Prepare a written paper with a strategic plan to improve value-based service delivery in the unit of employment or division you work in over the next two years, using current evidence. Include the fol Original Papers

*********** ************** *** ************* ******* from * volume-based ******** ** ** ********** ***** on ***** *** ******* ** care ************ **** *** ***** ***** * significant ***** ** ******* ******** and assessment ************* **** ********* ********** **** ** ****** *** ******* unit through *** ********** ** *********** and ************ *********** ******* approaches *********** ********* ********** ** ***** ** *********** ************** ******** ** **** fulfill and ********* ****** *** ********** *** *** value-based ********** delivery (Teisberg ** ** 2020) *** ******** shift to *********** ******* ******** ******** a change ** financial perspectives and considerations ** *** ******** ****** ********* ******** in ******* outcomes *********** ********** and the ************** ** ********** ******** Devising * ********* achievable *** ********* strategic **** is ******* to ********* *** ******** ** ***** *************** and **** the ******* of the ******** **** (Speerin ** ** ***** The plan ******** *** ********** ** ********* value-based **** *** ****** ********* inherent in value-based ********** *** the **** ** hospital ********** ** creating the pivotal *********** where *********** initiatives *** prosperAdvancing *********** **** *********** * ************* ******** that ********* several ******* ******** These include *** integration of technology *** ******** on **************** **** *** the ********** ** performance *********** ******** According ** Speerin ** al ****** **** ******** *********** ********* the ***** ******* and standard ** **** ******** ** * ********** ******* Integrating technology and ****** *********** *** ** leveraged ** transition ****** *** ******* ********* Boscolo ** ** ****** point ** ************ ****** ** ************* ****** with ************* advancements *** ****** *********** serving ** the ******** for ************* ******* value-based **** ****** ********* ************ such as electronic health ******* *** crucial *** enhancing the ******* *** safety ** ********** They ****** ******* data ** ********** comprehensive *** current ******** ********** providers ** make **** ******** decisions ****** ******* ****** *** improve ******* ******** ***** **** ********* ** ******* ******* ******** also ****** *** ********** *** **** analytics ********* et ** 2020) **** ***** ********** ********* can ******** patterns ******* ****** ******** and *********** **** ***** **** strategic *** ** **** ********* focuses on ********** **** *********** ********** to ********** needs *** ********* **** ********** ********** and **************** **** ** value-based **** **** in patient-centered care ***** emphasizes the significance of ******* ********** ************ *** the customization ** **** ** **** ********** ***** ********* ******* engagement *** ************ ******** integrating patient feedback **** **** ******** models ********* ************* ******* ******** *** ********** ********* and ******** **** **** ***** ******* *** preferences *** ****** of ******** According ** Teisberg et ** (2020) enhanced engagement results ** better ********* ** ********* ***** and ******** ****** ******** Additionally *********** care ** **** ********** ******* ***** ****** ********** providers ** ********* the diverse ***** ** ******** allowing them ** ******* personalized **** **** ********* particular ****** ********** ****** ************ ** health *** ******** *********** Such ************* ***** ** ****** ****** ******** *** ******* ************************ ******* *********** ** *********** ** *********** **** ************* ********** ******* ** ****** measure *** enhance *** quality *** *********** ** care ** complement **** ******** ******* et al ****** ********* *** ********* of ************ *** *********** ********** ****** for *********** ******** ********* ** the ******* ******** ** ** ***** ******** *** monitoring KPIs ******* ** patient ******** cost savings *** quality improvements is vital ** ********** the ************* of *********** **** *********** *** *********** ***** *** *********** ************ ********** quality improvement ******** ** **** ******** and ******** ********** a systematic approach ** ****** areas ** improvement ********* ******* and ****** *** ******** **** ******* ensures **** healthcare ******** ************ ****** ******* ****** ********** effectiveness and patient ************ ******** ***** ********** ******** ** ******** *** **** ********* *** to ******* *** ******** ** value-based ******** ******** ********* and **************** **************** *** ********** towards * value-based ********** ***** ******* ********** ******* ******** many ********** *********** *** ********** these ******** ** ***** ** ************ ******** *** frameworks ******* et ** ****** ****** that **** ********** include but *** not limited to ********** ** ****** lack ** adequate ************** *** data management *** *********** ********** ************ ********** ** ****** is a *********** ******* *** ** its ****** ** *** change ******* among ********** providers and ***** ** combat this *********** ** ** ****** facilitate **** ******* **** ********** ************* ************* *** *********** *********** ********** *** benefits ** *** *** patients *** the ********** system at ***** ** ******** comprehension of *** rationale ****** *** ********** *** drive * **** positive ******** ****** change ** is **** crucial *** ********** leaders ** foster *********** *** ********** ***** providers ****** *** ******** *** ************** ****** ******** ** al 2020) **** ************* approach *** ************* ****** resistance as ************ **** ***** ************* *** ****** The ********* ** pilot ******** ** a small ***** *** ***** ** ******** evidence ** VBP’s ************* ******* registered **** ***** initiatives *** ********* ********** and ******* *** **** ********* *************** barrier ******** *** **** ** ******** ************** *** *** ******** ********* *** ************ ** a ****** ************** like ************* IT ******* *** ************* **** ********** *** ******** ********* integrated **** delivery networks ********* ** ******* ** al ****** *** healthcare ******** **** ****** ** ********** and designate ******** ********** ** ********* ******* ****** *********** technology ******* **** ********** **** ******* ******* engagement *** *********** ********** ************* ********** **** ********** ********* *** ***** healthcare organizations can mitigate ***** *** ********** *** expertise ********* *** ********** *** ******** infrastructure **** management *** *********** challenges ****** *** pivotal **** ** **** *********** in *** ************* barriers ******* **** collection ******** *** *********** ****** ******* sources To ******** these barriers *********** et ** ****** ******* *** ******** *** *********** of interoperable systems *********** in health IT systems promoting **************** can ****** the seamless exchange and *********** ** ****** *********** enhancing *********** and efficient care delivery Similarly ********* data ********* ************* augmenting *** organization’s ******** *** data ********* ******* staff training *** the ************* of ****** *********** *********** *** ************* ******* *************** ********* *** *********** optimizationRole ** Leaders ** ********** Value-Based ServicesLeadership is ************ ** navigating the ************ ********** **** *** ********** ** *** Through ********* ************* ********* a ******* ** engagement ********* ** ********* infrastructure *** ********* **** ********** ************ ******* can *********** guide their ************* through the ******* *********** ** VBP ******** (Leao ** al ***** *** ********** ********* ** ***** ********** ********* *** ********** ******** in *** implementation *** ********* *** organization for ******** ******* ******** **** ********** *** ******* ********* value ** ********** ****************** ** * cornerstone ** *** ******** ********** to and *** enhancement ** *********** service ******** ********** **** the executive ** *** ********* ******* *** ******** ************** ******* ******* strategies *** ******* ********* in **** **** the ethos ** value-based care ***** guidance ** ******* ** untangling *** ********* web of healthcare ******** ******** ******* **** *********** ***** and ********* ********** ******* et ** 2020) ****** the ******** ** ********** executive ********** ******* ** the ********* ** ******** *** ****** ****** *********** **** ********* * culture ***** quality supersedes quantity Leaders ** this ***** *** tasked **** ********** *********** into ***** ************ *** infrastructure ******** *** organization’s ********** resonate **** *********** principles ******** ********* for *********** projects *** ******* ********* ****** *** healthcare *************** management *** ********* ******* **** ************* ************* **** actionable practices *** ******** ********* patient care ******* at the ************ ********** ****** *** ************ ** ********* *********** care ****** ** ***** ********** *********** ******** ***** ********** ********* ***** ********** and maintaining adherence ** advanced practices *** ********* ******** ** ** ***** ***** **** ** ************ ******************** communication and ******** ** ******* Frontline ******* **** play * vital role ** ********* *** ********* *** staff ******** ********* **** ******** ********** *** ********* ********** insights **** ***** direct ************ with patients *** ********* ******** ****** ** the VBP ******* and its ********* in *** ******* ******* ********* ** **** ******* rely **** the ********** ******** *** ********** *** innovation ** ***** ** ** ************* healthcare *********** The *********** ** ********* medicine **** *********** **** ****** allows *** ********* ******* outcomes *** simultaneous ********** ** ***** ***** et al ***** Precision medicine ** ******* **** *** ********** ** value-based **** **** *** next *** years **** could ****** **** ********** *** ********* *** cost-efficient **** ********** the expenditure ** *********** interventions *** concentrating ** quality care that ******** ******* *************** *********** is ******* critical ** *** ******* ** value-based **** ****** Empowering ******** *** positioning **** ** *************** ********** ***** ****** ********** *** ******** participate in ***** **** ********* ******* ********** ** ******* ********* *** ********* to ********** treatment ***** ***** ** ** ***** This engagement **** ****** ****** ** ******** health ******** *** ******* ********** ***** Over *** **** *** years healthcare ********* *** ****** patient empowerment ** ******** ****** ** educational ********* ********* self-monitoring of ****** ********** *** ********* ******** in *** ******** and decision-making ********* ******* ** their **** This ******** will be ***** ** ********** ******* ************ *** ************ ** *** success ** *********** care initiativesThe ******** **** ** ******* ****** ********* ** ******* ** ********* *********** **** ************ **** ** ********** ****** ****** apps *** remote ******* ********** ***** ****** *** ***** ** ********** ********* *** ********* *** ******* *** interacting **** ******** ********** ***** ****** *** providing care ******* ** ** ***** ***** ************ *** ******* access ** **** *** *********** ** ****** *** underserved ***** empower ******** ** ****** ***** ****** ********** ** home and enable healthcare ********* ** ****** ********* **** to ****** **** ********* Over *** **** two ***** digital ****** ********* could **** ********** *** ******** of personalized *** ********** **** ******** **** value-based ****** objectives ** improve ******* ******** *** satisfaction ***** ******** ******** ******* for SuccessThe ********** to a *** program emphasizes *** importance of community ****** *********** ** * critical component of ********* ******* ******** *** ******** ********** ***** Community ****** *********** ***** ** ********** care ****** ********* *** ******** chronic ******** ******* *** *********** hospital ******* By addressing ****** ************ of ****** such as ****** ** ******* **** ******* *** ********* ***** initiatives *** ************* ****** ****** ******** *** ********** to the ******* ******* ** *** *** program (Teisberg ** al 2020) **** *** next *** years ********** ************* *** strengthen their ********* ******** ******** ** ********** **** ***** ************* *** ********** ******* tools ** ****** ***** ***** and *********************** ************* **** accentuates *** ******* ** * *** ******* Due ** the ********** of ********** ******** ********** ****** *** context ** value-based **** *********** diverse expertise ********* nursing ******** pharmacy ****** **** and health informatics ** key ******* ** ** ***** **** collaborative ******** ******* * ******** **** ** ******* **** ensuring that *** aspects ** ******* ****** and ********** *** ************ **** *** **** planning *** ******** processes Interdisciplinary ***** *** ****** ******** to develop *** ********* **** ***** **** *** ************ and comprehensive ** improve patient ******** *** enhance *** ********** *** ****** of healthcare ******** Over the next *** ***** ********* ** ************** ******* that ****** *** facilitates interdisciplinary ************* **** ** crucial *** ********** ******* *********** **** ** ************** ************* ********** and creating multidisciplinary **** ************ ***** are ******* to encouraging *********************** *** ******** *** vital for *** ********* evolution and ******* ********** ** *** *** program **** facilitate **** ******* and reduced costs As healthcare ***** *** challenges *** opportunities ******* ******** and ********** ******* *** ********* *** ********** *** strategies and ************ Healthcare ************* *** **** * ******* **** ** investing ** ******** and development participating ** clinical ****** *** ************* with academic ************ *** key ******** ************ **** *** next *** ***** ************ ******** and ********** *** **** ********** ************* identify ********* interventions ******** **** processes *** implement ******** technologies that ***** **** the ***** of *** VBP **************** ********* ********** organization targets a ******* ********* **** various ********** ***** ********* *********** **** ** underserved *********** ********** disproportionate ******* ** ******* *** organization recognizes *** ****** ********** faced by these ****** **** ** ******* ****** to quality ********** socio-economic ******** *** ****** ***** of ******* ******** thus ****** ** provide ********** ********* services We **** ** ****** ****** *********** *** ******* our *********** ******* ****** *** ********** ** ******** ** *** ************** **************** services ******* ********** **** and ******** ******** ******* ******* management ****** ****** ******** ********** and ********* ******** programs *** ************ understands *** *********** *** importance ** ********** in ********** and ********* ******** ****** ** ************* ********** **** ******** and ************* ***** ******** *** designed *** *** ***** ********* ** ****** issues *** the ********* ** ********* ** ************** for ********* choices ** ******* ******** Preventive **** is ********* *** ******** *** ********* of chronic diseases *** associated ********** costs; ***** ** ** a ******** community ******* ********* *** ************ ******** *********** *********** *** ******* disease management *** interventions *** ******** **** ****** ********** ** meeting ********* health ***** due ** ************ **** ***** ******* education *** ******* ********** to ****** ******** *** ******* complications ** *********** ********** ******** ** managing ***** chronic ********** we **** improve ***** ******* of **** and ****** *** need *** hospitalizationsOur organization further offers ******* ****** ****** services that ******* various mental health issues ****** ****** ******** *** essential *** *** community ******* **** ******* support *** ********* for *********** ****** mental ****** ********** ************ ** * ********* ******* ************ ** * strategic **** ******* ********** ************* and convenience *** *** ******** our ************ has ******** ** ********** ******** This ******** ****** patients ** ******* **** ********** providers ******** for ************* ****** follow-ups *** chronic ******* ********** ********** ******** are especially ******** *** underrepresented *********** and ******** We are **** ********* ** community outreach and ********* initiatives ** ********** ***** ******* ***** ******** *** to ***** ********* ***** ****** issues promote ******* ********* *** ******* ********* *** ********** *** ******* ********** system ReferencesBoscolo * * ****** * ***** * ***** ********* * (2020) Measuring value ** ****** care: * *********** analysis ** value-based frameworksClinical Therapeutics42(1) 34-43 *********************************************** * * **** A ** **** * A ****** * **** M * ** Bruijne M * ***** *** ** C ****** *** *** of ***** and ****** decision‐making ** medical ********** **** patients: An *********** ** ******* ************* health **** ** *************** ** ********** ** Clinical ************* ******* **** ******************* D * ******* H P *** ****** * ******* M ***** ***** * ****** *** impact ** value-based payment ****** for networks ** **** and ********** care: * systematic ********** ************* ****** ********* and ****** *********** ******* https://doiorg/101007/s40258-023-00790-zSchillinger D Bullock * Powell C ******** * * ******** M * ***** * ***** ****** * * ****** *** National ******** Care Commission report ** ********* Leveraging ******* ******** *** programs *** **************** ******** ********** and control: *************** from *** ******** Clinical Care CommissionDiabetes ********* ******* ************************************** R ***** C **** * ********* * J Nordin * ********* R ***** Briggs * * ****** Implementing models of **** *** *************** ********** ** ****** ******* ** ******* value-based ******** ******** ***** ******** ******** ***************** ****** ********************************** * ******* * & ****** * ****** ******** and ************ value-based ****** ***** * ********* frameworkAcademic Medicine95(5) *** *****************************************