Annotated Bibliography

Mr Lytle
RHET 1312
Sean King
Bibliography
McLaughlin, D. B. (2015). What's Next for Healthcare Reform?. Healthcare
Executive, 30(5), 58-60.
In this scholarly journal, Daniel B. McLaughlin bases the future of the
Healthcare Reform Act on the action and potential of four government
agencies. The Patient-Centered Outcomes Research Institute will be
responsible for assessment of prevention, diagnosis and treatment of all
options; communicating and disseminating studies correlated to healthcare
reform; it will address any conflicts; and it will also move research methods
to enhance the flow of healthcare. The Medicare innovations Center will have
oversight and test in the areas of accountable care, bundles payments,
primary care transformation, any initiative with a focus on Medicare-Medicaid
enrollees, an option to speed up adoption of best practice, and initiatives to
move development of testing and improving payments. MACPAC will manage
yearly reporting and analysis of premium support to better adapt to changes
in healthcare by way of government intervention. MedPAC will advise
Congress on Medicare to that there is an advantage to both sides of the
spectrum.

If healthcare reform is a journey and not a destination, what can we look for
in the future?(58).

Goozner, M. (2015). Think big on healthcare finance reform. Modern

Healthcare, 45(30), 24.
Merrill Goozner speaks of discrepancies with candidate issues regarding
healthcare reform in the modern American healthcare system within his
article. There are major technical burdens to reforming healthcare, but also
major political ideologies and representations at play in regards to pushing
for improvement. Repealing the current Healthcare Reform Act proves to be
very popular during political campaign seasons, but the massive amounts of
money pouring into candidate funds will tamper with the political mindset for
those running for office. An easy solution would be federalizing Medicaid to
soak up some of the 138% of Medicare earnings from the poverty stricken
beneficiaries. The main focus once elected is usually to change corporate tax
structure. However, these concerns should expand to healthcare reform in
the sense of federalizing healthcare payment agencies.
There are enormous political and technical hurdles to achieving any of those
reforms. Yet theyor something else equally boldwill never happen unless
someone starts talking about them.
Loehrer, S., Feeley, D., & Berwick, D. (2015). 10 New Rules to Accelerate
Healthcare Redesign. Bold aspirations to guide healthcare
organizations during an era of reform. Healthcare Executive, 30(6), 66.

Loehrer, Feeley, and Berwick set forth a guideline for new rules to accelerate
healthcare reform in their scholarly article. They focus more so on
generalities than specifics such as making it easy, creating joy around the
process and so on. They do provide data in the sense of case studies where
these generalities have been put to work. Bellin Health standardized their
process for ease of care but also provided a custom approach for the
individuals. They eased their own anxieties throughout changes in the
system. North Shore - LIJ Health System looks to a medical school to expand
their knowledge and move it as opposed to moving patients. They extended
their providers to rural and underserved areas with an array of specialists.
They provided joy in the workplace by creating cost efficiency and expanding
their scope of care. Charleston Area Medical Center followed all 10 rules by
standardizing their process and implementing training on the matters at
hand.
The 10 simple rules in the Crossing the Quality Chasm report called on
clinicians and organizations to think differently about the way they delivered
care against the backdrop of high rates of medical harm (69).