Policy Proposal Presentation Oneal Capella University

Policy Proposal Presentationann Onealcapella Universitynhs Fpx6004

Policy Proposal Presentation Ann ONeal Capella University NHS-FPX6004: Health Care Law & Policy Dr. Georgena Wiley December 2021

Objective: To address the significant gap between current performance metrics at Mercy Medical Center and national benchmarks for diabetes care, specifically focusing on routine testing and exams such as foot exams, vision exams, and HgbA1c testing. The aim is to develop a comprehensive policy to improve these metrics, ultimately enhancing patient outcomes and aligning with national health standards.

Paper For Above instruction

Diabetes mellitus remains a major public health concern, characterized by its high prevalence and significant contribution to morbidity and mortality worldwide. As of 2020, approximately 34.1 million Americans were living with diabetes, with a substantial portion either undiagnosed or pre-diabetic, emphasizing the urgent need for effective management strategies and policy interventions (Centers for Disease Control and Prevention [CDC], 2020). Despite advances in clinical care and patient education, many healthcare institutions struggle to meet national quality benchmarks, which impairs patient outcomes and inflates healthcare costs. Mercy Medical Center, in particular, exhibits performance metrics significantly below national standards, necessitating targeted policy development to address these gaps.

The importance of establishing a robust policy lies in its ability to standardize care protocols, promote evidence-based practices, and ensure patient-centered interventions. The national benchmarks set by the Department of Health and Human Services (DHHS) include annual eye exams at 75.2%, foot examinations at 84%, and HgbA1c testing at 79.5% (Agency for Healthcare Research and Quality [AHRQ], n.d.). However, Mercy Medical’s current rates are dramatically lower — with eye exams at 7.2% in Q1, foot exams at 12.9%, and HgbA1c testing at only 5.6% in the same period. This discrepancy underscores the need for policy interventions that prioritize routine screenings, patient engagement, and provider accountability.

The scope of this policy proposal encompasses multidisciplinary stakeholders involved in diabetes care—including physicians, nurses, pharmacists, nutritionists, patients, families, and healthcare administrators. Ensuring collaboration among these groups is crucial to designing and implementing effective strategies that improve compliance with recommended screening protocols and foster sustained chronic disease management.

A key initiative under this policy is the implementation of a Self-Managed Diabetes Care Program, which emphasizes patient empowerment and active participation in health maintenance. Such programs have demonstrated efficacy in improving glycemic control, reducing complications, and enhancing quality of life (Centers for Disease Control and Prevention [CDC], 2021). The program involves comprehensive education covering disease process, medication adherence, blood glucose monitoring, foot care, eye health, and lifestyle modifications. By equipping patients with knowledge and resources, the program aims to promote consistent screening and management behaviors.

Roles within this program are delineated to optimize resource utilization. Physicians are responsible for initial diagnosis, patient education on the importance of diabetic care, and ongoing monitoring. Nurses engage in direct patient contact, providing glucose meter training, insulin administration guidance, and motivational support. Pharmacists, often more accessible, answer medication-related inquiries, assist with management plans, and reinforce adherence. Patients themselves are empowered to become active partners, adhering to recommended exams annually or bi-annually, including foot, eye, and HgbA1c tests (Bulloch, 2017; CDC, 2021).

Implementing this policy involves employing updated electronic health records (EHRs) for tracking compliance, utilizing community resources like peer support groups or local diabetes prevention programs, and collaborating with insurance carriers to reduce patient cost barriers. Incorporating patient-centered, individualized care plans that consider lifestyle, socioeconomic factors, and personal preferences is essential for fostering engagement and adherence. Furthermore, continuous quality improvement initiatives should be established, with regular data review, benchmarking against national standards, and feedback loops to guide iterative policy refinements.

Resources and tools integral to this policy include medication management charts, insulin and glucose monitoring supplies, educational materials from reputable organizations such as the American Diabetes Association (ADA), and local community programs like YMCA or peer support networks. Stakeholder involvement is critical, with active participation from patients and their families, interdisciplinary care teams, healthcare administrators, and community organizations. Clear communication channels and defined scope of practice facilitate collaboration, mutual accountability, and shared goal achievement.

Success metrics for this policy will be measured through improved dashboard scores reflecting increased rates of routine exams and testing. Regular benchmarking against national metrics will determine progress, with targeted interventions employed as needed. The overarching goal is to elevate Mercy Medical Center’s performance to meet or exceed specified standards, ultimately reducing diabetes-related complications and enhancing patient quality of life. This aligns with the broader aim of transforming healthcare into a more proactive, preventive system that emphasizes chronic disease management and patient engagement rather than solely acute care.

In conclusion, developing and implementing a comprehensive diabetes care policy centered on routine screening and proactive management is imperative for improving health outcomes at Mercy Medical Center. By leveraging evidence-based practices, engaging stakeholders, and utilizing technological tools, the facility can bridge the gap between current practices and national benchmarks. Such a shift not only benefits individual patients but also advances public health objectives by reducing disease burden, lowering costs, and fostering a culture of continuous quality improvement within the healthcare system.

References

  • Agency for Healthcare Research and Quality. (n.d.). National Diabetes Quality Measures Compared to Achievable Benchmarks. Retrieved from https://www.ahrq.gov
  • Bulloch, M. (2017, November 21). Pharmacists Play a Key Role in Diabetes Management. Pharmacy Times. https://www.pharmacytimes.com
  • Centers for Disease Control and Prevention. (2020). National Diabetes Statistics Report. https://www.cdc.gov/diabetes/data/statistics-report
  • Centers for Disease Control and Prevention. (2021, August 3). State, Local, and National Partner Diabetes Programs. https://www.cdc.gov/diabetes/ndep/index.html
  • Centers for Disease Control and Prevention. (2021). Diabetes Self-Management Education and Support. https://www.cdc.gov/diabetes/dsmes-toolkit/index.html
  • Mitri, J., & Gabbay, R. A. (2016). Measuring the Quality of Diabetes Care. Evidence-Based Diabetes Management, 22(SP4), 1–4.
  • Hooks, B. Y. (2021). Enhancing diabetes self-management education and support in clinical practice. American Family Physician, 103(5), 265–266.
  • Vila Health Dashboard and Health Care Benchmark Evaluation. (n.d.). Vila Health. https://vilalhealth.com/benchmarks
  • American Diabetes Association. (2021). Get to know your diabetes care team. https://diabetes.org
  • Centers for Medicare & Medicaid Services. (2021). Quality measurement and quality improvement. https://cms.gov

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