Healthcare reform is an evidence-based process aimed at improving the quality of medical services available to different people. The social, economic, and technological developments experienced in the world today continue to inform policy changes in different sectors, including health. This discussion proposes an evidence-based model for implementing a change aimed at introducing health information exchange (HIEs) to transform patients’ outcomes.
Proposed Model
Modern technologies are becoming critical elements in the delivery of medical services, health information sharing, and clinical decision making. Stakeholders in this field can propose and implement new policies that can compel all health facilities, health departments, accountable care organizations (ACOs), and clinics to share data and information in an attempt to transform the quality of care available to all citizens (Batras, Duff, & Smith, 2014).
The proposed model for implementing such a change has two stages. The first one is the identification and analysis phase. This step will guide all participants to examine the unique factors that can facilitate the policy and how it can transform patients’ outcomes. The second phase is to outline the most appropriate procedures for implementing the proposed policy. This model will ensure that more stakeholders are aware of the policy and how it can transform this country’s healthcare sector.
Relevance
The outlined model has several strengths that make it relevant to a policy change aimed at introducing the use of modern health technologies. The first one is that the approach treats the proposed policy as a process of change that requires the input of all key players. The second one is that it guides practitioners and policymakers to translate existing theory to practice (Ali, 2018). The model also provides room for introducing the intended policy as an action plan for reforming the healthcare system of a given region or country. The proposed two steps make it simple and easy to follow. This means that more individuals will be encouraged to provide their insights and support the entire process.
Implementation
The existence of an effective model for introducing a new policy does not guarantee that the entire process will succeed. This means that policymakers and stakeholders in healthcare should consider a powerful strategy to implement the plan. The first important thing is to complete a detailed study to understand the major factors that have the potential to support the policy initiative. This approach will deliver a detailed analysis of aspects that might support or hinder the process. After conducting this study, the next strategy is to consider a powerful theory to guide people throughout the policy change period (Kenzer, Charns, Hamdan, & Afable, 2016).
This means that institutions, clinics, hospitals, and government agencies are guided to support or embrace the new idea. The next move is to engage in a campaign that can ensure that all key players plan for the suggested health reform. Emerging issues and challenges will be addressed. There should also be a long-term plan to guide stakeholders until the proposed policy change is introduced successfully.
Conclusion
The above discussion has presented a powerful model for introducing a policy change to transform the health outcomes of more citizens. The plan has two steps that different stakeholders can consider to deliver positive results within the shortest time possible. With an effective approach, leaders and policymakers can solve emerging problems, motivate all followers, and ensure that the introduced change makes a difference in healthcare.
References
Ali, M. (2018). Primary health care policy implementation performance in Bangladesh: Affecting factors. Journal of Public Administration and Governance, 8(1), 317-346. Web.
Batras, D., Duff, C., & Smith, B. J. (2014). Organizational change theory: Implications for health promotion practice. Health Promotion International, 31(1), 231-241. Web.
Kenzer, J. K., Charns, M. P., Hamdan, S., & Afable, M. (2016). The role of organizational structure in readiness for change: A conceptual integration. Health Services Management Research, 30(1), 34-46. Web.