August/September 2011 Issue
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Quality Matters offers reports on emerging models and trends in health care quality improvement and interviews
with leaders in the field.
Hospital at Home Program in New Mexico Improves Care Quality and Patient
Satisfaction While Reducing Costs
Summary: An integrated delivery system in Albuquerque, New Mexico, has been able to better meet the needs of its patient
population by offering those who need acute care and meet specific criteria the option of being treated in their homes instead of
the hospital. The program has reduced the average length of stay and cost of care and improved patient satisfaction.
By Vida Foubister
Issue
U.S. hospitals face bed shortages that are expected to intensify as the population ages. To ensure access to care, health care system
leaders have begun to look for creative ways to care for patients. "Hospital at Home," a program designed to provide acute care
services in the homes of patients who might otherwise be hospitalized, has been demonstrated to increase the quality of care
patients receive, improve their satisfaction, and reduce the cost of hospital care by at least 30 percent. [1] Despite its promise,
broader adoption of the model by health systems across the country has been limited by payment policies that restrict
reimbursement to care provided in the hospital setting. This case study profiles the work of one health system that launched a
Hospital at Home program with the support of its health plan.
Organization and Leadership
Presbyterian Healthcare Services (http://www.phs.org/ (http://www.phs.org/)) (PHS) is an integrated delivery system based in
Albuquerque that provides care to more than 750,000 patients throughout New Mexico. Presbyterian's network includes eight
hospitals, a medical group with 34 locations statewide, home care services, and inpatient and outpatient hospice programs. Its
managed care organization, Presbyterian Health Plan, provides commercial health insurance, Medicaid, and Medicare products to
more than 500,000 members.
The Hospital at Home program was developed by leaders of Presbyterian Home Healthcare, the health system's home care and
Hospital at Home Program in New Mexico Improves Care Quality and Pat... http://www.commonwealthfund.org/publications/newsletters/quality-matte...
1 of 5 12/19/2014 10:42 AM
hospice agency, who include Lesley Cryer, R.N., the agency's executive director; Karen Thompson, clinical director of special
programs and Hospital at Home; and Scott Shannon, M.B.A., director of finance. They worked with Bruce Leff, M.D., professor
of medicine at Johns Hopkins University School of Medicine (Johns Hopkins), who developed the Hospital at Home model. The
system's executive and senior vice presidents were also ...
This document discusses a model for coordinating care for patients traveling long distances to an academic medical center. It proposes assigning each patient a "temporary medical home" based on their condition to coordinate all aspects of care during their episode of care. This includes assigning a dedicated nurse to coordinate appointments, financial clearance, and navigation through intake, treatment, discharge and follow up. The goals are to improve patient and provider experience, increase patient volumes and revenue, and support the institution's research mission.
The document discusses New York State's efforts to promote the patient-centered medical home model. It notes that while New York spends a lot on healthcare, the quality and health outcomes are only middle of the pack. The Commissioner of Health believes the PCMH model can help strengthen primary care, improve chronic care management, and reduce avoidable costs. New York has promoted multipayer PCMH initiatives through legislation and programs. Initial PCMH pilot programs showed promising results, and the state has seen significant uptake of PCMH recognition across practices. Evaluations are still early, but results so far are encouraging regarding patient experience and quality measures.
The Kaiser Permanente Homeless Navigator Pilot Program in Woodland Hills, California connects homeless patients with community resources to help them find housing and other services, placing over 576 homeless patients in shelters and programs since 2012. The program uses a team approach involving medical, social work, and community staff. It has been successful in transforming lives and ending homelessness for many patients.
While the cost of living in an assisted living community is often a shock to perspective residents, it is important to understand the value proposition of any facility you are considering to fully appreciate what your money is paying for. At United Methodist Communities, our non-profit, faith based mission insures that the costs of your care, pay for your care, and not corporate profits. Visit https://umcommunities.org/
The article discusses the patient medical home model for creating an integrated healthcare system with improved coordination of care. A patient medical home is a longitudinal general practice supported by a team including physicians and other healthcare professionals. The model aims to enhance support for patients, particularly vulnerable groups, through strengthened connections between providers. Examples of similar models in Ontario and Alberta integrating primary care teams within communities are provided. The goals of BC's patient medical home initiative through the General Practice Services Committee include increasing access to quality primary care and contributing to a more effective and sustainable healthcare system.
Benefits of implementing_the_primary_care_pcmhVicki Harter
This document provides a review of cost and quality results from implementing the patient-centered medical home (PCMH) model of primary care. It summarizes newly reported and updated results from PCMH initiatives nationwide over the past two years. The results show that the PCMH improves health outcomes, enhances the patient and provider experience of care, and reduces unnecessary hospital and emergency department utilization, meeting the goals of better health, better care, and lower costs. The document defines key features of the PCMH model and provides data demonstrating how each feature contributes to these outcomes. It outlines growing private and public sector support for the PCMH in the United States.
The document discusses several topics:
1. A new set of criteria has been developed by NCQA and PCPCC to recognize physician practices as patient-centered medical homes based on 7 principles.
2. Matria has partnered with Microsoft to support HealthVault, a new health platform that allows users to store and access personal health information online.
3. A case study describes how Matria client BD integrated disability management with disease management, increasing participation in health programs from 23% to 48%.
The document outlines an agenda for a presentation on new models for aligning value-based incentives with physicians, systems, and payers. The agenda includes discussions on Humana's commitment to population health, Transcend's partnership framework and value-based reimbursement models, a physician perspective from Chauhan Medical Center in Florida, and how Saint Luke's Health System in Kansas City is preparing for the transition from fee-for-service models. An interactive session will examine organizational readiness to transform from volume-based to value-based care through discussions on clinical integration, leadership capabilities, physician engagement, market strength, and relationships with business partners.
This document discusses a model for coordinating care for patients traveling long distances to an academic medical center. It proposes assigning each patient a "temporary medical home" based on their condition to coordinate all aspects of care during their episode of care. This includes assigning a dedicated nurse to coordinate appointments, financial clearance, and navigation through intake, treatment, discharge and follow up. The goals are to improve patient and provider experience, increase patient volumes and revenue, and support the institution's research mission.
The document discusses New York State's efforts to promote the patient-centered medical home model. It notes that while New York spends a lot on healthcare, the quality and health outcomes are only middle of the pack. The Commissioner of Health believes the PCMH model can help strengthen primary care, improve chronic care management, and reduce avoidable costs. New York has promoted multipayer PCMH initiatives through legislation and programs. Initial PCMH pilot programs showed promising results, and the state has seen significant uptake of PCMH recognition across practices. Evaluations are still early, but results so far are encouraging regarding patient experience and quality measures.
The Kaiser Permanente Homeless Navigator Pilot Program in Woodland Hills, California connects homeless patients with community resources to help them find housing and other services, placing over 576 homeless patients in shelters and programs since 2012. The program uses a team approach involving medical, social work, and community staff. It has been successful in transforming lives and ending homelessness for many patients.
While the cost of living in an assisted living community is often a shock to perspective residents, it is important to understand the value proposition of any facility you are considering to fully appreciate what your money is paying for. At United Methodist Communities, our non-profit, faith based mission insures that the costs of your care, pay for your care, and not corporate profits. Visit https://umcommunities.org/
The article discusses the patient medical home model for creating an integrated healthcare system with improved coordination of care. A patient medical home is a longitudinal general practice supported by a team including physicians and other healthcare professionals. The model aims to enhance support for patients, particularly vulnerable groups, through strengthened connections between providers. Examples of similar models in Ontario and Alberta integrating primary care teams within communities are provided. The goals of BC's patient medical home initiative through the General Practice Services Committee include increasing access to quality primary care and contributing to a more effective and sustainable healthcare system.
Benefits of implementing_the_primary_care_pcmhVicki Harter
This document provides a review of cost and quality results from implementing the patient-centered medical home (PCMH) model of primary care. It summarizes newly reported and updated results from PCMH initiatives nationwide over the past two years. The results show that the PCMH improves health outcomes, enhances the patient and provider experience of care, and reduces unnecessary hospital and emergency department utilization, meeting the goals of better health, better care, and lower costs. The document defines key features of the PCMH model and provides data demonstrating how each feature contributes to these outcomes. It outlines growing private and public sector support for the PCMH in the United States.
The document discusses several topics:
1. A new set of criteria has been developed by NCQA and PCPCC to recognize physician practices as patient-centered medical homes based on 7 principles.
2. Matria has partnered with Microsoft to support HealthVault, a new health platform that allows users to store and access personal health information online.
3. A case study describes how Matria client BD integrated disability management with disease management, increasing participation in health programs from 23% to 48%.
The document outlines an agenda for a presentation on new models for aligning value-based incentives with physicians, systems, and payers. The agenda includes discussions on Humana's commitment to population health, Transcend's partnership framework and value-based reimbursement models, a physician perspective from Chauhan Medical Center in Florida, and how Saint Luke's Health System in Kansas City is preparing for the transition from fee-for-service models. An interactive session will examine organizational readiness to transform from volume-based to value-based care through discussions on clinical integration, leadership capabilities, physician engagement, market strength, and relationships with business partners.
This document discusses the introduction of contingency management interventions into the New York City Health and Hospital Addiction Treatment Service. It describes how researchers from the NIDA Clinical Trials Network collaborated with the New York City Health and Hospitals Corporation to implement these interventions. Key points:
- The HHC adopted contingency management (positive reinforcement for treatment goals) based on scientific evidence of its effectiveness. This grew from collaboration between NIDA researchers and HHC leadership.
- Interviews found that contingency management increased patient motivation, facilitated progress, improved staff morale, and developed more positive relationships among patients and staff.
- The HHC underwent changes like adding vocational services and changing the focus to recovery and self-sufficiency before introducing contingency
Edwina Rogers, executive director of Patient-Centered Primary Care Collaborative, began her presentation by highlighting the movement to advance medical homes.
With the U.S. being the number one in the world for the cost of healthcare and ranked number 37 in the quality category, something needs to change. Rogers discussed the broad stakeholder support and participation for the movement, as well as the incredible volunteer involvement. The four ‘centers’ include: the Center to Promote Public-Payer Implementation, the Center for Multi-Stakeholder Demonstration, the Center for eHealth Information Adoption and Exchange and the Center for Health Benefit Redesign and Implementation. Medical Homes will provide superb access to care, patient engagament in care, clinical information systems, care coordination, team care, patient feedback and publically available information.
Edwards explained that the Obama administration believes the medical homes concept is the best way to approach healthcare reform. The U.S. House of Representatives has showed great support for the movement and is helping develop and allocate funds for a five-year pilot program. She expressed her enthusiasm for the movement and her prediction that the medical home model is certainly the future of health care.
A complete version of Rogers’ presentation on the Patient-Centered Primary Care Collaborative is available online.
Michigan Hospital Association Governance meetingMary Beth Bolton
Patient centered medical home activities in MI and Nationally and the opportunity to improve quality outcomes by increased access to primary care doctors who outreach members who are missing preventive and chronic care services.
Patient Centered Medical home talk at WVUPaul Grundy
To employers the cost of healthcare is now a business issue and this talk is about what one large buyer IBM did to drive transformation via broad coalition with other large employers to form the Patient Centered Medical Home movement and the covenant between buyer and provider away from the garbage we now buy episodic uncoordinated disintegrated care. In the change of convenient conversation we have worked with the Primary care providers to give us coordinated, integrated, accessible and compressive care with a set of principles know as the Patient centered medical home.
A Patient Centered Medical Home (PCMH) happens when primary care healers keeping that core healing relationship with their patients step up to become specialists in Family and Community Medicine. The move is to the discipline of leading a team that delivers population health management, patent centered prevention, care that is coordination, comprehensive accessible 24/7 and integrated across a deliver system. PCMH happens when the specialists in Family and Community Medicine wake up every morning and ask the question how will my team improve the health of my community today?
All over the world three huge factors are in play that is driving the concept of Patient Centered Medical Home. They are:
1) Cost and demography
2) Information technology and data (information that is actionable will equal a demand for accountability by the payer or buyer of the care)
3) Consumer demand to engage healthcare differently (at least as well as they can their bank- on line) have a question about lab results why not e-mail?
But at its core it is a move toward integration of a healing relationship in primary care and population management all at the point of care with the tools to do just that.
Drhatemelbitar (2)MEDICAL CASE MANAGEMENTد حاتم البيطارد حاتم البيطار
This document discusses new models of healthcare delivery that aim to improve care coordination. It describes two prominent models - patient-centered medical homes (PCMHs) and accountable care organizations (ACOs) - that are working to eliminate fragmented care through coordinated care. The case manager plays a key role in coordinating care across settings and providers in these new models, as their role in care coordination is becoming increasingly important with growing care complexity. The document uses Geisinger Health Plan as an example of an ACO that has successfully implemented a medical home program with embedded case managers to coordinate care.
Medicaid 1115 Waiver Program
Catherine Gibson, Chief Waiver Officer
University Medical Center of El Paso
Anchor Hospital -- Region 15
Mano y Corazón Binational Conference of Multicultural Health Care Solutions, El Paso, Texas, September 27-28, 2013
The document discusses key strategies for hospital success, including establishing the business case for health information technology, redesigning processes around new technologies, and using technology to extend patient-centered care beyond hospital walls. It also covers best practices like incorporating evidence-based design principles in construction, including stakeholders in the design process, and designing flexibility into buildings. Additional topics include promoting economic viability, the benefits of electronic medical records, achieving patient-centered care, comprehensive care planning, and using social media and marketing.
The Evolution of Physician Group from Patient Centric Medical HomesVitreosHealth
A Quest to Achieve Higher Quality and Bend the Employers Health Care Cost Curves. Medical Clinic of North Texas (MCNT) enjoys a stellar FY 2010 performance with Total Medical Cost trend for their managed population 2.4% better than market. We tried to understand the journey and the drivers behind the success of Medical Clinic of North Texas from its early years and its future direction.
Sandra K. Tyson has directed two major healthcare programs since 2012. The first is the Texas Medicaid Network Access Improvement Program, which has funded 21 projects at the UT Health Science Center-Houston including new community health centers and medical homes for at-risk groups. The second is the Texas 1115 Medicaid Transformation Waiver Delivery System Reform Incentive Payment Program, for which the UT Health Science Center-Houston has implemented 22 projects expanding access to primary care, specialty care, and behavioral healthcare in community clinics and underserved areas. Both programs receive funding from the Centers for Medicare and Medicaid Services and aim to improve healthcare delivery and access.
Hospitalist programs are increasingly used by hospitals to manage the shift to value-based care and reduce costs. The use of hospitalists has grown significantly, with approximately 75% of hospitals now utilizing hospitalists. Hospitalist programs can improve outcomes, drive cost efficiencies, and increase reimbursements by reducing lengths of stay and readmission rates. While hospitalists provide benefits, there is debate around their impact on overall patient health and outcomes. As value-based payments increase, demand for hospitalists is expected to continue growing as they help hospitals achieve quality metrics and financial targets.
This document provides a summary of cost and quality results from patient-centered medical home (PCMH) initiatives in 2012. It finds that the PCMH improves health outcomes, enhances the patient and provider experience of care, and reduces unnecessary hospital and emergency department utilization. Major health plans like Aetna, Humana and UnitedHealthcare are expanding PCMH programs based on evidence that it meets the goals of better health, better care and lower costs. The momentum for PCMH is growing across the healthcare system, including 90 commercial insurance plans, 42 state Medicaid programs, and thousands of clinical practices nationwide.
This document discusses how a community paramedic program supports the goals of accountable care organizations (ACOs) in achieving the "Triple Aim" of improving patient care, improving population health, and reducing costs. It provides examples of how community paramedics can coordinate care between primary care, hospitals, and other partners to reduce emergency department visits and hospital readmissions. The document also outlines various payment models that reimburse for services like care coordination that community paramedic programs provide.
Seeking patient feedback an important dimension of quality in cancer careAgility Metrics
1) A patient satisfaction survey was conducted with cancer outpatients to identify areas for improvement. Wait times and contacting healthcare providers by telephone received the lowest satisfaction ratings, despite prior interventions to address wait times.
2) Patients followed by a nurse navigator reported higher satisfaction with wait times than those without a nurse navigator.
3) The survey found overall high satisfaction rates, but identified wait times and telephone contact as ongoing priorities for enhancing the patient experience.
Improving Patients’ Health Acute Care FinalmHealth2015
mHealth strategies have the potential to improve patient health and outcomes before, during, and after emergency department visits. By facilitating patient triage and decision making before visits, improving communication during visits, and enhancing health literacy and behavior change support after visits, mHealth can help emergency departments improve throughput and post-discharge outcomes. This can increase revenue, avoid penalties, and improve patient satisfaction. Two case studies show that text messaging improved satisfaction scores and appointment adherence for discharged patients from emergency departments.
Improving Patients’ Health Before, During, and After an Acute Care VisitmHealth2015
mHealth strategies have the potential to improve patient health outcomes before, during and after emergency department visits. By facilitating patient triage and decision making before visits, improving communication during visits, and enhancing health literacy and behavior change after discharge, mHealth can help emergency departments improve throughput, post-discharge outcomes, revenue, penalties and patient satisfaction. Text messaging in particular has been shown to significantly increase follow-up appointment adherence and patient self-efficacy.
The Greenville Health System aims to heal compassionately, teach innovatively, and improve constantly according to its mission statement. Its vision is to transform healthcare for the benefit of the communities it serves. The Healthy Outcomes Plan is a state program that helps ensure participants receive appropriate care through medical home assignments and care plans. The internship involved identifying eligible emergency room patients and enrolling them in the program by gathering information and referring them to safety-net partners like Greenville Free Medical Clinic or New Horizon for continued care.
Providers know that successful care coordination is key to enhancing patient outcomes and better personalizing their experience. At its root, care coordination starts with effective communication, and healthcare organizations are increasingly turning to innovative technology solutions to solve their needs. To improve their care teams’ communication, coordination, and data capture capabilities, two of New York City’s leading healthcare organizations worked with two cutting edge tech solutions providers to design and implement innovative pilots as a part of the New York Digital Health Accelerator program. Utilizing real-life case studies, the panelists will discuss the design and implementation of the pilots, and lessons learned from their participation in the program.
• Anuj Desai - Vice President of Market Development, New York eHealth Collaborative
• Joseph Mayer, MD - Founder & CEO, Cureatr Inc.
• Patricia Meisner, MS, MBA - CEO & Co-Founder, ActualMeds
• Ken Ong, MD, MPH - Chief Medical Informatics Officer, New York Hospital Queens
• Victoria Tiase, MSN, RN - Director, Informatics Strategy, NewYork-Presbyterian Hospital
New York eHealth Collaborative Digital Health Conference
November 17, 2014
Running head BLESSED HEALTHCARE FACILITY MARKETING PLAN .docxtoddr4
Running head: BLESSED HEALTHCARE FACILITY MARKETING PLAN 1
BLESSED HEALTHCARE FACILITY MARKETING PLAN 11
Blessed Healthcare Facility Marketing Plan
Marilyn Diaz
Healthcare Marketing – MAR3712
Professor Christos Christou
Florida National University
June 9th, 2019
Abstract
Blessed Healthcare Facility is a newly emerging healthcare center located in Miami. This is a privately-owned hospital, which is administered and managed according to the Scheme of the Management approved by the Order of the High Court. This facility a total of 120 beds with 100 in-patient beds and 20 daycare beds. The inpatient specialties care includes gynecology, general surgery, and general medication. These are just but a few services being offered by this healthcare facility. Other services being offered include the Day Surgery; Chaplaincy services; physiotherapy and pharmaceutical services; radiology and the laboratory services; dietetic services, which are involving the provision of the nutritional assessment, education, and assessing the patients based on their nutritional status; and the consultant out-patient clinics. There is also service related to the continence management, control of the infections, palliative care as and the management of pain; and the clinical nurse's specialists in common illness such as diabetes.
Blessed Healthcare Facility Marketing Plan
Analysis of the Services
With regard to the Consultant Out-Patient Clinics, the goal of this facility is to move closer to home. This is aimed at adhering to the hospital policy which recommends for closer movement to home by the children specialist of this facility to ensure that the general pediatrics outpatient services are effectively provided. This approach is aimed at reducing the non-attendance during appointments. It also ensures that services are provided to more accessible regions thus helping in the creation of new physical clinic capacity. The goal of offering such kind of services is to help in increasing the number of pediatrics who are brought to the facility for clinic services (Hazel & Kussel, 2019).
With regard to Diagnostic Radiological and Laboratory services, there are pathological tests as well as x-ray examinations. The radiology department is providing high-quality diagnostic service to both in and outpatients. There are also radiology services for the Daycare, and these services are aimed at helping to diagnose the treatment. This, therefore, implies that most of the tests are done within the facility and patients are not referred to other facilities for laboratory procedures. Appointments are also allowed for the patients who are wishing to do so.
On physiotherapy services, the hospital has a staff who is experienced in the treatment of both in and out-patients by ensuring that patients are safe to achieve the optimum potential within the shortest time possible. Physiotherapists in this facility are .
The document discusses transitional care and efforts to reduce hospital readmissions. It provides background on the Hospital Readmission Penalty Program established by the Affordable Care Act and initiatives like Bundled Payments for Care Improvement (BPCI) that aim to improve care coordination. Popular tactics to reduce avoidable readmissions include patient education, risk assessment, care coordination between providers, and transitional care models.
In a two- to three-page paper (excluding the title and reference pag.docxrock73
In a two- to three-page paper (excluding the title and reference pages), explain the purpose of an income statement and how it reflects the firm’s financial status. Include important points that an analyst would use in assessing the financial condition of the company. Also, analyze Ford Motor Company’s income statement from its
2012 Annual Report
.
Your paper must be formatted according to APA style, and must include citations and references for the text and at least two scholarly sources.
.
In a substantial paragraph respond to either one of the following qu.docxrock73
In a substantial paragraph respond to either one of the following questions:
1.) Choose one source of energy, explain its origins, how does it impact our Earth, and what effect does it have on our planet?
OR
2.) Explain, with details, how geology influences the distribution of natural resources.
NO MINIMUM WORD LENGTH REQUIRED.
.
More Related Content
Similar to AugustSeptember 2011 Issue◂ Previous Article (publicatio.docx
This document discusses the introduction of contingency management interventions into the New York City Health and Hospital Addiction Treatment Service. It describes how researchers from the NIDA Clinical Trials Network collaborated with the New York City Health and Hospitals Corporation to implement these interventions. Key points:
- The HHC adopted contingency management (positive reinforcement for treatment goals) based on scientific evidence of its effectiveness. This grew from collaboration between NIDA researchers and HHC leadership.
- Interviews found that contingency management increased patient motivation, facilitated progress, improved staff morale, and developed more positive relationships among patients and staff.
- The HHC underwent changes like adding vocational services and changing the focus to recovery and self-sufficiency before introducing contingency
Edwina Rogers, executive director of Patient-Centered Primary Care Collaborative, began her presentation by highlighting the movement to advance medical homes.
With the U.S. being the number one in the world for the cost of healthcare and ranked number 37 in the quality category, something needs to change. Rogers discussed the broad stakeholder support and participation for the movement, as well as the incredible volunteer involvement. The four ‘centers’ include: the Center to Promote Public-Payer Implementation, the Center for Multi-Stakeholder Demonstration, the Center for eHealth Information Adoption and Exchange and the Center for Health Benefit Redesign and Implementation. Medical Homes will provide superb access to care, patient engagament in care, clinical information systems, care coordination, team care, patient feedback and publically available information.
Edwards explained that the Obama administration believes the medical homes concept is the best way to approach healthcare reform. The U.S. House of Representatives has showed great support for the movement and is helping develop and allocate funds for a five-year pilot program. She expressed her enthusiasm for the movement and her prediction that the medical home model is certainly the future of health care.
A complete version of Rogers’ presentation on the Patient-Centered Primary Care Collaborative is available online.
Michigan Hospital Association Governance meetingMary Beth Bolton
Patient centered medical home activities in MI and Nationally and the opportunity to improve quality outcomes by increased access to primary care doctors who outreach members who are missing preventive and chronic care services.
Patient Centered Medical home talk at WVUPaul Grundy
To employers the cost of healthcare is now a business issue and this talk is about what one large buyer IBM did to drive transformation via broad coalition with other large employers to form the Patient Centered Medical Home movement and the covenant between buyer and provider away from the garbage we now buy episodic uncoordinated disintegrated care. In the change of convenient conversation we have worked with the Primary care providers to give us coordinated, integrated, accessible and compressive care with a set of principles know as the Patient centered medical home.
A Patient Centered Medical Home (PCMH) happens when primary care healers keeping that core healing relationship with their patients step up to become specialists in Family and Community Medicine. The move is to the discipline of leading a team that delivers population health management, patent centered prevention, care that is coordination, comprehensive accessible 24/7 and integrated across a deliver system. PCMH happens when the specialists in Family and Community Medicine wake up every morning and ask the question how will my team improve the health of my community today?
All over the world three huge factors are in play that is driving the concept of Patient Centered Medical Home. They are:
1) Cost and demography
2) Information technology and data (information that is actionable will equal a demand for accountability by the payer or buyer of the care)
3) Consumer demand to engage healthcare differently (at least as well as they can their bank- on line) have a question about lab results why not e-mail?
But at its core it is a move toward integration of a healing relationship in primary care and population management all at the point of care with the tools to do just that.
Drhatemelbitar (2)MEDICAL CASE MANAGEMENTد حاتم البيطارد حاتم البيطار
This document discusses new models of healthcare delivery that aim to improve care coordination. It describes two prominent models - patient-centered medical homes (PCMHs) and accountable care organizations (ACOs) - that are working to eliminate fragmented care through coordinated care. The case manager plays a key role in coordinating care across settings and providers in these new models, as their role in care coordination is becoming increasingly important with growing care complexity. The document uses Geisinger Health Plan as an example of an ACO that has successfully implemented a medical home program with embedded case managers to coordinate care.
Medicaid 1115 Waiver Program
Catherine Gibson, Chief Waiver Officer
University Medical Center of El Paso
Anchor Hospital -- Region 15
Mano y Corazón Binational Conference of Multicultural Health Care Solutions, El Paso, Texas, September 27-28, 2013
The document discusses key strategies for hospital success, including establishing the business case for health information technology, redesigning processes around new technologies, and using technology to extend patient-centered care beyond hospital walls. It also covers best practices like incorporating evidence-based design principles in construction, including stakeholders in the design process, and designing flexibility into buildings. Additional topics include promoting economic viability, the benefits of electronic medical records, achieving patient-centered care, comprehensive care planning, and using social media and marketing.
The Evolution of Physician Group from Patient Centric Medical HomesVitreosHealth
A Quest to Achieve Higher Quality and Bend the Employers Health Care Cost Curves. Medical Clinic of North Texas (MCNT) enjoys a stellar FY 2010 performance with Total Medical Cost trend for their managed population 2.4% better than market. We tried to understand the journey and the drivers behind the success of Medical Clinic of North Texas from its early years and its future direction.
Sandra K. Tyson has directed two major healthcare programs since 2012. The first is the Texas Medicaid Network Access Improvement Program, which has funded 21 projects at the UT Health Science Center-Houston including new community health centers and medical homes for at-risk groups. The second is the Texas 1115 Medicaid Transformation Waiver Delivery System Reform Incentive Payment Program, for which the UT Health Science Center-Houston has implemented 22 projects expanding access to primary care, specialty care, and behavioral healthcare in community clinics and underserved areas. Both programs receive funding from the Centers for Medicare and Medicaid Services and aim to improve healthcare delivery and access.
Hospitalist programs are increasingly used by hospitals to manage the shift to value-based care and reduce costs. The use of hospitalists has grown significantly, with approximately 75% of hospitals now utilizing hospitalists. Hospitalist programs can improve outcomes, drive cost efficiencies, and increase reimbursements by reducing lengths of stay and readmission rates. While hospitalists provide benefits, there is debate around their impact on overall patient health and outcomes. As value-based payments increase, demand for hospitalists is expected to continue growing as they help hospitals achieve quality metrics and financial targets.
This document provides a summary of cost and quality results from patient-centered medical home (PCMH) initiatives in 2012. It finds that the PCMH improves health outcomes, enhances the patient and provider experience of care, and reduces unnecessary hospital and emergency department utilization. Major health plans like Aetna, Humana and UnitedHealthcare are expanding PCMH programs based on evidence that it meets the goals of better health, better care and lower costs. The momentum for PCMH is growing across the healthcare system, including 90 commercial insurance plans, 42 state Medicaid programs, and thousands of clinical practices nationwide.
This document discusses how a community paramedic program supports the goals of accountable care organizations (ACOs) in achieving the "Triple Aim" of improving patient care, improving population health, and reducing costs. It provides examples of how community paramedics can coordinate care between primary care, hospitals, and other partners to reduce emergency department visits and hospital readmissions. The document also outlines various payment models that reimburse for services like care coordination that community paramedic programs provide.
Seeking patient feedback an important dimension of quality in cancer careAgility Metrics
1) A patient satisfaction survey was conducted with cancer outpatients to identify areas for improvement. Wait times and contacting healthcare providers by telephone received the lowest satisfaction ratings, despite prior interventions to address wait times.
2) Patients followed by a nurse navigator reported higher satisfaction with wait times than those without a nurse navigator.
3) The survey found overall high satisfaction rates, but identified wait times and telephone contact as ongoing priorities for enhancing the patient experience.
Improving Patients’ Health Acute Care FinalmHealth2015
mHealth strategies have the potential to improve patient health and outcomes before, during, and after emergency department visits. By facilitating patient triage and decision making before visits, improving communication during visits, and enhancing health literacy and behavior change support after visits, mHealth can help emergency departments improve throughput and post-discharge outcomes. This can increase revenue, avoid penalties, and improve patient satisfaction. Two case studies show that text messaging improved satisfaction scores and appointment adherence for discharged patients from emergency departments.
Improving Patients’ Health Before, During, and After an Acute Care VisitmHealth2015
mHealth strategies have the potential to improve patient health outcomes before, during and after emergency department visits. By facilitating patient triage and decision making before visits, improving communication during visits, and enhancing health literacy and behavior change after discharge, mHealth can help emergency departments improve throughput, post-discharge outcomes, revenue, penalties and patient satisfaction. Text messaging in particular has been shown to significantly increase follow-up appointment adherence and patient self-efficacy.
The Greenville Health System aims to heal compassionately, teach innovatively, and improve constantly according to its mission statement. Its vision is to transform healthcare for the benefit of the communities it serves. The Healthy Outcomes Plan is a state program that helps ensure participants receive appropriate care through medical home assignments and care plans. The internship involved identifying eligible emergency room patients and enrolling them in the program by gathering information and referring them to safety-net partners like Greenville Free Medical Clinic or New Horizon for continued care.
Providers know that successful care coordination is key to enhancing patient outcomes and better personalizing their experience. At its root, care coordination starts with effective communication, and healthcare organizations are increasingly turning to innovative technology solutions to solve their needs. To improve their care teams’ communication, coordination, and data capture capabilities, two of New York City’s leading healthcare organizations worked with two cutting edge tech solutions providers to design and implement innovative pilots as a part of the New York Digital Health Accelerator program. Utilizing real-life case studies, the panelists will discuss the design and implementation of the pilots, and lessons learned from their participation in the program.
• Anuj Desai - Vice President of Market Development, New York eHealth Collaborative
• Joseph Mayer, MD - Founder & CEO, Cureatr Inc.
• Patricia Meisner, MS, MBA - CEO & Co-Founder, ActualMeds
• Ken Ong, MD, MPH - Chief Medical Informatics Officer, New York Hospital Queens
• Victoria Tiase, MSN, RN - Director, Informatics Strategy, NewYork-Presbyterian Hospital
New York eHealth Collaborative Digital Health Conference
November 17, 2014
Running head BLESSED HEALTHCARE FACILITY MARKETING PLAN .docxtoddr4
Running head: BLESSED HEALTHCARE FACILITY MARKETING PLAN 1
BLESSED HEALTHCARE FACILITY MARKETING PLAN 11
Blessed Healthcare Facility Marketing Plan
Marilyn Diaz
Healthcare Marketing – MAR3712
Professor Christos Christou
Florida National University
June 9th, 2019
Abstract
Blessed Healthcare Facility is a newly emerging healthcare center located in Miami. This is a privately-owned hospital, which is administered and managed according to the Scheme of the Management approved by the Order of the High Court. This facility a total of 120 beds with 100 in-patient beds and 20 daycare beds. The inpatient specialties care includes gynecology, general surgery, and general medication. These are just but a few services being offered by this healthcare facility. Other services being offered include the Day Surgery; Chaplaincy services; physiotherapy and pharmaceutical services; radiology and the laboratory services; dietetic services, which are involving the provision of the nutritional assessment, education, and assessing the patients based on their nutritional status; and the consultant out-patient clinics. There is also service related to the continence management, control of the infections, palliative care as and the management of pain; and the clinical nurse's specialists in common illness such as diabetes.
Blessed Healthcare Facility Marketing Plan
Analysis of the Services
With regard to the Consultant Out-Patient Clinics, the goal of this facility is to move closer to home. This is aimed at adhering to the hospital policy which recommends for closer movement to home by the children specialist of this facility to ensure that the general pediatrics outpatient services are effectively provided. This approach is aimed at reducing the non-attendance during appointments. It also ensures that services are provided to more accessible regions thus helping in the creation of new physical clinic capacity. The goal of offering such kind of services is to help in increasing the number of pediatrics who are brought to the facility for clinic services (Hazel & Kussel, 2019).
With regard to Diagnostic Radiological and Laboratory services, there are pathological tests as well as x-ray examinations. The radiology department is providing high-quality diagnostic service to both in and outpatients. There are also radiology services for the Daycare, and these services are aimed at helping to diagnose the treatment. This, therefore, implies that most of the tests are done within the facility and patients are not referred to other facilities for laboratory procedures. Appointments are also allowed for the patients who are wishing to do so.
On physiotherapy services, the hospital has a staff who is experienced in the treatment of both in and out-patients by ensuring that patients are safe to achieve the optimum potential within the shortest time possible. Physiotherapists in this facility are .
The document discusses transitional care and efforts to reduce hospital readmissions. It provides background on the Hospital Readmission Penalty Program established by the Affordable Care Act and initiatives like Bundled Payments for Care Improvement (BPCI) that aim to improve care coordination. Popular tactics to reduce avoidable readmissions include patient education, risk assessment, care coordination between providers, and transitional care models.
In a two- to three-page paper (excluding the title and reference pag.docxrock73
In a two- to three-page paper (excluding the title and reference pages), explain the purpose of an income statement and how it reflects the firm’s financial status. Include important points that an analyst would use in assessing the financial condition of the company. Also, analyze Ford Motor Company’s income statement from its
2012 Annual Report
.
Your paper must be formatted according to APA style, and must include citations and references for the text and at least two scholarly sources.
.
In a substantial paragraph respond to either one of the following qu.docxrock73
In a substantial paragraph respond to either one of the following questions:
1.) Choose one source of energy, explain its origins, how does it impact our Earth, and what effect does it have on our planet?
OR
2.) Explain, with details, how geology influences the distribution of natural resources.
NO MINIMUM WORD LENGTH REQUIRED.
.
In a study by Dr. Sandra Levitsky, she considers why the economic,.docxrock73
In a study by Dr. Sandra Levitsky, she considers why the economic, physical, and emotional challenges of providing chronic care for a family member have not produced more salient political demands for aggressive policy intervention (Hudson, 2014).
Discuss her findings as well as your own theory on why there has not been a stronger demand from the public for policy intervention to assist caregivers.
Support your statements with evidence from the Required Studies and your research. Cite and reference your sources in APA style.
References
Hudson, R. (Ed). (2014).
The new politics of old age policy
(3rd ed.). Baltimore, John Hopkins.
.
In a response of at least two paragraphs, provide an explanation o.docxrock73
In a response of at least two paragraphs, provide an explanation of the steps you took to rewrite the Romantic poem you selected. Your explanation should point out at least three typically modernist qualities in your work with regard to elements such as
language, style, literary elements, and themes. Here, as an example, is a brief explanation of the modernist rewrite of the first stanza of Wordsworth
’s “I Wandered Lonely as a Cloud”:
.
in a minimum of 1000 words, describe why baseball is Americas past .docxrock73
in a minimum of 1000 words, describe why baseball is America's past time. As part of your paper you can share some of your memories of baseball. How did baseball mirror society(good and bad?) as a reflection of American society. Be sure to cite all of your sources and you must show direct evidence of integrating your textbook once per chapter as part of your final exam. Your paper should at include at least one resource from the library.
.
In a minimum 200 word response, describe some ways how the public .docxrock73
In a minimum 200 word response, describe some ways how the public has responded to the October 2001 USA Patriot Act. Has the public’s response been positive or negative? What are some pros and cons of the USA Patriot Act with the American public? Explain your answer.
Dempsey, J. S., & Forst, L. S. (2011, Pg. 213-214).
Police
. Clifton Park, NY: Delmar.
.
In a weekly coordination meeting, several senior investigators from .docxrock73
Senior investigators from a state crime lab requested that AB Investigative Services create standard operating procedures for processing computer evidence, as recent investigators have not properly understood how computer data works and technical issues related to evidence processing. ABIS was asked to provide 4 general guidelines for processing evidence to ensure investigators follow standard procedures.
In a memo, describe 1) the form and style of art as well as 2) the e.docxrock73
In a memo, describe 1) the form and style of art as well as 2) the engineering phenomenon – a substantial paragraph for each. You will need to research both the art and engineering, so each section of the memo should include citations from credible sources.
i need to wrote two paragraph also incloude two citation for each one
.
In a minimum 200 word response explain the problems that law enforce.docxrock73
In a minimum 200 word response explain the problems that law enforcement officials have faced regarding the issues of federal, state, and local jurisdictions attempting to intervene in tribal policing. How has this issue contributed to confusion and discontent with law enforcement? Dempsey, J. S., & Forst, L. S. (2011, Pg. 22-25). Police. Clifton Park, NY: Delmar.
.
In a minimum 200 word response explain some of the reasons why, in.docxrock73
In a minimum 200 word response explain some of the reasons why, in the context of span of control, it is more beneficial to
limit the number of officers reporting to one supervisor.
What factors can affect how many employees are supervised at one time?
Dempsey, J. S., & Forst, L. S. (2011, Pg.
Pg. 35-40
).
Police
. Clifton Park, NY: Delmar.
.
In a maximum of 750 words, you are required to1. Summarize the ar.docxrock73
In a maximum of 750 words, you are required to:
1. Summarize the article (include all necessary background information);
2. Identify, discuss and analyze the main issue covered in the article, making links to all secondary
issues, theories and concepts;
3. Critique the actions taken by management and the union, (i.e., what did each do particularly
well or poorly); and
4. Discuss how the event in the article affects the lives of people other than those in management
or the union
.
in a two- to- three page paper (not including the title and referenc.docxrock73
in a two- to- three page paper (not including the title and reference pages), explain how Foreign Direct Investment (FDI) would cause an increase in the BRIC (Brazil, Russia, India, and China) countries’ Gross Domestic Product (GDP).
Your paper must be formatted according to APA Style and include at least two scholarly sources to support your assertions.
.
In a two- to three-page paper (not including the title and reference.docxrock73
A balance sheet shows a company's financial position at a point in time by listing its assets, liabilities, and shareholders' equity. It reflects a company's financial status by indicating what it owns, owes, and the portion owned by shareholders. An analysis of Ford Motor Company's 2012 balance sheet from its Annual Report shows its assets, liabilities, and shareholders' equity at the end of 2012.
In a group, take a look at the two student essays included in this f.docxrock73
In a group, take a look at the two student essays included in this folder. For each of these essays: (1) outline the organization of the components, (2) label the components, (3) name the audience and purpose, (4) decide if you found the organization of the components to be effective, and if the components themselves were well written or poorly written. You'll type your notes into a Microsoft Word document, include the names of all group members, and then upload the document individually to your own iLearn dropbox.
.
BASEBALLRuns Scored (X)Wins (Y)7086987590654797048078795730716678661963867976457455667707918559674381731946418965471735797357361556
Develop a position paper on best practices for teaching English Learners. This paper should contain the student’s personal beliefs about and the best models to practice. Statements must be supported with research data. There must be at least THREE references. The textbook may serve as ONE reference (Education English Learners for a Transformed World) The paper must be typed using APA style, double spaced, and with a title page and a reference page. The paper should be no less than three pages in length.
The positon paper: why two way is the best method in Bilingual Education
1) Please explain the components of the Prism Model and why these components are important in creating a welcoming school that promotes success for English Learners.
2) There have been many programs and ideas in the US Public schools for how best to serve English Learners and close the gap between those who enter school speaking English and those who have to learn English along the way.
Following is a list of Bilingual Education Models that have been tried. According to the text book and the research of Virginia Collier and Wayne Thomas, please rate the following programs from 1-6 with 1 being the most effective program for student success and 6 being the least effective program for learning English:
__________Maintenance Bilingual Ed., Self-Contained
__________Transitional Bilingual Ed.
__________One-way Dual Language
__________Pull-out Bilingual Ed.
__________Two-way Dual Language
__________Enrichment Bilingual Education (30 min. per day)
The following programs are designed for ELs who do not live in an area where bilingual ed. is available or do not qualify for bilingual education due to the language they speak. Please rate the following ESL programs on a scale of 1-4 with 1 being the most successful way to teach English and 4 being the least effective program:
__________ESL Pull-out
__________Sheltered Instruction in the regular classroom
__________Total emersion with no language support
__________English enrichment, 30 minutes per day, by classroom teacher
3) Please explain the difference between a 50/50 model and a 90/10 model of Dual Language Education.
4) Why does 2-way Dual Language Education usually have better results than 1-way Dual Language Education?
5) In order to have an effective Dual Language program, there are two important things teachers should not do. What are they?
6) What does it mean to see other cultures not as a deficit but as a difference? Why is this idea important to your classroom?
7) We are required to have many formal assessments in our educational curriculum. However, informal assessment can be much more informative to the teacher of language learners. Please explain why Informal Assessments might be a better way for the teacher to know the true level of the student.
...
Based on Santa Clara University Ethics DialogueEthics .docxrock73
Based on Santa Clara University Ethics Dialogue
Ethics case studies
This is an extra credit assignment that I am offering for the first time this term. In this booklet, you will find 38 separate case studies. You are free to respond to any or all of these cases.
You may earn up to 5 extra credit points per question, based on the complexity of the case and the logic of your response. You may not earn more than 100 points (10 percent of your final grade).
You may find it helpful to read the paper “Four Tough Ethical Dilemmas” prior to responding.
While these are your opinions, citations are not expected; however, if you make use of the work of others, include APA style citations for complete credit.
Either cut and paste the cases you select to a separate file or use this file for your submission. If you use this file to submit a response, please delete those cases to which you are not responding.
Dr. Frick
Case 1: Family Loyalty vs. Meritocracy
A man was appointed president of the newly-acquired Philippine subsidiary of a large American company. He was reviewing the organization with the company's head of human resources. One thing the president noted was that the same names reoccurred frequently in several departments. "It is our tradition," commented the HR head. "Families take care of their own. If one family member gets a good job in a Philippine company, other members of the family apply to join that company and the first member there can help the whole family become successful by helping them get hired and by coaching them to be successful. The company benefits. Our costs of recruiting are lower, we know more about the people we hire, and the commitment to family success results in fewer performance and discipline problems because family members want to please their older relatives."
The president wondered how these practices would be regarded in a large American firm, and whether or not he should take action to change them.
1. Nepotism is not illegal, but is it ethical?
2. If the business is family-owned, does that make a difference?
3. How does national culture affect this discussion?
Case 2: Is the Two-Tier System Ethically Problematic
Employees at a cereal makers plant were “locked-out” from their jobs producing cereal for over 3 months. Company management and the union representing the employees reached a stalemate in negotiations resulting in the lockout. The union claims that the primary issue is the company’s demand of dramatically increasing the number of temporary workers, who would earn $6 less per hour and receive fewer benefits. Critics claim this effectively creates a two-tier system at the plant. Under the current agreement, the company may use temporary workers for up to 30% of the workforce, but the union claims the company is now pushing for 100%. The workers, who have had their health insurance suspended, fear that their jobs will either be replaced entirely by temporary workers, or they will be f ...
Barbara Corcoran Learns Her Heart’s True Desires In her.docxrock73
Barbara Corcoran Learns Her Heart’s True Desires
In her hilarious and lighthearted book, Shark Tales: How I Turned $1,000 Into a
Billion Dollar Business, Barbara Corcoran demonstrates the importance of knowing what
you really want out of life (Corcoran & Littlefield, 2011). As her title suggests, Barbara
founded her real estate company, The Corcoran Group, with only $1,000 and some big
dreams. Shortly after founding the company, Barbara took out a piece of paper and wrote
down some big goals for herself and the company. In 1978, she had only 14 sales agents
working for her, who earned a total of $250,000 in commissions. She set a goal of
doubling the number of agents and the commissions every year. So she put down 28 sales
people for 1979, 56 for 1980, and so on, all the way up to 1,792 salespeople in 1985 with
total commissions of $32,000,000. Barbara was amazed when she saw the fantastic sums
projected for 1985, and of course many people, when they see such amazing sums, would
dismiss the calculations as fantasy But as Barbara put it, she went to work the next day
hustling hard for her $32 million.
Real estate agents are paid largely by commission, which is about as close as you
can get to a pure form of contingent reward for performance. However, Barbara didn’t
rely solely on the commissions to motivate her workers. She threw theme parties and held
numerous social events to build a committed workforce. Good sales agents could always
move to another firm, but not every firm had Barbara’s positive attitude and fun-filled
atmosphere. In the early years of the firm, when money was tight, Barbara and her
relatives did the cooking for the outings and parties, and she found clever ways to
entertain people with skating parties and other lively activities. As the firm became larger
and more profitable, she even hired professional entertainers for the company’s midweek
picnics, which included elephant shows, daring rides on hot air balloons, horses, or
Harley Davidsons, etc. Barbara stated “I built my company on pure fun, and believe that
fun is the most underutilized motivational tool in business today. All of my best ideas
came when I was playing outside the office with the people I worked with” (Corcoran &
Littlefield, 2011, p. 283). What did she get in return for the fun atmosphere? She had the
“most profitable real estate company per person in the United States” (p. 284). By the
time she sold her agency in 2001, she had 1,000 agents working for her, and she had the
largest real estate agency in New York – clearly her motivational strategies attracted a
large number of productive employees.
Barbara Corcoran had sold her firm for $66 million. She thought that would make
her happy, but instead, it made her sad. Although she pretended to be happy with her new
wealth and freedom, she was “secretly miserable” (Corcoran & Littlefield, 2011, p. 232).
She had lost her purpose ...
This document provides context and summaries about Bapsi Sidhwa's novel Cracking India and Deepa Mehta's film adaptation Earth. It discusses the characters and plot of Earth, focusing on the abduction of Ayah. It analyzes themes in the novel like the child narrator, fallen women, masculinity, and the metaphor of India cracking. It also discusses the film adaptation and historical context of violence against women during the 1947 Partition of India and Pakistan, including government estimates of abductions.
Barriers of therapeutic relationshipThe therapeutic relations.docxrock73
Barriers of therapeutic relationship:
The therapeutic relationship between patient and nurse is often filled with barriers that can generate obstacles for the relationship and, in the end, the health system as a whole (Sfoggia et al.,2014). There are many factors that hinder building a therapeutic relationship: language, professional jargon, communication impairment, and cultural diversity (ibid).
Language:
Language can be an obstacle to nurse-patient communication because a patient may not be able to speak the same language and therefore communication is not possible (Levin,2006). The best way to overcome this barrier is providing a translator who can explain a professional facilitator's message easily to the patient(ibid). For instance, if the nurse only speaks English but the patient is only able to speak Arabic, a translation to the patient of what the professional facilitator is saying leads to less chance of misunderstanding (ibid). Translation also allows a patient to feel comfortable through being able to speak in their own language (ibid).
Medical jargon:
Jargon is a technical language that is comprehended by people in a specific industry or area of work (Leblanc et al.,2014). Health professionals often use jargon to communicate with each other(ibid). For example, T.B. disease stands for tubercle bacillus and HIV stands for human immunodeficiency virus (Mccrary & Christensen,1993). Jargon often makes sense to health professionals but a patient who does not understand these acronyms will not understand such communication, leading to a barrier in therapeutic relationship between patient and health professional (Leblanc et al.,2014).
Communication impairment:
Patients with communication impairment such as blindness, deafness and speech impairment often feel isolated, frustrated and self-conscious (O’Halloran et al.,2009). Some patients are born with such disabilities or have developed them as a result of disease (ibid). Therefore, nurses should provide enough time in order to describe any issue to such patients so that they do not feel uncomfortable or censured by health professionals, who must remain impartial (ibid).
Cultural diversity:
Patients often have various differences (Leblanc et al.,2014).Some of these differences are due to a patient's illness, social status, economic class, education and personality(ibid). However, according to Kirkham (1998), the deepest differences might be cultural diversity. Beheri (2009) points out that many nurses believe if they just treat patients with respect, they will avoid most cultural issues. Nevertheless, avoiding misunderstanding can be achieved through some knowledge of cultural customs, which might help and enable nurses to provide better health care to patients (ibid).
Facilitators of therapeutic relationship:
UNCRPD (2006) states that the most fundamental human right in hospital is communication. Patients are required to be provided with an effective communication method by nurs ...
Barada 2Mohamad BaradaProfessor Andrew DurdinReligions of .docxrock73
Barada 2
Mohamad Barada
Professor Andrew Durdin
Religions of the World Hum 201-02
March 23rd, 2018
References:
1. Rachel. Rachel’s Musings: Buddhism is a Religion. Retrieved from https://www.rabe.org/thoughts-on-buddhism/buddhism-is-a-religion/
2. Winfield, Pamela. The Conversation: Why so many Americans think Buddhism is just a philosophy. Retrieved from https://theconversation.com/why-so-many-americans-think-buddhism-is-just-a-philosophy-89488
Critical Analysis of the religious nature of Buddhism
The religious community often debates on whether Buddhism is categorized as a religion or as philosophical teaching. The answer to the question varies depending on an individual’s point of view. There are three main types of Buddhism practices across the world with each of them having smaller branches with slights variances in their teachings and beliefs. The different styles of Buddhist mainly encompass Theravada Buddhism, Vajrayana Buddhism, and Mahayana Buddhism. The various forms often have deities that are worshipped while others do not. Some often have scriptures while others do not usually believe in any physical form of the Buddhist teachings. The first article is authored by Rachel, a blogger, presenting the argument that Buddhism is a religion (Rachel, 1). On the other hand, the second article authored by Pamela Winfield recognizes Buddhism as a philosophy. Analyzing and comparing the two pieces having divergent views on the religious nature of Buddhism is crucial for understanding whether it is a religion or philosophy.
Summary of the articles
Rachel in her article considers Buddhism as a religion. The author acknowledges the fact that Mahayana Buddhism which is often found in greater part of Asia that includes Japan, Korea, and China often teaches on attaining enlightenment (Rachel, 1). The Mahayana often accept that every individual wishes to ensure the effective attainment of enlightenment and thus end the cycle of rebirth which others recognize as “Karma.” The article proceeds to state that Buddha is the greatest of the deities but is not worshipped. Instead, Buddha often inspires all those who practice doing as he once did. The author states that Buddhism often requires that the individuals that choose the wrong path attempt to re-accomplish these tasks in their next life alongside other punishments imposed on them by karma. The characteristics of this type of Buddhism thus often play a significant role in showing the religious nature of Buddhism. The author concludes by stating that Buddhism often contains all the different elements of a religion. Moreover, the article associates Buddhism with fallacies that characterize other religions and just as dangerous as other religions as well. A quote proves the claim on the dangerous nature of Buddhism that the author uses to summarize the teachings of Buddhism.
On the other hand, Winfield tends to focus on enlightening the readers on some of the aspects of Buddhism that ensures its a ...
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
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Article: https://pecb.com/article
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Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
1. August/September 2011 Issue
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Quality Matters offers reports on emerging models and trends in
health care quality improvement and interviews
with leaders in the field.
Hospital at Home Program in New Mexico Improves Care
Quality and Patient
Satisfaction While Reducing Costs
Summary: An integrated delivery system in Albuquerque, New
Mexico, has been able to better meet the needs of its patient
population by offering those who need acute care and meet
specific criteria the option of being treated in their homes
instead of
the hospital. The program has reduced the average length of
stay and cost of care and improved patient satisfaction.
By Vida Foubister
Issue
U.S. hospitals face bed shortages that are expected to intensify
2. as the population ages. To ensure access to care, health care
system
leaders have begun to look for creative ways to care for
patients. "Hospital at Home," a program designed to provide
acute care
services in the homes of patients who might otherwise be
hospitalized, has been demonstrated to increase the quality of
care
patients receive, improve their satisfaction, and reduce the cost
of hospital care by at least 30 percent. [1] Despite its promise,
broader adoption of the model by health systems across the
country has been limited by payment policies that restrict
reimbursement to care provided in the hospital setting. This
case study profiles the work of one health system that launched
a
Hospital at Home program with the support of its health plan.
Organization and Leadership
Presbyterian Healthcare Services (http://www.phs.org/
(http://www.phs.org/)) (PHS) is an integrated delivery system
based in
Albuquerque that provides care to more than 750,000 patients
throughout New Mexico. Presbyterian's network includes eight
hospitals, a medical group with 34 locations statewide, home
care services, and inpatient and outpatient hospice programs. Its
managed care organization, Presbyterian Health Plan, provides
3. commercial health insurance, Medicaid, and Medicare products
to
more than 500,000 members.
The Hospital at Home program was developed by leaders of
Presbyterian Home Healthcare, the health system's home care
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hospice agency, who include Lesley Cryer, R.N., the agency's
executive director; Karen Thompson, clinical director of special
programs and Hospital at Home; and Scott Shannon, M.B.A.,
director of finance. They worked with Bruce Leff, M.D.,
professor
of medicine at Johns Hopkins University School of Medicine
(Johns Hopkins), who developed the Hospital at Home model.
The
system's executive and senior vice presidents were also engaged
in the development of the program.
Objective
Presbyterian Healthcare Services introduced its Hospital at
Home program to achieve better clinical outcomes, increase
4. patient
satisfaction, and reduce costs. The program was also expected
to address the hospital's need for increased capacity, a need that
will persist after the opening of its new hospital in October.
(The emergency department of this facility has already opened
and is
admitting patients to the Hospital at Home program). Demand in
the area has increased both with local hospital closures and the
growing number of patients with chronic disease—a population
health system leaders project will double by 2030.
The health system's Hospital at Home program, implemented in
October 2008, is based on a care model developed at Johns
Hopkins. Through that program, clinicians evaluate patients
arriving at the emergency department who require admission for
community-acquired pneumonia, exacerbation of chronic heart
failure, exacerbation of chronic obstructive pulmonary disease,
cellulitis, and other conditions to determine whether their
illnesses could be treated at home.
Those who meet specific criteria for home treatment are given
the option of being admitted to the program. If they agree, the
patients are then transported home with any necessary
medications and equipment; a nurse arrives at the home within
one hour to
ensure continuity of care for patients who have arrived at the
hospital with acute care-level medical needs; and the nurse and
5. other clinical staff, including physicians, make subsequent
visits as need. Upon discharge from Hospital at Home, the nurse
gives
patients follow-up instructions and sends detailed information
to their primary care physician. At Johns Hopkins, where the
Hospital at Home program was developed, it resulted in
measurably improved outcomes, reduced iatrogenic
complications,
increased patient and family satisfaction, and lower costs of
care.
Targeted Population
Presbyterian currently offers the Hospital at Home program to
three populations of patients who live in the Albuquerque area:
those arriving at the emergency departments of Presbyterian
Hospital, Kaseman Hospital, and Rio Rancho Hospital; those
who are
referred from physician offices, urgent care, and the health
system's home health agency; and patients who are transferred
to the
program from the hospital. The latter category includes patients
who have transitioned from the intensive care unit to a step-
down
unit.
To enroll in the program, patients must meet the following
criteria:
6. They are being treated for chronic heart failure (CHF), chronic
obstructive pulmonary disease (COPD), community-
acquired pneumonia (CAP), cellulitis, complex urinary tract
infection (UTI), dehydration, nausea and vomiting, deep vein
thrombosis (DVT), and stable pulmonary embolism (PE).
1.
They are determined to be sick enough to be hospitalized but do
not need the intensive care unit (ICU), a determination
made using research-based criteria from Johns Hopkins for the
first four disease categories and criteria that Presbyterian and
Johns Hopkins developed together for the others. These
determinations meet criteria for hospitalization established by
Milliman and Interqual.
2.
They live close enough to the three Albuquerque hospitals
participating in the program to be able to return to the
emergency
department within 30 minutes, if needed.
3.
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The patient is covered by Presbyterian Health Plan or chooses
to pay for the Hospital at Home service, as the program is not
covered by other payers.
4.
Process of Change
Presbyterian began in 2007 by convening 12 multidisciplinary
teams and giving each a charter with specific deliverables and a
timeline for achieving them. The teams spent the first nine
months of 2008 creating the processes necessary to roll out the
model,
with each team focused on one of the following areas:
marketing/communication, pharmacy, emergency department,
physician
care, quality, billing/financial, vendor contracting, clinical
nursing, intake and scheduling, human resources, legal, and
documentation/coding.
One obstacle the human resources team encountered was hiring
a lead physician for the program. "We went through three
rounds
8. of interviewing before we found a Hospital at Home doctor,"
says Cryer. "It seemed way too risky to physicians who were
used to
working in a hospital setting." (The health system has since
hired two more physicians for Hospital at Home and is in the
process
of training them to work within the new model.)
While the clinical teams worked to build staff acceptance of the
model, the marketing and communications team was tasked with
building patient awareness and acceptance of treatment at home.
They developed a commercial featuring a patient receiving care
through Hospital at Home, which ran on television for three
months, and promoted the program through billboard
advertising.
However, they are finding that many patients are learning about
the program through word of mouth. Patient acceptance of the
program is high; about 90 percent of eligible patients agree to
be admitted.
Using this multidisciplinary process helped to create "incredible
buy-in for the program," says Cryer, as it created institution-
wide
awareness of the new care model. "It's really the only way we
were able to create this virtual hospital in a nine-month period."
The Care Model
Once admitted to the program, patients are transported home
9. and seen by a nurse within one hour, and are visited once every
day
by a physician. A registered nurse comes one to two times per
day, as does an aide. These visits are supplemented by
telemedicine-based video monitoring. Through shared staffing
arrangements with departments whose clinicians are cross-
trained in
hospice and home care, the program is able to provide patients
with round-the-clock physician and nursing coverage. Their care
follows specific pathways, which were developed initially by
Leff and have since been modified and expanded for the needs
of
Presbyterian's population.
If needed, Hospital at Home patients have access to social
workers; rehabilitation services, including occupational therapy,
physical therapy, and speech therapy; and nutritionists. In
addition, contracted vendors, with whom the system had
existing
relationships through its health plan, provide patients with any
necessary equipment, oxygen, medication, infusions, diagnostic
services, and transportation. Similar to the hospitalist model,
the Hospital at Home program discharges patients when they are
stabilized and the lead physician provides a detailed summary
of the patient's treatment to their primary care physician. In
some
10. cases, patients that continue to need care, albeit at a lower
level, are discharged to regular home care.
Quality Measurement
Concurrent with the development of the patient care services,
quality measures were created to enable Presbyterian to
evaluate
the outcomes of Hospital at Home patients and compare them
with those of patients admitted to its hospital facilities. These
outcomes include patient and family satisfaction, illness-
specific clinical quality measures, hospital readmission rates,
and total
cost.
Payment Model
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The rollout of the program depended heavily on the system's
ability to create a mechanism to pay for the service, as
Medicare
does not cover it.
The health system relied on its relationship with the
11. Presbyterian health plan to do so; the plan reimburses providers
using a
bundled rate that covers the full continuum of costs, including
physician fees and ancillary costs for services provided by
contracted vendors, such as oxygen or diagnostic tests.
Presbyterian is able to do this because a high percentage of its
patients are
covered by its health plan and only about 40 percent of its home
care patients are covered by Medicare, as opposed to 80 percent
to 90 percent of patients in most home care agencies nationally,
says Cryer.
In addition, the system agreed to be reimbursed at a discount of
the Medicare Prospective Payment System, which determines
payments based upon Medicare Severity-Diagnosis Related
Groups (MS-DRG), sweetening the pitch to its health plan, says
Shannon. Presbyterian had been tracking its costs per Hospital
at Home episode of care and those managing the contracting
were
confident that the discounted rate would enable the program to
break even. The health system chose to contract as this rate as it
believes the Hospital at Home care model benefits patients.
Results
Within the first year, the Hospital at Home program admitted
125 patients with CHF, COPD, CAP, or cellulitis. Because CAP
and
12. COPD were found to be less prevalent in the summer months,
five more diagnoses—complex urinary tract infection,
dehydration,
nausea and vomiting, DVT, and stable PE—were added in
January 2010. Presbyterian worked with Hopkins to develop
enrollment
criteria for these new diagnoses and by July 2010, 261 patients
had been admitted to the program; this number reached 439 by
the
end of June 2011.
Though the implementation of Hospital at Home was not
without its challenges, the program appears to be a success. Its
performance indicators are all equal to or better than those
measured at the hospital facilities. In 2010, patient satisfaction,
as
measured by a Hospital at Home Consumer Assessment of
Healthcare Providers and Systems (CAHPS) survey developed
with
Press Ganey, was 94.5 percent. In the first six months of 2011,
among the 100 patients admitted to the Hospital at Home
program,
only one was readmitted to the hospital within 30 days for the
same diagnosis.
The program also has a lower average length of stay and lower
cost per episode than the hospital facilities. The average length
of
13. stay for Hospital at Home patients is 3.5 days; the length of stay
for comparable inpatient admissions is 5.4 days. And the
Hospital
at Home variable costs per stay are $1,000 to $2,000 less than
comparable inpatient costs per stay by diagnosis. These savings
ensue from lower costs for diagnostic testing—including labs
and radiology—and pharmacy; less clinical service
consumption;
cost avoidance due to prevention of complications and
rehospitalization; and flexibility in the staffing model.
All clinical outcomes are equal to or better than those found
among Presbyterian facility patients with 100 percent of
patients
meeting the indicators for: receipt of pneumonia and influenza
vaccination; antibiotics within six hours of diagnosis for CAP;
and
receipt of angiotensin-converting enzyme inhibitors (ACE
inhibitors) and angiotensin receptor blockers (ARB) for CHF.
Next Steps
Beginning in April, Presbyterian began work on a modified
Medical House Calls program, which uses physician home visits
to
increase the intensity of patient care in the home setting. "What
we're attempting to do is prevent patients from deteriorating so
much that they have to go into the hospital," Thompson says.
14. This, in turn, is expected to prevent the iatrogenic
complications—such as falls, delirium, infections, and exposure
to medication errors—that so often go hand in hand with
hospital
admissions for many of these patients.
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In addition to increasing the number of house calls, the system
also plans to increase physicians' presence with at-home
patients
through use of telemedicine, especially for patients discharged
from Hospital at Home and home care.
Implications
Presbyterian is committed to creating a community of early
adopters and, to that end, has worked with Johns Hopkins to
provide
15. guidance to about 30 organizations interested in establishing
similar programs. "Just having New Mexico able to do this isn't
going
to convince CMS to pay for it," says Cryer. The interested
groups tend to be other integrated health systems or systems
that own
hospitals, employ doctors, and/or have home care agencies.
Many of the organizations have close ties with a payer that
enable
them to negotiate innovative payment approaches.
Payment, however, remains a critical barrier. Presbyterian has
worked to create a replicable bundle of care that covers all
services,
with Hospital at Home as a standalone benefit with one co-
payment per admission. This, however, is only offered through
its own
health plan. Commercial payers have expressed interest in
purchasing the Hospital at Home service as a product, but
before these
health plans can offer it to their members, Presbyterian must
first test the bundled payment model that it has developed with
its
own health plan.
The model also depends heavily on strong connections with
physicians throughout a care system. Those leading Hospital at
Home
16. programs need to constantly remind emergency department
physicians, hospitalists, and primary and specialty care
practitioners in
the community to consider their services for patients requiring
acute-level care and must maintain close relationships with
caregivers to ensure their commitment to the program. "This is
such a new concept and no one has a reference point to it," says
Thompson. "We had to learn as we did it: 'What does a Hospital
at Home patient look like? How do you get them to look to
Hospital at Home as an alternative?' "
For further information, contact Lesley Cryer, R.N., executive
director of Presbyterian Home Healthcare at [email protected]
(mailto:[email protected]); Karen Thompson, clinical director of
special programs and Hospital at Home, [email protected]
(mailto:[email protected]); and Scott Shannon, M.B.A., director
of finance at [email protected] (mailto:[email protected]).
Note
B. Leff, L. Burton, S. L. Mader et al., "Hospital at Home:
Feasibility and Outcomes of a Program to Provide Hospital-
Level Care
at Home for Acutely Ill Older Patients," Annals of Internal
Medicine, Dec. 6, 2005 143(11):798–808.
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