Analysis of Developing Value in Health Care: Cleveland Clinic Model

This report examines the Cleveland Clinic's approach to creating high-value healthcare services. It delves into their strategies, including goal definition, division of labor into specialized practice departments, and the rationale behind these structures. The report highlights the importance of measuring patient outcomes and cost, describing the clinic's cost-calculating system. It also explores patient engagement, education, and treatment methodologies. Furthermore, it investigates initiatives aimed at increasing patient access, partnering with the community, transitioning from volume to value, and focusing on overall health rather than just disease treatment. The report concludes by discussing factors that could impede the implementation of the clinic's recommendations.

Running head: DEVELOPING VALUE IN HEALTH CARE 1
Developing value in health care
Institution
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Table of Contents
Introduction.................................................................................................................................................3
Cleveland Clinic approach for creating high-value health services..............................................................3
Goal definition and division of the organization in practice departments...................................................3
Rationale.................................................................................................................................................4
Measuring outcomes and cost....................................................................................................................4
Cost calculating system...............................................................................................................................5
Patient engagement, Education and treatment..........................................................................................5
Initiative in increasing patient access and partnering with community.......................................................6
Initiative of transition from volume to value...............................................................................................7
Initiative of focusing on health not just a disease treatment......................................................................8
Factors that could impede implementation of the recomedation...............................................................8
Conclusion...................................................................................................................................................9
References.................................................................................................................................................11
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Introduction
Health services in large metropolitan hospitals of New South Wales have to create a well-
strategized focus of the quality of health services they offer to the people. Delivering quality
health care services will probably attract a change in the model of the operations of the hospital.
Based on the knowledge obtained from the study of the mechanism of health care conduct in a
benchmarking assessment Cleveland clinic model has the best answer to efficiency in health
services.
Cleveland Clinic approach for creating high-value health services
Medical care just like any other field of society has undergone a dramatic change. The change
has been attributed by the exponentially growing information access and technology. Technology
has helped the health care practitioners and management to do and achieve more within the
constrained budget of time, money and pieces of machinery (Burwell, 2015).
Goal definition and division of the organization in practice departments
Cleveland clinics have substantially invested in the division of work and specialization. The
medical care is structured and organized as per the needs of their clients based on the difference
in the attention patients need. There is a big difference in the medication procedure carried out
on a diabetic, vision impaired, and cancer infection. Division integrates and narrows down the
treatment process hence improving the value of treatment in terms of attention and expertise. The
integrated practice units provide the patient and the keens or the family with knowledge on the
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prescribed medication and prevention measures beside treatment of the disease diagnosed
(Bahar, Hashem, Tekautz, Worley, Tang, Blank, & Wolff, 2017).
Further, Cleveland clinic appreciates the psychological torture related to illness; to this effect, the
Cleveland Clinic offers psychological counseling to the persons affected to encourage them to
handle the condition. The expert teammates work in collaboration meet both formally and
informally to review the information and diagnostic data; This reduces the time consumed over
the treatment process thus increasing the treatment value the patients get at the end of treatment
process (Farver, Smalling, & Stoller, 2016).
Rationale
Division of the medical care provision into practice sections fitted with experts has helped in
easing the services provided and hence an increase in the value since the patients are easily
matched to the level of expertise that fits the services he needs. It also eases the delivery of the
medical services by the practitioner through interaction with patients of almost similar infections.
Measuring outcomes and cost
Assessing the outcome of the patient has been a vital building block of increasing and evaluating
the value of treatment in Cleveland clinic (Rabinovich, Bartholomew, Wilks, Tripp, McCrae, &
Khorana, 2016). Measuring the patient’s outcome has been initially done on the grounds of the
mortality rate and the volume of services offered. However, this mode of patients’ outcome
measure has been abandoned on the argument that medical services offer and efficiency can’t be
evaluated based on demand. It is, however, critical to measure the outcome of the service offered
by Cleveland clinic but the rate of readmission suggests the services are of high value. Cleveland
clinic ensures delivery of long term services. A knee joint cup lasting for fifteen years compared
to another one lasting for three years is a good measure of the value of the service offered.
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Cleveland Clinic has also invested in the technology of information relay by using phones and
tablets to collect patient’s data after a successful treatment especially the surgical ones (Chee,
Chan, Yang, & Ti, 2019). This has helped the clinic to improve the value of the outcome of the
services offered.
Cost calculating system
Globally, only a few clinicians are aware of the value of each service offered to a patient.
Cleveland Clinic has come up with a mechanism and a system computerized to calculate the cost
of treatment services delivered to a patient. The system ensures the patients are not overwhelmed
by overcharges. This has increased the value and the confidence of the service to the patients.
Also, it prevents the clinic from undercharging the patients leading to losses.
Patient engagement, Education and treatment
The last phase for the model entails the education offered to the patients and the treatment
procedure. The nurse should avoid monologue lecture to the patients and encourage their
participation and consultation in the treatment process (Shah, Press, Scheetz, & White, 2016).
The engagement provides the patient with a sense of confidence in the treatment procedure.
However critical the condition of the patient suffering is, the physician should provide all the
information deduced from the diagnosis. This should be addressed in a respectful manner paying
close attention to the rights and needs of the patient (Doran, Maurer, & Ryan, 2017). The
patient’s results should not be delivered in a manner that could create more fear and tension to
the patient. The physician should create more hope for the patient’s improvement in health
status. In all these processes the patient should be engaged in a close relationship with the
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practitioner, it is believed that if a good relationship between the patient and the medical
practitioner is given preference, it contributes to fast improvement in the health of the patient.
In the past, the value and performance of health cares were being determined by the volume of
services offered. However, the value of a health center is an umbrella and therefore cannot be
defined using a single term accounting on the various strands of the shareholders ranging from
the management, practitioners and the patients. The law of demand and supply can’t, therefore,
be used to justify the effectiveness and the value of the organization (Kennedy, Hogan, Witell, &
Snyder, 2017). A high value of the organization is assessed by evaluation of the contentment of
the services offered against the cost of the services.
Initiative in increasing patient access and partnering with community
Access to health to health service has been made bidirectional; the practitioners have been
meeting the patients at the community level and residence. Exposure of the patients and the
physicians to information has been focused. Truly; patients need excellent health services which
can only be implemented through creating a coherent relationship between the patients and the
medical practitioner. Cleveland clinic has well established information system that facilitates
both physical and machine integrated interaction. The systems ease the conduct of activities
hence a stable on this perspective efficient interaction, NSW healthcare facility should adapt this
interaction mechanism with the patient. The interaction enables the practitioner to deduce the
fine details of the patients hence avoiding the assumption of the patients need. This consequently
has resulted to high treatment value since the attention paid to the patient in treatment process
matches the illness. All this should be supported and implemented along with a lowered cost of
treatment to realize high value in the health care. It is factual that even if NSW provide high-end
clinical services to the patients and charge high rates, the efficiency of the health center and
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hence the value to the patient will be significantly lowered. It is very critical for NSW health
facility to offer low-cost service yet it has to pay the bills, human resource and make a profit as
well as provide high-quality services to the people (Younossi, Park, Dieterich, Saab, Ahmed, &
Gordon, 2016). These factors remain to be the major drawbacks associated with the cost
efficiency of the recommendation in the health care facility.
For NSW to curb the high cost of the health care services, the facility has to seek for assistance
from the government and donations. The government may not offer direct financial support to
the patients accounting on the complication of the procedure and its monitoring; however, the
government can lower the taxes related one aid by the medical facilities which will reflect on the
reduction of the patient's cost for the service (Porter, & Kramer, 2019). The government and
donors may also provide free drugs thus lowing health services cost.
Initiative of transition from volume to value
Measuring the efficiency of the patient’s outcome is critical; however, measuring it on the basis
of the volume of patients is even worse. The number of the served patients is determined to some
extent by the number of the clients in need of the service; hence measuring the outcome of a
patient of volume basis is not efficient. To transit volume to value Cleveland clinic facility has
installed heavy and labor-intensive technology especially the information and knowledge to
automate services delivery. Proper information storage has been the steering wheel to the success
also; it is economical in the long run (Johnston, & Roselli, 2015). Shifting the treatment objective
from the volume of the patients served to the experience of the patients served should also be
adopted by NSW. The outcome will henceforth, be improved as per patient served unlike the
scenario where performance of the health facility is measured in terms the volume of the patients
served.
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Initiative of focusing on health not just a disease treatment
Treatment of a disease is part of solution to health critics of the community. However, treating
the patients to the level best doesn’t health goals have been achieved according to the Cleveland
Clinic. By understanding the diverse attention of health from treatment only will increase has I
creased the value of health care at a significant level. The practitioners meet the patient’s
expectations with ease having understood the prior (Mafi, Wee, Davis, &Landon, 2016). NSW
should put this into consideration and focus to health on various aspects including intensive
research and education to the community to prevent new infections through improved lifestyle.
The knowledge will also help the community curb communicable diseases spread and other
diseases including the dietary associated ones.
Factors that could impede implementation of the recomedation
On establishment, Cleveland clinic had a well-defined agenda in transformation of then present
health status to a world first class condition. The efficiency of the value of the services the
organization offers has been arrived at by putting the needs of the patients at heart and delivering
the service as per the requirement of medication as well as observing the rights of the patients.
Cleveland clinic put the needs of the patients first both before and during the delivery of medical
services (Sadraei, Dahiya, Chao, Murphy, Boateng, Xie, & Ahluwalia, 2015). The patient is also
involved throughout the process of treatment form the time of arrival to the facility until the
services have been fully rendered. Involving the patient in the process of decision making paints
a satisfaction image from the feeling of appreciation hence contributing to the feeling of
satisfaction. NSW should also strive to provide the patient with data and information about the
diagnosis conducted hence equipping him with the knowledge for decision making as long as his
health is concerned. The safety of the patient's data is assured against sharing of the information
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to other people and the public hence creating confidence with the facility’s services (Thokala &
et al., 2016).
Measuring the effectiveness of the services provides has no linear scale of comparison and
neither a marking scheme on the same. It turns out then to be trying to evaluate the efficiency in
the services provided and hence the patient's satisfaction. The only mechanism NSW can employ
to test the efficacy is the use of the questionnaires to the patients at the end of the treatment
session. It is also believed that happy patients come back for the same service or a different one
and recommend their friends on the same, this criterion can therefore also be used to assess the
efficiency in the value of patient’s involvement in the treatment process (Thompson, 2016).
The mechanism can at time be challenging to measure the efficiency accounting on the diversity
of individual expectations contradicting the medical professional. The medical practitioner may
have rendered the top level service to the patient but has failed to meet the patient's expectations;
hence assessing his response may be biased (Lee, Austin, & Pronovost, 2016). You can imagine
of a situation where the patient's aspiration is to be undertaken through a surgical process, but it
does not go in line with the medical profession, even if the patient has been treated to the level
best he is likely not to be contented with the service. This can only be solved by only ensuring
continuous participation of the patient in the treatment process and decision making (Hardy,
Mihrshahi, Drayton, & Bauman, 2017).
Conclusion
In conclusion, patient’s satisfaction is not one side directed goal. The patients have a lot of trust
and expectations from the practitioner and should hence be relooked at all cost. A close
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relationship with the patients should be established before; during and after treatment to ensure
the patient's goals and values are attained.
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References
Bahar, M., Hashem, H., Tekautz, T., Worley, S., Tang, A., de Blank, P., & Wolff, J. (2017).
Choroid plexus tumors in adult and pediatric populations: the Cleveland Clinic and
University Hospitals experience. Journal of neuro-oncology, 132(3), 427-432.
Burwell, S.M., 2015. Setting value-based payment goals—HHS efforts to improve US health
care. N Engl J Med, 372(10), pp.897-899.
Doran, T., Maurer, K.A. and Ryan, A.M., 2017. Impact of provider incentives on quality and
value of health care. Annual review of public health, 38, pp.449-465.
Farver, C. F., Smalling, S., & Stoller, J. K. (2016). Developing leadership competencies among
medical trainees: five-year experience at the Cleveland Clinic with a chief residents’
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Hardyman, W., Daunt, K.L. and Kitchener, M., 2015. Value co-creation through patient
engagement in health care: a micro-level approach and research agenda. Public
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Johnston, D. R., & Roselli, E. E. (2015). Minimally invasive aortic valve surgery: Cleveland
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Mafi, J.N., Wee, C.C., Davis, R.B. and Landon, B.E., 2016. Comparing use of low-value health
care services among US advanced practice clinicians and physicians. Annals of internal
medicine, 165(4), pp.237-244.
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McColl-Kennedy, J.R., Hogan, S.J., Witell, L. and Snyder, H., 2017. Cocreative customer
practices: Effects of health care customer value cocreation practices on well-
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Rabinovich, E., Bartholomew, J. R., Wilks, M. L., Tripp, B. L., McCrae, K. R., & Khorana, A.
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Ahluwalia, M. S. (2015). Treatment of cerebral radiation necrosis with bevacizumab: the
Cleveland clinic experience. American journal of clinical oncology, 38(3), 304-310.
Shah, T., Press, V.G., Huisingh-Scheetz, M. and White, S.R., 2016. COPD readmissions:
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Younossi, Z.M., Park, H., Dieterich, D., Saab, S., Ahmed, A. and Gordon, S.C., 2016.
Assessment of cost of innovation versus the value of health gains associated with
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