The presentation is a brief description to the proposed marketing strategy for the Hartford healthcare specifically targeting on the New Health Enhancement Program proposed for Connecticut state employees.
This presentation explains the concept of the patient-centered medical home (PCMH), its function and its intended effects. A brief overview of the history of PCMH is also provided, as well as a discussion of its operational characteristics, its principles and outcomes, and what is expected in the future for the PCMH model.
Presentation Objectives:
1) Define SBIRT and identify components of this evidence-based intervention for identifying, reducing, & preventing problematic use, abuse & dependence on alcohol & illicit drugs
2) Learn how to use the all the components of the SBIRT app, including, but not limited to the screening, brief interventions & referral to treatment features included in this app
3) Recognize the critical need for more research related to occupational therapy intervention and SBIRT, as well as potential obstacles to implementation of SBIRT in treatment settings & resources for continuing education on this topic.
Showcases digital health implementation in Ontario
hospitals.
Each story is focused around a key challenge,
an explanation of the process taken to address it, and
a reflection on the impact
This presentation explains the concept of the patient-centered medical home (PCMH), its function and its intended effects. A brief overview of the history of PCMH is also provided, as well as a discussion of its operational characteristics, its principles and outcomes, and what is expected in the future for the PCMH model.
Presentation Objectives:
1) Define SBIRT and identify components of this evidence-based intervention for identifying, reducing, & preventing problematic use, abuse & dependence on alcohol & illicit drugs
2) Learn how to use the all the components of the SBIRT app, including, but not limited to the screening, brief interventions & referral to treatment features included in this app
3) Recognize the critical need for more research related to occupational therapy intervention and SBIRT, as well as potential obstacles to implementation of SBIRT in treatment settings & resources for continuing education on this topic.
Showcases digital health implementation in Ontario
hospitals.
Each story is focused around a key challenge,
an explanation of the process taken to address it, and
a reflection on the impact
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 Physician Task Force's How-to Guide will help both clinicians and C-suite executives identify which mobile tools are needed and worth investing in.
Community-based Chronic Care ManagementBrent Feorene
A PowerPoint used in a webinar that (1) describes the importance of community-based chronic care management today and in the future; and (2) details programs that have worked. A video of the webinar is available at our web site www.housecallsolutions.com.
Health Rosetta Case Study - City of Kirkland, WashingtonDave Chase
City of Kirkland, WA is a suburb of Seattle that was, like municipalities, struggling with healthcare costs and feared the coming Cadillac Tax. Their "moonshot" goal was to improve health benefits while eliminating healthcare cost inflation
Creating a standard of care for patient and family engagementChristine Winters
Nationally-recognized governance expert Beth Daley Ullem addresses the state of patient engagement in heathcare and provides a vision for establishing a minimum standard of care for patient engagement programs.
Extending US Healthcare Capacity with ClickMedixClickMedix
As US begins its shift in healthcare payment and delivery models, technology-enabled solutions become ever-more relevant to achieve faster and better outcome-based care, with less resources. This presentation presents a mobile health system in the context of enabling health providers in the US to do more, with less.
From Patients to ePatients Driving a new paradigm for online clinical collabo...ddbennett
CareTech eHealth Innovation Series
From Patients to ePatients Driving a new paradigm for online clinical collaboration and health management
David Bennett, SVP, Interactive Solutions
StayWell Custom Communications
Anthony Chipelo, Director, Portal Strategies
CareTech Solutions
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 Physician Task Force's How-to Guide will help both clinicians and C-suite executives identify which mobile tools are needed and worth investing in.
Community-based Chronic Care ManagementBrent Feorene
A PowerPoint used in a webinar that (1) describes the importance of community-based chronic care management today and in the future; and (2) details programs that have worked. A video of the webinar is available at our web site www.housecallsolutions.com.
Health Rosetta Case Study - City of Kirkland, WashingtonDave Chase
City of Kirkland, WA is a suburb of Seattle that was, like municipalities, struggling with healthcare costs and feared the coming Cadillac Tax. Their "moonshot" goal was to improve health benefits while eliminating healthcare cost inflation
Creating a standard of care for patient and family engagementChristine Winters
Nationally-recognized governance expert Beth Daley Ullem addresses the state of patient engagement in heathcare and provides a vision for establishing a minimum standard of care for patient engagement programs.
Extending US Healthcare Capacity with ClickMedixClickMedix
As US begins its shift in healthcare payment and delivery models, technology-enabled solutions become ever-more relevant to achieve faster and better outcome-based care, with less resources. This presentation presents a mobile health system in the context of enabling health providers in the US to do more, with less.
From Patients to ePatients Driving a new paradigm for online clinical collabo...ddbennett
CareTech eHealth Innovation Series
From Patients to ePatients Driving a new paradigm for online clinical collaboration and health management
David Bennett, SVP, Interactive Solutions
StayWell Custom Communications
Anthony Chipelo, Director, Portal Strategies
CareTech Solutions
Working better together: community health and primary careNHS Confederation
This slide pack captures the main points from a workshop on integrated working between primary care and community health services. The workshop was organised by the NHS Confederation Community Health Services Forum in partnership with the National Association of Primary Care, in September 2014
Open space technology is a perfect fit for healthcare! In an era where we know front line staff, clinicians and patients are at the heart of healthcare reform; open space technology is a breath of fresh air. Here are a few things we learned along the way.
Advancing Healthcare Technology with Open Source SoftwareAchieve Internet
The focus, and heated debate, on the Affordable Care Act (ACA) is causing major change in the healthcare industry. The ACA seeks to provide more affordable care and mandates the use of cutting edge technology solutions to provide inter-operability and patient engagement in order to accomplish the desired goals.
Drupal has the power and capabilities to help meet these goals, and is already Drupal is being used by a number of major Healthcare related companies from Florida Hospitals, WellPoint, Dexcom, and Alliance Imaging. Drupal has the ability to achieve and comply with the desired outcomes of the ACA, from patient engagement, physician satisfaction and inter-operability between EMR systems.
In this webinar, Achieve Internet will review how Drupal and Open Source technology solutions can greatly improve Healthcare (including patient outcomes, better patient experiences, and increased usability) by enhancing, extending and ultimately replacing the current Healthcare technology on the market.
Analyzing Patient Scheduling, No Shows, and Cancellations in a Specialty- Car...Pranjal Singh
In this talk, I present a large-scale data analysis that I have undertaken to better define scheduling and patient behavior with respect to no-shows, cancellation, and access to timely care in a specialty clinic
Salesforce Health Cloud and Partners: Improving the Care ExperienceDreamforce
Salesforce and the hundreds of health partners in our ecosystem are creating solutions that extend Health Cloud to drive a better overall patient experience.
See how some of these partners, who offer solutions ranging from payments to scheduling to care management, make an effort to help providers better manage patients’ care journeys. In the coming months, these apps will be available on the Salesforce AppExchange, the world’s largest and longest-running enterprise apps marketplace.
Big Data [sorry] & Data Science: What Does a Data Scientist Do?Data Science London
What 'kind of things' does a data scientist do? What are the foundations and principles of data science? What is a Data Product? What does the data science process looks like? Learning from data: Data Modeling or Algorithmic Modeling? - talk by Carlos Somohano @ds_ldn at The Cloud and Big Data: HDInsight on Azure London 25/01/13
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.
NTTAP Webinar Series - May 18, 2023: The Changing Landscape of Behavioral Hea...CHC Connecticut
The COVID-19 pandemic has resulted in significant shifts in the mode of care from face-to-face to virtual interactions. Join us as we discuss the challenges currently facing behavioral health care and at least one strategy for each. Along with these strategies, panelists will go over what integrated behavioral health care was and is before and following COVID-19, as well as what actions should be taken going forward to increase access to comprehensive care.
Panelists:
• Dr. Tim Kearney, PhD, Chief Behavioral Health Officer, Community Health Center, Inc.
• Melinda Gladden, LCSW, PMHC, Behavioral Health Clinician, Community Health Center, Inc.
• Jodi Anderson, LMFT, Virtual Telehealth Group Coordinator, Community Health Center, Inc.
Telehealth Failures & Secrets to Success Conference 2017 by VSee Speaker Series
Karyn DiGiorgio (University of California)
More info at: vsee.com/conference
Leanne Wells, Chief Executive Officer, Consumers Health Forum of Australia, gave the Ian Webster Health for All Oration to the annual forum of the Centre for Primary Health Care and Equity on 13 August 2015.
Health Economics In Clinical Trials - Pubricapubrica101
Pubrica specializes in Health Economics in Clinical Trials, offering comprehensive support to ensure the economic aspects of your trial are effectively managed. From cost-effectiveness analysis to budgeting and reimbursement strategies, we help you optimize the economic outcomes of your trial. With Pubrica's expertise, you can navigate the complex landscape of health economics in clinical trials with confidence.
For more information, please refer to our service- https://pubrica.com/blog/research/health-economics-in-clinical-trials/ & Order now - https://pubrica.com/order-now/
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The emerging healthcare environment requires expanded patient access while delivering optimal outcomes and cost. As healthcare moves form a fee for service model to alternative delivery and payment models, there are opportunities for physical therapy to revolutionize the delivery of musculoskeletal medicine. Physical therapists are uniquely qualified to spearhead musculoskeletal care through direct access with the potential to improve patient satisfaction and outcomes while limiting unneeded medical care. While this model has been described in the military, there are few descriptions of this PT First approach in the private payer arena. This session will provide the attendee with a multifaceted perspective on the impact of physical therapy in emerging, collaborative healthcare models. Approaches to payers and employers with the business implications will be presented that influence these new models. Key strategies to implement a scalable, best practice model will be discussed including the logistical challenges and corollary solutions in the private arena. We will discus our experience implementing novel delivery models for management of neck, back, shoulder and knee pain. The session will deliver practical solutions to the challenges of implementing, assessing, and adapting a theoretical construct to a working viable program. Finally, the session will discuss how the use of a a large Patient Outcomes Registry and analysis of “big data” can drive best practice and inform development of the program.
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
263778731218 Abortion Clinic /Pills In Harare ,sisternakatoto
263778731218 Abortion Clinic /Pills In Harare ,ABORTION WOMEN’S CLINIC +27730423979 IN women clinic we believe that every woman should be able to make choices in her pregnancy. Our job is to provide compassionate care, safety,affordable and confidential services. That’s why we have won the trust from all generations of women all over the world. we use non surgical method(Abortion pills) to terminate…Dr.LISA +27730423979women Clinic is committed to providing the highest quality of obstetrical and gynecological care to women of all ages. Our dedicated staff aim to treat each patient and her health concerns with compassion and respect.Our dedicated group ABORTION WOMEN’S CLINIC +27730423979 IN women clinic we believe that every woman should be able to make choices in her pregnancy. Our job is to provide compassionate care, safety,affordable and confidential services. That’s why we have won the trust from all generations of women all over the world. we use non surgical method(Abortion pills) to terminate…Dr.LISA +27730423979women Clinic is committed to providing the highest quality of obstetrical and gynecological care to women of all ages. Our dedicated staff aim to treat each patient and her health concerns with compassion and respect.Our dedicated group of receptionists, nurses, and physicians have worked together as a teamof receptionists, nurses, and physicians have worked together as a team wwww.lisywomensclinic.co.za/
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
- ARTIFICIAL INTELLIGENCE AND ETHICS
- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
- ETHICAL CHALLENGES IN LIFE SCIENCES
- Prix Galien International Awards Ceremony
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
10. Benefits Penetration Rate 38 % to 50 % Increase of 12 % No. of patient visits 30,000 to 40,000 Increase of 10,000 Operating Revenue $23.4 M to $24.3 M Increase of $0.9 M Customer Equity $44 M to $ 58 M Increase of $ 14 M
13. APPENDIX - 1 Scanning the 5 C’s: The HEP to Customers: Preventive Care: In order to be eligible for the new Health Enhancement Program, individuals has to have age-appropriate wellness exams and immunizations, early diagnosis screenings (such as colorectal cancer screenings, Pap tests, mammograms, and vision exams). Those enrolled in the plan’s dental program must also get annual dental cleanings. Cost Effective: Enrollment in Health Enhancement Program, will enable them to pay lower monthly premiums and have no deductible for in-network care for the plan year. Patient Doctor Relationship: Patients value their primary care services in very high regards, as they are based on long-term relationships. The focus on promotion of this service to the customer should be based around that long-term relationship where PCPs are viewed as family doctors. Quality of Services: Overall experience with the Hospital during the visit is one of the most quantifiable factor for the patient. In order for HH to satisfy their patients needs, it is very important to provide flexibility in scheduling appointments, reasonable waiting period, clean facilities and friendly staff. Competencies: Location Proximity : provides exceptional Primary care services in 63 towns of central Connecticut Excellent Doctors: HHC has been recognized by Best Doctors for the most top-ranked doctors of any hospitals in the area. HHC has also been identified by the Federal government for having superior heart attack outcomes and it is a recipient of the ‘Gold plus Performance Achievement Award’ from the American Stroke Association. Renowned for Community Service : It provides education and research support to bring the latest technology, discoveries and innovations to patients and community. Technologically Advanced services: It is the leading provider of Robotic, minimally-invasive Bariatric and colorectal surgery.
14. APPENDIX - 1 Scanning the 5 C’s - continued: Complimentors: All State/non-State agencies that promote healthcare services across the state: The new healthcare enhancement program attracts advertisement by all such agencies, which in turn would help Hartford Healthcare (HH) for creating awareness about the program. Following are few examples of the agencies that help promotion of the program: State Agencies: State of Connecticut – Department of Public Health State of Connecticut – Office of Health Reform & Innovation State of Connecticut – Connecticut Commission on Health Equity Non-State Agencies Governor Malloy’s Care and Share InthistogetherCT.org Healthcare discussion blogs, which have blogs topics on the New Health Enhancement Progrram Health care magazines and publications that support Hartford Healthcare State employee unions: State employee unions are well aware of the benefits of the new health enhancement program. There are many union leaders are actively attracted towards Hartford Healthcare services and hence those unions can be expected as complimentors for the HH. Connecticut State Employee Association (CSEA) American Federation of Government Employees - Connecticut Chapter Connecticut State Employee Credit Union (CSE – Credit Union) Connecticut Employees Union Independent (CEUI) American Federation of State, County, and Municipal Employees United Public Service Employees Union – Connecticut chapter
15. APPENDIX-1 Scanning the 5 C’s – continued: Changing Context: HealthCare Quality : Over the past 30 years, the quality of healthcare services has improved tremendously. People now live healthier and longer life than people 30 years ago. Advanced Technology and R&D: One of the main reasons behind this drive is advancement in the technology and increased R & D Economy: One of the most important factors in the current market environment is the economic condition. Millions of Americans have lost homes, jobs and savings due to the financial crisis and recession. Healthcare service a necessity: However, since healthcare is always a big issue in people’s life with inelastic demand, people are still willing to be highly participated in the healthcare program Health enhancement program: Recently, government has introduced incentive ‘Health prevention program’ to optimize their employees health through preventive methods. This will help them to reduce healthcare costs and increase product i vity of their employees. One of the conditions to be eligible for HEP: that enrolled family members will need to get age-appropriate wellness exams and immunizations, early diagnosis screenings (such as colorectal cancer screenings, Pap tests, mammograms, and vision exams). Opportunity: HHC being one of the in network provider of the Healthcare Services for the State Employees has a vast opportunity for growth by attracting state employees.
16. APPENDIX-2 FOCUS GROUP/SURVEY Results: Fourteen Connecticut state employees from the University of Connecticut participated in our focus group. In the first stage our participants were informally asked to read and familiarize themselves with the HEP packet. They were then asked to comment on their various experiences pertaining to a variety of preventive health care interactions. Surprisingly the most common complaints related not to healthcare itself but to the basic service experience of interacting with the doctor’s office. Scheduling and waiting room times were recurring complaints (as is evidenced by the sampling of Discussion comments below.) Next our participants filled out Worksheet #1 which asked about complying with the new HEP. On a scale of 1 to 7, with 1 requiring “no changes in how I manage my preventive care, and 7 requiring “substantial changes” the subjects averaged a score of 2.8. This indicates that they generally do not anticipate major changes to stay in compliance with the HEP. For the next stage our subjects were asked to write a short paragraph about a “great” or “lousy” experience relating to various interactions with their healthcare providers. 10 people provided negative stories. Again scheduling and wait-times were the predominant complaints. All 4 “great” stories pertained to an appreciation of the interpersonal interactions with the doctor/doctor’s office. (See below for Worksheet #2 Notes). Lastly, our participants filled out Worksheet #3 which first asked how important they rated a host of healthcare attributes on a scale of 1 to 8 (1 being “not important at all” and 8 being “must have.” The attributes which received the highest scores are listed below.
17. APPENDIX-2 Survey results – continued: Average 7.1- You feel involved in making your own care decisions. 7.1 = You can get diagnostic appts. within a week 7.0 = Your primary care doctor’s offices and within 30 minutes of home 6.6 = You can get diagnostic appts. next day 6.5 = You can get diagnostic appts. within a week 6.2= Your primary care Dr. would be recognized by other patients as one of the easiest to talk to. 6.2 = Your Dr’s practice is affiliated with a wide range of medical specialists. 5.4 = You can get diagnostic appts. same day
18.
19. FOCUS GROUP - Discussion Comments Good- same receptionist/nurse/same day scheduling Dr and office efficient, accessible, schedule next appt before leaving Coordinated care, heart attack-want one person to explain Dr retired, no notification, couldnt sked Dr moved offices and never went back Problems: Scheduling months out only one 8am appt/day Busy signal for 45 mins, closed at lunch Ideal state - being able to see primary care dr Followup routine Refills Someone should always answer the phone seen within 20 mins, clean, friendly, bloodwork done in advance, left and made her my primary care dr. Angered by repitition - when they should know med history want it to be quick - feel like so much time is wasted by answering so many questions could be better coordinated - Primary care appt - they seem to waste my time, dreaded scale, unpleasant, nurse vitals takes 20mins, then dr comes in backlogged dr, sked'd too many appts within one hour Gyno much more thorough than primary care dr 5-10 min - checkin 15 mins - Physicians asst 30 mins - waiting in exam room 10 mins - primary care dr waiting, kept waiting - not respectful respected valued – switched bc spent so much time waiting in the office after waiting one hour – then 5 min apt tell you whatever to get you out the door waste time – elect records while waiting APPENDIX-2
20. FOCUS GROUP WORKSHEET #2 LOUSY / C (prev care apt) Waited 30mins in exam rm before dr arrived The practice forces drs to sked more appts/day than they can really do and still fully treat each patient, always a backlog LOUSY / A (finding new healthcare provider) Prob with doing physical – insurance deemed unnecessary, dr offc wouldn’t compromise on bill New provider repeated same redundant recommendations (macrobiotic diet), frustrated enough after 3 yrs to find a new provider LOUSY / B (scheduling preventive care) Tried to schedule a checkup, dr never called back (had retired) – went to walk-in clinic and found new dr (who turned out to be excellent) LOUSY / C (prev care appt) Scheduled checkup very far in future, dr offc never called to remind and I showed up too late, rescheduled a month out – then dr was caught in traffic had to resked again LOUSY / C (appt) Heart attack – excellent care at Hartford Hospital but very poor followup after release from hospital, and then local cardiologist – had to work too hard to find out what I should be doing (diet, activity, etc) and what course of cardiac rehab to pursue. LOUSY / B (scheduling appt) With 2 daughters, pediatric group – the wait was terrible, could never see the same dr twice – had to reintroduce ourselves and revisit medical history – in the end chose a new provider APPENDIX-2
21. LOUSY / E (discuss screening results) Dr misinterpreted cholesterol results as high and suggested behavior modification (less meat etc), a year later realized results were misinterpreted and cholesterol was fine, was worried for a year for nothing LOUSY / C (appt) Wait, receptionist no change for co-pay, after vitals have to wait 30mins for dr who spends 10 mins w me LOUSY / E (discussing screening results) When nurse calls with results, nurse directs any questions to a dr – but must make an appt to do this, another day off from work, time to forget questions LOUSY / B (scheduling) Moved offices and didn’t tell me Because hadn’t seen me recently, couldn’t fit me in/long wait GREAT / C (appt) Had tests done three days prior to dr appt, seen within 20 mins, the physicians asst spent over an hour with me, made PA primary care ddr, would ensure I could be seen for other medical issues in the future GREAT / B (scheduling) Receptionist remembers who you are when you call and knows if it has been a while since last contact, love dr and travel over an hour to see him GREAT / E (discussing screening results) Negative results made me anxious, dr called to tell not to worry, dr was great in his explanation and followup, dr treated me not just as a patient but as a human being, have been going to him for 10 years GREAT / E (receiving prev care info from provider btw appts) GP noticed Blood calcium level high – led to finding cancerous hyperthyroidism because dr was vigilant when first noticed calcium levels APPENDIX-2
22. HEP Priority Card Benefits: Our mission is to offer comprehensive services in an environment where innovation and teaching are integral to care; where we are proud to serve patients and one another; where meeting the challenge of complex medical needs is viewed as a defining competency; and where quality and safety of care are a constant. 1 Since HHC has evening & weekend hours at 6 locations, and the state employees are typically work 9-5, M-F. The HEP Priority Card can provide you a priority of scheduling evening and weekend appointment to avoid unnecessary dissatisfaction. (i.e. Dissatisfaction of your manager because you may ask days off to see a doctor during work hours.) We are providing patient points for the patient with HEP Priority Card. When a cardholder make a health enhancement schedule, we give one point on the card. If a cardholder recommend someone else to become a member of HHC’s health enhancement group, we give one point to the new member on the card, and give two point for the referee. The points are accumulated, when a state employee reach 10 points on the card, we will use the points towards the employee’s one time future copay. HHC provides an umbrella of coordinated healthcare to provide for all aspects of Health Enhancement program within one provider network. THESE ARE COPAYS FOR REGULAR VISITS: Copays for health enhancement visits are already covered by HHC’s initiative 1. http://www.harthosp.org/AboutUs/MissionVisionValues/default.aspx APPENDIX-3
23. APPENDIX-4 Calculations for Customer Equity: NOW AFTER 1 year No. of employees 200,000 200,000 Penetration Rate (%) 38 50 Avg. Margin Per Customer (AMPC) ($) 100 100 Discount rate (i) (%) 12 12 Retention rate (%) 95 95 Customer Equity 44,705,882 58,823,529 Difference 14,117,647
24. CE Appendix: On communicating with the HHC executives who gave presentation, we were informed that currently their penetration rate is 38% and they target to achieve 50%. No. of patient visits currently are 2,20,000 totally. Out of that, 30,000 visits (13.63%) can be assumed to be of state employees. Increase in penetration rate will proportionately increase no. of patient visits, which comes out to 4.3 % increase in visits. Hence, the increase of 9469 visits i.e. 10,000 visits approximately. Likewise, operating revenue will also observe proportionate increase. Customer Equity calculations are posted in appendix-4 (slide no. 19) The table could not be posted here in notes, hence it is mentioned in appendix. APPENDIX-4
25. APPENDIX-5 REFERENCES: CT HEALTH POLICY DEPARTMENT OF PUBLIC HEALTH – CONNECTICCUT CTNEWS: http://www.ctnewsjunkie.com/ctnj.php/archives/entry/health_enhancement_program_presents_budget_hurdle/ http://jonpelto.wordpress.com/2011/09/29/wait-did-he-just-say-what-i-think-he-said-malloy-administration-and-the-state-employee-health-enhancement-program/ http://inthistogetherct.org/2011/06/hep-reassurance-statement/ http://employ.uchc.edu/benefits/index.html http://www.hr.uconn.edu/docs/HRPY_Nov_2011_thru_Jan__2012.pdf
Editor's Notes
Surprisingly the most common complaints related not to healthcare itself but to the basic service experience of interacting with the doctor’s office. Scheduling and waiting room times were recurring complaints Some of the takeaways of the above ratings are: 1) Proximity to the doctor’s office is a priority. 2) It’s more important to our subjects to be able to make a diagnostic appointment within a week than it is same day or next day. 3) The interpersonal skills of both the doctor and support staff are very important. 4) People value their doctor being affiliated with a wide range of medical specialists. 5) Ease of scheduling is very important. 6) Feeling involved in making one’s own health care decisions is paramount. Again we see that scheduling is an ongoing concern. In order to ease anxiety about scheduling we propose offering a promotion to offer the HEP Priority card exclusively to Connecticut state employees. We infer that most state employees work Monday through Friday. Offering them exclusive priority scheduling on nights and weekends would allow them to better manage their time. and assuage concerns wait times and scheduling.
Since HHC has evening & weekend hours at 6 locations, and the state employees are typically work 9-5, M-F. The HEP Priority Card can provide you a priority of scheduling evening and weekend appointment to avoid unnecessary dissatisfaction. (i.e. Dissatisfaction of your manager because you may ask days off to see a doctor during work hours.) We are providing patient points for the patient with HEP Priority Card. When a cardholder make a health enhancement schedule, we give one point on the card. If a cardholder recommend someone else to become a member of HHC’s health enhancement group, we give one point to the new member on the card, and give two point for the referee. The points are accumulated, when a state employee reach 10 points on the card, we will use the points towards the employee’s one time future copay. HHC provides an umbrella of coordinated healthcare to provide for all aspects of Health Enhancement program within one provider network. THESE ARE COPAYS FOR REGULAR VISITS: Copays for health enhancement visits are already covered by HHC’s initiative
Since HHC has evening & weekend hours at 6 locations, and the state employees are typically work 9-5, M-F. The HEP Priority Card can provide you a priority of scheduling evening and weekend appointment to avoid unnecessary dissatisfaction. (i.e. Dissatisfaction of your manager because you may ask days off to see a doctor during work hours.) We are providing patient points for the patient with HEP Priority Card. When a cardholder make a health enhancement schedule, we give one point on the card. If a cardholder recommend someone else to become a member of HHC’s health enhancement group, we give one point to the new member on the card, and give two point for the referee. The points are accumulated, when a state employee reach 10 points on the card, we will use the points towards the employee’s one time future copay. HHC provides an umbrella of coordinated healthcare to provide for all aspects of Health Enhancement program within one provider network. THESE ARE COPAYS FOR REGULAR VISITS: Copays for health enhancement visits are already covered by HHC’s initiative