"'I am proud that MaineCare has been working in partnership with other payers to advance payment reform through greater investment in primary care to both improve outcomes for patients and reduce preventable high cost spending in emergency departments and avoidable inpatient admissions.
– Mary C. Mayhew, Commissioner, Maine Department of Health & Human Services
Definition: Patient-Centered Care
Definition Patient-centered care (patient centred care): “Is a model in which providers partner with families to identify and satisfy the full range of patient needs and preferences.”
To expand this definition, patient-centered care is dependent on the involvement of the staff and care team as well.
“To succeed, a patient-centered approach must also address the staff experience as staff’s ability and inclination to effectively care for patients is unquestionably compromised if they do not feel care for themselves" (Picker Institute).
Researchers from Harvard Medical School, on behalf of Picker Institute and The Commonwealth Fund, defined seven primary dimensions of patient-centered care model.
These factors are identified as:
Respect for patients’ values, preferences and expressed needs
Coordination and integration of care
Information, communication and education
Physical comfort
Emotional support and alleviation of fear and anxiety
Involvement of family and friends
Transition and continuity
At the end of the session patient/family champions as well as health authorities will leave armed with best practices, resources and ideas on how to open the door for patient/family engagement with health authorities and how to make the most of the time together.
The keynote address was delivered at the NYSAVSA Annual Conference on June 7, 2012 in Geneva, NY. The purpose of the address was 3-fold: (1) Outline what patient- and family-centered care is, its core components, and benefits; (2)Highlight some best practice volunteer programs aligned with the PFCC philosophy; (3) Provide conference participants with an assessment grid to evaluate their volunteer programming based on two PFCC standards and walk away from the presentation with concrete strategic next steps to enhance and strengthen their volunteer programming based on the PFCC model and philosophy.
Krames Patient Education is the only choice for enterprise-wide patient education. In this presentation, practices will learn who Krames Patient Education is and What we can do for you.
We will review Patient-Centered Care and Patient Education; The Case for a Patient Education Investment, The Krames Differencet; Return on Investment; and Krames Solutions.
As patient engagement (aka consumer engagement) earns attention, the question increasingly arises: “Where do we start? What can we do?” More specifically, “What do we mean when we say ‘patient engagement’?” The Patient Activation Measure is a powerful tool for understanding where someone's at and how to interact with them differently.
Stratified pathways of care...from concept to innovationNHS Improvement
NHS Improvement is working in partnership with patients, clinical teams, the Department of Health (DH) and voluntary organisations to improve the effectiveness and quality of service delivery for those living with and beyond cancer. This is a summary report of this year’s work and includes pathways for breast, colorectal and prostate cancer.
BPS SIGOPAC Bristol October 2016 - Dr Sue Smith & Dr Anna JanssenAlex King
Presented by Dr Sue Smith, Consultant Clinical Psychologist & Dr Anna Janssen, Clinical Psychologist, Psycho-oncology Team, Dimbleby Cancer Care, Guy's & St Thomas' NHS Trust, London
Definition: Patient-Centered Care
Definition Patient-centered care (patient centred care): “Is a model in which providers partner with families to identify and satisfy the full range of patient needs and preferences.”
To expand this definition, patient-centered care is dependent on the involvement of the staff and care team as well.
“To succeed, a patient-centered approach must also address the staff experience as staff’s ability and inclination to effectively care for patients is unquestionably compromised if they do not feel care for themselves" (Picker Institute).
Researchers from Harvard Medical School, on behalf of Picker Institute and The Commonwealth Fund, defined seven primary dimensions of patient-centered care model.
These factors are identified as:
Respect for patients’ values, preferences and expressed needs
Coordination and integration of care
Information, communication and education
Physical comfort
Emotional support and alleviation of fear and anxiety
Involvement of family and friends
Transition and continuity
At the end of the session patient/family champions as well as health authorities will leave armed with best practices, resources and ideas on how to open the door for patient/family engagement with health authorities and how to make the most of the time together.
The keynote address was delivered at the NYSAVSA Annual Conference on June 7, 2012 in Geneva, NY. The purpose of the address was 3-fold: (1) Outline what patient- and family-centered care is, its core components, and benefits; (2)Highlight some best practice volunteer programs aligned with the PFCC philosophy; (3) Provide conference participants with an assessment grid to evaluate their volunteer programming based on two PFCC standards and walk away from the presentation with concrete strategic next steps to enhance and strengthen their volunteer programming based on the PFCC model and philosophy.
Krames Patient Education is the only choice for enterprise-wide patient education. In this presentation, practices will learn who Krames Patient Education is and What we can do for you.
We will review Patient-Centered Care and Patient Education; The Case for a Patient Education Investment, The Krames Differencet; Return on Investment; and Krames Solutions.
As patient engagement (aka consumer engagement) earns attention, the question increasingly arises: “Where do we start? What can we do?” More specifically, “What do we mean when we say ‘patient engagement’?” The Patient Activation Measure is a powerful tool for understanding where someone's at and how to interact with them differently.
Stratified pathways of care...from concept to innovationNHS Improvement
NHS Improvement is working in partnership with patients, clinical teams, the Department of Health (DH) and voluntary organisations to improve the effectiveness and quality of service delivery for those living with and beyond cancer. This is a summary report of this year’s work and includes pathways for breast, colorectal and prostate cancer.
BPS SIGOPAC Bristol October 2016 - Dr Sue Smith & Dr Anna JanssenAlex King
Presented by Dr Sue Smith, Consultant Clinical Psychologist & Dr Anna Janssen, Clinical Psychologist, Psycho-oncology Team, Dimbleby Cancer Care, Guy's & St Thomas' NHS Trust, London
Healthcare -- putting prevention into practiceZafar Hasan
This slidedeck is submitted by Zafar Hasan because one of the trends in medicine for the last 20 years isa focus on prevention and this deck is an outstanding practice primer.
Dr. Judith Hibbard presents The Case for Patient Activation - Activate 2017 b...mPulse Mobile
Leading patient activation researcher, Dr. Judith HIbbard, delves deep into the research findings of countless studies to reveal the definition, value and outcomes of patient activation during Activate 2017.
In 2012 I spoke to this outstanding organization in York, PA, in Robert Wood Johnson Foundation's Aligning Forces for Quality program. Now we're getting back together to see how their work and the patient engagement and empowerment movement have both progressed, and what's next. First exploratory meeting.
At the end of the session patient/ family/ advisors/ champions as well as health providers/ leaders/ authorities will leave with at least one practical idea to advance patient engagement in medication safety as a result of their increased understanding of:
. the role and responsibilities of patients/ families in medication safety
. different approaches to patient engagement in medication safety
. influencing factors (e.g. health literacy, culture, organizational and public policy)
. supporting resources and leading practices
New zealand cantabury timmins-ham-sept13Paul Grundy
This is a great example of a community in New Zealand of the interrogation of social services and healthcare. They are changing the demand curve and getting away from “we need more and more resources to see more patients”. The language we use, very deliberately, is “right care, right place, right time”. Once you start getting the whole
system to work as one system, it starts flushing out unnecessary expenditure. So you can do more and/or do it better.’ worth a read.
A systematic review of the challenges to implementation of the patient-centre...Paul Grundy
review the available literature to identify the major challenges and barriers to implementation and adoption of the patient-centred medical home (PCMH) model, topical in current Australian primary care reforms. documents the key challenges and barriers to implementing the PCMH model in United States family practice. It provides valuable
evidence for Australian clinicians, policymakers, and
organisations approaching adoption of PCMH elements
within reform initiatives in Australia.
Healthcare -- putting prevention into practiceZafar Hasan
This slidedeck is submitted by Zafar Hasan because one of the trends in medicine for the last 20 years isa focus on prevention and this deck is an outstanding practice primer.
Dr. Judith Hibbard presents The Case for Patient Activation - Activate 2017 b...mPulse Mobile
Leading patient activation researcher, Dr. Judith HIbbard, delves deep into the research findings of countless studies to reveal the definition, value and outcomes of patient activation during Activate 2017.
In 2012 I spoke to this outstanding organization in York, PA, in Robert Wood Johnson Foundation's Aligning Forces for Quality program. Now we're getting back together to see how their work and the patient engagement and empowerment movement have both progressed, and what's next. First exploratory meeting.
At the end of the session patient/ family/ advisors/ champions as well as health providers/ leaders/ authorities will leave with at least one practical idea to advance patient engagement in medication safety as a result of their increased understanding of:
. the role and responsibilities of patients/ families in medication safety
. different approaches to patient engagement in medication safety
. influencing factors (e.g. health literacy, culture, organizational and public policy)
. supporting resources and leading practices
New zealand cantabury timmins-ham-sept13Paul Grundy
This is a great example of a community in New Zealand of the interrogation of social services and healthcare. They are changing the demand curve and getting away from “we need more and more resources to see more patients”. The language we use, very deliberately, is “right care, right place, right time”. Once you start getting the whole
system to work as one system, it starts flushing out unnecessary expenditure. So you can do more and/or do it better.’ worth a read.
A systematic review of the challenges to implementation of the patient-centre...Paul Grundy
review the available literature to identify the major challenges and barriers to implementation and adoption of the patient-centred medical home (PCMH) model, topical in current Australian primary care reforms. documents the key challenges and barriers to implementing the PCMH model in United States family practice. It provides valuable
evidence for Australian clinicians, policymakers, and
organisations approaching adoption of PCMH elements
within reform initiatives in Australia.
Primary Care spend in the State of Rhode island and its impact on overall cost trend a report worth reading for sure
Primary care Spend in RI went up from 47 million in 2008 to 67 million in 2013
BUT !!!
Total Spend went down from 823 Million in 2008 to 661 Million in 2013
Care by design 2 bodenheimer teams 2 utah chapterPaul Grundy
Putting Care back into healthcare the University of Utah experience in building PCMH level care. this talks about the team base experice as written up in 2007 by Tom Bodenheimer.
Effective integration of specialty practices into medical neighborhoods is likely to require several important environmental precursors. First, a sound infrastructure
design can connect PCMHs to the spectrum of surrounding
specialty practices. An aligned information architecture
will be vital to adequate patient access, care coordination, and communication. Second, a patient centered
neighborhood will rely on an organizational culture that
supports shared learning and transparency of performance and cost data among participating practices. Third, payment incentives will have to be aligned around shared accountability for outcome and cost. Responsibility
for outcomes and total cost of care will have to rest not only with primary care clinicians, but also with specialists who perform(often expensive) procedures and specialty services.The launch of the NCQA’s PCSP recognition program is a sign of a new phase of delivery system reform
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.
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.
The Healthcare Team as the Healthcare Provider: A Different View of the Patie...guesta14581
Presentation to the Ohio State Society of Medical Assistant's annual convention about the Patient Centered Medical Home and the role of the medical assistant
National Conference on Health and Domestic Violence. Plenary talk Paul Grundy
explaining how the Patient Centered Medical Home (PCMH) platform for healthcare deliver is more likely to support domestic violence prevention and creat a safer environment than the FFS episode of care system we are in now. The medical Home is a home for the data where the all the data goes and is held accountable this idea was first articulated by Dr. Calvin C.J. Sia, a Honolulu-based pediatrician in 1967.
This concept of the medical home was integrated with Ed Wagners Chronic disease Model and Thomas Bodenheimer Kevin Grumbach advanced/proactive primary care at the request of the Patient Centered Primary care Collaborative into a set of principles Know as the Joint principles of the Patient centered medical home.
The patient-centered medical home (PCMH), is a team based health care delivery set of principles led by a physician that provides comprehensive and continuous medical care to patients with the goal of obtaining maximized health outcomes. It is "an approach to providing comprehensive primary care for children, youth and adults" The provision PCMH medical homes allow better access to health care, increase satisfaction with care, and improve health. Joint principles that define a PCMH have been established through the cohesive efforts of the American Academy of Pediatrics (AAP), American Academy of Family Physicians (AAFP), American College of Physicians (ACP), and American Osteopathic Association (AOA).[10] Care coordination is an essential component of the PCMH. Care coordination requires additional resources such as health information technology, and appropriately trained staff to provide coordinated care through team-based models. Additionally, payment models that compensate PCMHs for their effort devoted to care coordination activities and patient-centered care management that fall outside the face-to-face patient encounter may help encourage coordination.
This webinar will provide an overview of the evaluation study being done at the Durham Clinic, an integrated health home run by Cherry Street Health Services in Grand Rapids, Michigan. The study seeks to determine whether the delivery of health care through a multi-disciplinary team using the chronic care management model delivers better symptom management and reduced impact of the
illness on patients’ desired functioning.
Advancing Team-Based Care: Complex Care Management in Primary CareCHC Connecticut
This webinar investigated the ways that team members can contribute to the care of patients with complex medical and/or social needs. The focus was on developing the expanded care team and ensuring ready communication between the core and expanded care teams. Models for effective care management were presented.
This webinar was presented May 5, 2016 3:00 p.m. Eastern Time
Heritage Healthcare:-
Legacy healthcare refers to the traditional model of healthcare that has been in vogue for many years. It is characterized by a fee-for-service payment model, where healthcare providers are reimbursed for each service they provide to patients. This model has been a foundation of the US healthcare system for many years, but it has faced increasing criticism for its high costs and inefficiencies. In this essay, we'll explore the history, challenges, and possible solutions to legacy healthcare.
History of Legacy Healthcare
Legacy healthcare emerged in the United States in the early 20th century. At the time, health care was largely provided by individual physicians and hospitals, and patients paid for services out of pocket. However, with the rise of employer-sponsored health insurance during World War II, a new payment model emerged. This model was based on a fee-for-service system, where healthcare providers were reimbursed for each service they provided to patients. The system was designed to encourage healthcare providers to provide more services, with the assumption that more services would lead to better health outcomes.
Over the past few years, the fee-for-service model has become deeply ingrained in the US healthcare system. It has been the foundation of the Medicare and Medicaid programs, which provide healthcare for millions of Americans. However, as the cost of health care continues to rise, the limits of this model are becoming increasingly apparent.
Challenges of Legacy Healthcare
One of the main challenges of legacy healthcare is its high cost. The fee-for-service model incentivizes healthcare providers to provide more services, whether those services are truly needed or not. This has given rise to a phenomenon known as overuse, where patients receive more tests, procedures and treatments than they actually need. This not only increases the cost of health care but can also cause harm to patients. For example, unnecessary tests and procedures can expose patients to radiation and other risks.
Another challenge of legacy healthcare is its fragmentation. The fee-for-service model encourages healthcare providers to work independently of each other, rather than collaborating to provide coordinated care. This can lead to a lack of communication between healthcare providers, resulting in duplication of services and missed opportunities to meet the health needs of patients. Fragmentation also makes it difficult for patients to navigate the health care system, as they may need to see multiple providers for different health problems.
Finally, legacy health care is often criticized for its lack of focus on prevention and population health. The fee-for-service model incentivizes healthcare providers to treat serious illnesses and injuries instead of addressing the underlying causes of poor health. more details
The Patient-Centered Medical Home in the Transformation From Healthcare to He...Paul Grundy
Surgeon General of the Navy VADM Matthew L. Nathan, MC USN
Fortunately, we have a way to address this crisis—the
Patient-Centered Medical Home (PCMH) model launched at Naval Hospital Pensacola and Walter Reed National Military Medical Center, Bethesda, Maryland (formerly the National Naval Medical Center) in 2008. It is now being implemented throughout the Military Health System (MHS) and carries great promise. It provides the clinical framework we need to meet our strategic objectives in terms of quality of care, impact on costs, population health, and readiness. One of the most significant benefits of the team-based, collaborative approach is that it allows us to embed within a primary care environment the psychologists, nutritionists, tobacco cessation specialists, mind-body medicine therapists, and health educators our patients need in order to develop and maintain mindful, healthy behaviors—along with the “mental armor,” our active duty military personnel need to increase their operational effectiveness and their resiliency in bouncing back from stressful situations. As we move ahead with this more comprehensive approach to health, we can begin to better address so many of our patients for whom we can find no specific reason for pain and discomfort. The PCMH model also provides a positive impact on our costs. Early data reporting from the PCMH clinics at Bethesda show reduced visits to the emergency room, lowered pharmacy costs, and significant per beneficiary per year savings and improved Healthcare Effectiveness Data and Information Set metrics, access, and patient satisfaction and trust. These positive impacts on the bottom line can be applied directly to improved costs or toward the reallocation of resources from reimbursing those who are sick to the population health-based programs that can make and keep our patients healthy.More significant, however, the PCMH environment allows us to go beyond mere collaboration and to a much more proactive approach to managing our patient populations. It is within the context of the medical home that we can begin to surround our patients with the tools and resources they need to move them from health care to health.
Patient-centered medical homes (PCMHs) are intended to actively provide effective care by physician-led teams, Where patients take a leading role and responsibility. Objective: To determine whether the Walter Reed PCMH has reduced costs while at least maintaining if not improving access to and quality of care, and to determine
whether access, quality, and cost impacts differ by chronic condition status. Design, setting, and patients: This study
conducted a retrospective analysis using a patient-level utilization database to determine the impact of the Walter Reed PCMH on utilization and cost metrics, and a survey of enrollees in the Walter Reed PCMH to address access to care and quality of care. Outcome measures: Inpatient and outpatient utilization, per member per quarter costs, Healthcare Effectiveness Data and Information Set metrics, and composite measures for access, patient satisfaction, provider communication, and customer service are included. Results: Costs were 11% lower for those with chronic conditions compared to 7% lower for those without. Since treating patients with chronic conditions is 4 times more costly than treating patients without such conditions, the vast majority of dollar savings are attributable to chronic care.
PCMH implementation, highly associated with important outcomes for both patients and providers. The rate of emergency department visits was significantly
lower in sites with more PCMH effective implementation. Efficient PCMH implementation favorably associated with patient satisfaction, staff burnout, quality of care, and use of health care services.
Summary -- Patient Centered Medical Home the Necessary Foundation for Accountable Care and Population Management.
In the next 10 years, we will be living in 1) mobile world 2) in the middle of an aging and chronic disease epidemic and 3) data. But , we will also have the ability to analyze data in a cognitive way this will do for doctors’ minds what X-ray and medical imaging have done for their vision. How? By turning data into actionable information. Take, for instance, IBM’s intelligent supercomputer, Watson. Watson can analyze the meaning and con-text of human language and quickly process vast amounts of information. With this in-formation, it can suggest options targeted to a patient’s specific circumstances.
We need the basic foundation to support this transformation a system integrator where data at the level of a patients flows and is held accountable and that model is the Patient Centered Medical Home. (PCMH) starts to happen when clinicians/ healers step up to comprehensive relationship based care empowered by tools to manage the data and communicate effectively. This move to PCMH level care requires 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 and all of that is power by data made into meaningful information.
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.
The Patient-Centered Medical Home (PCMH) lies at the center of the effort to get at population health, integrated and coordinated care. PCMH is where the Primary care healer leads an organization that delivers clinician-led primary care, with comprehensive, accessible, holistic, coordinated, evidence-based coordination and management. In the USA this is now the standard in the US Veterans Administration and the US Military and under the ACA.
OVERVIEW -- Care by Design - Putting Care back into healthcare the University of Utah experience in building PCMH level care over the decade of 2001 to . 2011
Care by design magill lloyd successful turnaroundPaul Grundy
The University of Utah purchased a 100-clinician, 9-practice multispecialty primary care network in 1998. The university projected the network to earn a profit the first year of its ownership in a market with growing capitation; however, capitation declined and the network incurred up to a $21 million operating loss per year. This case study describes the financial turnaround of the network.
I did a visit to new zealand in 2003 and did a number of talks from 2003 to 2005 on the transformation taking place in new zealand. back in NZ in 2014 so looked at those early slide so impressed with the leadership and the robust primary care
, patients reported higher overall satisfaction at a primary care practice that adopted the patient-centered medical home model along with lean process changes and physician payment reform.
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South central foundation Alaska
If you are in a mechanical manufacturing environment then hitting a target is a matter much like the throwing of a rock – figuring out speed trajectory
If you are in a messy, human, complex, adaptive environment it is like throwing a
bird at a target – it is all about the ‘attractor’
Healthcare mostly throws birds at targets and only thinks about the throwing part than wonders why the Human fails to hit the target
Partial and Incremental PCMH Practice Transformation: Implications for Qualit...Paul Grundy
Experience of BCBS Michigan in Building medical homes
Based on the observed relationships for partial implementation,full implementation of the PCMH model is associated with a 3.5 percent higher quality composite score, a 5.1 percent higher preventive composite score, and $26.37 lower per member per month medical costs for adults. Full PCMH implementation is also associated with a 12.2 percent higher preventive composite score, but no reductions in costs for pediatric populations. Incremental improvements in PCMH model implementation yielded similar positive effects on quality of care for both adult and pediatric populations but were not associated with cost savings for either population.
Conclusions. Estimated effects of the PCMH model on quality and cost of care
appear to improve with the degree of PCMH implementation achieved and with incremental improvements in implementation.
Telehealth Psychology Building Trust with Clients.pptxThe Harvest Clinic
Telehealth psychology is a digital approach that offers psychological services and mental health care to clients remotely, using technologies like video conferencing, phone calls, text messaging, and mobile apps for communication.
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
Health Education on prevention of hypertensionRadhika kulvi
Hypertension is a chronic condition of concern due to its role in the causation of coronary heart diseases. Hypertension is a worldwide epidemic and important risk factor for coronary artery disease, stroke and renal diseases. Blood pressure is the force exerted by the blood against the walls of the blood vessels and is sufficient to maintain tissue perfusion during activity and rest. Hypertension is sustained elevation of BP. In adults, HTN exists when systolic blood pressure is equal to or greater than 140mmHg or diastolic BP is equal to or greater than 90mmHg. The
One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
CRISPR-Cas9, a revolutionary gene-editing tool, holds immense potential to reshape medicine, agriculture, and our understanding of life. But like any powerful tool, it comes with ethical considerations.
Unveiling CRISPR: This naturally occurring bacterial defense system (crRNA & Cas9 protein) fights viruses. Scientists repurposed it for precise gene editing (correction, deletion, insertion) by targeting specific DNA sequences.
The Promise: CRISPR offers exciting possibilities:
Gene Therapy: Correcting genetic diseases like cystic fibrosis.
Agriculture: Engineering crops resistant to pests and harsh environments.
Research: Studying gene function to unlock new knowledge.
The Peril: Ethical concerns demand attention:
Off-target Effects: Unintended DNA edits can have unforeseen consequences.
Eugenics: Misusing CRISPR for designer babies raises social and ethical questions.
Equity: High costs could limit access to this potentially life-saving technology.
The Path Forward: Responsible development is crucial:
International Collaboration: Clear guidelines are needed for research and human trials.
Public Education: Open discussions ensure informed decisions about CRISPR.
Prioritize Safety and Ethics: Safety and ethical principles must be paramount.
CRISPR offers a powerful tool for a better future, but responsible development and addressing ethical concerns are essential. By prioritizing safety, fostering open dialogue, and ensuring equitable access, we can harness CRISPR's power for the benefit of all. (2998 characters)
The Importance of Community Nursing Care.pdfAD Healthcare
NDIS and Community 24/7 Nursing Care is a specific type of support that may be provided under the NDIS for individuals with complex medical needs who require ongoing nursing care in a community setting, such as their home or a supported accommodation facility.
ICH Guidelines for Pharmacovigilance.pdfNEHA GUPTA
The "ICH Guidelines for Pharmacovigilance" PDF provides a comprehensive overview of the International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use (ICH) guidelines related to pharmacovigilance. These guidelines aim to ensure that drugs are safe and effective for patients by monitoring and assessing adverse effects, ensuring proper reporting systems, and improving risk management practices. The document is essential for professionals in the pharmaceutical industry, regulatory authorities, and healthcare providers, offering detailed procedures and standards for pharmacovigilance activities to enhance drug safety and protect public health.
Defecation
Normal defecation begins with movement in the left colon, moving stool toward the anus. When stool reaches the rectum, the distention causes relaxation of the internal sphincter and an awareness of the need to defecate. At the time of defecation, the external sphincter relaxes, and abdominal muscles contract, increasing intrarectal pressure and forcing the stool out
The Valsalva maneuver exerts pressure to expel faeces through a voluntary contraction of the abdominal muscles while maintaining forced expiration against a closed airway. Patients with cardiovascular disease, glaucoma, increased intracranial pressure, or a new surgical wound are at greater risk for cardiac dysrhythmias and elevated blood pressure with the Valsalva maneuver and need to avoid straining to pass the stool.
Normal defecation is painless, resulting in passage of soft, formed stool
CONSTIPATION
Constipation is a symptom, not a disease. Improper diet, reduced fluid intake, lack of exercise, and certain medications can cause constipation. For example, patients receiving opiates for pain after surgery often require a stool softener or laxative to prevent constipation. The signs of constipation include infrequent bowel movements (less than every 3 days), difficulty passing stools, excessive straining, inability to defecate at will, and hard feaces
IMPACTION
Fecal impaction results from unrelieved constipation. It is a collection of hardened feces wedged in the rectum that a person cannot expel. In cases of severe impaction the mass extends up into the sigmoid colon.
DIARRHEA
Diarrhea is an increase in the number of stools and the passage of liquid, unformed feces. It is associated with disorders affecting digestion, absorption, and secretion in the GI tract. Intestinal contents pass through the small and large intestine too quickly to allow for the usual absorption of fluid and nutrients. Irritation within the colon results in increased mucus secretion. As a result, feces become watery, and the patient is unable to control the urge to defecate. Normally an anal bag is safe and effective in long-term treatment of patients with fecal incontinence at home, in hospice, or in the hospital. Fecal incontinence is expensive and a potentially dangerous condition in terms of contamination and risk of skin ulceration
HEMORRHOIDS
Hemorrhoids are dilated, engorged veins in the lining of the rectum. They are either external or internal.
FLATULENCE
As gas accumulates in the lumen of the intestines, the bowel wall stretches and distends (flatulence). It is a common cause of abdominal fullness, pain, and cramping. Normally intestinal gas escapes through the mouth (belching) or the anus (passing of flatus)
FECAL INCONTINENCE
Fecal incontinence is the inability to control passage of feces and gas from the anus. Incontinence harms a patient’s body image
PREPARATION AND GIVING OF LAXATIVESACCORDING TO POTTER AND PERRY,
An enema is the instillation of a solution into the rectum and sig
CHAPTER 1 SEMESTER V PREVENTIVE-PEDIATRICS.pdfSachin Sharma
This content provides an overview of preventive pediatrics. It defines preventive pediatrics as preventing disease and promoting children's physical, mental, and social well-being to achieve positive health. It discusses antenatal, postnatal, and social preventive pediatrics. It also covers various child health programs like immunization, breastfeeding, ICDS, and the roles of organizations like WHO, UNICEF, and nurses in preventive pediatrics.
Leading the Way in Nephrology: Dr. David Greene's Work with Stem Cells for Ki...Dr. David Greene Arizona
As we watch Dr. Greene's continued efforts and research in Arizona, it's clear that stem cell therapy holds a promising key to unlocking new doors in the treatment of kidney disease. With each study and trial, we step closer to a world where kidney disease is no longer a life sentence but a treatable condition, thanks to pioneers like Dr. David Greene.
Explore our infographic on 'Essential Metrics for Palliative Care Management' which highlights key performance indicators crucial for enhancing the quality and efficiency of palliative care services.
This visual guide breaks down important metrics across four categories: Patient-Centered Metrics, Care Efficiency Metrics, Quality of Life Metrics, and Staff Metrics. Each section is designed to help healthcare professionals monitor and improve care delivery for patients facing serious illnesses. Understand how to implement these metrics in your palliative care practices for better outcomes and higher satisfaction levels.
2. 2
I am proud that MaineCare has
been working in partnership with other
payers to advance payment reform
through greater investment in primary
care to both improve outcomes for
patients and reduce preventable high
cost spending in emergency departments
and avoidable inpatient admissions.
–Mary C.Mayhew,Commissioner,
Maine Department of Health
Human Services
3. 33
After having a stroke and two heart surgeries, Wesley found daily life
overwhelming. Managing 30 medications was just one of many demands that
persistent memory problems kept him from meeting. When home care ended, he
was left on his own to manage his complex health regimen.
Wesley needed support beyond what traditional medical care could provide.
Enter the Maine Patient Centered Medical Home (PCMH) Pilot.The Pilot provides
technical support and training to primary care practices and Community
Care Teams that collectively serve over 600,000 privately insured, MaineCare
(Medicaid), and Medicare patients statewide. In addition, the Pilot works in
concert with MaineCare’s Health Homes (HH) initiative, which has built off the
Pilot’s foundation. The HH initiative works with the PCMH practices plus 100
other primary care practices. The MaineCare HH initiative asks HH practices
to provide intensive support and work with patients to improve chronic care
and reduce health risks. The overarching goal of both the PCMH Pilot and HH
initiative is to help patients regain health and stay healthy by supporting primary
care physicians and practice teams to change how they deliver care, while also
changing the way they are paid.
For Wesley, the Pilot became the beginning of a turnaround. He got connected
to one of the Community Care Teams (CCTs), Androscoggin Home Care and
Hospice (AHCH), a PCMH innovation that organizes nurses, health educators,
social workers and care managers into a home-visiting team that addresses a
wide range of barriers to good health. Led by CCT Manager Angela Richards, RN,
team members visited Wesley’s home and helped him organize his medications
– discovering a dosing error in the process. They enrolled him in a cardiac
rehabilitation program, helped him plan meals and grocery shopping, and to
develop strategies for managing his memory loss. They also installed an in-home
blood pressure monitor that transmits data to Wesley’s care team every day.
Wesley’s is one of many patient stories that show the value that the Maine PCMH
Pilot has brought to individuals and communities in Maine. Medical providers
have also found the model empowering, allowing them to “focus on the patient,
not the paperwork”, as one health educator described it. Patients and medical
providers have used the Maine PCMH Pilot to find new ways to work together as
a team, use data and technology, and connect people to resources and supports.
Their stories highlight the various ways that the Pilot has helped pave new paths
to better health care and better health.
introduction
Photos by Kevin Brusie Photography
If it wasn’t for them, who
knows where I’d be?
–Wesley, patient of Androscoggin
Home Care Hospice CCT
4. 4
teamworkThe Maine Patient Centered Medical
Home (PCMH) Pilot encourages
maximizing the talents of every
member of the care team—not only
physicians and other providers, but also
medical assistants, health educators,
nurses, and front-office staff. In the
patient-centered model, care is not
limited to the doctor-patient visit;
rather, it involves a multi-disciplinary
professional team that proactively
plans and coordinates care. The Pilot
offers team-building education and
supports primary care practices in
expanding care management services.
Using this approach, practices have
new ways to apply their existing
resources in addition to sometimes
being able to hire new staff.
The team-based approach gives
Stephanie Calkins, MD of the
MaineGeneral Four Seasons Family
Practice, more support for complex
patients. She describes one patient
with paranoid schizophrenia and
diabetes who may soon need to be
on dialysis. The prospect of kidney
dialysis was frightening for the patient
and challenging for the care team.
The patient had only one place in the
community where she felt comfortable
meeting with people—a peer social
club for mentally-ill people.
Dr. Calkins and the staff nurses had
the flexibility to meet the patient
at the peer social club where they
discussed her needs and learned
what would work best for her. They
found programs and people to help
her manage her new treatment.
Success will entail not only arranging
a ride to the dialysis center, but also
close contact with the care team on
side effects and social support when
treatment feels overwhelming.
Another practice, Penobscot
Community Health Center (PCHC), uses
the PCMH Pilot to strengthen its team-
based approach. Theresa Knowles,
the PCHC Director of Quality, found
that the biggest change in moving to
the PCMH model was expanding the
care team to include care-manager
nurses, social workers, the Community
Care Team (CCT), mental-health
providers, pharmacists, and community
programs. PCHC now has in-house
pharmacy consultation, and student
pharmacists can conduct home visits.
“The idea of bringing more people
onto the team came from the
PCMH model.” –Theresa Knowles,
FNP-C Director of Quality, Penobscot
Center for Health Care
The PCHC team approach has also
encouraged team members to learn
from each other. Knowles describes
using data to “light the way” for
tracking blood pressure and glucose
monitoring. One staffer had 69
percent of his diabetic patients
within a healthy blood-pressure
range. Knowles gave him a real-time
action plan and pointed him to a peer
whose percentage was in the target
range. The provider improved to
having more than 80% of his diabetic
patients fall within the target
blood-pressure range. This is a good
example of leveraging everyone’s
knowledge to help improve the entire
team’s performance.
–Stephanie Calkins, MD, MaineGeneral
Four Seasons Family Practice
Together with
the nurse in my
office, the Kennebec
Valley Community
Care Team nurse
set up a network
for her in which
she feels safe. Now
I know we have a
team she trusts that
can help her.
Watch Dr. Calkins’ video for more •
5. 555
Stephanie - Patient Centered Medical Home - You...
http://youtu.be/emP0PRKFi7w
http://kaywa.me/SrBr1
6. 6 6
Willard - Patient Centered Medical H
http://yout
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6
7. 77
listeningThe Maine Patient Centered Medical
Home (PCMH) Pilot focuses on
improving patient access to primary
care provider teams and the ability
of practices to respond quickly to the
needs of patients and families. From
answering a patient’s phone call to
checking in at the front desk and
following up on test results, PCMH
practices have found new ways to
listen to patients and families.
Willard has three chronic
conditions—diabetes, high blood
pressure, and high cholesterol— and
he had previously suffered a stroke.
When he arrived at the Dexter Family
Practice, practice manager Margaret
Towle learned that “He just wanted to
be heard. With him and many others,
listening to each patient’s needs and
their particular lifestyle and concerns
can make all of the difference.”
After listening to Willard’s concerns
and needs, Margaret and her staff
created a unique care plan that
shows the creative, responsive and
flexible nature of practices in the
PCMH Pilot. Since making a series of
changes as part of its participation
in the Pilot, Dexter Family Practice
starts Willard’s visits with light
exercise—a walk that has increased
over time from 5 to 30 minutes. He
also receives diabetes education
tailored to meet his ability to read
and understand the information. In
addition, Health Educator Lauren
Gaudet has helped him budget for
groceries and invited him to help
cultivate vegetables in a new garden
started by the practice. At harvest
time, Willard was able to bring home
the vegetables as a well-earned
nutritional boost.
Under the Pilot, Dexter Family
Practice also works with the
Community Health Partners CCT and
now uses home visits as another
avenue to expanding access for
patients and helping the practice
better understand the day-to-day
circumstances of patients.
Tina Charest, RN, Nurse Care
Manager for the Androscoggin CCT
credits the Pilot with helping her use
home visits to work more effectively
with patients. Tina notes that one
Androscoggin CCT patient with
asthma telephoned his primary care
practice nearly every day and visited
the emergency department once or
twice each month—complaining of
shortness of breath despite being on
asthma medications. The hospital
treated his respiratory problems and
gave him instructions on using his
inhaler. Still, his problems persisted.
A CCT home visit, made possible
through the PCMH Pilot, revealed
he was not taking his medications
for anxiety, a contributing factor
for shortness of breath. With help
from his CCT nurse, the patient was
able to properly use his anxiety
medications and his asthma inhaler,
and he dramatically reduced his visits
to the emergency department.
“We probably would not have
learned why he was doing what he
was doing without going into his
home,” Tina said.
–Willard, patient of
Dexter Family Practice
I really like
coming here
because they
treat me like
family.
• Watch Willard’s video for more
Home - YouTube
tu.be/62_AITK2lEo
8. 8
listeningMore than
Medical Care
The Maine PCMH Pilot has helped
primary care providers address the
many obstacles that stand between
their patients and better health.
Obstacles can take many forms
such as traveling to the hospital,
deciphering paperwork, and fall-
proofing the living room. For many
patients, health success requires
more than medical care.
Tina C’s story is a great example
of how PCMH teams address
the whole person. Struggling
with depression, Tina found the
paperwork related to her health
care and insurance coverage
overwhelming. She could not afford
the anti-depressant medications
prescribed by her doctor at the
Central Maine Medical Center
(CMMC) Family Medicine Residency
Practice. The practice team helped
her apply for discounted drugs from
the drug manufacturer and seek
programs that would address
other needs.
Tina is on a first-name basis with
everyone on the team at her
practice, and she said that seeing
familiar faces each week eases her
depression. She relies upon the
practice for mental and physical
health services, using the on-site
psychologist, laboratory, and
medical staff. For any services
she cannot access there, the staff
arranges for assistance from other
resources and tracks her every step
of the way.
In some cases, caring for the patient
is only part of the work. Caring for
the patient’s spouse or child may
be another important part, and
PCMH teams recognize that family
members who are caregivers may
need support and care themselves.
While his wife was receiving cancer
treatments an hour’s drive away,
Robert struggled to pay for gas
so he could be by her side. Dexter
Family Practice helped Robert travel
to the hospital many times, giving
him rides and gasoline cards. This
helped both Robert and his wife;
having family near can lower stress
and promote healing.
Following a treatment plan
is difficult when other life
fundamentals are not stable. Renee
Westman of DFD Russell Medical
Center describes one patient who
was not taking his medicines.
Upon talking with the patient,
she learned that his home was in
foreclosure, and he had not reached
out to his adult children for help.
He was a frequent visitor to the
emergency room and hospital as
well as specialists for lung disease.
The patient reconnected with his
adult daughter, who was able
to coordinate his primary and
specialist care. Renee informed
the local emergency room
about his medications so that
everywhere he went, he received
the same message about taking his
medicines. All of these supports
together made the difference for
the patient.
ACCESS: % OF PATIENTS
WHO ALWAYS GOT AN
APPOINTMENT AS SOON
AS NEEDED
• Dexter Family Practice improved
their responsiveness to patients’
immediate care needs. This is
an important part of overall
enhanced access.
n % of respondents
answering “always”
78%
76%
74%
72%
70%
68%
66%
2010 2012
What I like is that I can get most of my
services right there. –Tina C., patient of Central Maine
Medical Center Family Medicine
9. 99
Making Sure
it Works
Referring a patient for specialist care
or recommending diet or lifestyle
changes are everyday events for
many primary care practices. What
makes practices in the PCMH Pilot
different is their commitment to
provide follow-through support,
ensuring patients can succeed in
navigating an often-complicated
health care system.
Joe’s success story as a patient with
heart disease and diabetes includes
a specialist that is a six-hour drive
away, a primary care practice, and a
persistent-care manager. After heart
by-pass surgery, his hemoglobin
A1c level, a measure of his diabetes
n 2008
n 2012
Foot Exam
Eye Exam
LDL Blood Cholesterol 100
Blood Pressure 130/80
HbA1c Blood Glucose 8%
I don’t go to
the emergency
room, if I
can help it,
because they
don’t know me
there.
–Joe, patient of Fort
Fairfield Health Center
CARE QUALITY IMPROVEMENTS: PATIENTS WITH DIABETES
• PCMH Pilot practices had more diabetes patients receiving recommended care and
achieving treatment goals, such as having blood glucose lower than 8%.
control, hovered at a dangerously
high level of 12. With help from his
PCMH team at Fort Fairfield Health
Center and special attention from
the practice nurse care manager,
he made some important lifestyle
changes, including eating better
and being more active. He has since
brought his diabetes control numbers
down to healthy levels. He chuckles
as he describes his care manager
at Fort Fairfield Health Center as a
“great support.” Knowing he will
see her each month inspires him to
eat better, watch his numbers, and
follow his plan.
Joe likes having his PCMH practice
keep track of his care, coordinating
with the distant specialist, and
providing his post-operative care.
Knowing that his PCMH team
understands him and his health is
both a time saver and a relief.
Wesley, a patient in the care of the
Androscoggin CCT, received not only
a referral to a cardiac rehabilitation
program, but also ongoing support
and encouragement to keep going
through the ups and downs of
his health care. Like many heart
patients, Wesley suffered depression,
which was identified early in his care.
Traveling to cardiac rehab and using
the treadmill are much more difficult
with depression weighing a person
down. Having someone identify
the problem and offering resources
for treatment made it easier
for him to treat the depression.
While he continues to face many
health challenges, celebrating and
strengthening what he can do is an
important focus for his care.
Listening is the first step. Responding
is the next, and with the Maine
PCMH Pilot, the whole team is able
to respond in new, innovative and
effective ways.
When you are really sick, it
means a lot to have somebody
help you. –Wesley, patient of
Androscoggin CCT
Average Percent of Patients at Pilot Practices
0% 10% 20% 30% 40% 50% 60% 70% 80%
10. 10
high touch
high techPrimary care practices in the Maine
Patient Centered Medical Home
(PCMH) Pilot are developing new and
increasingly-sophisticated technology
tools such as electronic health records
to identify higher-risk patients and
to work with them to reduce the risk,
follow treatment plans, and improve
their overall health.
Using Pilot resources, Dexter Family
Practice used a new assessment tool
to identify patients who had a high
risk for falls. Lauren Gaudet, Health
Educator, then followed up with
high-risk patients—conducting home
visits that allowed her to see patient
stairwells, walkways, rugs, and
other fall hazards. She then offered
guidance for removing any hazards.
Mary McDonough, RN and one of
the PCMH leaders at Maine Medical
Partners Portland Family Medicine,
credits “data mining” of the
practice’s electronic health records
with helping to find patients who
were having frequent hospital stays.
The practice could then work with
these patients to help them better
understand their treatment and
prevent repeat hospitalizations.
Practices have also used technology
to forge a closer connection to
the patient. Telehealth monitoring
devices, for example, can keep both
patients and providers informed. The
Androscoggin Community Care Team
(CCT) has used telehealth devices
for patients with high blood pressure
and diabetes. Chuck Smith, MSW, a
social worker on the Androscoggin
CCT, describes one patient with
uncontrolled high blood pressure,
poorly managed diabetes, and a
heart condition.
The patient had visited the emergency
department six times in six months.
The Androscoggin CCT provided
the patient with a remote glucose
monitor that helped her and her team
watch her blood sugar numbers daily.
During home visits, the CCT team
brought diabetes education to the
patient in her home and helped her
modify her diet. They also brought
her on a “guided tour” of the grocery
store to better understand how to
eat healthy foods on a budget she
could afford. The patient now has
her health conditions under control,
and rather than spending her time
in the emergency department, she
volunteers in her community.
By using technology, PCMH Pilot
practices and CCTs are identifying
patients who need support and
offering them the support they need
to stay healthy.
–Lauren Gaudet, Health Educator,
Dexter Family Practice
Working at a PCMH, I feel much more
appreciated because I get to know the
patients. There are still time constraints, but
those are a little more flexible because I’m
learning what the patient truly needs.
Watch Lauren’s video for more •
11. Lauren - Patient Centered Medical Home - YouTube
http://youtu.be/v0vXetXDBLI
http://kaywa.me/L4qfO
1111
12. 1212
Robert - Patient Centered Medical H
https://www.youtube.com/watch?v=Mc
http://kaywa.me/8f4rC
13. 13
integratingWhile the close ties between mental
and physical health are now widely
recognized, our current health care
system doesn’t always help patients
make the needed links. Physical
illness can cause mental changes,
and mental health issues can cause
pain and other physical symptoms.
After his wife was diagnosed
with late-stage cancer, Robert
was overwhelmed with all of the
information coming in from different
specialists. Dexter Family Practice,
a Maine Patient Centered Medical
Home (PCMH) Pilot practice, helped
Robert with the physical and mental
health challenges that both he and
his wife faced. They helped him
understand his wife’s condition,
identify early signs of infection,
administer medication, and cope
with being a full-time caregiver.
Robert considers his wife lucky to
receive home visits since traveling is
difficult. Having the provider visit the
home also brings the staff closer to
the day-to-day challenges and has
given Robert much needed support
as a round-the-clock caregiver. It
was during a home visit that Robert
learned infections affected his
wife’s emotions and behavior. With
all of his energy and focus on the
immediate needs, he did not know
that the emotional changes were a
treatable side effect of her illness.
The Maine PCMH Pilot has helped
practices better integrate behavioral
and physical health services for
their patients and family members.
Several Pilot practices have now
brought counselors and other
behavioral health providers into
the practice. The practices also
now offer on-site behavioral health
services that can help their patients
overcome emotional, social, or
physical barriers to receiving care
for mental health or substance
abuse issues. Through its work in
the PCMH Pilot, the Fort Fairfield
Health Center, which is located
within a designated mental health
professional shortage area, now has
mental health services on site.
With support from the Pilot, some
practices have started offering
access to behavioral health services
using telemedicine services. The
DFD Russell Medical Center now
offers “tele-psychiatry” services,
connecting patients to psychiatrists
using a remote video connection and
offering their patients a connection
to a service that can otherwise be
very difficult to access in the rural
areas that the medical center serves.
–Robert, patient family member,
Dexter Family Practice
Home - YouTube
cZxetWcAnAlis...
Watch Robert’s video for more
13
mind body
If she were
treated in Boston,
she’d be a name on
a piece of paper.
There’s been a lot
of help from the
practice to keep our
spirits up. They want
to reach out and help.
14. 14
mind body
Getting to the
Root Cause
Mental health issues may be the root
cause or the side effect of a physical
illness. With specialties more closely
coordinated, providers can more
effectively help their patients.
Renee Westman, Care Manager
at DFD Russell Medical Center,
describes a heart patient who
became so anxious after leaving the
hospital that she was not able to
sleep. The lack of sleep complicated
her recovery from surgery and
harmed her overall health. Using DFD
onsite behavioral health services, the
patient eased her anxiety and paved
the way for her successful cardiac
rehabilitation.
At Maine Medical Partners Portland
Family Medicine, a Licensed Clinical
Social Worker leads the team that
works with patients who have
frequent hospital stays. Mary
McDonough, RN and Operations
Administrator for the practice said
the team found that a social worker
is an effective coach for patients
as well as an excellent connection
to the primary care provider and
other PCMH team members.
Having a social worker on the team
encourages patients to talk about
more than their medical issues and
discuss other factors that may cause
the need for hospital care.
I’ve seen patients come in for medical care and end up getting
better with mental health services. And I’ve seen the opposite–
people come in to work on mental health issues and transfer to
medical issues. –Renee Westman, Care Manager, DFD Russell Medical Center
15. 15
REDUCING EMERGENCY DEPARTMENT VISITS AND HOSPITALIZATIONS
• EMHS’s CCT patients had a 76%
reduction in ED visits in the
12 months post intervention
compared to the 12 months
before the intervention. Hospital
admissions had an 86% reduction.
Improving
Access
A closer tie between behavioral and
physical health providers makes it
easier for patients to receive care.
Patients may feel less stigmatized
about receiving services when the
services are readily available within
their primary care office.
The Fort Fairfield Health Center
has a mental-health professional
on site one day per week. Though
the nearest social worker was only
a 20-minute drive away, providing
the service on site has led to more
patients receiving care according to
Mary Coffin, FNP at the Center. In
turn, this has helped many patients
achieve their physical health goals.
Onsite behavioral health services
offer many advantages that Pilot
practices explored. For example,
Martin’s Point Health Care, in
partnership with Spurwink, located a
social worker inside its primary care
practice. When a teenage patient
needed help with her fear of needles,
the social worker could collaborate
directly with the medical staff on
strategies. The teen patient could
also practice relaxation techniques
in the very setting where she would
receive her vaccinations and blood
work. The behavioral health support
enabled the patient to get the
preventive and diagnostic services
she needed.
Ali Varga, RN, a Population Health
Nurse for Martin’s Point, said, “It’s
phenomenal having behavioral
health service onsite because right
when the patient is dealing with
an issue, the resource is there for
them.”
Improving access to mental health
services has another indirect
benefit—reducing overall demand
for emergency and inpatient
services. One out of every eight
emergency department visits
nationwide involves a mental health
or substance-abuse condition. These
visits are two and a half times more
likely to lead to an inpatient stay
compared to visits that have no
mental illness cited.*
With support from the Pilot, PCMH
practices can integrate different
types of care, providers, and services
into a single, unified, patient-
centered model of care.
250
200
150
100
50
0
237
57
91
13
n pre-intervention
n post-intervention
ED Visits Hospital
Admissions
–Mary Coffin, FNP Fort
Fairfield Health Center
*Mental Health and Substance Abuse-Related Emergency Department Visits
among Adults, 2007; HCUP Statistical Brief #92
15
A diabetic
patient will eat
better, do his
exercises, and
take his meds
when he is not
depressed. That
makes a big
difference.
16. 16
connectingHealth happens through many
different connections working
together—patients, families,
physicians, nurses, churches, and
community programs. In striving
to help the whole patient, Patient
Centered Medical Home (PCMH)
practices and Community Care
Teams (CCT) forge new connections
and create new ways to bring health.
When Don was diagnosed with lung
disease, his daughter Tina was soon
overwhelmed with the demands
of his care—from hospital stays to
specialist consults to home care. DFD
Russell Medical Center helped her
coordinate his care, find an assisted
living facility, and later on a hospice
service. The medical center also
helped her understand his condition
and care needs. Renee Westman,
DFD Russell Care Manager, was
“my sanity” Tina said, helping
persuade her father to follow his
treatment plan.
“When he was in the hospital, he
wouldn’t do what the doctors said or
what the nurses needed him to do,”
said Tina. “I’d call Renee, and Renee
would get on the phone with him
and say, ‘Don, it’s time for you to
just listen—if you want to go home
again. This is just what you need to
do.’ Then he would agree to do what
Renee said.”
The needed connections are unique
to each patient. For example, a single
mother who was a patient receiving
care from the Androscoggin CCT
could not afford heat for her home.
Chuck Smith, MSW, CCT social
worker, knew another patient who
was chopping wood as part of his
cardiac rehabilitation. He recruited a
local church to pick up the wood and
deliver it to the single mother’s home.
The Maine PCMH Pilot has opened
up many possibilities for making new
connections and creating new ways
for supporting patient health. Pilot
practices and CCT teams have found
many different ways to make these
connections and improve patients’
well-being.
–Tina, daughter of DFD Russell Medical
Center patient
Watch Tina’s video for more •
The staff
here was able
to help me
figure out the
unknowns, so
they became
knowns. So it
was less scary
when my dad
passed away.
17. 1717
Tina - Patient Centered Medical Home - YouTube
http://youtu.be/Xu4I6Mtr97Y
http://kaywa.me/g6SnY
18. 18
Rita - Patient Centered Medical H
http://youtu.
http://kaywa.me/s3dOH
19. 19
efficiencyThe ultimate goal of the Maine
Patient Centered Medical Home
(PCMH) Pilot is to improve care and
outcomes by supporting the ability
of patients to live well and make the
best use of their medical care. This
means avoiding emergency care and
hospital stays when possible, and
sometimes reducing the need for
medications.
Rita is a patient at the MaineGeneral
Four Seasons Family Practice who
struggles with diverticulitis and
chronic hip pain. With changes
made by participating in the Pilot,
the practice helped Rita work on
her diet, get physical therapy, and
start a regular exercise program. She
now sees her care manager monthly
to stay on track with her diet and
exercise, and she visits the gym three
times each week. As a result, she has
not had a hospital stay in over two
years and has reduced her need for
pain medications.
PCMH Pilot practices have taken
different approaches to making
health care more efficient, using
the strength of a team approach
and using technology to its best
advantage. Many have used health
data to find patients who needed
more help.
Robyn Beaulieu, RN at the
MaineGeneral Four Seasons Family
Practice watches the emergency
room visit report to find members
who could benefit from Community
Care Team support. Ali Varga, RN
Population Health Nurse for Martin’s
Point Health Care, uses data tools to
find patients who have gaps in their
care, such as missed tests. Monique
Crawford, Director of Clinical Quality
at DFD Russell Medical Center, uses
a referral tracking system to make
sure patients get the care they need.
The practice can then help patients
who do not follow through on these
appointments because they could
not afford the appointment or faced
other barriers. These pro-active steps
by each PCMH reduce the need for
hospital and emergency care.
–Rita, patient, MaineGeneral
Four Seasons Family Practice
Home - YouTube
.be/9QekpRDYkp4
• Watch Rita’s video for more
19
I was walking with a walker
and also with a cane. I made up
my mind even though I was 80
years old, I didn’t want the cane.
So here I am without a cane.
20. efficiency
Data as
Team Member
As part of their work in the Pilot,
many Patient Centered Medical Home
(PCMH) practices and Community
Care Teams (CCTs) now use
HealthInfoNet (HIN), an innovative
service in Maine that lets providers
access health care data when patients
are seen in different settings. The
Eastern Maine Home Care (EMHC)
CCT uses HIN to respond to patient
needs as soon as possible.
Using HIN data services, members of
the EMHC CCT team now know in real
time when one of their patients visits
the hospital or emergency room. One
CCT patient visited the emergency
room 56 times in a single year, and
efforts to redirect her to other services
had previously been unsuccessful. One
day, Jaime Boyington, the EMHC CCT
Coordinator, was notified through the
HIN report that this patient had just
been admitted for another emergency.
She asked the CCT social worker to go
to the hospital immediately to talk to
the patient. The social worker talked
with the patient during the long
wait in the emergency department,
and at the end of the visit, the social
worker said, “I’m wondering if there
is something else you would rather
be doing than sitting in the hospital
emergency room.”
The patient accepted this invitation
and began working with the CCT to
improve her life skills as well as her
mental and physical health care. By
working with her PCMH practice
and the CCT, the patient visited the
emergency room only nine times over
the next 12 months—an 80 percent
reduction from the previous year.
New and better data tools have
helped Pilot practices and CCTs stay
better informed about their patients
and their overall performance.
Penobscot Community Health Center
(PCHC), for example, reports core
measures for each of its practice
sites and chooses three as focal
points. The data showed room for
improvement on Hba1C testing and
results reporting.
Theresa Knowles, an FNP and
PCHC’s Director of Quality, oversaw
implementing point-of-care testing so
she could monitor the improvement.
Similarly, PCHC improved its workflow
for smoking-cessation support based
upon the data analysis. By identifying
a point person and enlisting Medical
Assistants, PCHC was able to offer
smoking cessation to more patients.
• Penobscot Community Health Center uses its Electronic Health Record data
to track diabetic patients’ blood pressure. It then reports to each staff
provider their success with managing these patients’ hypertension.
PROVIDER PERFORMANCE: HYPERTENSION
MANAGEMENT FOR PATIENTS WITH DIABETES
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
% of
Patients
at Target
Blood
Pressure
90%
88%
83%
78% 78% 77% 76% 74% 73%
62%
Provider
#1
Provider
#2
Provider
#3
Provider
#4
Provider
#5
Provider
#6
Provider
#7
Provider
#8
Provider
#9
Provider
#10
20
21. 21
Streamlining
Discharges
Hospital discharge brings a deluge
of information for providers and
patients alike. Several PCMH Pilot
practices have developed programs
and supports for patients who have
had hospital stays.
Pilot practices at Martin’s Point
Health Care have created a system
for generating a list of patients
admitted to local hospitals each
day to immediately start tracking
patients and anticipating their
needs after hospital discharge. The
practice now calls patients within
1-2 days after they are discharged
to review medications and the care
plan—often finding issues poorly
understood by patients in the busy
rush of discharge from the hospital.
Maine Medical Partners Portland
Family Medicine has developed a
“Hospital-to-Home” program for
offering a group visit for patients
following a hospitalization. Shortly
after discharge, the practice’s
population health nurse calls
recently-hospitalized patients to
schedule follow-up visits and to tie
up loose ends. Each Wednesday, the
practice hosts a Hospital-to-Home
group visit for patients discharged
during the previous week. At the
group visit, patients have access to
all members of the practice team—
including the doctor, social worker,
pharmacist, nurse, care manager,
and medical assistants. The patients
meet everyone on the team and have
a private interview with the doctor to
review their progress and remaining
health needs.
Mary McDonough, RN at Portland
Family Medicine said some patients
were reluctant at first to participate
in a group visit. But once they
experienced it themselves, they
usually found the group visit very
useful and helpful.
Improving health care is about
improving efficiency by making the
best use of all available resources—
people, technology, and health care
services. The Maine PCMH Pilot has
helped both patients and practice
teams find new ways to improve care
and achieve greater efficiency.
21
There is almost never a post-
discharge call where the patient
understands his discharge
instructions. –Ali Varga, RN, Population Health Nurse
for Martin’s Point
HOSPITAL READMISSION RATE
• Martin’s Point strives to reduce hospital readmissions by streamlining
discharges, and supporting patients who have recently been discharged.
Data reflects a portion of Martins Point’s patient panel covered
by its parent company’s
insurance program.
30%
25%
20%
15%
% of Admissions
2013• Q1 Q2 Q3 Q4
Physicians here find this
valuable because the doctor
doesn’t have time to do what
the team does.
–Barbara McDonough, RN, Maine Medical
Partners Operations Administrator,
Portland Family Medicine
22. 22
Each Patient Centered Medical Home
(PCMH) practice and Community
Care Team (CCT) has used the Pilot
in its own way to achieve many
different things:
•Work together as a team in new
ways: The Pilot has helped each
PCMH transform its approach to
teamwork within the practice,
bringing everyone’s expertise to
bear and enabling the practice to
provide more to patients.
• Increase the range of supports
offered to patients: These include
expanded care management, longer
office hours, and home visits.
•Apply technology to improve
provider performance and to find
high-risk patients: Technology
helps each PCMH target quality-
improvement efforts towards the
staff and to patients who will
benefit the most.
• Integrate mental and physical
health services: The holistic
approach helps patients overcome
barriers to receiving mental health
care and helps them succeed at
following treatment plans.
In subtle and marked ways, the
project has changed how providers
interact with one another and with
patients. The Pilot has also given
providers new ways and new tools in
their work with patients.
The ultimate goal of the various
activities is to decrease the need
for medical care, especially hospital
and emergency care, by increasing
patient health. From the stories we
heard from providers and patients,
the Maine Patient Centered Medical
Home Pilot is succeeding.
The Pilot represents a significant
first step toward an entirely new
kind of health care, and the Pilot’s
success will be demonstrated by
each patient achieving his or her
own unique state of well-being.
The ultimate goal is a healthy,
productive life with as little time
spent on medical care as possible.
The Pilot plans to write more success
stories like Wesley’s. He has finished
two rounds of cardiac rehabilitation
and now has the supports and the
resources to manage daily needs.
His next health goal? To spend more
time fishing!
This model is the way medical care should be.
–Renee Westman, Care Manager,
DFD Russell Medical Center
23. 2323
This report was made possible by a
grant from the Robert Wood Johnson
Foundation’s Aligning Forces for
Quality initiative and through the
generosity of the volunteers who
shared their stories and time:
Ali Varga, RN, Population Health
Nurse, Martin’s Point Health Care
Angela Richards, RN, Project
Manager, Androscoggin Home Care
and Hospice
Chuck Smith, MSW, Androscoggin
Home Care and Hospice
Jaime Boyington, LCSW, Community
Care Team Coordinator, Eastern
Maine Home Care
Lauren Gaudet, Health Educator,
Dexter Family Practice
Laurie Kane-Lewis, CMPE, CEO, DFD
Russell Medical Centers
Margaret Towle, Administrator,
Dexter Family Practice
Mary Coffin, FNP, Fort Fairfield
Health Center
Mary McDonough, RN, Operations
Administrator, Maine Medical
Partners
Monique Crawford, RN, BSN, CCRC
Director of Clinical Quality, DFD
Russell Medical Centers
Renee Westman, Care Manager, DFD
Russell Medical Centers
Robyn Beaulieu, RN, MaineGeneral,
Four Seasons Family Medical
Stephanie Calkins, MD,
MaineGeneral, Four Seasons Family
Medical
Theresa Knowles, FNP-C Director
Quality, Penobscot Community
Health Center
Tina Charest, RN, Nurse Care
Manager, Androscoggin Home Care
and Hospice
Patients: Joe, Larry, Rita, Robert,
Tina, Wesley and Willard
Report Limitations: The data summarized in graphs were not independently verified or validated. The exception is the Diabetes Quality Measures data, which
were developed by the Pilot evaluator, the Muskie School of Public Service.
MQFMaine Quality Forum
Report produced by Maine Quality
Counts on behalf of the Maine PCMH
Pilot, and the Pilot Conveners:
24. I ’m proud
to be part of
empowering
patients. –Tina Charest, Nurse Care Manager,
Androscoggin Home Care and Hospice