Expert answer:Conquering Health Care Barriers in America A Disse
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Running head: DISSEMINATION PLANS
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Conquering Health Care Barriers in America-A Dissemination Plan
Reviewing the Current Logic Model
Previously, it has been highlighted that health care in the United States is driven by the
objective of being as comprehensive as possible on the available pool of funds. Patients were the
subject of an exhaustive battery of services that often identified the pathogenic of physiological
culprit with a significant degree of certainty. However, over time that system became
unsustainable since energy and personnel efficiency took the front seat in the post Obama Care
era. The federal government is now driven by the need to reduce carbon footprints and ensure
that the stretched health care system can still maintain its thoroughness in the face of increasing
numbers of people coming onto existing health schemes through the provisions of the Medic Aid
plans. All these pressures required a shift from payment for performance to pay for service. It
was observed that medical services providers would drive up the costs of billable treatment by
quoting ineffective and unnecessary procedures in the name of being thorough. Therefore,
payment for service is a way of measuring whether the fees, for expended energy and time, led
up to a diagnosis and proper treatment (Korte & Chermack, 2007).
The logic model that proposes to surmount current health care pay-for-service schemes
can only be a step in the right direction if it eliminates ineffective overhead costs. The logic
model does not just regurgitate methods that are already underway, such as incentivizing
efficiency; it looks to change the attitudes of the people that are in charge of these actual
processes. For instance, institutionalizing performance contracts will push back the bottleneck to
the first threshold of the performance of contractual terms. It is a logic model that will turn every
officer’s actions into a microcosm of the bigger picture’s objectives (Korte & Chermack, 2007).
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That is a proposal that is ambitious because it will cause a paradigm shift from the bottom up,
instead of looking to have policies take effect from top to bottom in a cascading manner.
Initiating this issue is a complicated administrative exercise. The reason is that changing
the terms of the employment of thousands of employees is bound to run into current employment
laws and union positions (Zboril-Benson & Magee, 2005). Therefore, it will only be useful if it
cedes enough ground to fall short of violating the constitution but create real change in the health
care sector. That seems like a daunting prospect. However, it is not impossible; half of the work
was already done with the Medicaid Act pushing health care to more Americans.
There should be easy to follow up on the project once there is a consensus that the most
efficient way of evaluating the situation, proposals for change and implementation schemes to
cascade the targets into the employees’ employment and contracts. The resources that can be
used to evaluate the project’s success are, fortunately, not monetary. Human resources can be
dedicated to devising a policy that will pave the way for the increased scrutiny of the
performance of skilled work. However, supervisory elements can also be used to have a closer
look at which job descriptions are most prone to wastage. That would set the stage for remedial
measures.
The Dissemination Plan
There are two main destinations of the dissemination of this information “the where.”
The first is the world outside the organization of origin. It includes other hospitals, county health
boards, state health boards and even federal authorities and commissions. Secondly, there is the
internal structure of the organization. The means of communication in these two forums are
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different. Therefore, one must be sure to implement a well-thought-out plan to disseminate the
information. The ensuing two sections clearly identify who the information will be disseminated
to. The “what” is the intervention that has been prescribed in this paper so far. The “how,” is
channels of moving that info are set out through the internal firm structure or through symposia.
From there, the times of such information passage is clearly outlined to show when this
information is passed.
Internal Information-Sharing
Every organization has an internal power structure. The “who,” often, the head of the
agency or a delegate would use a meeting to lay out the plan to the rest of the employees.
However, fundamental changes to the way that people work are rarely well-received if the
alterations are not packaged intrinsically. Naturally, defining the roles and targets of a workforce
will lead to agitation for enhanced pay. Therefore, the communication of these changes must
come across as a way of raising the standards of the profession at all levels (Sayma, Treharne &
Williams, 2016). That way, the team members would own the changes and even outperform the
parameters as a way of earning recognition and promotions.
Disseminating the Plan Externally
Symposia are the main forums that organizations interact. It does not matter that the
participants of that meeting are all on the same level of service provision or not. The most
important principle of any external change is that the form and substance of the communique are
legally palatable. For one, improvements in the performance of basic employment contracts can
only be brought up in congregations of hospitals. This brings up to “when,” which happens
DISSEMINATION PLANS
typically during annual conferences. There, the various organizations under the umbrella group
can make resolutions that take the form of best practices.
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References
Korte, R., & Chermack, T. (2007). Changing organizational culture with scenario planning.
Futures, 39(6), 645-656. http://dx.doi.org/10.1016/j.futures.2006.11.001
Sayma, M., Treharne, T., & Williams, H. (2016). Importance of organizational culture: a model
for increased engagement. Journal Of Multidisciplinary Healthcare, Volume 9, 489-491.
http://dx.doi.org/10.2147/jmdh.s117309
Zboril-Benson, L., & Magee, B. (2005). How Quality Improvement Projects Influence
Organizational Culture. Healthcare Quarterly, 8(sp), 26-31.
http://dx.doi.org/10.12927/hcq..17658
Great job! You provided a thorough, detailed, and well thought out plan. Detail your evaluation
plan more- what exactly you’ll be evaluating to gauge effectiveness of the change plan.
…
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