C987_Value_Based_Care_and_HIT.docx C-987 Value-Based Care and HIT College of Health Leadership, Western Governors
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C987_Value_Based_Care_and_HIT.docx C-987 Value-Based Care and HIT College of Health Leadership, Western Governors University C987: Health Information Technology Value-Based Care and HIT Healthcare in America is one of the most complex healthcare systems in the world. And unfortunately, the necessary changes in the industry are slow to occur. Healthcare organizations struggle to adapt and change the current, complex policies. Disease trends, physician demographics, environmental challenges, and insufficient technology also impact the shift to improve healthcare systems [ CITATION How21 \l 1033 ]. These challenges have affected the development of solutions to advance healthcare organizations into value-based care initiatives that support quality care objectives. As fee-for-service shifts to value-based reimbursement models, implementing new technology is essential for clinical and financial success. With that comes the need to incorporate and adapt the current infrastructure at Paducah health Medical System (PHMS) to a system that can integrate data analytics to promote efficiency, improve overall quality patient care and health outcomes, and support community public health. Value-Based Care and Technology Integration (A) Introducing an interdisciplinary and customizable approach to patient care will allow PHMS to incorporate data analytics that will reshape patient care delivery models and improve effi. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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