Capstone Prospectus Task 2_ Clayton
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Capstone Task 2: Prospectus
By Omarah Clayton
A. EXECUTIVE SUMMARY
In the primary care office where I work, several elderly patients will miss their annual wellness visit required by Medicare. They will miss their essential follow-up appointments and the simple nurse visits for vaccinations because they need a reliable way to get to the doctor's office. Transportation barriers lead to rescheduled or missed appointments, delayed care, and cut or delayed medication use. These consequences may lead to poorer chronic illness management and, thus, poorer health outcomes. (Syed, Gerber, & Sharp, 2013)
I propose that the institution I work for create a transportation system in which patients meeting specific criteria can catch a reliable way to their appointments without having to schedule their appointments around transportation that have the potential of leaving them stranded and worried.
The transportation system will ensure that patients can assuredly get to their appointments without delay or worry. The patient would call the office and request a ride to, from, or both directions. The feasibility of this opportunity will address the ongoing challenge of the elderly and chronically ill keeping and attending their yearly and follow-up appointments. B1. CHALLENGE
One primary purpose of visiting doctors' offices is to attain preventive healthcare as people age. Many of the patients seen in the BayCare Medical Group South Pasadena Primary Care office are geriatric patients. 56% of South Pasadena, Florida's population is over 65. (U.S. Census Bureau, n.d.)
. The providers in the Pasadena practice treat mainly patients over 70, which seems
like the entire area. Some patients have children who care for them from afar and are not available in transportation with their parents or family members who need to go to essential appointments. Many older adults have increasing transportation needs for medical appointments due to their decreasing physical and mental conditions at retirement age. (
Kotval, Keilman, & Wang, 2020). They either live alone in an assisted living facility or if they still have their spouse or partner, they live lonely without any additional help. B2. FACTORS
Several factors contribute to the transportation challenges of the elderly and chronically ill. The main factors in South Pasadena, Florida, are the availability of wheelchair-accessible vehicles. (DOEA, 2022)
The financial responsibility may plague patients living on fixed incomes (Data USA, n.d.)
, and it may hinder them from keeping or even making annual appointments or
follow-ups needed for medication refills. The timeliness of the transportation seems to be an issue as well. Those patients can only get a meeting between certain times of the day that are usually more popular to those with regular transportation and can't get the much-needed time slot. The qualitative analysis of participants' transportation challenges revealed several themes, including availability, accessibility; safety; physical limitations/health concerns/pain; financial limitations; advanced planning and waiting; and societal attitudes.
Table
3
includes challenge themes and illustrative participant quotes. (Remillard, Campbell, Koon, & Rogers, 2022)
(Remillard, Campbell, Koon, & Rogers, 2022)
B3. POTENTIAL RISKS
The potential risks of this need not being addressed could be detrimental to the quality of life of the patients that suffer through not having the transportation needed. Not having a proper ride affects the healthcare outcomes that occur from missed appointments. Social activities become a thing of the past, and after a while, isolation becomes a reality for these patients. Loss of hope becomes a potential death sentence as health declines and care diminishes. Reliable transportation directly impacts health outcomes because it increases access to medical services.
Lack of transportation can increase the risk of numerous health problems, from depression to cardiac arrest to early death. Furthermore, seniors, people with disabilities, or those
without a vehicle who have limited access to public transportation can experience higher social isolation. (Wallace, Hughes-Cromwick, Mull, & Khasnabis, 2005).
B4. HEALTH OUTCOMES
Reliable transportation directly impacts health outcomes because it increases access to medical services.
Lack of transportation can increase the risk of numerous health problems, from depression to cardiac arrest to early death. Furthermore, seniors, people with disabilities, or those
without a vehicle who have limited access to public transportation can experience higher social isolation. (Wallace, Hughes-Cromwick, Mull, & Khasnabis, 2005).
Depression can have the worst impact on the elderly and chronically ill. Older adults are at increased risk. About 80% of older adults have at least one chronic health condition, and 50% have two or more. Depression is more common in people with other illnesses (such as heart disease or cancer) or whose function is limited. (CDC, September 2022)
Depression affects healthy people exponentially, so you can only imagine what it can do to those
with limited social cues and no transportation to get out about in the community. Lack of transportation can cause a domino effect of a lack of motivation to be mobile, which can impact a patient's health portfolio. Any illness left to fester will only increase the sickness, which will cost more to treat. (National Center for Mobility Management, October 2022)
B5. HEALTHCARE COSTS
Healthcare costs will always be affected by every aspect of what goes on in a patient's life. Healthcare costs can increase or decrease with transportation challenges and resolutions. Transportation can raise prices for patients' pockets but not as much as it would for declining health. Lack of transportation for patients may cause them to utilize nonemergency services instead of going to their primary care provider for regular maintenance treatment. The most common reasons patients may go to the E.D. related to access: are lack of a relationship with a primary care provider or care team, lack of after-hours or timely access to a provider, or barriers to access such as transportation.
Other reasons
may be more complex, including inadequate chronic care management or gaps in care coordination among multiple care
locations. (National Center for Mobility Management, 2022).
B6. DELIVERY OF CARE
Delivery of Care would be value-based; patients would be the transportation department's focus and ensure they get to and from their appointments. The following categories are the ones that will be the focus: Patient cost reduction, Increased Patient Satisfaction, and Society becoming healthier. Hopefully, the healthcare world will continue to move in a direction that lowers costs, places patients at the center of care, promote teamwork and clear communication, and creates an overall
healthier society. (Oak Street Health, 2022)
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B7. STAKEHOLDERS
Some internal stakeholders participating in the transportation initiative will be the CEO, CFO, and RMO of Baycare Health System. The external stakeholders are Wheelchair Transport Services, YMCA, and Mercedes-Benz Vans.
Chief Executive Officer:
The CEO will oversee the entire implementation of the transportation department adding to the Baycare Health System.
Chief Financial Officer:
The CFO will review all the financial responsibilities encountered by Baycare Health System. The revenue will be obtained, then the prediction of how long it will take for the department to start paying for itself. Risk Management Officer:
The RMO will research and review the liability to start the transportation department at Baycare Health System. They will interview vendors for insurance companies and insurance plans to implement the new department. The best coverage for the best price and range can have to most drivers. Wheelchair Transport Services:
Collaboration with WTS will allow Baycare Health System to outsource overflow services for patients outside the mile radius who live too far from their primary care office. Our independent contract drivers depend on you for their livelihood and are, therefore, much more sensitive to your needs and strive to make your experience pleasant. Our company mission is, very simply, to provide our clients with the most satisfying experience one can have while traveling in one of our vehicles. (Wheelchair Transport Services, 2022)
YMCA:
Affiliation with the local YMCA centers throughout various communities will provide extracurricular activities for patients that need it or are solely living alone and need companionship. Various elderly programs offer services for different elderly needs, i.e., balance and fitness.
As you age, you may find that you have a new set of fitness goals you want to achieve, such as improving your balance and flexibility. We're committed to helping older adults stay physically and mentally healthy. (YMCA, 2022)
Mercedes-Benz Van: Partnership with a top-of-the-line manufacturer for passenger vans and can even specialize vans for disabled persons would benefit Baycare as they could contract various vehicles for the transportation department. Build your own (Mercedes-Benz Vans, 2022)
C1. SOLUTION TYPE
The solution to correct this challenge would be creating an organizational transportation department. The organization can gain additional revenue and add value to its portfolio. C2. EVALUATION
Quality and Performance Improvement: The standard process that will improve transportation for healthcare systems, patients, and Baycare Health would be a basic eligibility process. Patients
would have to be on Medicare or Medicaid. They don't drive and have to rely on public transportation or wait on others to assist with getting them to their appointments. They must be an established patient of a provider within Baycare and provide proof of annual income. (required once a year).
There will be a matrix created to track patient satisfaction. There will be recording devices inside
each vehicle that can register any grievances of poor service or even praises for a job well done. There will be satisfaction surveys in each practice office that patients can fill out and put in a locked box for later retrieval and review. Ultimately, results are expected to be on the more excellent side of patient satisfaction, as the transportation department will provide a service that will ease the minds of all who use it and their families. (Syed, Gerber, & Sharp, 2013)
Patents and Copyrights will be issued for all technologies created for the Baycare Transport Department, from scheduling to dispatch. The transportation system will be specified to BayCare
Medical Group, the Primary Care and Specialty Group of BayCare Health System. All personnel that will be working in the department will go through a significant background check. (Level 2) Training will be given for approximately three weeks, and there will be license checks every three months to review driving history outside work. The transportation department will also improve the quality of healthcare for patients. It will allow them to get to their appointments on time. Patients will obtain the education and knowledge needed to maintain their health outside the primary care office. The relationship
between the primary care provider and the patient will also improve as appointments are kept, and providers can see the patients as scheduled. A "meaningful measure initiative" will be adopted from CMS to measure quality and performance so that improvements can be made where needed. The "Meaningful Measures" Initiative identifies high-priority areas for quality measurement and improvement, intending to improve health outcomes for patients, their families, and measured entities, i.e., clinicians, hospitals, and health plans. Its purpose is to deliver value by empowering people to make informed care decisions while reducing the burden on clinicians and hospitals. (CMS, 2022)
Because transportation touches many aspects of a person's life, adequate and reliable transportation services are fundamental to healthy communities. Transportation issues can affect a person's access to healthcare services; These issues may result in missed or delayed healthcare appointments, increased health expenditures, and overall poorer health outcomes. Transportation also can be a vehicle for wellness. Developing affordable and appropriate transportation options, walkable communities, bike lanes, bike-share programs, and other healthy transit options can help boost health. This guide outlines transportation issues and their impact on health and healthcare access. (American Hospital Association, 2022).
C3. TYPE OF INNOVATION
The transportation department within Baycare Health System will be a disruptive innovation. Other transportation organizations will lose business as patients become eligible to utilize Baycare's transportation versus their previous usage. The qualitative analysis of participants' transportation challenges revealed several themes, including availability, accessibility; safety; physical limitations/health concerns/pain; financial limitations; advanced planning and waiting; and societal attitudes.
Table
3
includes challenge themes and illustrative participant quotes.
(Remillard, Campbell, Koon, & Rogers, 2022)
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(Remillard, Campbell, Koon, & Rogers, 2022)
C4. ADDRESSING THE CHALLENGE
The solution addresses the challenge by providing transportation to the elderly and chronically ill. Patients will have access to reliable transportation that will allow them to keep their annual and follow-up appointments. Transport for the elderly will enable patients to get to various activities throughout their community to keep patients healthier and provide a better quality of life, not to mention longevity in years to come. Transportation also can be a vehicle for wellness. Developing affordable and appropriate transportation options, walkable communities, bike lanes, bike-share programs, and other healthy
transit options can help boost health. This guide outlines transportation issues and their impact on health and healthcare access. (American Hospital Association, 2022).
C5. PATIENT-CENTERED CARE
The transportation department would ultimately be patient-centered care. Measurable Improvements
: The transportation department will increase patients' quality of life as they can get to appointments. Patients' health reports will improve as they get to their appointments regularly and on time, and the patient's need to come to see the doctor will decline.
The availability of reliable transportation will decrease the number of No Show appointments in a day. Even when it is a same-day acute visit, eligible patients can get to and from their office visits without delay or frustration.
The wait times in the office will decrease as providers will be coerced into being on time with their schedule so that all patients on that day's schedule can be seen on time.
Patient Perception:
The transportation department would give families peace of mind knowing that their loved ones have a reliable and trustworthy ride. They do not have to miss work in the middle of the day to get their family member to an appointment. The department would ensure that those delicate patients that need the extra in healthcare can get it and have an opportunity to utilize it, even if not requested.
Hospitals and doctor's offices need to uphold a reputation that provides not only excellent medical care but also one that provides a secure and stress-free patient experience. Patient Experience encompasses all interactions patients have from start to finish in a patient's journey.
(Vyas, July 2019)
Operational Efficiency:
Successful collaborations to improve patient access to healthcare services have emerged in communities across the United States. Understanding these collaborations may benefit other communities interested in improving transportation access to health care. However, the complexities intrinsic to the transportation and healthcare sectors make
collaboration challenging. (
National Academies of Sciences, Engineering, and Medicine, 2021)
Therefore, BayCare Transport will be dedicated to patients within the Baycare Medical Group PRIMARY CARE. Patients will not have to depend on untrustworthy transportation. No-show cancellations will decrease, and patients will have access to freedom. Patient Engagement:
Knowing the target audience: the elderly and chronically ill, low-income or impoverished, those with live family or those that live alone, it is going to be essential to assess and provide transportation services to those in the most need. It may be dialysis patients with disabilities who lack accessible service to reach their three times-per-week treatments, or it may be non-English-speaking residents who have difficulty navigating public transportation. It is
essential to define the target group that needs improved access. Needs assessments may help healthcare providers and transportation agencies understand community members' unmet needs and priorities. (
National Academies of Sciences, Engineering, and Medicine, 2021)
Patient Engagement is key to having this service in the organization, as without the patients, there is no need for the department. The Institute of Medicine or IOM (renamed the National Academy of Medicine in 2015) defines patient-centered care as: "Providing care that is respectful of, and responsive to, individual patient preferences, needs and values, and ensuring that patient values guide all clinical decisions." (Bau, Logan, Dezii, Rosof, Fernandez, Paasche-Orlow, and Wong. 2019)
Patient-
centered care is the practice of caring for patients (and their families) in meaningful and valuable
ways to the individual patient.
It includes listening to, informing, and involving patients in their care. (O'Neill, April 2022).
(O'Neill, April 2022).
C6. VALUE-BASED CARE
In having a value-based care model, patients would be the transportation department's focus and ensure they get to and from their appointments. The direction would be how well the care is from
providers and not so much on how many patients they will see in a day. However, the transportation department will ensure that the scheduled patients who need reliable transportation
will have it to make their appointments. The following categories are the ones that will be the focus: Patient cost reduction, Increased Patient Satisfaction, and Society becoming healthier. Value-based care differs from a fee-for-service or capitated approach, in which providers are paid based on the number of healthcare services they deliver. The "value" in value-based healthcare is derived from measuring health outcomes against the cost of providing the results. (NEJM Catalyst, 2022)
D1. STRATEGIC FEASIBILITY ASSESSMENT
The objective of a SWOT analysis is to carefully assess the services, culture, brand image, weaknesses, and opportunities. You can perform a SWOT analysis to determine the positioning of your products and services in the competitive marketplace. (Healthcare Marketing Agency, April 2017)
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Stakeholders directly impacted
: The upper executive management of the organization would be the target of scrutiny should the pilot program fail, but to an abundance of praise should the program prove successful. The external stakeholders can lose resources should they choose to go
with the Transportation Department versus others that may have been introduced to them prior. They can also improve their services and expansion when the program proves glorious. Health Outcomes
: Healthcare will improve on many levels. Healthcare costs are reduced, premiums are less, and hospital costs become less as emergent services stop being utilized as regular appointments. Patient participation can enhance patient livelihood quality as they keep their annual wellness appointments. Patient experience may also be used as a balance metric for improvement work.
(Tinker, July 2022)
Opportunities
: Job opportunities open up for positions within the new department and the organization; it creates jobs in the competing job market. This new department will encourage community participation opportunities; it opens up chances for elderly patients to have access to reliable transportation so they can get to their appointments and other social activities in their community. Revenue is another opportunity for the organization to consider when implementing a new department. Lastly, reduced cost in healthcare and hospital expenses is an opportunity for patients and executives to delve into advancements. Threats
: The sole threat to the program is that it would be a complete failure. In the loss, should the finances to start up the additional department not be made available, the department would not even get off the ground. If the patients do not use the transportation system, there aren't any patrons to transport them anywhere. Should there be any additional threats, they would resolve back to be included in the attribution of failure of the new transportation department. Regulations:
American Disabilities Act (ADA): according to the ADA, some criteria must be met to transport patients (the public) anywhere. Listed are a few of the requirements that the ADA expects specifications for: o
Schedules
o
Response time o
Fares
o
The geographic area of service
o
Hours and days of service
o
Availability of information
o
Reservations capability o
Restrictions/priorities based on trip purpose (ADA National Network, n.d.)
BayCare transport will be reserved only. The schedule will be Monday through Friday from 7:30 am to 6:00 pm. Response time will be on time as the trips and rides will be
reserved ahead of time, and fares will be taken care of by the patient's insurance. The service area will be for patients within a 10 miles radius of the provider's office. All trips will be picked up 30 minutes early to ensure that the patient is at their appointment 15 to 20 mins early. The organization's website will have an easy-to-use scheduling system and
a 20 hours scheduling department. Rides must be scheduled 48 hours before the patient's appointment, as insurance must be verified and approved.
State Regulations:
The Florida Statutes are Transportation entities are controlled per county. Per the CTD, the Florida Commission for the Transportation Disadvantaged: Each jurisdiction and funding agency has requirements for transportation providers.
You may need to:
o
Register with the county or city in which you plan to do business.
o
Provide evidence of vehicle insurance.
o
Provide registration of your vehicle(s).
o
Provide photos of your car(s).
o
Have your vehicle(s) inspected.
o
Have your maintenance files checked.
o
Have your driver files reviewed.
o
Perform drug and alcohol testing.
o
Provide driver's license identification.
o
Provide proof of driver training.
o
Provide more than one employee for some services.
o
Provide a roster of personnel.
o
Have documented policies and procedures.
o
Report your annual operating statistics, revenues, and expenses.
(Florida Commission for the Transporation Disadvantaged, n.d.)
BayCare Medical Group will abide by all regulations of each county it serves. The Florida statutes and rules will be the foundation of the transportation department. FLORIDA STATUTE: 316.87 Nonemergency Medical Transportation Services;
Subject to compliance with state and federal Medicaid requirements, a transportation network company that: (a) Is under contract with a Medicaid managed care plan; (b)
Is under contract with a transportation broker under contract with a Medicaid managed care plan; (c) Is under contract with a transportation broker under contract with the Agency for
Health Care Administration, or (d) Receives referrals from a transportation broker under
contract with a Medicaid managed care plan or the Agency for Health Care Administration.
(Online Sunshine, n.d.)
D2. INITIAL FINANCIAL REVIEW
i.) Resource need- People, Insurance, Valid Driver's Licenses, Clean Driving Records, Department office. These categories are just the beginning of what will be needed to start the transportation department. As the department expands, more items will be added for production and progress. ii.) Technology and equipment need- Vehicles, Maintenance, Gas Contracts, Car Wash maintenance. More Technology will be necessary as GPS systems and Tracking markers will be required for each vehicle. Cameras will be installed to protect the drivers and riders while in transit. iii.) Possible sources of financial support- Contracts with vendors for discounts and bargaining tools. The organization will create a specified budget for start-up, negotiations with insurance companies, and Medicare/Medicaid. Also, fundraisers to help finance the new transportation department. D3. KEY CHALLENGES AND OPPORTUNITIES
Challenges:
a. Resources- Having the patients start utilizing the program and having the employees get behind the vision of the transportation department. If there aren't any patrons to ride, it defeats the whole department's purpose.
b. Technology- There are quite a few programs that are going to be needed. A localized GPS and
organizational program to track all vehicles and log all trips. A location to store the vehicles in maintenance. If the specific program needed for the transportation department cannot be created, it could make for a slow start, if a start at all. c. Finance- Over budget or no financial availability will be a real challenge to the transportation department. If the organization cannot sustain or create funding, it will create a severe hindrance.
It will create a domino effect that could be catastrophic to the transportation department. Opportunities:
a. Resources- Patients and personnel will be the center focus of this new department within the organization as they are the ones who make the department. As the department starts up and progresses, it will create an opportunity for expansion. This department could even open doors for other organizations to adopt the idea, increasing revenue as the concept is shared.
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b. Technology- The possibilities of endless technology enhancements that can come out of the transportation department pilot program. The GPS enhancements that can be created from this innovation help many patients get to their appointments on time. It will also create better transportation systems and opportunities for other companies to jump on board and create their own.
c. Finance- The transportation department will open a slew of opportunities for revenue to be obtained. The more income that comes in, the more expansion opportunities will be available. The additional support will be available to fund any deficiencies in different departments that may need assistance or create another department necessary for the organization. E1. KEY DELIVERABLES
a. Reliable transportation- Patients will not have to be concerned about obtaining reliable transportation to their doctor's appointments. The wait times will be shorter, and the patient experience with their primary care office will be better as they will not arrive frustrated and tired.
b. Productive alternative- The transportation department will be a great alternative to public transport or expensive rideshare. The long-awaited time of inconvenience from the insurance company directed transportation that could leave them stranded at the doctor's office or other locations. c. Sense of security- The patients will be secure in knowing that it is not just a one-day situation of them having a ride to and from their doctor's offices. They will understand that the organization in which their PCP works will ensure them a safe ride. E2. PLAN FOR GOAL
30-60 days: Human Resources will Select, hire, and train all transportation department personnel. The executive offices will be selected, and all department chairs will be filled. Middle
management and lower management will all be selected and filled. All will be trained accordingly. 60-90 days- Middle Management will select the Pilot offices chosen, and starter transports will be scheduled. Technology will be input in designated locations and vehicles. Server housing will be chosen and measured. Vendors will be decided, and contracts will be signed. Development begins.
90-180 days- Lower Management will look for overall scheduled rides in pilot offices. Surveys will be given to the patients that helped launch the department; all data will be compiled into various reports to be given to the executive management team. They will decide what changes will be made, what will be nixed, and what will be enhanced. E3. MILESTONES
30-60 days: Selected, hired, and trained all personnel for the transportation department. The executive offices will be selected, and all department chairs will be filled. Middle management and lower management will all be selected and filled. All will be trained accordingly. The milestone would be to have 78% or more of the personnel in place come opening day.
60-90 days- Pilot offices will be chosen, and starter transports will be scheduled. Technology will be input in designated locations and vehicles. Server housing will be selected and measured. Vendors will be decided, and contracts will be signed. Development begins. The milestone would be to have 86% or more of the vehicle's input with the newly developed Technology. 90-180 days- Transporation Department opens up, and all scheduled rides in pilot offices will ensue. Surveys will be given to the patients that helped launch the department; all data will be compiled into various reports to be given to the executive management team. They will decide what changes will be made, what will be nixed, and what will be enhanced. The milestone would
be to have 92% or more of the department's goals, terms, and conditions met and exceeded promptly. REFERENCES
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