Health Stash: an interactive health-spending tracker by: Catherine Meakem 2016

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Health Stash: an interactive health-spending tracker by: Catherine Meakem 2016 by Mind Map: Health Stash: an interactive health-spending tracker by: Catherine Meakem 2016

1. References

2. Key

2.1. VAT learning style

2.2. DiSC personality

2.3. future connections

2.4. stakeholders

2.5. obstacles

2.6. diffusing innovation

2.7. outcomes

2.8. change management

3. Week 4

3.1. Evaluation technique (TACOS)

3.1.1. Trialability prototyping evolution external crowd sourcing

3.1.2. Advantage user feedback any deterring from the vision of the application, problems will be able to be addressed in real time value-based survey tracking vocalize vision and direction increased usage address program flaws before competitors adoption

3.1.3. Compatibility understanding healthcare finance culture identifying patient perception adapting to finance and insurance verifier needs for the app identifying provider perception

3.1.4. Observability tacit knowledge demonstrate app to colleagues usage built-in analytics programs to track usage by providers and patients

3.1.5. Simplicity critical mass time it takes to increase amount of users track retention rates

4. Week 5

4.1. Strategies

4.1.1. collaborate members of organizations are full participants data sharing/integration define organization by sharing mission

4.1.2. "focus on value" healthy outcomes cost controlled team innovation skills

4.1.3. conversations with people to assess needs patients caregivers point of service community

4.1.4. evaluate organizational structure create an environment for innovation (Fonseca, 2002) create the organization's future utilizing purpose as a guide identify key stakeholders access team's innovative intelligence

4.2. Change Management

4.2.1. demand to change respond to unplanned crisis comittment integrate team's skill for advancement investment ability to organize around change

4.3. Barriers

4.3.1. implementing amongst other innovations comprehensive registration already established programs within organizaton Cerner MedAssets

4.3.2. additional costs for new program

4.3.3. learning new program and implementing

5. Week 6

5.1. Timeline

5.1.1. Feedback 30-day trial User surveys stakeholder feedback similar application pitfalls and advantages beta-testing small parts of app introduced at a time allows for user creation of app

5.1.2. Prototyping 6-months application design picture vs. numbers to display financial information downloading accessibility on multiple devices (i.e. computer, tablet, mobile) initial funding request investor backing

5.1.3. Launch 12-months market emphasize mission funding make sure stay on budget emphasize user-friendly invest in constant feedback

5.1.4. Updates Every 3 months encourage continuous user feedback track usage

6. Week 1

6.1. the need

6.1.1. provides knowledge about out-of-pocket costs for healthcare services will allow patient's to make informed decisions in their healthcare

6.1.2. patient's need accessibility enhance patient engagement

6.2. social context

6.2.1. patients can shop around for the healthcare services become active consumers in their healthcare

6.2.2. intervention that touches on "a person's sense of worth and desire to be respected" (Hamalainen & Saarinen, n.d., p. 191) transparency for patients potential for providers paid for services up front for patient portions of the cost more often connect the divide between care and cost

6.3. synthesis

6.3.1. "Innovation: applied creativity that achieves business value" (Weiss & Legrand, 2011, p. 6) create more revenue for organization through transparency synthesize the data given to patients by other providers

6.3.2. drive third-party payers to encourage members to our organization could offer a discount based on the volume of patients sent to the organization (Nowicki, 2015) could bridge the gap between insurance companies and care incentives to comprehensive healthcare services incentives to enhancing the EMR

6.4. demand

6.4.1. a way to synthesize the EMR built into patient portal patients can access medical records as well as a breakdown of costs of each services combine billing, patient access and clinical data

6.4.2. reduce schedule procedure cancellations due to unanticipated out-of-pocket costs for patients aware of the costs of their healthcare services prior to scheduling organization needs guidelines to relay costs to patients

7. Week 2

7.1. Stakeholders

7.1.1. providers combine patient portal information from office to facility patient outreach through their websites comprehensive provider specialties list

7.1.2. app developers user-friendly tool interactive relatable data visually appealing clearly defined tools within the app content is appealing

7.1.3. social media experts get the word out about Health Stash create an open conversation of budget and health

7.1.4. patients engagement is measurement of success of app health goals and outcomes

7.1.5. caregivers make connections with patient needs make connections with provider needs

7.1.6. hospitals and their resources cautious and reflective (Balance Work Force, 2014) connect specialists through carefully chosen recruiters

7.1.7. insurance companies contracted rates with facility to help calculate budget on Health Stash future evolution

7.1.8. accountants ability to align budget and needs budgets are organized and clear to users

7.2. VAT and DiSC assets

7.2.1. Steadiness makes sure everyone's contributions matter consistent collaborator

7.2.2. Conscientiousness accuracy willing to challenge ideas finds practical solutions to complex problems

7.2.3. Visual Health Stash will be visually appealing make potential users want to click and check it out make sure the tools are clearly defined within the app make sure budgets are clear to the user data obtained through Health Stash is relatable Health Stash tells a story of the patient's budget and their health

8. Week 3

8.1. Questions

8.1.1. What are the guidelines for the current Patient Portal to display protected health information to patients?

8.1.2. Are there current accountants in the business office that want to introduce their knowledge to the Patient Portal patient budget aspect?

8.1.3. What are the most frequent insurances with denied bill claims and what can we do to alleviate that? Cigna United Healthcare BCBS

8.1.4. What are the current contracted rates that our organization has with insurance companies?

8.1.5. What are incentive program models that our top insurance companies have with our organization as well as others?

8.1.6. What are the biggest obstacles for patient collections after discharge? incorrect demographic information not knowing healthcare costs prior to scheduling out-patient procedures

8.1.7. What are patient motivations for paying bills for scheduled procedures?

8.1.8. What are patient's current ways for healthcare bill budgeting?

8.2. Information gathering

8.2.1. failed bill accounts

8.2.2. previous insurance payment tracking for procedures

8.2.3. business office collection process survey calls

8.2.4. integration of care surveys whether patient payments coincide with care received quality surveys assess effectiveness of virtual care system for budgeting (Porter-O'Grady & Malloch, 2010)