Student Name
Capella University
NHS-FPX 6004 Health Care Law and Policy
Prof. Name
Date
Training Agenda Presentation for Policy Implementation
Hello everyone. I am __________, and I welcome you all to the Training Agenda Presentation for Policy Implementation.
Description of Proposed Policy and its Justification
This presentation is for the Aspen Valley Hospital leadership staff. The proposed policy for Aspen Valley Hospital is the implementation of permanent telehealth services that will help bridge the gap in access and hence contribute to an improvement in health equity-underserved communities included. Its goal is to eliminate or reduce barriers based on logistics and geography, aiming that Medicaid beneficiaries and others from rural service areas can be contacted as quickly as possible remotely for consultation or specific advice on emergency care needed. Eligibility criteria will be defined to ensure access is appropriate, and advanced, secure technology will clearly outline and support types of consultative services. The policy will align billing practices with federal and state guidelines, such as the Telehealth Modernization Act and the Colorado Telehealth Act, ensuring efficiency and compliance in the use of telehealth by patients while meeting regulatory standards.
This policy should be implemented to upgrade benchmark metrics and comply with recent regulatory standards, mainly after the AHRQ has expanded delayed care access for Medicaid recipients, growing from 21.4% in 2010 to 23.3%. With only 58,745 visits last year, low volumes at Aspen Valley Hospital hint at the need for fair solutions to accessibility and expansion. High emergency room visits and healthcare expenses associated with access issues worsen the problems. Telehealth bridges all those gaps by ensuring access to timely care, removal of transportation and location-related barriers, and a probable reduction in the likelihood of penalties for not meeting AHRQ benchmarks. Ongoing review and adjustment of policy will ensure that the healthcare model remains effective about access and quality, thus making it more sustainable and inclusive.
Desired Impact of Implementing New Policy
The new telehealth policy for Aspen Valley Hospital will implement a direct change to benchmark performance, most notably through the reduction of care access delays for Medicaid recipients and an increase in patient volumes up to or above state and national averages. This will make it possible for the patient, particularly from low-access areas, to access the care timely as well. This should significantly reduce ER visits and healthcare spending in keeping with AHRQ targets, thus minimizing potential fines. This approach to fair treatment is proactive in the line of federal and state regulations on telehealth to comply with and better treat the patient.
In this policy, the stakeholders and their role groups will go through new routines and responsibilities attributed to telehealth facilitation. Therefore, health service providers will be continuously available for virtual consultations; such providers need to be familiarized with the telehealth service and ensure that care accessibility does not require patients’ physical visits. There might be a need for a training course in case anything goes wrong and to fulfill the telehealth requirements of delivering care provision. Administrative teams will also change their billing practices according to the new regulations to ensure that reimbursement processes are smooth and compliant. The role groups will, in this respect, contribute to a more accessible healthcare model that will meet the needs of the patients and the performance benchmarks, thus fostering improved outcomes and sustainable service expansion.
NHS FPX 6004 Assessment 3 Training Session for Policy Implementation
Pilot Group’s Role and Significance
The selected pilot group, consisting of dedicated healthcare providers and administrative staff, plays a crucial role in implementing the new telehealth policy at Aspen Valley Hospital. . Key practice guidelines include organizing community health fairs and workshops to strengthen relationships with underserved individuals, adopting social marketing to connect with community service organizations, and establishing standard operating procedures to ensure patients can access essential telehealth devices and virtual health training. These guidelines will be invaluable for promoting patient understanding and ensuring equitable access to telehealth services.
Looking ahead, this pilot group’s work will transform how care is delivered and set a new standard for equitable access within our community. Their insights and innovations will empower the hospital to overcome existing barriers and improve patient experiences, especially for those in underserved areas. This effort positions the pilot group as trailblazers for a more accessible, tech-enabled healthcare model that will serve as a blueprint for broader adoption, ultimately creating a healthier, more connected community.
Evidence-Based Strategies to Promote Stakeholder Buy-In
Evidence-based strategies to promote stakeholder buy-in for Aspen Valley Hospital’s telehealth policy include clear communication of policy goals, stakeholder engagement in the planning process, and targeted outreach programs. By involving key stakeholders such as local government officials, healthcare providers, and community groups early on, the policy gains support rooted in shared goals of improving healthcare access and meeting AHRQ standards. Clear communication of policy goals is essential, as well as aligning objectives with stakeholders’ interests for a unified vision. Engaging local officials, providers, and community groups in planning fosters shared accountability and builds commitment. Targeted outreach programs, including health fairs and workshops, enhance patient and provider familiarity with telehealthEstablishing accessible training workshops ensures staff and patients are prepared for telehealth use, addressing practical barriers like device access and virtual health literacy (Gallegos-Rejas et al., 2022).
These strategies demonstrate efficacy by aligning stakeholder roles with achievable outcomes, fostering investment and accountability. Early indicators of success will include increased patient engagement in telehealth services, timely data on service access rates, and positive feedback from community organizations (Meyer, 2020). Monitoring patient satisfaction and reporting incremental successes through transparent data-sharing further strengthens confidence in the policy’s long-term benefits, building a strong foundation for sustainable improvements in healthcare access.
Resources Needed to Implement Training Session
Access to technology, such as tablets, computers, and stable internet, would provide hands-on training and demonstration. Sessions should be led by skilled trainers conversing with the telehealth system and offering immediate support (Snoswell et al., 2020).
A user-friendly, safe virtual meeting platform that can support remote participation will ensure that participants who are not present in person will also have an opportunity to contribute. Translation services, as well as accessibility aids, can be provided, and all the materials can be in plain language to assist the different literacy levels or needs for language translation. Tools for evaluation will involve questionnaires and assessments where necessary to collect participant feedback and point out where improvements are needed. These will together form a wonderful interactive training process with staff and patients, preparing everyone for effective usage of telehealth services (Garfan et al., 2021).
Conclusion
In conclusion, implementing Aspen Valley Hospital’s telehealth policy promises enhanced healthcare accessibility, particularly for underserved communities. By aligning with regulatory standards, addressing access barriers, and fostering stakeholder engagement, this policy lays the groundwork for equitable, sustainable care. The hospital is poised to set a new standard in patient-centered, tech-enabled healthcare delivery with the support of dedicated pilot groups and targeted training resources. This initiative meets immediate needs and establishes a foundation for future health equity improvements in the community.
References
Alnhari, A. A., & Quresh, R. (2024). Unified external stakeholder engagement and requirements strategy. International Journal of Software Engineering & Applications, 15(5), 01-15. https://doi.org/10.5121/ijsea.2024.15501
Gallegos-Rejas, V. M., Thomas, E. E., Kelly, J. T., & Smith, A. C. (2022). Journal of Telemedicine and Telecare, 29(1), 1357633X2211079. https://doi.org/10.1177/1357633×221107995
NHS FPX 6004 Assessment 3 Training Session for Policy Implementation
Garfan, S., Alamoodi, A. H., Zaidan, B. B., Al-Zobbi, M., Hamid, R. A., Alwan, J. K., Ahmaro, I. Y. Y., Khalid, E. T., Jumaah, F. M., Albahri, O. S., Zaidan, A. A., Albahri, A. S., Al-qaysi, Z. T., Ahmed, M. A., Shuwandy, M. L., Salih, M. M., Zughoul, O., Mohammed, K. I., & Momani, F. (2021). Telehealth utilization during the covid-19 pandemic: A systematic review. Computers in Biology and Medicine, 138(104878), 104878. https://doi.org/10.1016/j.compbiomed.2021.104878
Meyer, M. A. (2020). COVID-19 pandemic accelerates need to improve online patient engagement practices to enhance patient experience. Journal of Patient Experience, 237437352095948. https://doi.org/10.1177/2374373520959486
NHS FPX 6004 Assessment 3 Training Session for Policy Implementation
Snoswell, C. L., Taylor, M. L., Comans, T. A., Smith, A. C., Gray, L. C., & Caffery, L. J. (2020). Determining if telehealth can reduce health system costs: Scoping review. Journal of Medical Internet Research, 22(10). https://doi.org/10.2196/17298