5811-Response to Shelby`s Post

5811-Responseto Shelby`s Post

5811-Responseto Shelby`s Post

Iagree with Shelby that as one reads the assigned article, it becomesevident that majority of hospitals are presently in the process oftransiting from volume based to value based care system. An apparentfact from the post that transcends across all hospitals includingwhere I work is that they have not yet fully embraced the value-basedsystem given that there are areas that require attention fortransition (Porter &amp Teisberg, 2013). Swensen et al. (2013)suggest that transition to value-based care requires a shift inleadership thinking that champions for the adoption of new mentalmodels. These new mental models include considering families andindividuals as partners in care delivery, competing on value with anincessant drop in the operating cost, reorganizing amenities to alignwith the novel payment systems, as well as taking everybody as animprover. The transitions to value-based care from volume-basedsystems features areas, such as patient satisfaction, increasedtop-line revenue, multiple all-purpose facilities, and qualitydepartments as well as experts. Shelby outlines the transitions thathave taken place in these areas pointing out the areas that needimprovement. I agree with Shelby that a change in the administrativeteam stands critical in changing the way leaders think. While thepayment systems are not openly discussed in this hospital, there isthe need to make this accessible since it forms part of lowering thecost of care (Arora, Moriates, &amp Shah, 2015). With regard topatient satisfaction, calling discharged patients and giving themplants to take care of as a way of stressing the significance ofwatching their health shows a transition to regarding people aspartners in the care system. I also agree with Shelby that measures,such as labeling of bandages and PEG/NGT irrigation trays amongothers using stickers and placing the stickers on patient chartsoffer an avenue to reduce waste and in turn decrease per unit costall the time. It is also imperative to note that the hospitalmeeting the quality improvement in the daily work for all staff showsa huge step towards offering value-based care to patients (Swensen etal., 2013).


Arora,V., Moriates, C., &amp Shah, N. (2015). Understandingvalue based healthcare.New York: McGraw-Hill Education.

Porter,M., &amp Teisberg, E. (2013). Redefininghealth care: Creating value-based competition on results.Boston: Harvard Business Press.

Swensen,S., Pugh, M., McMullan, C., Kabcenell, A. (2013). Highimpact leadership: Improve care, improve the health of populations,and reduce costs.ÃIHI White Paper. Massachusetts: Institute for HealthcareImprovement. Page 4-13. Retrieved fromhttp://www.ihi.org/resources/pages/ihiwhitepapers/highimpactleadership.aspx