NHS FPX 6008 Assessment 3 Business Case for Change

NHS FPX 6008 Assessment 3

Business Case for Change

Student name

NHS-FPX 6008

Capella University

Professor Name

Submission Date

Slide: 1

• Business Case for Change

Hi. My name____________. The large problem of individuals and communities is the availability of healthcare services in the countryside.

Slide: 2

Rural communities have no provider supply, primary care providers are extremely expensive, and the system is biased against them. They lead to a delay in treatment, unreasonable hospitalization, and worsening of health. Clinic managers are losing time and money in a futile battle, even without any gain to their patients (Maddukuri et al., 2021).

Even simple arithmetic tells us that this will not be able to sustain a business. It would have been almost forced to invest all its money in bureaucracy, and very little in patient care itself. People are required to take this challenge, not just on behalf of their own health service, but on the grounds of fair play.

Slide: 3

• Summarizing the Problem and the Potential Impact

Cheap and accessible medical centers may be a national concern in the rural American communities of healthcare, yet the vital livelihood is struck down immediately. Long commuting, late diagnosis, and hospitalization, the rural population in the United States is exposed to due to the inability of the provider to speak the language, and the community infrastructure is not funded as it should be. It is not a perfect problem but a phenomenon that may occur among patients who have already reached a phase when no recovery is possible anymore (Der-Martirosian et al., 2021). This has seen my colleagues and me force to work more hours with fewer resources to contend with the challenges of working under a large practice model that is not sustainable.

There is no clear-cut point in this model, and it is an exhausting model both in terms of finances and emotionally. Our institution is particularly in need of the pressure. The shortage of specialists and follow-up facilities in hometowns leads to the squandering of patient care resources on complex cases that could have been detected earlier in the course of primary care, and the inability to organize care since specialists and follow-ups are absent. The result of such a vicious cycle is not only non-economic, but also expensive in the financial stability. The outcome of such inadequacies at the forest level is poor health conditions, economic stagnation within entire communities, and a poorer quality of life for all inhabitants (Berenbrok et al., 2022).

They are also useful in retaining the vulnerable groups, particularly the poor workers, minority groups living in remote areas, and the elderly who are attached to support systems. It is not a question of money or logistics but of the question of moral obligation. As medical workers, we must do what we can to create equality and respect for all patients, irrespective of their residence. By offering incentives to health professionals in rural communities, the telemedicine trend and development of alternative preventative medicine systems can not only become an investment in patient care, but a sound-based medical service as well.

Slide: 4

• Feasibility and Cost-Benefit Considerations

The barriers to rural healthcare will easily be overcome without necessarily requiring one to pay a lot, such as offering scholarships or subsidized loans to trainees, or through the use of technology, such as video conferencing and telemedicine, as a method to bridge any gap that may arise due to the unavailability of local doctors. The cost-efficiency of the workforce loan repayment programs is important to identify because whether the programs are prone to be cost-effective within a five-year period, as they reduce unnecessary hospitalization and improve the state of health of the people (Berry et al., 2025).

The average length of stay in the hospital in 2019, in a local hospital, was 14,101. A 2022 analysis estimated that preventable ED visits and hospitalizations cost the U.S. about 100 billion per year, however, without showing the average per stay. Though the provision of broadband and upskilling of providers costs more in the short run, it is offset by long-term savings and efficiencies (Cohen and Greaney, 2022). The Federal rural health grants and innovation fund in remote villages can never go to waste; reduced overheads, lower cost of local funding and a long-term community economy will make such programs possible and sustainable.

Slide: 5

• Risk Mitigation Strategies

Firstly, collaboration with rural clinics and potentially mobile health units can significantly increase the potential care of an organization without suffocating its hospitals. In addition, this kind of consistency in the patient volume will appear to be a dream come true to administrators: it will decrease what they consider uncompensated care. Incorporation of risk mitigation measures, such as incentives in the workforce and retention programs for the providers, also reduces turnover costs.

To use an example, retention of 5 percent (average in the AHA model) would save over 30 percent of the cost of recruiting and training, thus retention is a service continuity investment (Graham et al., 2021). Finally, there should be value-based care contracts to achieve fiscal strength. Millions of cases of readmissions can be eliminated, and quality-based incentive payments can be earned by a shift towards more preventive forms of care, which are more beneficial in the long term to the health of the population. The funds have been used to meet avoidable expenses and remain financially afloat, and enjoy a good future for society and rural health care.

Slide: 6

• Proposed Solution

As a solution to the rural healthcare crisis, I would offer more medical staff incentives, rural residency, provide telemedicine equipment to the providers, and enhance preventive care systems. To start with, loan pay-back schemes and rural residency tracks leave very few providers interested and willing to serve in the rural areas. Approximately 20 million people in 77 percent of the rural counties do not have sufficient health care services. Second, increased telehealth solutions would help to alleviate the distance impact on patient care: cardiologists, endocrinologists, and behavioral health specialists. Similarly, telehealth will decrease the heart failure readmission rate by 20 percent, as demonstrated. It implies that it is not only cheaper than the conventional care techniques but also results in equally positive outcomes (Triposkiadis et al., 2021).

Lastly, to avoid hospitalization, preventative care scams should be established, and the mobile clinics should be tracking the condition of diabetic patients and controlling the mode of care provision. Such changes are only realistic in the current context since substantial sums of money have already been utilized through the programs of rural health grants and value-based incentives; the price of their implementation is already paid back through the programs, and having been rewarded already, the viability of the projects in the future is already insured.

Slide: 7

• Potential Benefits

The project will be of advantage to organizations, co-workers, and societies. In the case of organizations, every preventable hospitalization, at an average of $12,000, reduces the health metrics and reimbursement rates, contracts become stable, and additional funds are obtained (Kruse et al., 2022). To fellow employees, provider shortages are alleviated, workload is lowered, burnout and sick leaves are minimized, and job satisfaction is enhanced.

To communities, increased access to primary and specialty care will reduce the number of preventable deaths, enhance the management of chronic diseases, and foster confidence in the health care system. Minority groups in rural areas, which are typically the most affected by disease, will have equal access and outcome. The end result is that this solution will decrease financial and clinical waste and will contribute to the ethical objective of equitable, competent care.

Slide: 8

• Cultural, Ethical, and Equitable Considerations

The incentive scheme of health workers, extension of telehealth, and preventive care is meant to introduce the element of cultural sensitivity without discriminating against any of the regions. Ethically, the program is in response to one primary ethical imperative, which is that socio-economic status and geography should not determine health-care outcomes.

It does not impose on some sectors to be providers and restrict them to consumers of care, and it has flexible and adaptive services. Indicatively, telehealth platforms can incorporate multilingual support, offer interpreter services, and culturally-specific educational materials to support Black, Hispanic, and Indigenous communities, where other issues such as language and reading barriers are likely to impact the health information access and health information needs (Gizaw et al., 2022).

Meanwhile, the access barriers in the form of untrustworthy transport, such as an issue in the countryside, can be removed with the help of preventive-care models set up in mobile clinics. By providing loan payments as an incentive to physicians to come to, as well as remain in, underserved areas, this initiative would not only give populations who have no service access to the local workforce but also give a certainty and continuation of care to communities that have been marginalized in health care.

Slide: 9

• Equitable Access and Cost Distribution

Any solution design includes equity as its core component. In the meantime, telehealth and better broadband can enable families with low income in rural settings to receive care in time, which will save unnecessary hospitalization at an average of 12000 each (Kozhimannil & Henning-Smith, 2021). This has not only direct economic relief for patients, but also less emergency department work and, therefore, an unfair burden on uninsured or underinsured households.

Unnecessary hospitalization can be prevented not only by reducing the financial burden that a patient will have to pay but also by enabling patients to receive care in a place other than the emergency department, where they are not insured, and where their social status can lead hospital workers to be more predisposed to think that a visit is not professional.

Organizational savings achieved under this model of intervention may be diverted to community outreach and financial assistance in the Medicaid gap, particularly to ensure that small and medium operations are affordable to everyone (Berry et al., 2025).

By taking preventive services, including work on chronic disease management, general health checks, and training on prevention of specific diseases (e.g., special program targeted outreach on high blood pressure or cholesterol levels), the population carries the burden as a whole in its multiple azienda affiliations. Income, race, or location should not leave anyone behind. This will help to maintain good financial management coupled with ethical and cultural responsibility, and therefore, the cost-effectiveness and affordability will be available to everyone.

Slide: 10

• Conclusion

A long-term solution can be the improvement of the prices of quality care to all people in rural communities. With incentives to healthcare workers, more frequent use of telemedicine, and a prevention model, an organization can reduce preventable hospitalizations, lower costs, and better care quality. These are practices that serve to retain physicians around even better, as they do not experience burnout and are contributing to the creation of more resilient, enduring communities where we all inhabit. Through a sustained effort, this initiative can revolutionize the health systems in the rural areas and bring an eternal positive impact to the patients, care providers, and the community at large.

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