The document provides information about the American College of Preventive Medicine's (ACPM) Corporate Roundtable, which allows organizations to connect with leaders in preventive and lifestyle medicine. It describes the benefits of membership at different levels, including opportunities to network and collaborate with ACPM leadership. The Roundtable aims to address issues like health policy, systems trends, and advances in prevention. Eligible members must demonstrate commitment to ACPM's mission through shared values and activities.
Southcoast Health partnered with consulting firm Cammack Health in 2010 to reduce costs of its employee health plan and improve member health. Through strategies like population health management, domestic steerage, and personal health management programs, Southcoast achieved the Triple Aim of improved health outcomes, better patient experience, and lower costs. After 4 years, Southcoast saved over $17.2 million compared to national trends, employee contributions remained stable, and members showed positive health changes like reduced ER visits, hospital admissions, and improved management of chronic conditions.
The document summarizes the author's internship experience at Upstate Cardiology. Some key points:
- Upstate Cardiology focuses on providing equitable access to care regardless of patients' ability to pay. They provide preventative care that reduces long-term costs.
- The practice has a patient-centered organizational culture where staff are dedicated to quality. They conduct surveys to assess quality from patients' perspectives.
- To further improve quality, the author suggests limiting physicians' computer use during consultations to focus more on human interaction.
- As heart disease is a leading cause of death, the author proposes a low-cost policy of health education through flyers, provider training, and community events to promote
The document discusses the importance of nurse leadership in clinical commissioning groups (CCGs). It notes that CCGs will be responsible for healthcare services and outlines the value senior nurses can provide in areas like quality improvement, care coordination, and ensuring safety. It emphasizes that CCG governing bodies should include at least one registered nurse to bring clinical expertise and a nursing perspective. The document provides context on CCG structures and confirms that governing body members act as individuals, not representatives, to make decisions in the best interest of the CCG.
The document summarizes the student's internship experience at Upstate Cardiology. Some key points:
- Upstate Cardiology provides care to many low-income and high-risk patients by accepting patients denied care elsewhere and working with patients on payment plans or charity care. This increases access to preventative care.
- The practice has a strong patient-centered culture where staff are caring, patient, and focused on quality. They use patient surveys to assess quality of care.
- To further improve quality, the student suggests limiting electronic medical record use during appointments to increase patient interaction.
- To improve heart health outcomes cost-effectively, the student proposes a policy of promoting healthy behaviors through educational materials
Governing for Better Quality Health Care in Low and Middle Income Countries: ...HFG Project
This document discusses promising practices for governing quality healthcare in low and middle income countries. It presents a framework that depicts the institutional architecture needed, including national leadership and stewardship, quality stakeholders, quality management systems, and an enabling environment for quality improvement and assurance. Key functions of governance for quality include developing laws and policies, plans and strategies, regulation, financing, and monitoring. The document provides examples of promising practices countries are using for leadership and stewardship, laws and policies, plans and strategies, and regulation to improve healthcare quality. It emphasizes the importance of dedicated quality units, laws incorporating patient safety, including quality in health sector plans, and mandatory provider registration systems.
The document discusses several professional societies for the ultrasound field: the Society of Diagnostic Medical Sonography (SDMS), the American Society of Echocardiography (ASE), the Society for Vascular Ultrasound (SVU), and the American Institute of Ultrasound Medicine (AIUM). Each society promotes education and research in the field, advocates for policies, and provides membership benefits like scholarships for students. The SDMS and ASE stood out to the author for their scholarship opportunities and educational resources available to students.
Lecture a discusses how health care in the US is regulated through accreditation, regulatory bodies, and professional associations. The Joint Commission is a major nonprofit accrediting body that establishes standards and accredits hospitals and other organizations through reviews and core measure reporting. Other accrediting organizations include URAC and the National Committee for Quality Assurance. Regulatory agencies like the Food and Drug Administration enforce standards to protect consumers. Professional associations represent various health professions and promote quality through certification, education, and advocacy.
Defining What is Value-Based Care for Patients with Relapsed/Refractory Chro...Carevive
The target audiences for these activities are hematologists, medical oncologists, pulmonologists, pathologists, physician assistants, nurse practitioners, registered nurses, oncology nurses, nurse navigators, palliative/symptom management teams who care for patients with chronic lymphocytic leukemia (CLL) and quality administrators responsible for their cancer center’s adherence to value-based care delivery models.
Southcoast Health partnered with consulting firm Cammack Health in 2010 to reduce costs of its employee health plan and improve member health. Through strategies like population health management, domestic steerage, and personal health management programs, Southcoast achieved the Triple Aim of improved health outcomes, better patient experience, and lower costs. After 4 years, Southcoast saved over $17.2 million compared to national trends, employee contributions remained stable, and members showed positive health changes like reduced ER visits, hospital admissions, and improved management of chronic conditions.
The document summarizes the author's internship experience at Upstate Cardiology. Some key points:
- Upstate Cardiology focuses on providing equitable access to care regardless of patients' ability to pay. They provide preventative care that reduces long-term costs.
- The practice has a patient-centered organizational culture where staff are dedicated to quality. They conduct surveys to assess quality from patients' perspectives.
- To further improve quality, the author suggests limiting physicians' computer use during consultations to focus more on human interaction.
- As heart disease is a leading cause of death, the author proposes a low-cost policy of health education through flyers, provider training, and community events to promote
The document discusses the importance of nurse leadership in clinical commissioning groups (CCGs). It notes that CCGs will be responsible for healthcare services and outlines the value senior nurses can provide in areas like quality improvement, care coordination, and ensuring safety. It emphasizes that CCG governing bodies should include at least one registered nurse to bring clinical expertise and a nursing perspective. The document provides context on CCG structures and confirms that governing body members act as individuals, not representatives, to make decisions in the best interest of the CCG.
The document summarizes the student's internship experience at Upstate Cardiology. Some key points:
- Upstate Cardiology provides care to many low-income and high-risk patients by accepting patients denied care elsewhere and working with patients on payment plans or charity care. This increases access to preventative care.
- The practice has a strong patient-centered culture where staff are caring, patient, and focused on quality. They use patient surveys to assess quality of care.
- To further improve quality, the student suggests limiting electronic medical record use during appointments to increase patient interaction.
- To improve heart health outcomes cost-effectively, the student proposes a policy of promoting healthy behaviors through educational materials
Governing for Better Quality Health Care in Low and Middle Income Countries: ...HFG Project
This document discusses promising practices for governing quality healthcare in low and middle income countries. It presents a framework that depicts the institutional architecture needed, including national leadership and stewardship, quality stakeholders, quality management systems, and an enabling environment for quality improvement and assurance. Key functions of governance for quality include developing laws and policies, plans and strategies, regulation, financing, and monitoring. The document provides examples of promising practices countries are using for leadership and stewardship, laws and policies, plans and strategies, and regulation to improve healthcare quality. It emphasizes the importance of dedicated quality units, laws incorporating patient safety, including quality in health sector plans, and mandatory provider registration systems.
The document discusses several professional societies for the ultrasound field: the Society of Diagnostic Medical Sonography (SDMS), the American Society of Echocardiography (ASE), the Society for Vascular Ultrasound (SVU), and the American Institute of Ultrasound Medicine (AIUM). Each society promotes education and research in the field, advocates for policies, and provides membership benefits like scholarships for students. The SDMS and ASE stood out to the author for their scholarship opportunities and educational resources available to students.
Lecture a discusses how health care in the US is regulated through accreditation, regulatory bodies, and professional associations. The Joint Commission is a major nonprofit accrediting body that establishes standards and accredits hospitals and other organizations through reviews and core measure reporting. Other accrediting organizations include URAC and the National Committee for Quality Assurance. Regulatory agencies like the Food and Drug Administration enforce standards to protect consumers. Professional associations represent various health professions and promote quality through certification, education, and advocacy.
Defining What is Value-Based Care for Patients with Relapsed/Refractory Chro...Carevive
The target audiences for these activities are hematologists, medical oncologists, pulmonologists, pathologists, physician assistants, nurse practitioners, registered nurses, oncology nurses, nurse navigators, palliative/symptom management teams who care for patients with chronic lymphocytic leukemia (CLL) and quality administrators responsible for their cancer center’s adherence to value-based care delivery models.
The Obama Record 2009-2017 - Health CareJeremy Shih
The document summarizes the major provisions and impacts of the Affordable Care Act (ACA) passed under President Obama after decades of failed attempts at health care reform. It outlines how the ACA expanded access to affordable health insurance through the creation of state health insurance exchanges, extended dependent coverage, prohibited denying coverage due to pre-existing conditions, and provided subsidies for low-income individuals. It also discusses how the ACA aimed to improve quality and lower costs through initiatives like accountable care organizations, reduced "donut hole" prescription drug costs for seniors, and increased transparency.
The document summarizes key corporate health trends and provides 10 recommended actions for protecting a globally mobile workforce based on a survey of 48 large multinational companies. It finds that business is increasingly moving to emerging markets with lagging healthcare systems. This is increasing risks for employees working abroad from diseases, injuries and lack of care. The 10 recommended actions focus on developing health policies, providing medical resources and assistance, conducting risk assessments, and addressing occupational health needs. The goals are to fulfill companies' duty of care and support business sustainability by mitigating health threats to mobile employees around the world.
HCS 586 Final Strategic Plan for Acquisition of Altru Health SystemJulie Bentley
The document provides a strategic plan for Mayo Health System to acquire Altru Health System. The plan includes maintaining Mayo's mission, vision, and values. It outlines the organizational structure with Mayo as the parent organization. The plan discusses the environmental analysis, strategic goals, and 3-5 year goals of the combined systems. It addresses the financial plan, implementation barriers and contingencies. Key leaders are identified for both systems until new elections in 2020. The acquisition aims to expand services while upholding the commitment to patient-centered care.
Philippines: Governing for Quality Improvement in the Context of UHCHFG Project
The Philippine Health Insurance Corporation, or PhilHealth, was created in 1995 to administer the National Health Insurance Program, which aims to provide financial access to health services to all Filipinos. In 1998, PhilHealth established the Sponsored Program to provide coverage for the poor. In 2004, the Philippines passed a law to mandate subsidized coverage of the indigent, and PhilHealth campaigned with the Local Government Units to enroll the poor in their jurisdiction, while the Department of Health invested in the local health service delivery and strengthened its regulatory function (Lagrada, 2009). In 2013, another law was passed requiring PhilHealth to extend the subsidy to the poor and near-poor and to mobilize sin tax revenue to finance the subsidies for these groups. In response to these legal mandates, PhilHealth has streamlined its enrollment processes and has used targeted outreach to rapidly poor and vulnerable groups with the aim of achieving UHC.
This report is written for the Board of Directors of the Nazarene Community Health Clinic (NCHC). It outlines the importance and necessity of quality management as it pertains to the health care reform’s mandate that all Americans have access to quality, affordable health care.
Pharmacist-provided care can transform pharmacists from medication dispenser to clinical care team member.
Pharmacist-provided care is the future of pharmacy and patient-centered healthcare
Sarah Blackwood has over 10 years of experience as a senior operations vice president in clinical settings including hospitals, clinics, and long-term care facilities. She is skilled at managing change, problem solving, and motivating teams. Her experience includes roles at Virginia Mason Medical Center, International Travel Medicine, University of California schools, Kaiser Permanente, Alta Bates Medical Center, and Rose Medical Center where she improved operations, reduced costs, and increased quality of care through process improvements and team building.
This document discusses implementing the national call to action to eliminate health care disparities. It provides three case studies of hospitals that have taken actions to achieve the goals of increasing collection and use of race, ethnicity, and language (REAL) data, analyzing REAL data to improve quality of care, and developing community actions to improve diabetes care and outcomes for underserved populations. The case studies highlight best practices such as creating multidisciplinary teams, analyzing REAL data to identify disparities and target improvements, and using community health workers to improve access and management of chronic conditions. Leadership buy-in, consistent training, and incorporating initiatives into quality improvement plans were factors in the organizations' successes.
The document provides an overview of different frameworks for conceptualizing health systems. It describes the World Health Organization's definition of a health system as including all organizations, people, and actions aimed at promoting, restoring, or maintaining health. It also outlines WHO's six building blocks of a health system: service delivery, health workforce, information, medical products/vaccines/technology, financing, and governance. Additionally, it summarizes key components of health systems from the perspectives of the World Bank, including financing, payment, organization of service delivery, regulation, persuasion, politics, ethics, and values.
Engaging your patients & community in healthcare reform effortsRenown Health
1⁄2 FTE
Programs: Monthly lunch meetings with speakers; social events; newsletter;
volunteer opportunities; recognition events.
Benefits: Sense of community, camaraderie, purpose, connection to BH.
Major benefit to Development, Volunteers, Community Relations
22
Mini-Medical School
Began: 2001
Goal: Educate the community about health and wellness in an engaging, fun way.
Format: 6 weekly 2-hour sessions with MDs, RNs, other clinicians.
Topics: Heart disease, cancer, diabetes, women’s health, men’s health, nutrition.
Participants: 150-200 community members per session.
Cost: $
The document discusses a report from the NGA that acknowledges pharmacists' scope of practice is restricted by state laws and encourages classifying pharmacists as health care providers to maximize pharmacy services. It summarizes that the report encourages states and private entities to expand what pharmacist services are covered by insurance, state employee health plans, health information exchanges, and Medicaid to allow pharmacists to practice at the full extent of their training.
The document discusses drivers of convergence in the Canadian health and life sciences sectors. Key drivers include shifting demographics like an aging population, transitioning to outcome-based payments, and changing patient expectations. This is forcing companies to seek new partnerships and business models to address unmet needs and demonstrate value. Traditional sector boundaries are blurring as pharmaceutical, device, and diagnostics firms partner with retailers, tech companies, and others to improve integrated care delivery.
This document describes a multipayer initiative in Pennsylvania to implement the patient-centered medical home model guided by the chronic care model for diabetes patients. 25 primary care practices with over 10,000 diabetes patients participated in the initiative. Practices received payments for transforming their practices and achieved improved clinical outcomes for diabetes patients in the first year, including better screening and treatment rates. This initiative represents one of the largest implementations of the chronic care model with payment reform across diverse practice types.
Engaging Non-State Actors in Governing Health: Key to Improving Quality of Care?HFG Project
USAID’s Health Finance and Governance (HFG) and the Joint Learning Network hosted an hour-long webinar on engaging non-state actors in governing quality of care. The webinar presented in-country examples of private sector contributions in governing health quality — providing technical inputs on policy development, monitoring health service delivery, and promoting accountability in the health system.
This document summarizes the final report from the Forum on Teamworking in Primary Healthcare. The forum was convened by several national healthcare organizations to examine teamworking in primary care. The report found evidence that effective teamwork occurs when roles are clearly defined and rewarding, communication is good, and there are shared goals. It identified barriers like competing demands, status differences, and lack of resources. The report provides recommendations to improve teamworking at both the organizational and team member levels. It also highlights several examples of successful teamworking initiatives in UK primary care settings.
The ethics of performance monitoring-private sector perspectiveDavid Quek
Increasingly medical practice is coming under intense scrutiny as to what is appropriate and affordable care, including serious considerations of patient safety issues and protection. Medical professionalism must be consciously adhered to as we try and find the best health care for our patients at the best value and outcomes for our patients themselves, and also for society at large. In view of escalating health care costs, physician autonomy to practice as he or she likes or deems fit has now come under siege with more and more performance monitoring, not just for appropriateness, but also for outcomes, necessity and cost-effectiveness. Physician' vested interests must be tempered with evidence-based benefits or at least be associated with no increase in harm or incur affordability issues. Fraudulent physician malfeasance are now being uncovered via whistle-blowers, or through greater more meticulous audit of various validated performance measures, and those physicians found to have flouted these due to pecuniary self-interests, overuse of tests or procedures have been found guilty and sanctioned with heavy fines, return of reimbursements as well as imprisonment, and erasure from medical registries and the removal of license to practice.
This document describes a proposed health care delivery program called HealthShare 2000+. The key points are:
1. HealthShare 2000+ aims to provide affordable, equitable, and accessible health care to members, especially the poor, through a group trust model without insurance, premiums, deductibles, or other limitations.
2. It would organize health care providers and facilities into categories and grades of service. Members would select service units that would be directly paid to providers through electronic funds transfer from the group trusts.
3. The program claims to eliminate wasteful administrative and billing costs compared to insurance, ensuring 100% of member contributions go directly to health care. It also aims to reduce costs and improve care through preventative
A presentation to start a workshop with community pharmacists on the contribution of pharmacy to the NHS Five Year Forward View, Health and Wellbeing Strategy and Sustainability and Transformation Plan
This survey reveals that Quality of Life—of employees, patients or students—is more than a passing trend. In all of the countries and sectors surveyed, it represents a new frontier of performance.
This document appears to be a student record containing identifying information for a student named Freddy Pérez including their student ID, professor, and class/section. In 3 sentences or less, it provides basic identifying details for a student named Freddy Pérez along with their professor and class information.
Системы ломаются. Люди ошибаются. Реагировать на это можно по-разному, но это неизбежно. Я расскажу о том как можно проделать детальную работу над ошибками, которая позволит выжать максимум из любого значимого инцидента. 45mins Talk
The Obama Record 2009-2017 - Health CareJeremy Shih
The document summarizes the major provisions and impacts of the Affordable Care Act (ACA) passed under President Obama after decades of failed attempts at health care reform. It outlines how the ACA expanded access to affordable health insurance through the creation of state health insurance exchanges, extended dependent coverage, prohibited denying coverage due to pre-existing conditions, and provided subsidies for low-income individuals. It also discusses how the ACA aimed to improve quality and lower costs through initiatives like accountable care organizations, reduced "donut hole" prescription drug costs for seniors, and increased transparency.
The document summarizes key corporate health trends and provides 10 recommended actions for protecting a globally mobile workforce based on a survey of 48 large multinational companies. It finds that business is increasingly moving to emerging markets with lagging healthcare systems. This is increasing risks for employees working abroad from diseases, injuries and lack of care. The 10 recommended actions focus on developing health policies, providing medical resources and assistance, conducting risk assessments, and addressing occupational health needs. The goals are to fulfill companies' duty of care and support business sustainability by mitigating health threats to mobile employees around the world.
HCS 586 Final Strategic Plan for Acquisition of Altru Health SystemJulie Bentley
The document provides a strategic plan for Mayo Health System to acquire Altru Health System. The plan includes maintaining Mayo's mission, vision, and values. It outlines the organizational structure with Mayo as the parent organization. The plan discusses the environmental analysis, strategic goals, and 3-5 year goals of the combined systems. It addresses the financial plan, implementation barriers and contingencies. Key leaders are identified for both systems until new elections in 2020. The acquisition aims to expand services while upholding the commitment to patient-centered care.
Philippines: Governing for Quality Improvement in the Context of UHCHFG Project
The Philippine Health Insurance Corporation, or PhilHealth, was created in 1995 to administer the National Health Insurance Program, which aims to provide financial access to health services to all Filipinos. In 1998, PhilHealth established the Sponsored Program to provide coverage for the poor. In 2004, the Philippines passed a law to mandate subsidized coverage of the indigent, and PhilHealth campaigned with the Local Government Units to enroll the poor in their jurisdiction, while the Department of Health invested in the local health service delivery and strengthened its regulatory function (Lagrada, 2009). In 2013, another law was passed requiring PhilHealth to extend the subsidy to the poor and near-poor and to mobilize sin tax revenue to finance the subsidies for these groups. In response to these legal mandates, PhilHealth has streamlined its enrollment processes and has used targeted outreach to rapidly poor and vulnerable groups with the aim of achieving UHC.
This report is written for the Board of Directors of the Nazarene Community Health Clinic (NCHC). It outlines the importance and necessity of quality management as it pertains to the health care reform’s mandate that all Americans have access to quality, affordable health care.
Pharmacist-provided care can transform pharmacists from medication dispenser to clinical care team member.
Pharmacist-provided care is the future of pharmacy and patient-centered healthcare
Sarah Blackwood has over 10 years of experience as a senior operations vice president in clinical settings including hospitals, clinics, and long-term care facilities. She is skilled at managing change, problem solving, and motivating teams. Her experience includes roles at Virginia Mason Medical Center, International Travel Medicine, University of California schools, Kaiser Permanente, Alta Bates Medical Center, and Rose Medical Center where she improved operations, reduced costs, and increased quality of care through process improvements and team building.
This document discusses implementing the national call to action to eliminate health care disparities. It provides three case studies of hospitals that have taken actions to achieve the goals of increasing collection and use of race, ethnicity, and language (REAL) data, analyzing REAL data to improve quality of care, and developing community actions to improve diabetes care and outcomes for underserved populations. The case studies highlight best practices such as creating multidisciplinary teams, analyzing REAL data to identify disparities and target improvements, and using community health workers to improve access and management of chronic conditions. Leadership buy-in, consistent training, and incorporating initiatives into quality improvement plans were factors in the organizations' successes.
The document provides an overview of different frameworks for conceptualizing health systems. It describes the World Health Organization's definition of a health system as including all organizations, people, and actions aimed at promoting, restoring, or maintaining health. It also outlines WHO's six building blocks of a health system: service delivery, health workforce, information, medical products/vaccines/technology, financing, and governance. Additionally, it summarizes key components of health systems from the perspectives of the World Bank, including financing, payment, organization of service delivery, regulation, persuasion, politics, ethics, and values.
Engaging your patients & community in healthcare reform effortsRenown Health
1⁄2 FTE
Programs: Monthly lunch meetings with speakers; social events; newsletter;
volunteer opportunities; recognition events.
Benefits: Sense of community, camaraderie, purpose, connection to BH.
Major benefit to Development, Volunteers, Community Relations
22
Mini-Medical School
Began: 2001
Goal: Educate the community about health and wellness in an engaging, fun way.
Format: 6 weekly 2-hour sessions with MDs, RNs, other clinicians.
Topics: Heart disease, cancer, diabetes, women’s health, men’s health, nutrition.
Participants: 150-200 community members per session.
Cost: $
The document discusses a report from the NGA that acknowledges pharmacists' scope of practice is restricted by state laws and encourages classifying pharmacists as health care providers to maximize pharmacy services. It summarizes that the report encourages states and private entities to expand what pharmacist services are covered by insurance, state employee health plans, health information exchanges, and Medicaid to allow pharmacists to practice at the full extent of their training.
The document discusses drivers of convergence in the Canadian health and life sciences sectors. Key drivers include shifting demographics like an aging population, transitioning to outcome-based payments, and changing patient expectations. This is forcing companies to seek new partnerships and business models to address unmet needs and demonstrate value. Traditional sector boundaries are blurring as pharmaceutical, device, and diagnostics firms partner with retailers, tech companies, and others to improve integrated care delivery.
This document describes a multipayer initiative in Pennsylvania to implement the patient-centered medical home model guided by the chronic care model for diabetes patients. 25 primary care practices with over 10,000 diabetes patients participated in the initiative. Practices received payments for transforming their practices and achieved improved clinical outcomes for diabetes patients in the first year, including better screening and treatment rates. This initiative represents one of the largest implementations of the chronic care model with payment reform across diverse practice types.
Engaging Non-State Actors in Governing Health: Key to Improving Quality of Care?HFG Project
USAID’s Health Finance and Governance (HFG) and the Joint Learning Network hosted an hour-long webinar on engaging non-state actors in governing quality of care. The webinar presented in-country examples of private sector contributions in governing health quality — providing technical inputs on policy development, monitoring health service delivery, and promoting accountability in the health system.
This document summarizes the final report from the Forum on Teamworking in Primary Healthcare. The forum was convened by several national healthcare organizations to examine teamworking in primary care. The report found evidence that effective teamwork occurs when roles are clearly defined and rewarding, communication is good, and there are shared goals. It identified barriers like competing demands, status differences, and lack of resources. The report provides recommendations to improve teamworking at both the organizational and team member levels. It also highlights several examples of successful teamworking initiatives in UK primary care settings.
The ethics of performance monitoring-private sector perspectiveDavid Quek
Increasingly medical practice is coming under intense scrutiny as to what is appropriate and affordable care, including serious considerations of patient safety issues and protection. Medical professionalism must be consciously adhered to as we try and find the best health care for our patients at the best value and outcomes for our patients themselves, and also for society at large. In view of escalating health care costs, physician autonomy to practice as he or she likes or deems fit has now come under siege with more and more performance monitoring, not just for appropriateness, but also for outcomes, necessity and cost-effectiveness. Physician' vested interests must be tempered with evidence-based benefits or at least be associated with no increase in harm or incur affordability issues. Fraudulent physician malfeasance are now being uncovered via whistle-blowers, or through greater more meticulous audit of various validated performance measures, and those physicians found to have flouted these due to pecuniary self-interests, overuse of tests or procedures have been found guilty and sanctioned with heavy fines, return of reimbursements as well as imprisonment, and erasure from medical registries and the removal of license to practice.
This document describes a proposed health care delivery program called HealthShare 2000+. The key points are:
1. HealthShare 2000+ aims to provide affordable, equitable, and accessible health care to members, especially the poor, through a group trust model without insurance, premiums, deductibles, or other limitations.
2. It would organize health care providers and facilities into categories and grades of service. Members would select service units that would be directly paid to providers through electronic funds transfer from the group trusts.
3. The program claims to eliminate wasteful administrative and billing costs compared to insurance, ensuring 100% of member contributions go directly to health care. It also aims to reduce costs and improve care through preventative
A presentation to start a workshop with community pharmacists on the contribution of pharmacy to the NHS Five Year Forward View, Health and Wellbeing Strategy and Sustainability and Transformation Plan
This survey reveals that Quality of Life—of employees, patients or students—is more than a passing trend. In all of the countries and sectors surveyed, it represents a new frontier of performance.
This document appears to be a student record containing identifying information for a student named Freddy Pérez including their student ID, professor, and class/section. In 3 sentences or less, it provides basic identifying details for a student named Freddy Pérez along with their professor and class information.
Системы ломаются. Люди ошибаются. Реагировать на это можно по-разному, но это неизбежно. Я расскажу о том как можно проделать детальную работу над ошибками, которая позволит выжать максимум из любого значимого инцидента. 45mins Talk
The document discusses teaching as a career, noting that the median salary for teachers is $54,550 annually. There are currently over 1.5 million teaching jobs in the US, and the field is expected to grow 6% which is as fast as average. Kindergarten and elementary school teachers prepare young students for future schooling by teaching basic subjects like math and reading. Teachers typically work in public or private schools during regular school hours but also do grading and lesson planning in evenings and weekends, and generally do not work over the summer.
The Newar people are the indigenous inhabitants of the Kathmandu Valley in Nepal who have developed a sophisticated urban civilization. They speak Nepal Bhasa and follow Hinduism and Buddhism. Newar society was traditionally divided into occupational castes. They are known for contributions to art, architecture, literature, and trade. Newar culture is marked by frequent religious festivals throughout the year centered around processions and ritual dances.
Digital Solution For Belmart bertujuan untuk meningkatkan jumlah anggota kartu anggota Belmart (BMC), penjualan melalui program anggota, dan kesadaran masyarakat terhadap toko Belmart. Rencananya mencakup pembuatan website dan landing page kampanye, serta pemasaran melalui media sosial, newsletter, dan SMS."
Feliz navidad. milton, juan pablito y katherinekhsotox
La tarjeta de Navidad desea que la luz de Dios ilumine los corazones de los destinatarios ahora y siempre, les desea una feliz Navidad y un próspero año nuevo 2011, y está firmada por Milton, Juan Pablito y Katherine.
Pankaj Kumar Rajbanshi is seeking a challenging position as a software professional. He has a B.E. in Electronics from S.P.P.U Pune with 64.80% marks and has completed a PG-DAC from CDAC Hyderabad with a grade of 'C'. His core strengths include being self-disciplined, a willingness to learn, teamwork skills, and good communication abilities. He has experience with programming languages like C, C++, Java and frameworks such as .NET. He has worked on projects involving data visualization, eye tracking, and soil moisture monitoring. Pankaj is interested in areas like OOP, databases, web development, algorithms and OS.
Este documento describe las funciones de la sección de Memoria de Traducción en Wordfast, la cual permite seleccionar o crear una nueva memoria de traducción. Al crear una nueva memoria, Wordfast solicitará los códigos de idioma ISO para el idioma original y de destino. También explica que es posible iniciar una sesión de traducción sin usar una memoria de traducción aunque Wordfast recordará que no hay ninguna memoria seleccionada.
Este documento presenta una lista de términos relacionados con el lenguaje de programación Scratch. Algunos de los términos mencionados son bloques, disfraces, objetos, escenarios, paleta de bloques y área de programación.
The document discusses Quality Use of Medicines (QUM) in Australia. It defines QUM as selecting management options wisely, choosing suitable medicines if needed and using medicines safely and effectively. The key principles of QUM are the primacy of consumers, partnership, consultative and collaborative activities, supporting existing activity, and systems-based approaches. Key partners in QUM include consumers, healthcare providers, educators, facilities, industries, media, funders and governments. The building blocks that support QUM are policy development, coordination, information provision, education and training, services, and research. Evaluation of QUM occurs at the community, institutional and national levels.
What quality measures does the MCO have in placeSolutionManag.pdfformicreation
What quality measures does the MCO have in place?
Solution
Managed care organizations (MCOs) are responsible for ensuring that persons enrolled in their
plans receive quality health care. In addition, MCOs publicly funded through the Medicare and
Medicaid programs are required by State and Federal governments to meet certain quality
standards.
To fulfill their responsibilities, MCOs need ready access to a comprehensive array of evidence-
based clinical information and other clinical performance measures to enable them to evaluate
their providers\' performance and identify areas where improvement is needed. They also need to
know how their members feel about the care they receive and the way they are treated. Finally,
they need to ensure that both their providers and members are aware of the most recent
preventive care recommendations.
Valid, reliable, and cost-effective measurement tools must be available to make such
determinations, but these tools have not always been available. Furthermore, because the science
of performance measurement is relatively new, additional measures need to be developed and
those that have been developed can be improved. Therefore, to ensure that their enrollees in
MCOs receive high-quality care, MCOs need a reliable source to provide the most current and
scientifically sound tools.
In response to this need, the Agency for Healthcare Research and Quality (AHRQ) has funded
research to compile a database of evidence-based clinical guidelines and to develop clinical
performance measures, member satisfaction surveys, and preventive care recommendations that
can help MCOs meet their responsibilities. Additionally, AHRQ funds research and develops
performance measures and guidelines that MCOs, insurers, providers, and consumers can trust.
This report describes these tools and how they have been used and provides information on
where to learn more about them.
Background
Around one-half of insured Americans are enrolled in some form of managed care. However, as
the number of persons enrolled in MCOs increased in the 1990s, health care purchasers,
policymakers, and other stakeholders became concerned about the potential for health care
quality to diminish. In their view, the policies and practices imposed by MCOs to reduce what
MCOs define as unnecessary care might result in patients not receiving needed care. Therefore,
MCOs faced accreditation systems and other requirements to ensure that patients were receiving
the most appropriate care.
More recently, MCOs have had to address other emerging concerns such as: Rapid introduction
of new technologies, Data showing unexplained variations in the provision of care, Severe cost
pressures.
These factors have provided additional motivation to MCOs to develop systematic ways of
preserving and enhancing health care quality and cost-effectiveness.
Evidence-based practice guidelines and performance measures were developed to help ensure
that patients always receive the most appropri.
The World Organization of Natural Medicine is an international politically and religiously neutral humanitarian none governmental organization (NGO). It is established as per the World Health Organization Alma Ata declaration 1978, and is recognized and accredited under the Sovereigns Order of Knight Hospitallers of St. John for its humanitarian endeavors. Its educational department is a member of the United Nation Academic Impact.
Accountable Care Organizations (ACOs) are organizations of health care providers who provide care to a group of patients. Created in an attempt to decrease the cost of service delivery and increase efficiency, value and profit, these organizations are new territory for the CPA professional. This presentation was given to the Michigan Association of Certified Public Accountants at their Healthcare Conference on April 23, 2013.
This essay discusses accrediting organization in the ultrasound field. It can challenging and a bit overwhelming for ultrasound students to choose what accreditation they should get in order to obtain the best suited job after graduation.
This document provides a summary of the activities and accomplishments of the American Society of Addiction Medicine (ASAM) in 2014. Key points include:
- ASAM connected over 3,200 members through educational meetings, advocacy efforts, and communicating latest research.
- ASAM advocated on policy issues like expanding access to medications for opioid addiction treatment and testified before Congress on the opioid epidemic.
- ASAM delivered over 600 CME credits through its annual conference and other educational programs. The Fifth Edition of Principles of Addiction Medicine textbook was also published.
The American Society of Addiction Medicine (ASAM) 2014 year in review document summarizes the organization's activities over the past year, including connecting members, advocating for addiction treatment policies, providing education and training, and disseminating research. Key events included electing new board members, growing social media presence, advocating for insurance coverage of addiction medications, educating over 3,000 physicians through conferences and online courses, and publishing new editions of foundational textbooks on addiction medicine. Looking ahead, ASAM's priorities are expanding quality improvement initiatives, payer advocacy, and education programs for primary care providers.
This document provides updated guidelines from the American College of Clinical Pharmacy (ACCP) on ethical interactions between pharmacists and industry. It expands the scope beyond just the pharmaceutical industry to include other vendors. The guidelines recognize new federal regulations addressing conflicts of interest with healthcare professionals. The document stresses that the primary concern for pharmacists should be patient welfare. It advises against accepting gifts from industry that could influence objectivity or appear to do so. Accepting gifts not directly beneficial to patient care, education or research should be avoided. Pharmacists are advised to consider how gifts may be perceived and ensure industry interactions do not compromise independent clinical judgment.
This white paper discusses how healthcare in the US is changing with the introduction of Accountable Care Organizations (ACOs). It outlines four ways that market researchers can help brands, physicians, payors, and patients adapt to and succeed within the ACO model. Researchers can 1) understand patient and provider experiences to promote education and engagement, 2) identify disconnects that lead to readmissions and neglect, 3) research preventive health markers and at-risk populations, and 4) help organizations use data better to show outcomes. The paper stresses that in this changing environment, differentiation through insights and solutions will be key for success over dissipation.
Accountable Care Organizations and Physician Joint Ventures .docxAMMY30
Accountable Care Organizations and Physician Joint Ventures
Jeffrey P. Harrison
Chapter 9
“I will continue with diligence to keep abreast of advances in medicine. I will treat without exception all who seek my ministrations, so long as the treatment of others is not compromised thereby, and I will seek the counsel of particularly skilled physicians where indicated for the benefit of my patient.”
—from The Hippocratic Oath (modern version)
Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale.
1
Learning Objectives
Demonstrate an understanding of the interparty relationships associated with healthcare joint ventures and accountable care organizations.
Understand some of the dynamics and controversies surrounding the concept of accountable care organizations as an alternative approach to the current marketplace.
Demonstrate a basic understanding of the patient-centered medical home with attention to how it supports network-based delivery systems.
Master the concept of physician–hospital alignment and health system integration including consumer, provider, and regulatory developments.
Assess the emerging role of medical groups and hospital-owned group practices across the continuum of healthcare services.
Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale.
2
Key Terms and Concepts
Accountable care organization (ACO)
Clinical integration
Equity-based joint venture
Hospitalist model
Integrated physician model
Medical foundation
Patient-centered medical home (PCMH)
Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale.
3
Introduction
A positive relationship between hospitals and physicians is important to the success of the US healthcare system, because hospitals and physicians can be both collaborators and competitors.
Many hospitals and healthcare systems have moved to various models of physician integration through which hospitals hope to capture market share and physicians seek financial security.
After the Affordable Care Act (ACA) was passed in 2010, physician–hospital alignment became driven by another factor: cost control and quality outcomes in the accountable care era (Reiboldt 2013).
Physicians work in a wide range of settings and serve in leadership positions that have significant responsibility for quality of care.
Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale.
4
Clinical Integration
What Is It?
Coordination of patient care between hospitals and physicians across the healthcare continuum— e.g., an accountable care organization (ACO).
Provides an opportunity to coordinate services through centralized scheduling, electronic health records, clinical pathways, management of chronic diseases, and innovative quality improvement programs.
Clinical integration is necessary to delivering high-quality, affordable care in the current environment (Jacquin 2014).
Clinical.
3Moral Identity Codes of Ethics and Institutional Ethics .docxlorainedeserre
This document discusses codes of ethics and institutional ethics structures in healthcare organizations. It begins by outlining the key learning objectives which focus on understanding the importance of codes of ethics and how they reflect an organization's values. It then discusses the role of codes of ethics in shaping an organization's moral identity and standards of conduct. The document provides examples of codes from the American Medical Association and Trinity Health. It emphasizes that codes of ethics should apply to all healthcare workers and cover areas like cultural competence, privacy, and nondiscrimination. Institutional ethics committees and review boards also help address ethical issues.
MALCOLM BALDRIGE QUALITY AWARD- ST. DAVID’S HEALTHCAREColin John
Malcolm baldrige quality award: St. David’s Healthcare
- About the award
-Criteria for performance excellence
-About company
-Service offerings
-Organizational Structure
-Organizational Governance
-Leadership System
-Ethical Behavior
-Strategic Planning
-Customer Management
This document describes Physicians Proviso (P2), an organization that aims to support independent physicians. P2 provides advocacy, education, and collaboration to help increase physicians' profitability. It also surveys physicians to understand challenges like high costs, dealing with insurance, and electronic health records that cause many to leave private practice. P2 connects physicians to partner companies offering practice management, disease management, personalized prescriptions, and other services. The organization is led by an Executive Leadership Council of prominent physicians and aims to give members more control, reduce risks, and maximize revenue through these partnerships and services.
The Who, What, and How of Health Outcome MeasuresHealth Catalyst
The document discusses health outcome measures, including definitions from various organizations. It describes outcome measures as metrics that assess patient health results and experiences. The document outlines characteristics of outcome measures, such as some being long or short-term, and how they can impact multiple domains. It also discusses how enterprise data and analytics can help analyze multiple outcome measures across patient populations.
Regulatory bodies oversee healthcare practitioners and institutions to enforce safety standards, improve quality of care, and ensure compliance with privacy and usage guidelines. Healthcare compliance professionals help organizations adhere to increasing government requirements around patient privacy, quality of care, fraud prevention, and staff protection. Healthcare policy and protocols can benefit patients, organizations, and the overall system by establishing guidelines, avoiding errors, and improving communication. Regulation is important in healthcare and health insurance to protect public health and welfare through various regulatory entities. Accreditation involves self-evaluation and external assessment to measure performance against standards in order to consistently improve quality of care. It has been shown to increase overall quality and reduce disparities through adherence to evidence-based procedures and a focus on access,
The document discusses Accountablecare Service Organization (ASO), which aims to establish accountable care organizations (ACOs) under the new Medicare program rules. ASO provides a complete "ACO-in-a-Box" toolkit and services to help qualify as an ACO, including business planning, legal services, electronic medical records, cost-savings programs like clinical trials and generic prescriptions, marketing services, and wellness partner programs focused on preventative care and community involvement. The goal is for ACOs established with ASO's help to save up to $960 million in healthcare costs over three years while improving quality of care.
Running head HEALTH SERVICES IN RELATION TO ENVIRONMENTAL ANALY.docxcharisellington63520
Running head: HEALTH SERVICES IN RELATION TO ENVIRONMENTAL ANALYSIS 1
HEALTH SERVICES IN RELATION TO ENVRIRONMENTAL ANALYSIS 8
Health Services In Relation to Environmental Analysis
Dr. Mountasser Kadrie
July 27, 2014
As a manager in Ford Rehabilitation centre, I have encountered several challenges in both external environment and internal environment that have greatly challenged the increasing demands of my patients’ services as well as failure of the reimbursements of funds by the insurance providers. Environmental conditions normally affect human health in varied means. Interactions between the environment and human health usually lead to very complex ethical queries that are related to health policy decisions. There are various factors in the environment that can lead to risks and the same time benefits. They include genetically modified plants, nanotechnology, bio fuels and other technology. There is a body of evidence that have emerged saying that environment can affect the health of human being and at the same time human health can have impact to the environment.
The external factors are factors in the environment that cannot be controlled by an organization. There are several external factors that affect many health organizations; these factors include political conditions, government policies and regulations, technological environment and social environment. In my organization the two key external factors affecting my company are the social environment and technological environment. Social factors have developed challenge in the Ford rehabilitation centre. This is because many patient customers have varied and different types of beliefs which make the relations in the health centre challenged. It have become problematic to deal with some patients since it is difficult to know the type of services they need based on where they have come from. Various patients have diverse transformation in attitude towards health care. The patients are however very demanding in my organization because each one of them needs to be handled differently based on community variations. In order to curb this, as manager I have decided to implement several programs that will promote cooperation between my patients as well amendments that will bring in suitable services to each patient. Implementation of this programs will enable my organization to continue being indispensible and financially stable despite the social challenges affecting the availability of patients in the organization.
Another external factor in the environment that will have a great impact in my company is technological environment. Implementation of more advanced methods to serve my customers is likely to improve patients’ attendance and this will boost the compan.
The document discusses Accountable Care Organizations (ACOs) under the Medicare Shared Savings Program. It explains that ACOs are groups of doctors, hospitals, and other health care providers that come together voluntarily to give coordinated high quality care to their Medicare patients. The goal of ACOs is to ensure patients get the right care at the right time, while avoiding unnecessary duplication of services and preventing medical errors. The document provides details on ACO legal structures, governance, operations, payment models, and audits to ensure compliance with program rules.
Accountable Care Organizations: Operations and Audits
CRProspectusJuly2016
1. COMMITTED TO ADVANCING PREVENTIVE MEDICINE
AND POPULATION HEALTH
ACPM CORPORATE ROUNDTABLE
2. WHY PARTNER WITH THE AMERICAN COLLEGE OF PREVENTIVE
MEDICINE?
Founded in 1954, the American College of Preventive Medicine (ACPM) is the only national
medical specialty society of physicians focused exclusively on preventive and lifestyle
medicine. Our mission is to improve the health of individuals and populations through
evidence-based health promotion, disease prevention, and systems-based approaches to
health care.
ACPM is a unique organization with physicians, residents, and medical student members who
are at the forefront of critical health issues in health systems transformation. ACPM members
are dedicated physicians leading the charge to infuse prevention and lifestyle medicine into
every aspect of medicine.
WHERE DO I FIND PREVENTIVE MEDICINE PHYSICIANS?
ACPM physicians are found in a variety of settings including research, academia, government,
NGOs, local, state, regional and national public health agencies, clinical and corporate
settings, pharmaceutical and insurance industry, and other entities worldwide as:
• Directors of local and state health agencies
• Federal executives at regulatory agencies
• Chief medical officers of private corporations
• Executives for multi-national NGOs
• Professors and department chairs at medical and public health colleges
• Prevention and quality specialists within health plans and other organizations
• Pharmaceutical physician executives
3. THE IMPACT OF PREVENTIVE MEDICINE PHYSICIANS
Preventive Medicine is a primary medical specialty recognized by the American Board of
Medical Specialties (ABMS). Its focus is on the health of individuals, communities, and
defined populations with the goals to protect, promote, and maintain health and well-being as
well as prevent disease.
Preventive Medicine physicians are licensed MDs and DOs who also hold an MPH. They
possess multi-disciplinary expertise in eight core competencies: biostatistics, epidemiology,
environmental and occupational medicine, planning and evaluation of health services,
management of health care organizations, research into causes of disease and injury in
population groups, and the practice of prevention in clinical medicine. As key leaders that
possess a unique systems approach to health and wellness, they are at the nexus of public
health, policy, and medicine. Preventive Medicine physicians:
• Develop and apply evidence-based recommendations in population health and
prevention policy;
• Implement innovative prevention approaches in health care systems;
• Advance public health programs;
• Assess health risks and deliver effective clinical preventive services to individuals and
populations.
WHY JOIN THE ACPM CORPORATE ROUNDTABLE?
Created in 2008, the ACPM Corporate Roundtable allows your organization to connect with
leaders in lifestyle and preventive medicine. Members of the Corporate Roundtable are highly
regarded private-sector organizations dedicated to promoting and influencing health for
individuals and populations. The Corporate Roundtable provides a forum to share knowledge,
educate, and encourage innovation.
4. * Charter member
AstraZeneca*
PhRMA *
EHE International*
Mars Symbioscience
Metagenics
McNeil Consumer Healthcare
NuVal*
Omada Health
RediClinic
Bayer HealthCare*
Cerner Corporation
Cummins
Full Plate Living
Gilead Sciences*
MDVIP
Pfizer
Sanofi
Takeda Pharmaceuticals
UnitedHealth Group
ACPM 2016 CORPORATE ROUNDTABLE MEMBERS
5. Benefits of Membership
Gold
$15,000
Silver
$10,000
Bronze
$6,000
Member of Corporate Roundtable, which meets twice each year in
conjunction with ACPM Board
• • •
Three one-on-one, in-person visits with ACPM leadership •
Semi-annual calls with ACPM Coporate Roundtable members and
ACPM leadership to discuss areas of interest
• • •
Acknowledgment as Corporate Roundtable member in ACPM
newsletter
3 2 1
Recognition on ACPM web site with logo and link to company’s
home page
• •
Recognition on ACPM web site (text only) •
Complimentary registrations to Preventive Medicine, ACPM’s
annual meeting
3 2 1
40% discount on display advertising in the American Journal
of Preventive Medicine, plus one month free banner ad with
purchase*
•
Articles in ACPM’s newsletter about company, written by company,
approved by ACPM
3 2
Complimentary 10’x10’ booths at Preventive Medicine conference 2 1
Complimentary physician memberships 5 3 2
Limited time access to Lifestyle Medicine Core Competency
Curriculum (3 institutional members)
•
Access to ACPM’s Lifestyle Medicine newsletter • • •
Access to ACPM’s Health System Transformation newsletter • • •
Subscription to the American Journal of Preventive Medicine • • •
*Banner ads to appear on on www.ajpmonline.org, the mobile app, and the AJPM e-Table of Contents alert.
6. HOW DO I GET INVOLVED?
Membership is selective. Prospective members must demonstrate their commitment to
preventive medicine through shared values, missions, and activities that align with ACPM. All
prospective members must be approved by the ACPM Board of Regents, which determines
eligibility and vote on requests for membership.
ACPM offers three levels of membership. While detailed above, membership benefits include
direct interaction with ACPM leadership and other members to network and exchange ideas
and insights. Membership also includes complimentary invitations to attend ACPM education
programs, updates on governmental efforts in healthcare and preventive medicine, and the
opportunity to collaborate or contribute to cutting-edge ACPM preventive medicine initiatives.
FOCUS AREAS
Issues Corporate Roundtable members and ACPM address include, but are not limited to:
• Educational and programmatic support for employers (both health- and non-health
related organizations) related to health, health care management, employee fitness and
corporate productivity;
• Improving the delivery of clinical preventive services by clinicians within both
established and new innovative care systems;
• Advancing policy and advocacy issues, i.e. improving coverage for preventive services,
tobacco cessation, nutrition, physical activity, healthy communities, and corporate
wellness;
• Addressing emerging issues identified by Corporate Roundtable members that may
benefit from ACPM study, application of existing best practices, or joint proposals to
interested funding entities for analysis or improvement;
• Developing new educational resources in changing disciplines, including infectious
disease management, environmental health, health systems transformation,
cardiovascular fitness and lifestyle medicine.
7. COMPOSITION AND ELIGIBILITY
The Corporate Roundtable is comprised of corporations or businesses, foundations, and
other private sector entities whose values, missions, and activities align with the ACPM. The
ACPM Board, Executive Committee or other designated committee will review requests for
membership to determine eligibility and approval.
OPERATIONS
To foster communication and participation between Corporate Roundtable members and
ACPM leaders, the Corporate Roundtable convenes with the Board of Regents in person
twice annually. Meetings coincide with ACPM’s annual Preventive Medicine conference in
the spring, and in the fall at ACPM’s headquarters in Washington, DC. The joint meeting of
the Corporate Roundtable and the ACPM Board of Regents provides a forum for Corporate
Roundtable members and ACPM leadership to discuss issues that include, but are not limited
to, current healthcare policy, market forces, health system trends, and advancements in the
field and how these issues are impacting Corporate Roundtable members and the practice of
preventive medicine.
8. All Roundtable member organizations will sign an agreement to abide by ACPM’s Policy on Corporate
Relationship.
9.1 Overview of Principles
The American College of Preventive Medicine’s principles to guide corporate relationships have been
organized into the following categories: General Principles that apply to most situations; Special
Guidelines that deal with specific issues and concerns; and Organizational Review that outlines
approval authorities and public disclosure responsibilities. These guidelines should be reviewed
over time to assure their continued relevance to the policies and operations of ACPM and to the
current business environment. The principles should serve as a starting point for anyone reviewing or
developing ACPM’s relationships with outside groups.
9.2 General Principles
ACPM’s mission statement should provide guidance for externally funded relationships. Relations that
are not motivated by the association’s mission threaten the ACPM’s ability to provide representation
and leadership for the profession.
ACPM’s vision and values must drive the proposed activity.
ACPM’s vision and values ultimately must determine whether a proposed relationship is appropriate
for ACPM. ACPM should not have relationships with organizations or industries whose principles,
policies or actions obviously conflict with ACPM’s vision and values. For example, relationships with
producers of products that harm the public health (e.g., tobacco) are not appropriate for ACPM. In
general, rather than responding to others, ACPM will proactively choose its priorities for external
relationships and participate in those that fulfill these priorities.
9.2.2 The relationship must preserve or promote trust in ACPM and the preventive medicine
profession.
To be effective, preventive medicine professionalism requires the public’s trust. Corporate
relationships that could undermine the public’s trust in ACPM or the profession are not acceptable.
For example, no relationship should raise questions about the scientific content of ACPM’s health
information efforts, ACPM’s advocacy on public health issues, or the truthfulness of its public
statements.
9.2.3 The relationship must maintain ACPM’s objectivity with respect to health issues.
ACPM will accept funds or royalties from external organizations only if acceptance does not pose a
conflict of interest and in no way impacts the objectivity of the association, its members, activities,
programs or employees. For example, exclusive relationships with manufacturers of health-related
products marketed to the public could impair ACPM’s objectivity in promoting the health of the
nation. Relationships that might bias, or appear to bias, ACPM’s objectivity with respect to health
issues are not acceptable.
POLICY ON CORPORATE RELATIONSHIPS
9. 9.2.4 The activity must provide benefit to the public’s health, patient’s care, or physician’s
practice of preventive medicine.
Public education campaigns and programs for ACPM members are potentially of significant benefit.
Corporate-supported programs that provide financial benefits to ACPM but no significant benefit to
the public or direct professional benefits to ACPM or ACPM’s members require careful scrutiny. In the
case of member benefits, external relations should advance professionalism or be neutral to it.
9.3 Special Guidelines
The following guidelines address a number of special situations where ACPM cannot utilize external
funding.
9.3.1 ACPM will provide health and medical information, but should not involve itself in the
production, sale or marketing to consumers of products that claim a health benefit.
Marketing health-related products (e.g., pharmaceuticals, home health care products) undermines
ACPM’s objectivity and diminishes its role in representing preventive medicine values and educating
the public about their health and health care.
9.3.2 Activities should be funded from multiple sources wherever possible.
Activities funded from a single external source are at greater risk for inappropriate influence from
the supporter -- or the perception of it, which may be equally damaging. For example, funding for
a patient education brochure should be done with multiple sponsors if possible. For the purposes
of this guideline, funding from several companies, but each from a different and non-competing
industry category (e.g., one pharmaceutical manufacturer and one health insurance provider) does
not constitute multiple-source funding. ACPM recognizes that for some activities the benefits may be
so great, the harms so minimal, and prospects for developing multiple sources of funding so unlikely
that single-source funding is a reasonable option. Even so, funding exclusivity must be limited to
discrete programs only (e.g., tobacco conference) and shall not extend to a broad category (e.g.,
tobacco). The Board should review single-sponsor activities prior to implementation to ensure that (a)
reasonable attempts have been made to locate additional sources of funds (for example, issuing an
open request for proposals to companies in the category); and (b) the expected benefits of the project
merit the additional risk to ACPM of accepting single-source funding. In all cases of single-source
funding, ACPM will guard against conflict of interest.
9.3.3 The relationship must preserve ACPM’s control over any projects and products bearing the
ACPM name or logo.
ACPM retains editorial control over any information produced as part of a corporate/externally funded
arrangement.
When an ACPM program receives external financial support, ACPM must remain in control of its
entire content, and must approve all marketing materials to ensure that the message is congruent
with ACPM’s vision and values. A statement regarding ACPM editorial control as well as the name(s)
of the program’s supporter(s) must appear in all public materials describing the program and in all
educational materials produced by the program. (This principle is intended to apply only to those
situations where an outside entity requests ACPM to put its name on products produced by the
outside entity, and not to those situations where ACPM only licenses its own products for use in
conjunction with another entity’s products.)
10. 9.3.4 Relationships must not permit or encourage influence by the corporate partner on ACPM.
An ACPM corporate relationship should not permit influence by the corporate partner on ACPM
policies, priorities, and actions. For example, agreements stipulating access by corporate partners to
the Board of Regents would be of concern. Additionally, relationships that appear to be acceptable
alone may become unacceptable when viewed in light of other existing or proposed activities.
9.3.5 Participation in a sponsorship program does not imply ACPM’s endorsement of an entity
or its policies.
Participation in sponsorship of an ACPM program does not imply ACPM approval of that corporation’s
general policies, nor does it imply that ACPM will exert any influence to advance the corporation’s
interests outside the substance of the arrangement itself. ACPM’s name and logo should not be used
in a manner that would express or imply an ACPM endorsement of the corporation or its policies.
9.3.6 To remove any appearance of undue influence on the affairs of ACPM, ACPM should not
depend on funding from corporate relations for core governance activities.
Funding for core governance activities from corporate sponsors (i.e., financial support for conduct
of the Board of Regents or Executive Committee) could make ACPM become dependent on external
funding for its existence or could allow a supporter, or group or supporters, to have undue influence
on the affairs of ACPM. Some specific sponsors may make it possible to convene committee meetings
– however this is unacceptable for the Board and Executive Committee meetings.
9.3.7 Funds from corporate relations must not be used to support political advocacy activities.
A full and effective separation should exist between political activities and corporate funding.
ACPM should not advocate for a particular issue because it has received funding from an interested
corporation. Public concern would be heightened if it appeared that ACPM’s advocacy agenda was
influenced by corporate funding.
9.4 Organizational Review
The Board of Regents must screen every proposal for an ACPM corporate relationship prior to staff
implementation.
9.4.1 It is important for ACPM to have an orderly and predictable reporting process to the
membership and for disclosure to others as appropriate.
All ACPM corporate arrangements will be annually reported to the membership in the winter issue of
the ACPM News.
9.4.2 The Board of Regents must approve all proposals for ACPM corporate relationships.
Every new relationship must be approved by the Board of Regents, or through a procedure adopted by
the Board.
9.4.3 The Executive Director is responsible for the review and implementation of each specific
arrangement according to the previously described principles.
The Executive Director is responsible for obtaining the Board of Regents’ authorization for externally
funded arrangements that have an economic and/or policy impact on ACPM. The Executive Director is
responsible for implementing the activity in a manner that is consistent with the principles contained
in this document.
11. Please complete all sections.
PRIMARY CONTACT
Company Name ________________________________________________________________
Contact Name ___________________________________________________________________
Professional Title ________________________________________________________________________
Department __________________________________________________________________________________________
Mailing Address ______________________________________________________________________________________
City_________________________________________________ State________________ Zip________________________
Phone________________________________________________________________________________________________
Email________________________________________________________________________________________________
Corporate Website Email_______________________________________________________________________________
ALTERNATE / ADDITIONAL CONTACT
Contact Name _______________________________________________________________________________________
Professional Title _____________________________________________________________________________________
Department __________________________________________________________________________________________
Mailing Address ______________________________________________________________________________________
City_________________________________________________ State________________ Zip________________________
Phone________________________________________________________________________________________________
Email________________________________________________________________________________________________
LEVEL REQUEST
o Gold ($15,000) o Silver ($10,000) o Bronze ($6,000)
CORPORATE RELATIONSHIP POLICY
o I have read, agreed to, and signed ACPM’s Policy on Corporate Relationships.
PAYMENT
o Check enclosed. Payable to the American College of Preventive Medicine: Check # _______________
o Purchase Order enclosed. If submitting a PO, do you need to be invoiced? o Yes o No
PLEASE SUBMIT
• Please provide your company mission statement.
• Please provide a brief description of your interest in and expectations for the ACPM Corporate Roundtable.
CORPORATE ROUNDTABLE APPLICATION
Return application to Jessica Bradshaw, Program Coordinator, American College of Preventive Medicine,
455 Massachusetts Avenue NW, Suite 200, Washington, DC 20001. TIN: 23-1722119.
12. 455 Massachusetts Avenue NW, Suite 200
Washington, DC 20001
Tel: (202) 466-2044
Fax: (202) 466-2662
www.acpm.org
BECOME A CORPORATE ROUNDTABLE MEMBER TODAY
Founded in 1954, the American College of Preventive Medicine (ACPM) is the only
national medical specialty society of physicians focused exclusively on preventive
and lifestyle medicine. In 2008, the ACPM Corporate Roundtable was established
to foster open communication between the ACPM leadership and industry
organizations like yours, in a non-competitive environment.
Please contact Maureen Simmons at msimmons@acpm.org or (202) 466-2044,
ext. 120 to learn more about how your organization can benefit from membership
in the ACPM Corporate Roundtable today!