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I : WHAT WOULD YOU CONSIDER THE BIGGEST BARRIER OR OBSTACLE FOR YOU OR YOUR TEAM IN ELICITING QUAL- ITY CARE TRANSITIONS ?
K : I would say our biggest barrier at the moment is staffing . Staff growth is hard and we would benefit from more OT practitioners on the team . It is difficult to open new staff positions in the inpatient setting due to balancing changing clinical needs and acuity labels of client caseloads . Another issue is spacing , especially in the outpatient realm as we expand into new practice locations . I might say I can send a therapist out to a location but the room space
is already being utilized . The sensory processing equipment takes up a lot of space as well .
CONCLUSION : Current healthcare policy is driven by the Quadruple Aim , which includes : value-based care in reducing healthcare cost , better client outcomes , improving client experiences , and developing better workforce culture ( Sikka et al ., 2015 ). The IMPACT Act ’ s philosophy revolves around how OT adds value for the patient and health care system short-term and long-term through a uniform system of measurement and reporting ( DeJong , 2016 ). Kris ’ team ’ s data collection on
Quality Indicators identifies how OT can reduce costs while enhancing the quality of care for clients . Most importantly , in addition to reducing overall costs , increased hospital spending on OT services has a positive correlation with less hospital readmissions ( Rogers et al ., 2016 ). This is most evident in the partnerships and resources that Kris and her team provide to their client and care partners which ensure quality care transitions . Through this innovative approach to leadership , Kris embodies the philosophy of keeping development moving forward for all of Lurie ’ s clients .
References :
Campbell , K ., Cram , M ., Hogan , D ., & Ryan , A . ( 2021 ). OT leaders ’ promotion of best practice in quality care transitions [ Poster Presentation ].
Maggie Cram , OTS
Dustin Hogan , OTS
Amanda Ryan , OTS
Illinois Occupational Therapy Association | 2022 ISSUE 1 8