MHA FPX 5014 Assessment 3 Transitional management (TCM) refers to infection of the patient from hospital emissions for continuous care in society. This study will perform a cost-profit analysis (CBA) to evaluate the costs and benefits of the TCM program and analyze the benefits of risk. Hospital settings include reducing the patient’s reduction in the benefits and goals of TCM, improving the quality of care outside the hospital, ensuring continuity of care and promoting long -term health for printed patients (Elsener et al., 2023). CBA will help determine the cost -effectiveness of TCM by identifying expected costs of five years and comparing them with estimated benefits, helping informed decisions (Elsener et al., 2023). Keywords: Center for Transitional Care Management, COST-Utijon Analysis, Continuity of Care, Reduction, Medicare and Medicade Services

Focus of Stakeholders for a Cost-Benefit Analysis 

It is important to identify stakeholders involved in TCM with the establishment of the hospital. Large stakeholders include the patient and their care and discharge of the patient in the hospital. External stakeholders include pharmacists, control center management, payment and community service agencies. The purpose of hospitals and stakeholders is to consider that TCM implementation will benefit patients against the cost of the program in five years. Patients discharged during TCM would have nominated or nominated to ensure lower care and treatment continuity. Once in society, external medical professional patients will look at patients to bridge incompatible to outpatient services. In addition, hospitals that use TCM advantage can be financially from the Centers of Medicare and Medicade Services (CMS).Hospital Readmission Reduction Program (HRRP), which rewards hospitals that reduce readmissions within 30 days of discharge (CMS, 2021).

Value Proposition for Change Management 

Including changes in health organizations often present challenges that require systematic strategies for steady transition. Change management is necessary for TCM implementation, as it is a new concept for health organizations, suppliers, patients and staff. Effective change management requires administrative, financial, supplier support and team cooperation. This ensures a steady transition for patients, nurses, team members and health professionals during TCM implementation. Through social participation, the change in TCM will reveal the benefits of the management program (Nathan et al., 2021). A well -managed change initiative will increase the quality of the patient’s care and satisfaction during the discharge during the hospital and both short -term and long -term care. Failure to use change management can lead to long -term infection time, long -term patient care expenses and sub -form care, can lead to high reduction rates. Reduced risks include low mortality and infection rates, low emergency chamber journeys and low reductions. In addition, TCM CMS will reduce the cost of reducing reduction during the HRRP program (Nathan et al., 2021) and by improving financial incentives.

Strategies to Influence and Impact Changes for Quality Improvement

MHA FPX 5014 Assessment 3 Research indicates that poor communication and coordination contribute significantly to prevent hospitalization. Hospitals without TCM models often experience long -term diseases due to insufficient patient coordination due to high reduction rates, mortality, infection rates and long -term diseases. The lack of TCM also indicates inadequate patient training, self -care, family participation and communication with external caregivers (Rasic and Shane, 2023).The success of TCM requires strong management and support. Active leaders provide inspection and direction, and ensure strategic speed and responsibility during the TCM implementation. Important strategies for quality improvement under the TCM model include sufficient internal and external communication and coordination in the leadership of strong leadership. Follow -up care is important to ensure proper patient care within 14 days of discharge. In addition, it is important to create a culture for safety and continuous improvement when implementing TCM (Hughes, 2008).

Cost-Benefit Analysis and Assumptions 

A CBA is required to project costs associated with implementing a TCM program. Since TCM is a service -based care model, it can be challenging to predict the return on investment (ROI). Research emphasizes the immediate benefit of TCM and potential cost savings, such as low -editing within 30 days of discharge, high patient satisfaction, improvement and continuity in care. The first year cost to start TCM is estimated at $ 774,688. This includes leasing of 1000 square meters of clinical and office space, four full-time-certified family nurses practitioners (CFNPS), hiring non-nicing workers for administrative tasks and using epic electronic health record systems. Extra costs include a pharmacist and MD/Director oversite Consultation fee and office supply. Over the course of five years, the total cost to be $ 4,613,707.92 is estimated. The proceeds from the TCM program within a year are estimated at $ 5,086,144.40, with an evaluation of a future of five years of $ 5,083,156.44. The total profit of five years is estimated at $ 29,051,622.13 (Pedrosa et al., 2022).

 Internal and External Benchmarks

Benchmarking in the health care system is necessary to analyze income and cost and improve disability. This involves implementing the best practices at the lowest price from the system -based perspective (SBP). Constant quality improvement (CQI) requires measurement of quality indicators, performance and collaboration. TCM involves comparing data to reduce the reading of a 30-day hospital in benchmarking. The CMS TCM initiative aims to increase the safety of the patient, improve the results and reduce unnecessary costs. The TCM program allows hospitals to document the conditions after torrent within 30 days of discharge and monitor the patient’s satisfaction. The implementation of TCM reduces the fine by 50%, which increases sales to the hospital. Better benchmarks include better patient quality measures, hospital-dominated status (HAC) and infection and incentive value-based care (Marques et al., 2023).

Conclusion 

Recent studies suggest that one in five Medicare patients will be read in the hospital within 30 days of discharge, which costs around $ 26 billion. Using a TCM program improves PR, and it requires the purchase of stakeholders both internal and external. Collaboration between internal employees and external caregivers ensures better patient safety, satisfaction and result beyond the 30-day mark.

References 

AAPC. (2022). CPT® code 99496 – Evaluation and management services for transitional care – Codification of AAPC. April 12, 2022, was picked up from https://www.aapc.com/codes/cpt- codes/99496 cms.gov. (2021, July). Transition treatment services. Cms.gov Medicare Learning Network. On February 18, 2022 https://www.cms.gov/Outreach-and-Education/Medicare-Learning-Network-MLN/MLNProducts/downloads/Transitional-Care-Management-Services-Fact-Sheet-ICN908628.pdf Elsener, M., Santana Felipes, R., Sege, J., Harmon, P., & Jafri, F. N. (2023). Telehealth-based transitional care management programme to improve access to care. BMJ Open Quality, 12(4). https://doi.org/10.1136/bmjoq-2023-002495