Replies for peers. Need ONE Response Per Each Discussion Total 6 Responses. Attached Are The Discussions And Rubric Please Follow Them. Posts Will Be A Minimum Of 100 Words, APA Format.One Reference Per Each Discussion

Rebeca Urbina

Florida National University

NGR 5674-Population Health, Epidemiology, and Statistical Principles

Dr. Jacqueline Alonso

March 15, 2022

 Culture of Health and Wellness

           According to Kohll (2017), a culture of health and wellbeing is one in which decent wellbeing and health blossom across demographic, geographic, and social fields, nurturing equitable, healthy workplaces that encourage and promote people's wellbeing. Gunther et al. (2019) report that a good culture helps support population health. The people participating in a culture of wellness and health aim for a higher level of wellness and health than others. The expected outcome of such an environment is better life quality with reduced morbidity to the participants. Such cultures encompass participants with policies, cues, and environments that regularly steer one to healthy selections on the unconscious and conscious basis (Nash et al., 2016). A healthy and well-being culture makes it more rewarding and easy to select lifestyles that encourage health. Nash et al. (2016) state that studies have shown that to reduce chronic illness gradually, they need to eat right, stop smoking, exercise regularly, manage stress, and drink alcohol in moderation. The same source adds that World Health Organization has estimated that type two diabetes and eighty percent of cardiovascular diseases could be eliminated through physical activities.

            Benchmark firms have storerooms for data, and most have progressed cockpits and scorecards that are used to drive and guide improvement at the organizational, business, and department levels. Many of the organizations employ physician executives committed to boosting wellness and health among the people. The professionals are trained in population management and medicine and are given enough resources to address and identify improvement opportunities (Nash et al., 2016). These organizations publish annual outcomes on their programs, and some institutions bestow awards based on how others compare to the well-known wellness organizations. By studying benchmark organizations' scoreboard systems, any other corporation can determine its position concerning its performance (Nash et al., 2016). To use the benchmarks effectively, organizations need to identify gaps between the cultivated culture of health programs and their efforts to build a strategic plan to achieve desirable outcomes (Nash et al., 2016). Finally, an organization can use nationally recommended care guidelines as a benchmark. For example, a firm can compare how the wellness of its staff or patients compares to the national average.

Fee-for-service payment model as a care delivery services

The traditional model, known as fee-for-service, simply assigns reimbursements based on what services a healthcare organization provides. But in value-based care, reimbursement is contingent upon the quality of the care provided and it comes tethered to patient outcomes. This seemingly simple pivot of emphasis requires major changes on the part of healthcare providers. In fee-for-service models, a service provider is compensated a certain amount regardless of patient outcomes. HealthCare.gov (2018) reports that services typically included in the model are office visits, procedures, and tests. Healthcare practitioners benefit from FFS as they self-refer themselves to their private facilities to make more money. Also, the fee-for-service model encourages healthcare providers to fill as many beds and perform as many high-tech procedures, as possible. That succeeds in driving up the cost of healthcare, but it doesn’t improve patient outcomes.

References 

Gunther, C. E., Peddicord, V., Kozlowski, J., Li, Y., Menture, D., Fabius, R., Frazee, S. G., & Nigro, P. J. (2019). Building a Culture of Health and Well-Being at Merck. Population Health Management, 22(5), 449–456. https://doi.org/10.1089/pop.2018.0116

HealthCare.gov. (2018). Fee for Service - HealthCare.gov Glossary. HealthCare.gov. https://www.healthcare.gov/glossary/fee-for-service/

 Kohll, A. (2017, April 6). How You Can Nurture A Culture Of Wellness. Forbes. https://www.forbes.com/sites/alankohll/2017/04/06/how-you-can-nurture-a-culture-of-wellness/?sh=18fea3ea1525

Nash, D. B., Fabius, R. J., Clarke, J. L., Skoufalos, A., & Horowitz, M. R. (2016). Population health: creating a culture of wellness (2nd ed.). Jones & Bartlett Learning.

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Yindra Burgos Farah

March 15th, 2022

In fee-for-service ideal, present volume-based recompenses the one who provided service for essential services concentrated, producing an incentive to deliver additional services. It also promotes ascending to extra highly repaid procedures. This notable model relies on the ethical character of the service provider, which leads to increased stress on the pre-authorization of services by third-party payers. On the other hand, the hint about value-based care is to highlight results so that patients, and the one paying, can remain trusting that the physician or service provider will retain the costs low whereas giving the correct equal of service(Thaker & Feeley,2016). A value-based, joint savings ideal can include sure of the fee-for-service outline. This would essentially create an incentive for service workers to receive the precise attention and save cash simultaneously.

There are several types of care delivery that are incentivized by these volume-based. Some of them are; physician autonomy, excessive coverage, pricing and two-tiered service. The strong desire to move from the volume-based to a value-based model is taken as a footstep towards deciding these concerns in the care delivery service (Thaker & Feeley, 2016).

Pricing in both fee-for-service and value-based

I have chosen the pricing; pricing in value-based is set mainly based on a customer's alleged value of the care service delivered. In this case, companies give pricing based on how much the client believes the service is worth. Alternatively, pricing on fee-for-service is based on all services rendered to the patient despite of the result. Doctors claim by setting their own prices. They will be able to reduce excessive bulk through pricing. Though, price control exponents claim that the valuing then becomes moreover high, and inflation occurs in for care which is critical (Schroeder & Frist, 2013). The solution to this will be grouping price switches on specific collective processes and the capability to value others in the new value-based system. This may provide some of the benefits of both.

References

Schroeder, S. A., & Frist, W. (2013). Phasing Out Fee-For-Service Payment. The New England Journal of Medicine, 368(21).

Thaker, N. G., & Feeley, T. W. (2016). Creating the Healthcare Transformation from Volume to Value. America's Healthcare Transformation. Strategies and Innovations. Ed. Phillips, RA Rutgers University Press, New Brunswick, USA, 295-318.

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