Green Forest Health Case Study

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Current Structure of Green forest Health system.
Green forest Health system with it’s multiple resources and strengths is uniquely positioned to to adapt to the new model of value based care delivery. Green forest Health system is already participating as a Medicare Shared Savings Plan accountable care organization since 2015. Green forest has employed physicians in many of it’s facilities who can take on the role of PCPs. Some of it’s physician compensation is already tied to ACO quality measures. UT Medicine owns UT Physicians and UT outpatient clinics. UT is also a medical home for medically complex patients. The Green forest health systems own retail health sites also . The Quick Care Clinics are within the reach of many patients in the
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Daily work flows need to be redesigned. That would mean changes to current work flows, policies, and procedures to support the model and the allocation of resources and tools necessary to maintain continuous support, development, and improvement of the model.
c. Educate providers on the nontraditional practices of medicine that the model requires.
d. New tools need to be developed for tracking and reporting appropriate staffing levels
Below are three models which explains how GreenForest health system may approach this endeavor.
17Through Integration. All of the current systems within the GreenForest health system ACOs need to adopt to fit the PCMH model. The C-suits has to fully understand this change in culture towards a value-based care delivery. Integration of all of it’s clinical outpatient services with the new financial arrangement is one way to approach this.. The existing medical home model of UT medicine currently functions as a Structural PCMH providing services such as patient tracking and registry functions, electronic prescribing, and patient portals. While maintaining this aspect of the medical home and transitioning to a relationship-centered PCMH would benefit the entire organization. That would mean UT Medical home will be the point of contact for most of the patients with chronic illness. UT Medical home will facilitate and coordinate access to primary care, actue care, and long-term care. It will also serve both the Medical centers and Green
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Currently, few local, independent physician practices and local community centers have the IT capabilities to seamlessly communicate with local hospitals. Hospitals considering participation in a PCMH should consider the substantial resources to be invested in IT capabilities (Deloitte, 2008) and analyze whether they will be able to offer those resources to the newly formed PCMH and their prospective partners. It can also offer staff resources and other functionalities: Most of the members of the health teams‘ described in health reform, such as medical specialists, nurses, pharmacists, nutritionists, dieticians, social workers, health educators/health system navigators, behavioral, and mental health providers are all resources that GreeenForest hospitals may already have in-house. These Hospitals may be able to leverage these staff resources in a PCMH. It is also conceivable that hospitalists, in their role as care managers for hospitalized patients and those responsible for returning patients to their primary physicians at discharge, could have a role to play in care coordination in the PCMH model.