC does not, however, have a systematic approach to enhancement execution.
Sometimes the concept is the only solution to improve results and reduce cost, but it remains
unclear how improvements should be implemented. The literature identifies a lack of a systemic
approach to VBHC and, in particular, a method to carry out improvements. Lack of systemic
approach reduces the significance of a research paper. Thus, the relationship between cost and
performance monitoring plays an important role in understanding the strength of a value based
service. Measuring performance and costs also proven to give valuable insights into functional
variability and duplication, which can strengthen procedures. There is scant information on the
application of VBHC improvement initiatives (Elf et al. 2017). An example in the context of the
orthopedics project was identified which improved the identification of variations in the hospital
stay. Another example, involving prostate cancer treatment, shows that results-based
improvement has led to a significant decrease in incontinence. However, many change programs
focused on established differences in outcomes have been introduced in the field of heart
treatment. Nevertheless, it was not mentioned how the enhancements were introduced. We have
therefore studied the implementation of VBHC improvement initiatives and whether there is an
added value to VBHC in a systems method of implementation. The insight that resulted might
enrich the VBHC concept (Baumhauer and Bozic 2016).
Objective
The aim is to investigate the implementation of improvement initiatives in the context of VBHC