This document summarizes the status and trends of patient-centered medical homes (PCMHs) in New York State as of July 2013. It finds that New York leads the nation in adoption of the PCMH model, with nearly 5,000 providers working in NCQA-recognized PCMHs. About half of PCMH providers are in New York City and half are elsewhere in the state. While the number of PCMH providers grew 44% between 2011-2013, most growth occurred from 2011-2012, and the rate of growth has slowed since then.
The document provides background information on advancing patient-centered medical homes (PCMHs) in New York State. It discusses the current status and rapid growth of PCMH adoption in New York over the past few years, with nearly 5,000 clinicians now working in NCQA-recognized PCMH practices. However, adoption seems to be leveling off, and three-quarters of primary care practitioners still do not work in PCMHs. It notes key challenges to further expanding the PCMH model in New York, including the need for multipayer alignment on supporting the model through payment and other systems changes.
This study assessed health care costs and utilization among union members from 2008-2010, comparing those who received primary care from providers participating in a public health initiative (PCIP) versus non-participating providers. Members accessing PCIP providers saw a 16% decrease in hospitalizations for chronic conditions, whereas non-PCIP members saw a 15% increase. PCIP access was associated with lower inpatient utilization and costs. Specialty care increased more for PCIP members with diabetes and hypertension. Overall, the results suggest population health initiatives incorporating electronic health records can reduce health care costs by decreasing hospitalizations for better chronic disease management.
The Flex Program provides cost-based reimbursement for critical access hospitals (CAHs) through two components: state rural health plans and CAH certification. Originally, the program aimed to develop rural health networks and improve quality of care. Over time, more hospitals were certified as CAHs. Currently, CAHs make up 26% of community hospitals and 66% of rural hospitals. Quality reporting through measures like pneumonia and heart failure processes of care is increasing for CAHs.
This document discusses strategic issues facing the U.S. healthcare system. It argues that the U.S. does not have a functional competitive healthcare market, leading to higher costs, marginal quality improvements, and opportunistic innovation. It analyzes factors contributing to market failure and addiction to the growing healthcare economy. The document advocates for embracing concepts like consumerism, quality reporting, and globalization to increase competition and innovation in healthcare.
The document discusses Pocahontas Memorial Hospital, a critical access hospital in rural West Virginia that faces numerous challenges. It conducts environmental, access, technology, market and SWOT analyses to assess the hospital's situation. Key recommendations include developing a new mission/vision, focusing on recruitment/retention, utilizing medical technologies, forming partnerships, and taking a strategic, lean approach to planning. The overall goal is for the hospital to remain competitive and continue serving its community.
1) The document discusses how health information technology (HIT), such as electronic health records (EHRs) and health information exchanges (HIEs), has the potential to influence health reform efforts in the United States by reducing costs, increasing access to care, and improving quality of care.
2) The Affordable Care Act includes provisions and financial incentives to encourage widespread adoption of EHRs and use of HIT. Meaningful use criteria aim to ensure EHRs improve safety, quality, and coordination of care.
3) HIT such as EHRs and HIEs could transform healthcare by giving providers access to complete patient information, reducing medical errors, duplicative tests, and costs
This document is a report for a project to open a comprehensive satellite clinic in Pocahontas County, West Virginia. It provides background on the need for additional health services in the rural county, which only has one 25-bed hospital. An assessment finds that internal and external stakeholders support the project. A market analysis shows high rates of diseases and health issues among the county's aging population. A SWOT analysis identifies strengths like improving access to care, and weaknesses like the large upfront costs. The report recommends proceeding with the project to address unmet health needs in the community.
The document provides background information on advancing patient-centered medical homes (PCMHs) in New York State. It discusses the current status and rapid growth of PCMH adoption in New York over the past few years, with nearly 5,000 clinicians now working in NCQA-recognized PCMH practices. However, adoption seems to be leveling off, and three-quarters of primary care practitioners still do not work in PCMHs. It notes key challenges to further expanding the PCMH model in New York, including the need for multipayer alignment on supporting the model through payment and other systems changes.
This study assessed health care costs and utilization among union members from 2008-2010, comparing those who received primary care from providers participating in a public health initiative (PCIP) versus non-participating providers. Members accessing PCIP providers saw a 16% decrease in hospitalizations for chronic conditions, whereas non-PCIP members saw a 15% increase. PCIP access was associated with lower inpatient utilization and costs. Specialty care increased more for PCIP members with diabetes and hypertension. Overall, the results suggest population health initiatives incorporating electronic health records can reduce health care costs by decreasing hospitalizations for better chronic disease management.
The Flex Program provides cost-based reimbursement for critical access hospitals (CAHs) through two components: state rural health plans and CAH certification. Originally, the program aimed to develop rural health networks and improve quality of care. Over time, more hospitals were certified as CAHs. Currently, CAHs make up 26% of community hospitals and 66% of rural hospitals. Quality reporting through measures like pneumonia and heart failure processes of care is increasing for CAHs.
This document discusses strategic issues facing the U.S. healthcare system. It argues that the U.S. does not have a functional competitive healthcare market, leading to higher costs, marginal quality improvements, and opportunistic innovation. It analyzes factors contributing to market failure and addiction to the growing healthcare economy. The document advocates for embracing concepts like consumerism, quality reporting, and globalization to increase competition and innovation in healthcare.
The document discusses Pocahontas Memorial Hospital, a critical access hospital in rural West Virginia that faces numerous challenges. It conducts environmental, access, technology, market and SWOT analyses to assess the hospital's situation. Key recommendations include developing a new mission/vision, focusing on recruitment/retention, utilizing medical technologies, forming partnerships, and taking a strategic, lean approach to planning. The overall goal is for the hospital to remain competitive and continue serving its community.
1) The document discusses how health information technology (HIT), such as electronic health records (EHRs) and health information exchanges (HIEs), has the potential to influence health reform efforts in the United States by reducing costs, increasing access to care, and improving quality of care.
2) The Affordable Care Act includes provisions and financial incentives to encourage widespread adoption of EHRs and use of HIT. Meaningful use criteria aim to ensure EHRs improve safety, quality, and coordination of care.
3) HIT such as EHRs and HIEs could transform healthcare by giving providers access to complete patient information, reducing medical errors, duplicative tests, and costs
This document is a report for a project to open a comprehensive satellite clinic in Pocahontas County, West Virginia. It provides background on the need for additional health services in the rural county, which only has one 25-bed hospital. An assessment finds that internal and external stakeholders support the project. A market analysis shows high rates of diseases and health issues among the county's aging population. A SWOT analysis identifies strengths like improving access to care, and weaknesses like the large upfront costs. The report recommends proceeding with the project to address unmet health needs in the community.
California's community clinics and health centers are grappling with unprecedented change and huge financial pressures. This primer describes the current funding environment and factors that are shaping the future of California's clinics, including federal and state health care reform. Additionally, key strategies for positioning clinics to thrive during this period of great uncertainty are discussed.
The study aimed to investigate associations between regulatory policy, workforce capacity, and health outcomes using Medicaid data from four states. However, the analysis found significant data quality issues. Key variables like service provider specialty were missing or incomplete, preventing valid conclusions about the proportion of services provided by nurse practitioners and physician assistants. At best, Alabama had 85% reporting but showed nurse practitioners and physician assistants providing significantly fewer services than medical doctors for selected chronic conditions despite making up over half of primary care workforce capacity. Overall, the Medicaid data proved inadequate for the research purposes due to inconsistent and missing coding across states.
Countdown to Health Reform
Congress is close to passing substantial health reform, with important incremental steps to expand coverage, improve quality, and begin to control costs
Many are misinformed or uninformed about the proposals.
This resource presents:
The Problems
Cost, Access, Quality
Financing, Organization, Delivery
Health Care and Health
Why Insurance Doesn’t Work
The Politics of Reform
The Proposals: House and Senate
Keep Fighting for Single Payer
Fix It and Pass It!
This document discusses the need for quality improvement in the US healthcare system. It notes that while the US leads in medical innovation, care is often fragmented and inconsistent. Several organizations have found issues with the accessibility and quality of care received. The objectives of proposed changes are to prioritize patient safety and deliver the highest quality care nationwide through better education and training. The rationale includes reports that many Americans don't receive recommended care, quality varies greatly between groups, and 30% of healthcare spending has no benefit to patients. Literature supports that most medical errors stem from flawed systems and processes, not individuals, highlighting the need for quality and safety improvements.
In the coming years the United States will find themselves going through a number of changes within the Social Security Administration which will affect the Health Care Industry as we know it “Hospital size has long been an area of discussion and debate in the U.S. healthcare industry. Questions have consistently focused on cost management or efficiency in large versus small hospitals. A persistent question among researchers is whether efficiencies are associated with larger facilities through economies of scale, or if there are alternate scenarios that play a significant part in hospital cost and efficiency” (2009, JHM). Since the Affordable Health Care Act was established it made obtaining health care much more affordable and accessible, but at the same time there has to be some cut back.
Introduction: We Need Reform; It’s Up To Us!
Health Care Costs
Lack of Insurance
We Have to Cover Everyone to Control Costs!
Politics of Reform
Obstacles to Reform
Reform Proposals: What’s On the Table
Single Payer: Keep Fighting
Keep Fighting: For Affordability, Abortion, Access
Impact on Health Reform on Device Development and FundingUBMCanon
The document discusses the impact of US healthcare reform on medical device development and funding. It summarizes that healthcare reform through the Affordable Care Act and other policies is driving major changes in health insurance purchasing and moving payments from fee-for-service to bundled payments and accountable care organizations. This shift to alternative payment models will require device manufacturers to understand how provider reimbursement is changing to ensure their devices provide value within the new systems.
The document discusses how the economic recession is negatively impacting hospitals through decreased admissions and procedures, while costs are rising. It recommends that hospitals improve management of revenue cycles, supply chains, and scheduling to cut costs. The federal stimulus package will provide funds to states that can help hospitals through higher Medicaid matching rates and grants for health IT. However, the full impact will depend on restrictions from Medicare/Medicaid on the use of funds.
Reducing Readmissions and Length of Stay | VITAS HealthcareVITAS Healthcare
Hospice can help reduce hospital readmissions and lengths of stay for patients with serious illnesses like heart failure. By providing comprehensive care, including nursing support 24 hours a day, palliative care physician support, medications, equipment, and targeted programs for conditions like CHF, hospice can help meet patient goals of comfort and avoiding inappropriate hospitalizations. For the patient with heart failure described in the case study, hospice could help prevent readmissions and allow the patient to focus on quality of life rather than further medical interventions by providing end-of-life care in their home.
Presentation at the First International Symposium on Quality and Patient Safety organized by the Instituto Brasileiro para Segurança do Paciente, Sao Paulo, Brazil
The document discusses the challenges and limitations of the Physician Payments Sunshine Act, which requires drug and medical device companies to report payments and gifts provided to physicians. While intended to increase transparency, it faces issues in fully capturing all financial relationships and providing proper context. The data has had limited impact on physicians and patients, but is being utilized by other groups like researchers and lawyers. Overall, the Act faces obstacles in communicating complex financial data in a clear and meaningful way to different audiences.
The Task Force recommends improved monitoring of physician workforce issues and specific strategies and action steps to achieve four goals related to assuring an adequate supply of physicians to meet Alaska’s need. These are detailed in the report: Securing an Adequate Number of Physicians for Alaska’s Needs.
5 wk HCS440 Legislations Influence in Health Care & what Changes finalMaile Andrus
The document discusses various pieces of health care legislation and their influence on the U.S. health care system. It addresses the Welfare Reform Act of 1996, the Health Insurance Portability and Accountability Act (HIPAA), and the Affordable Care Act of 2010. It also examines tools from the Centers for Disease Control and Prevention for analyzing economic impacts. Finally, it proposes some potential changes that could be made to legislation to help combat rising health care costs and make the Affordable Care Act more affordable.
This document provides an overview of strategies for developing a workload model for hospital medicine programs. It discusses the importance of measuring physician workload and defines concepts like full-time equivalent (FTE). Both US and Canadian models for workload measurement are compared. The document outlines some of the underlying assumptions that workload models are built upon, such as how physicians divide their time between direct clinical care, care management, and other tasks. It notes that while these assumptions aim to be evidence-based, more research is still needed to validate the assumptions used in existing workload measurement tools.
Erik Hollander's document discusses the history and current state of healthcare in the United States, and envisions the future state. It summarizes that healthcare has evolved from a fee-for-service model to bundled payments aiming to control costs. While access and quality have improved, the U.S. still spends far more per capita than other nations with varying results. The future likely includes population health management, value-based care, and learning from high performing systems.
This document contains discussion questions and assignments for an HCA 305 healthcare administration course. It includes questions about factors that impact healthcare expenditures in the US and how US healthcare spending compares to other countries. It also addresses healthcare reform, quality improvement in hospitals, choosing healthcare providers, and the Patient Protection and Affordable Care Act. Students are asked to discuss, analyze, and provide opinions on these healthcare administration topics.
The goal of this webinar was to help healthcare professionals improve care coordination for patients with advanced illness and to reduce hospital readmissions and length of stay.
This document contains a summary of several articles from the September/October 2012 issue of Partners magazine. The cover story discusses how Virginia Mason Medical Center adapted the Toyota production method to healthcare to reduce waste and standardize care protocols. A special report profiles how Geisinger Health Care, Atrius Health, and Advocate Health Care are leading the way in coordinated care across the care continuum as accountable care organizations proliferate. The back page focuses on the complex rules and methodology surrounding the Medicare Readmissions Reduction Program.
Michael Pelletier has over 40 years of experience in behavioral health administration and policy development. He has held several leadership roles within the Illinois Department of Human Services Division of Mental Health, including overseeing the closure of two state-operated psychiatric hospitals and developing community-based alternative care programs. Pelletier has extensive experience in hospital administration, strategic planning, program development, and contract management. He is skilled in maintaining regulatory compliance, performance management, and developing policies and procedures.
The goal of this webinar is to help hospice and healthcare professionals understand the history, philosophy and practice of hospice care and palliative care, including common myths and misconceptions, common diagnoses for hospice referrals, identification of hospice-eligible patients, reimbursement for hospice services, and the benefits of advance care planning and early referrals.
A presentation of the Denison 111 Audio Adapter product range. We have developed a product line that will connect your iPhone, iPod or USB source to your factory car audio system making it available for you to control the playback through your existing audio set (including steering wheel controls).
California's community clinics and health centers are grappling with unprecedented change and huge financial pressures. This primer describes the current funding environment and factors that are shaping the future of California's clinics, including federal and state health care reform. Additionally, key strategies for positioning clinics to thrive during this period of great uncertainty are discussed.
The study aimed to investigate associations between regulatory policy, workforce capacity, and health outcomes using Medicaid data from four states. However, the analysis found significant data quality issues. Key variables like service provider specialty were missing or incomplete, preventing valid conclusions about the proportion of services provided by nurse practitioners and physician assistants. At best, Alabama had 85% reporting but showed nurse practitioners and physician assistants providing significantly fewer services than medical doctors for selected chronic conditions despite making up over half of primary care workforce capacity. Overall, the Medicaid data proved inadequate for the research purposes due to inconsistent and missing coding across states.
Countdown to Health Reform
Congress is close to passing substantial health reform, with important incremental steps to expand coverage, improve quality, and begin to control costs
Many are misinformed or uninformed about the proposals.
This resource presents:
The Problems
Cost, Access, Quality
Financing, Organization, Delivery
Health Care and Health
Why Insurance Doesn’t Work
The Politics of Reform
The Proposals: House and Senate
Keep Fighting for Single Payer
Fix It and Pass It!
This document discusses the need for quality improvement in the US healthcare system. It notes that while the US leads in medical innovation, care is often fragmented and inconsistent. Several organizations have found issues with the accessibility and quality of care received. The objectives of proposed changes are to prioritize patient safety and deliver the highest quality care nationwide through better education and training. The rationale includes reports that many Americans don't receive recommended care, quality varies greatly between groups, and 30% of healthcare spending has no benefit to patients. Literature supports that most medical errors stem from flawed systems and processes, not individuals, highlighting the need for quality and safety improvements.
In the coming years the United States will find themselves going through a number of changes within the Social Security Administration which will affect the Health Care Industry as we know it “Hospital size has long been an area of discussion and debate in the U.S. healthcare industry. Questions have consistently focused on cost management or efficiency in large versus small hospitals. A persistent question among researchers is whether efficiencies are associated with larger facilities through economies of scale, or if there are alternate scenarios that play a significant part in hospital cost and efficiency” (2009, JHM). Since the Affordable Health Care Act was established it made obtaining health care much more affordable and accessible, but at the same time there has to be some cut back.
Introduction: We Need Reform; It’s Up To Us!
Health Care Costs
Lack of Insurance
We Have to Cover Everyone to Control Costs!
Politics of Reform
Obstacles to Reform
Reform Proposals: What’s On the Table
Single Payer: Keep Fighting
Keep Fighting: For Affordability, Abortion, Access
Impact on Health Reform on Device Development and FundingUBMCanon
The document discusses the impact of US healthcare reform on medical device development and funding. It summarizes that healthcare reform through the Affordable Care Act and other policies is driving major changes in health insurance purchasing and moving payments from fee-for-service to bundled payments and accountable care organizations. This shift to alternative payment models will require device manufacturers to understand how provider reimbursement is changing to ensure their devices provide value within the new systems.
The document discusses how the economic recession is negatively impacting hospitals through decreased admissions and procedures, while costs are rising. It recommends that hospitals improve management of revenue cycles, supply chains, and scheduling to cut costs. The federal stimulus package will provide funds to states that can help hospitals through higher Medicaid matching rates and grants for health IT. However, the full impact will depend on restrictions from Medicare/Medicaid on the use of funds.
Reducing Readmissions and Length of Stay | VITAS HealthcareVITAS Healthcare
Hospice can help reduce hospital readmissions and lengths of stay for patients with serious illnesses like heart failure. By providing comprehensive care, including nursing support 24 hours a day, palliative care physician support, medications, equipment, and targeted programs for conditions like CHF, hospice can help meet patient goals of comfort and avoiding inappropriate hospitalizations. For the patient with heart failure described in the case study, hospice could help prevent readmissions and allow the patient to focus on quality of life rather than further medical interventions by providing end-of-life care in their home.
Presentation at the First International Symposium on Quality and Patient Safety organized by the Instituto Brasileiro para Segurança do Paciente, Sao Paulo, Brazil
The document discusses the challenges and limitations of the Physician Payments Sunshine Act, which requires drug and medical device companies to report payments and gifts provided to physicians. While intended to increase transparency, it faces issues in fully capturing all financial relationships and providing proper context. The data has had limited impact on physicians and patients, but is being utilized by other groups like researchers and lawyers. Overall, the Act faces obstacles in communicating complex financial data in a clear and meaningful way to different audiences.
The Task Force recommends improved monitoring of physician workforce issues and specific strategies and action steps to achieve four goals related to assuring an adequate supply of physicians to meet Alaska’s need. These are detailed in the report: Securing an Adequate Number of Physicians for Alaska’s Needs.
5 wk HCS440 Legislations Influence in Health Care & what Changes finalMaile Andrus
The document discusses various pieces of health care legislation and their influence on the U.S. health care system. It addresses the Welfare Reform Act of 1996, the Health Insurance Portability and Accountability Act (HIPAA), and the Affordable Care Act of 2010. It also examines tools from the Centers for Disease Control and Prevention for analyzing economic impacts. Finally, it proposes some potential changes that could be made to legislation to help combat rising health care costs and make the Affordable Care Act more affordable.
This document provides an overview of strategies for developing a workload model for hospital medicine programs. It discusses the importance of measuring physician workload and defines concepts like full-time equivalent (FTE). Both US and Canadian models for workload measurement are compared. The document outlines some of the underlying assumptions that workload models are built upon, such as how physicians divide their time between direct clinical care, care management, and other tasks. It notes that while these assumptions aim to be evidence-based, more research is still needed to validate the assumptions used in existing workload measurement tools.
Erik Hollander's document discusses the history and current state of healthcare in the United States, and envisions the future state. It summarizes that healthcare has evolved from a fee-for-service model to bundled payments aiming to control costs. While access and quality have improved, the U.S. still spends far more per capita than other nations with varying results. The future likely includes population health management, value-based care, and learning from high performing systems.
This document contains discussion questions and assignments for an HCA 305 healthcare administration course. It includes questions about factors that impact healthcare expenditures in the US and how US healthcare spending compares to other countries. It also addresses healthcare reform, quality improvement in hospitals, choosing healthcare providers, and the Patient Protection and Affordable Care Act. Students are asked to discuss, analyze, and provide opinions on these healthcare administration topics.
The goal of this webinar was to help healthcare professionals improve care coordination for patients with advanced illness and to reduce hospital readmissions and length of stay.
This document contains a summary of several articles from the September/October 2012 issue of Partners magazine. The cover story discusses how Virginia Mason Medical Center adapted the Toyota production method to healthcare to reduce waste and standardize care protocols. A special report profiles how Geisinger Health Care, Atrius Health, and Advocate Health Care are leading the way in coordinated care across the care continuum as accountable care organizations proliferate. The back page focuses on the complex rules and methodology surrounding the Medicare Readmissions Reduction Program.
Michael Pelletier has over 40 years of experience in behavioral health administration and policy development. He has held several leadership roles within the Illinois Department of Human Services Division of Mental Health, including overseeing the closure of two state-operated psychiatric hospitals and developing community-based alternative care programs. Pelletier has extensive experience in hospital administration, strategic planning, program development, and contract management. He is skilled in maintaining regulatory compliance, performance management, and developing policies and procedures.
The goal of this webinar is to help hospice and healthcare professionals understand the history, philosophy and practice of hospice care and palliative care, including common myths and misconceptions, common diagnoses for hospice referrals, identification of hospice-eligible patients, reimbursement for hospice services, and the benefits of advance care planning and early referrals.
A presentation of the Denison 111 Audio Adapter product range. We have developed a product line that will connect your iPhone, iPod or USB source to your factory car audio system making it available for you to control the playback through your existing audio set (including steering wheel controls).
Hays is proud to sponsor Business Professionals Week again in 2016, taking place in Townsville from October 23rd to 28th. This week features low-cost networking and professional development events hosted by top industry bodies, providing an opportunity for businesspeople at all levels and across many industries to network, discuss industry issues, and obtain professional development. A variety of events will be held catering to professionals, directors, graduates and those in fields like professional services, construction, mining, commerce, government and non-profits. Further details and the event schedule can be found by scanning the QR code or visiting the listed website.
De vijf gemeenten in Noordoost Fryslân werken sinds 2010 op economisch gebied steeds intensiever samen. Een onderdeel daarvan is de regiomarketingcampagne ‘Noordoost Fryslân echt mooi’ en de daarbij horende slogan ‘Dwaande’. Een gemeenschappelijk regionaal ondernemersmagazine is een logisch vervolg.
De vijf afzonderlijke gemeenten vinden het belangrijk dat binnen het regionale concept de eigen identiteit nadrukkelijk overeind wordt gehouden. Daarom zal per gemeente een eigen editie verschijnen. Achtkarspelen, Dongeradeel, Tytsjerksterdiel, Dantumadeel en de gemeente Kollumerland zijn deelnemer in het nieuwe magazine Noordoost Fryslân. Voor meer informaite kijk op http://www.of.nl/overige-uitgaven
This document discusses software evolution visualization (SEV). It begins by introducing software visualization and how information visualization techniques can be applied to software. SEV aims to facilitate software comprehension by visualizing how software systems evolve over time. The document reviews the state of the field, including common data sources, metrics, perspectives, strategies, and goals of SEV research. It also presents examples of SEV tools and discusses challenges in the area, such as evaluating SEV approaches. Finally, it outlines the goals of the author's own SEV research group, which are to help developers build InfoVis tools and help analysts use such tools for software maintenance.
Public Health/Health Care Partnerships: An Overview of the LandscapePractical Playbook
This document provides an overview of partnerships between public health and healthcare organizations. It discusses several initiatives aimed at improving population health, including State Innovation Models, Accountable Care Organizations, and the Accountable Health Communities program through CMS. The document outlines key drivers of these partnerships as cost, chronic disease, data, and policy. It presents examples of programs that address issues like asthma, lead poisoning, and care coordination for patients with multiple chronic conditions. The conclusion emphasizes the need for leadership and partnerships between primary care and public health to improve health outcomes.
Cprn Implementing Primary Care Reform In Canadaprimary
This document discusses barriers and facilitators to implementing primary care reform in Canada. It analyzes the legacy of Canada's health policy culture, the structure and design of the healthcare system, and the supports required for policy implementation. Key barriers include the long history of focusing reform efforts on changing physician payment models and paying physicians fee-for-service. Facilitators include increasing physician willingness to consider alternative payment and the common elements of provincial reform plans, such as emphasis on multidisciplinary teams, rostering patients, and health promotion. However, implementation of primary care reform in Canada has been slow.
The document summarizes New Mexico's broken behavioral health care system and provides recommendations for reform. Key issues include a long-standing provider shortage, lack of access to care, and no performance incentives for quality. The dominant governing body, the Behavioral Health Collaborative, has led to bureaucracy that does not empower patients or providers. Reforms proposed include expanding evidence-based practices, implementing mental health courts more widely, utilizing telehealth, and increasing the roles of care coordinators and peer support specialists to improve both the quality and availability of care.
Benefits of implementing_the_primary_care_pcmhVicki Harter
This document provides a review of cost and quality results from implementing the patient-centered medical home (PCMH) model of primary care. It summarizes newly reported and updated results from PCMH initiatives nationwide over the past two years. The results show that the PCMH improves health outcomes, enhances the patient and provider experience of care, and reduces unnecessary hospital and emergency department utilization, meeting the goals of better health, better care, and lower costs. The document defines key features of the PCMH model and provides data demonstrating how each feature contributes to these outcomes. It outlines growing private and public sector support for the PCMH in the United States.
¿Se correlaciona el volumen de atención de pacientes VIH con calidad de cuidados, esquemas, seguimiento y atención en general de un paciente con infección VIH?
This document provides a summary of cost and quality results from patient-centered medical home (PCMH) initiatives in 2012. It finds that the PCMH improves health outcomes, enhances the patient and provider experience of care, and reduces unnecessary hospital and emergency department utilization. Major health plans like Aetna, Humana and UnitedHealthcare are expanding PCMH programs based on evidence that it meets the goals of better health, better care and lower costs. The momentum for PCMH is growing across the healthcare system, including 90 commercial insurance plans, 42 state Medicaid programs, and thousands of clinical practices nationwide.
This document outlines concepts related to health care quality assessment. It describes key definitions, such as quality referring to services that increase health outcomes and are consistent with current knowledge. It also discusses perspectives on quality from practitioners, patients, and communities. Additionally, the document outlines different levels of quality analysis from national policies to individual care provision and lists examples of common quality indicators assessed in the US, such as patient satisfaction, mortality rates, and adherence to treatment protocols.
Community Health Center Growth & Sustainability: State Profiles from the Northeastern and Mid-Atlantic United States analyzes key factors related to community health center (CHC) growth and sustainability in 13 states and DC. It finds that in 2012 CHCs collectively served over 5.3 million people, with a median annual growth rate of 4.2% from 2010-2012. CHCs typically served 1 in 5 Medicaid enrollees and 1 in 6 low-income residents. The document also examines CHC financial status using data from 2009-2011, finding mixed results with some states exceeding benchmarks for days cash on hand while others fell below. Revenue sources also varied between states.
Chronic diseases account for $93 billion annually in Canada to manage. Despite this spending, 12% of Canadians report being unsatisfied with healthcare quality, posing a challenge for policymakers. The document proposes several projects to identify effective interventions for improving primary care practices and outcomes for patients with chronic conditions. It will analyze policies across Canadian provinces to better integrate health, social, and community services and identify best practices. It will also evaluate tools to screen for social determinants of health and characterize high healthcare users.
The document discusses New York State's efforts to promote the patient-centered medical home model. It notes that while New York spends a lot on healthcare, the quality and health outcomes are only middle of the pack. The Commissioner of Health believes the PCMH model can help strengthen primary care, improve chronic care management, and reduce avoidable costs. New York has promoted multipayer PCMH initiatives through legislation and programs. Initial PCMH pilot programs showed promising results, and the state has seen significant uptake of PCMH recognition across practices. Evaluations are still early, but results so far are encouraging regarding patient experience and quality measures.
The Joint Commission Has Instituted A Number Of Goals...Valerie Burroughs
The Joint Commission has instituted several goals nationally to improve patient safety. The goals focus on areas of concern in healthcare like patient identification, communication between caregivers, and medication safety. The Joint Commission accredits hospitals and other healthcare organizations to evaluate them based on performance standards related to patient care, safety, and rights.
Key Finding 1: In 2013, 21 free and charitable clinics across Illinois served over 67,000 unique patients and provided more than 83,000 healthcare visits.
Key Finding 2: Free and charitable clinics provide comprehensive primary care and chronic disease treatment to uninsured and underinsured low-income populations, including immigrants, homeless individuals, formerly incarcerated people, those with substance abuse disorders, and veterans.
Key Finding 3: In 2013, free and charitable clinics sustained their operations through charitable donations, over 151,000 volunteer hours, and in-kind donations of medications, diagnostics, and specialty services.
Donna Spencer disscussed Medicaid Expansion on a panel titled, "Medicaid Expansion: Staking New Ground and Corralling Cost Savings," at the 2015 NASHP Annual Conference in October.
This paper presents analysis of a Kent ‘whole population’ dataset, linking wholepopulation demographics with activity and cost data for the population from acute, community, mental health and social care providers. The data helps commissioners to understand the impact of different selections methods for people with ‘very complex’ health and social care needs, particularly in relation to the development of a LTC year of care currency.
This document should be seen alongside the ‘Recovery, Rehabilitation and Reablement – step-by-step guide’ which describes how providers can carry out the audit in their own organisation. Other documents and learning materials This document is part of a suite of learning materials being produced by the LTC Year of Care Commissioning Programme to support the spread and adoption of capitated budgets for people with complex care needs.
New York State Assisted Outpatient Treatment Evaluation: Review of Major Find...The Bridge
Marvin S. Swartz, M.D., currently serves as Interim Chair of the Department of Psychiatry and Behavioral Sciences at Duke University where he is also Professor and Head of the Division of Social and Community Psychiatry. Dr. Swartz's major research and clinical interests are in improving the care of severely mentally ill individuals. He is a Network Member in the MacArthur Foundation Research Network on Mandated Community Treatment examining use of legal tools to promote adherence to mental health treatment and leads the Duke team studying the use of Assisted Outpatient Treatment in New York. He also co-leads a North Carolina study examining the effectiveness of Psychiatric Advance Directives and co-leads the Duke team investigating the role of antipsychotic medications in treatment outcomes in schizophrenia as part of the landmark NIMH funded CATIE study. Dr. Swartz is also Director of the National Resource Center on Psychiatric Advance Directives.
Presentation given in Med-eTel 2011 -
Describing the Quality Reporting Initiative in the USA as a stepping stone towards full adoption of EHR in the USA.
The document discusses implementing medical scribes in a mental health center to help psychiatrists and other providers with documentation tasks. A pilot program was started where scribes would record medical encounters. Provider and patient feedback found the scribe program helped providers listen better, focus more on the patient, and feel less stress. Next steps include evaluating documentation quality and determining if scribes can increase provider capacity to offset costs.
1) The document examines how customer demographics (age, gender, religion) influence consumer preferences for private health services in Nakuru County, Kenya.
2) It reviews Kenya's public and private healthcare systems and shifts toward increasing patient satisfaction, autonomy, and demand for quality care.
3) The study uses a descriptive survey design and questionnaires to collect data from 136 patients at private hospitals on how demographics relate to their preference, finding a weak but statistically significant relationship between the variables.
This document discusses telemedicine and remote patient monitoring in the United States. It provides an overview of the growth and policies around telemedicine in the US. It specifically highlights Teladoc as the largest and first telemedicine company to have an IPO. Teladoc provides virtual visits via internet, phone or video chat and aims to provide care within 10 minutes. It has over 6,000 business customers and 11.5 million members. The document summarizes Teladoc's business model, revenue sources, and recent acquisition of HealthiestYou.
This document discusses a panel on the evolving role of real-world evidence to support healthcare policy and practice. It provides an introduction to real-world evidence and its increasing importance. The panel will discuss current and future trends in the use of real-world data from electronic health records to conduct healthcare assessments and support decision making. This includes issues around frameworks for using real-world evidence, aligning with patient and policy priorities, and overcoming technical challenges. The discussion will also involve perspectives from healthcare, industry, and research on preparing for the growing role of real-world evidence.
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.
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.
The document summarizes a presentation by Paul Grundy on extracting value from the patient centered medical home model. It discusses:
1) How the patient centered medical home model creates partnerships across the healthcare system to drive primary care redesign, offer population health management, and move away from an episodic, fee-for-service model.
2) Studies that show improvements in costs, quality, access, and utilization from implementing the patient centered medical home model, including reduced hospital and ER use.
3) How payment models are shifting towards value-based purchasing tied to quality, utilization, and patient satisfaction outcomes rather than volume of services.
This document provides a summary of evidence on the impact of patient-centered medical homes (PCMHs) and primary care innovations on cost and quality from 2013-2014. It finds that PCMH interventions are associated with modest improvements in quality of care and reductions in utilization and costs. It also discusses challenges in evaluating PCMHs and outlines opportunities to further integrate primary care with other specialties and engage consumers. The future of the PCMH relies on continued financial support, training interprofessional teams, harnessing technology, and partnering with patients and communities.
This document discusses the patient-centered medical home (PCMH) model and its benefits. It provides examples of how the PCMH approach coordinates care through a team-based approach focused on managing patient populations, uses data to drive decisions and improve outcomes, and shifts care away from episodic visits to proactive health management. Studies show the PCMH approach can reduce costs through lower utilization of emergency rooms, hospitals, and specialty care while improving quality of care and patient outcomes.
- The document summarizes the benefits of implementing a patient-centered medical home (PCMH) model, including reduced costs, improved outcomes, and better care coordination.
- Studies show PCMH practices have significantly reduced costs, especially inpatient costs, and utilization for high-risk patients. They have also improved outcomes such as reduced hospital days and emergency room visits.
- Transitioning to a PCMH model focuses on proactive, coordinated care through a team-based approach rather than episodic care during office visits. This emphasizes prevention, chronic disease management, and tracking of tests and follow-ups.
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.
A systematic review of the challenges to implementation of the patient-centre...Paul Grundy
This document summarizes a systematic review that identified key challenges and barriers to implementing the patient-centered medical home (PCMH) model based on 28 studies from the United States. The review found six main challenges: 1) difficulties transforming practice operations and managing change, 2) implementing functional electronic health records, 3) inadequate funding and payment models, 4) insufficient practice resources and infrastructure, 5) variations in PCMH standards and accreditation, and 6) limitations in performance measures. The review concludes that understanding these challenges is important for Australian health reforms considering adopting PCMH elements.
"'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
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
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.
The document discusses the patient centered medical home (PCMH) model for improving healthcare quality and reducing costs. It provides examples of PCMH programs that have led to reductions in hospital and ER use, increased medication adherence, and lower overall healthcare costs. The PCMH model emphasizes coordinated, team-based care centered around the patient.
Care by design magill retrospective mixed methods analysis sep 21 2011Paul Grundy
This document summarizes a mixed methods analysis of practice transformation at the University of Utah Community Clinics from 2003-2009. Key elements of the transformation included implementing care teams with expanded medical assistant roles, standardized schedules, and pre-visit planning. Both qualitative and quantitative data were collected through surveys, interviews, observations and clinical/operational data. Preliminary results found improved quality measures, patient satisfaction, and access associated with higher levels of transformation implementation. Future analysis will link data on implementation, clinical outcomes, operations and costs to assess total impact on care delivery and costs. Challenges included coordinating multi-method research and navigating approvals for clinical and claims data.
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.
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.
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.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
2. OFFICERS
DIRECTORS
United Hospital Fund
J. Barclay Collins II
Chairman
Richard A. Berman
Jo Ivey Boufford, MD
Rev. John E. Carrington
Derrick D. Cephas
Philip Chapman
Dale C. Christensen, Jr.
J. Barclay Collins II
Richard Cotton
Michael R. Golding, MD
Josh N. Kuriloff
Patricia S. Levinson
David Levy, MD
Howard P. Milstein
Susana R. Morales, MD
Robert C. Osborne
Peter J. Powers
Mary H. Schachne
John C. Simons
Michael A. Stocker, MD, MPH
James R. Tallon, Jr.
Frederick W. Telling, PhD
Mary Beth C. Tully
The United Hospital Fund is a health services research
and philanthropic organization whose primary mission is to
shape positive change in health care for the people of New
York. We advance policies and support programs that promote
high-quality, patient-centered health care services that are
accessible to all. We undertake research and policy analysis
to improve the financing and delivery of care in hospitals,
health centers, nursing homes, and other care settings. We
raise funds and give grants to examine emerging issues and
stimulate innovative programs. And we work collaboratively
with civic, professional, and volunteer leaders to identify
and realize opportunities for change.
James R. Tallon, Jr.
President
Patricia S. Levinson
Frederick W. Telling, PhD
Vice Chairmen
Sheila M. Abrams
Treasurer
Sheila M. Abrams
David A. Gould
Sally J. Rogers
Senior Vice Presidents
Michael Birnbaum
Deborah E. Halper
Vice Presidents
Stephanie L. Davis
Corporate Secretary
HONORARY DIRECTORS
Howard Smith
Chairman Emeritus
Douglas T. Yates
Honorary Chairman
Herbert C. Bernard
John K. Castle
Timothy C. Forbes
Barbara P. Gimbel
Rosalie B. Greenberg
Allan Weissglass
3. Patient-Centered Medical
Homes in New York:
Updated Status and Trends
as of July 2013
Gregory Burke
D I R E C T O R , I N N O VA T I O N S T R A T E G I E S
UNITED HOSPITAL FUND
UNITED
HOSPITAL
FUND
4. Copyright 2013 by United Hospital Fund
ISBN 1-933881-38-0
Free electronic copies of this report are available at
the United Hospital Fund’s website, www.uhfnyc.org.
5. Introduction
This chartbook tracks the growth of patientcentered medical homes (PCMHs) in New York
State. It builds on analyses of National
Committee for Quality Assurance (NCQA) data
presented in two prior United Hospital Fund
reports: The Patient-Centered Medical Home:
Taking a Model to Scale in New York State (2011)
and The Evolution of Patient-Centered Medical
Homes in New York State: Current Status and
Trends as of September 2012 (2012).
Like those earlier reports, this update describes
trends in the number of providers in New York
State working in NCQA-recognized PCMHs,
provides insights into the adoption and spread of
the PCMH model over the past three years, and
identifies some issues for consideration by the
provider community, payers, and the New York
State Department of Health (NYSDOH) as the
medical home movement matures.
The following sections and the charts to which
the narrative refers describe changes in the
number of providers working at NCQArecognized PCMHs in New York from three
perspectives:
• Status of PCMH adoption in New York as of
July 2013 (Figures 1-13)
• Growth in PCMH adoption between July
2011 and July 2013 (Figures 14-22)
• Year-by-year trends for each region, by
practice type (Figures 23-34)
Highlights
New York State leads the nation in the adoption
of the medical home model, as measured by the
number of practices recognized by the NCQA as
patient-centered medical homes and the number
of PCMH providers—that is, providers working
in those practices.
Roughly half of all PCMH providers in the state
are in New York City and half are in non-NYC
regions. Those regions (and, within New York
City, the boroughs) vary markedly from each
other in terms of the penetration of the PCMH
model and the type of practice in which the
PCMH providers work.
After a period of rapid growth, the adoption of
the PCMH model in New York State has slowed.
Between 2011 and 2013, the number of PCMH
providers in New York grew by 44 percent, from
roughly 3,500 to nearly 5,000. Most of that
growth occurred between 2011 and 2012, much
of it in upstate regions. Between 2012 and 2013,
the number of PCMH providers in the state
grew by only 5 percent.
As of July 2013, 80 percent of the NCQArecognized PCMH providers in New York State
were recognized under NCQA’s 2008 standards.
To maintain NCQA recognition, those practices
will need to meet the NCQA’s more rigorous
2011 standards over the next few years.
A substantial portion of the cohort recognized
under NCQA’s 2008 standards, received
recognition as a Level 1 or Level 2 PCMH.
These practices (which include a large number
of small practices) may have more difficulty
retaining NCQA recognition.
Acknowledgments
This analysis would not have been possible
without the support of Kate Bliss from the
Office of Quality and Patient Safety in the New
York State Department of Health. Kate was of
enormous assistance in acquiring, scrubbing,
and formatting the NCQA data files for this set
of reports.
This report was supported in part by the Altman
Foundation, TD Charitable Foundation,
EmblemHealth, New York Community Trust,
and Excellus BlueCross BlueShield.
Patient-Centered Medical Home Update, 2013
1
6. Methods
To produce this analysis, UHF received three
data files from the New York State Department
of Health (originally generated by the NCQA)
listing all providers working in NCQArecognized PCMHs as of three specific dates:
July 1, 2011; July 1, 2012; and July 1, 2013.
These files included all providers in New York
State working in practices recognized by the
NCQA as patient-centered medical homes,
along with basic demographics and descriptors,
enabling us to assign them to geographic regions
and practice type.
For consistency, we have maintained the
definitions of the metrics used in prior reports.
PCMH Providers: This includes all providers
listed as active in the NCQA reports: physicians
(MD and DO) and mid-level providers (e.g.,
nurse practitioner and physician’s assistant).1
NCQA Standards and Level of NCQA
Recognition: Practices have received three-year
NCQA recognition under either the 2008 or the
2011 standards, along with level of recognition
(Level 1, 2, or 3 PCMH).The original NCQA
PPC-PCMH Standards, published in 2008
(referred to in this report as the 2008 standards),
were used by the NCQA in its original
recognition process for all PCMHs. In 2011, the
NCQA published and began to use a revised set
of standards for PCMH recognition.
The 2011 standards include changes in the
number of “must-pass” elements, and in the
weighting and scoring of a number of measures
that determine the different levels of
recognition.
Providers applying for PCMH recognition after
January 1, 2011, were reviewed using the 2011
standards, as are those providers who were
recognized under the 2008 standards applying
for recertification.
New York State Regions: In these reports, we
have used a variant of New York State’s
insurance regions as a way of grouping and
analyzing PCMH Providers into seven regions:
• New York City (also analyzed at a borough
level, given its size and diversity)
• Long Island
• Hudson Valley
• Albany/Northeast New York
• Rochester Area
• Syracuse/Central New York
• Buffalo/Western New York
Practice Type: Providers who work within
different practice contexts (large group vs. solo
practice, for example) often have access to
different infrastructure and resources—e.g.,
electronic medical records and care managers—
and they face different challenges in achieving
and sustaining PCMH recognition. In order to
distinguish among these different settings
(which in some cases are also markers for
populations served) we use six different practice
types first established in the 2011 PCMH
report:
• Group Practice: Large and small groups,
with five or more physicians listed on the
NCQA roster
• Health Center: Federally qualified health
centers and state-licensed diagnostic and
treatment centers
• HHC: New York City’s Health and Hospitals
Corporation
• Hospital Clinic: On-site or communitybased clinics of hospitals
• Hospital/AMC Practice: Private practices
and faculty practice plans based in hospitals
and academic medical centers (AMCs)
• Practice: Small private practices, with fewer
than five physicians listed on the NCQA
roster
1 This report updates the PCMH data published in The Evolution of Patient-Centered Medical Homes in New York State: Current Status and
Trends as of September 2012. That report was based on data received from the New York State Department of Health (NYSDOH),
which inadvertently included a number of providers and practices whose NCQA recognition had expired, resulting in an overcount of
providers working in NCQA-recognized PCMHs. In preparing this report we worked with NYSDOH staff to verify the “active” status
of all practices and providers as of July of all three years (2011, 2012, and 2013) and verified these figures with NCQA staff.
2
United Hospital Fund
7. Status of PCMH Adoption in New York State as of July 2013
Total PCMH Providers
New York State has led the nation in the
adoption of the medical home model. Based on a
recent review of NCQA data (which counts both
NCQA-recognized practices and providers
working in those practices), New York is home to
one-sixth of the total number of NCQArecognized PCMHs in the nation (Figures 1 and
2).
Examining only the number of PCMH providers
(physicians and mid-level practitioners) who are
working in practices that have achieved NCQA
recognition as PCMHs is a more accurate
measure of clinical capacity. As of July 2013,
NCQA data showed that there were 4,908
providers working in practices that had received
NCQA recognition as PCMHs in New York.
As shown in Figure 3, roughly half of the total
(2,533 PCMH providers, or 52 percent) were in
New York City, and half (2,375, or 48 percent)
were in other regions of the state.
Distribution by Region
The number of PCMH Providers in New York
State varied widely both by region of the state
and within New York City, as shown in Figures 4
and 5.
Distribution by Practice Type
The PCMH model is not evenly distributed
across different types of practices. Figure 6
depicts the distribution of providers working in
PCMH practices by practice type for the state as
a whole.
Statewide, large group practices and health
centers—organizations with the scale and
infrastructure to more readily support the
PCMH model—accounted for the largest
numbers of PCMH providers, followed by the
New York City Health and Hospitals
Corporation, hospital clinics, and hospital/AMC
practices. Small practices (practices with fewer
than five providers), which have the least scale
and infrastructure, made up the smallest cohort.
There were marked differences between New
York City and the rest of the state in the
composition of PCMH providers by practice
type (Figures 7 and 8).
• Outside New York City, half of the PCMH
providers worked in large group practices.
• In New York City, group practices were a far
smaller proportion of the total (11 percent),
while hospital clinics (including HHC) and
hospital/AMC-based practices and faculty
practice plans were the dominant practice
type (78 percent, in aggregate).
The NYSDOH Hospital Medical Home program
will likely increase the number of providers in
hospital teaching clinics achieving NCQA
recognition under the 2011 standards over the
next year. There is presently no equivalent
program or initiative focused on providers
working in other practice types.
Distribution by practice site also varied
significantly among regions in the state (Figures
9 and 10).
Outside New York City, all regions showed a
substantial proportion of PCMH providers in
larger groups in 2013; Hudson Valley and Albany
had the largest cohort within health centers; and
Syracuse and Rochester had the largest
concentrations within hospital clinics and
hospital/AMC-affiliated practices, respectively.
Patient-Centered Medical Home Update, 2013
3
8. Similar differences existed within New York City.
The HHC and health centers were consistently
strong across the four larger boroughs, but there
were differences among the boroughs in the
importance of groups, hospital clinics and small
practices. Manhattan had by far the largest
concentration of PCMH providers within
hospital/AMC practices, largely a function of the
adoption of the PCMH model by Manhattanbased medical school faculty practices.
maintain recognition, these practices will need
to reapply for NCQA recognition under NCQA’s
more rigorous 2011 standards.
Year and Level of
NCQA Recognition
As is shown in Figure 12, small practices face
the most substantial challenge: many were
recognized under the 2008 standards at Level 1
or Level 2. These practices represent over onethird (37 percent) of all small practices with
NCQA recognition as PCMHs (Figure 13).
As is shown in Figure 11, 3,905 (80 percent) of
the state’s 4,908 NCQA-recognized PCMH
providers worked in practices recognized at Level
1, 2, or 3 under NCQA’s 2008 standards. To
4
United Hospital Fund
Of the PCMH providers recognized under
NCQA’s 2008 standards, 588 (15 percent of the
2008 total) work in practices that were
recognized at Level 1 or 2, and they may have
greater difficulty meeting—or may be unwilling
to meet—NCQA’s 2011 standards, resulting in
some practices losing NCQA recognition.
9. Growth in PCMH Adoption, July 2011 to July 2013
Overall Growth
The number of providers working in NCQArecognized PCMHs grew by 44 percent over the
three-year period, increasing from a statewide
total of 3,399 in July 2011 to 4,908 in July 2013
(Figure 14). As shown in Figure 15, however,
that growth was not uniform; it was different in
New York City than in other parts of the state.
While New York City had 2,054 PCMH
providers in 2011, its growth between 2011 and
2012 was only 15 percent, and between 2012
and 2013 the rate of growth fell to 7 percent.
New York City accounted for 60 percent of the
state’s total PCMH providers in 2011 but
roughly 50 percent in 2012 and 2013.
Regions outside New York City had a different
trajectory. Non-NYC regions, which had 1,345
PCMH providers in 2011, grew to 2,298 in
2012, an increase of 71 percent. However,
between 2012 and 2013 this rate of growth
declined sharply, to only 3 percent.
Non-NYC regions’ share of the state’s total
PCMH providers grew from 40 percent in 2011
to roughly 50 percent in 2012, and remained at
that level in 2013.
Regional Differences in Growth
Outside New York City, the number of PCMH
providers grew substantially between 2011 and
2013 in all upstate regions, particularly in
Syracuse (Figure 16).
In New York City (Figure 17), there was less
impressive growth, roughly equivalent across the
boroughs, with the exception of Staten Island.
Growth in the number of PCMH providers
between 2011 and 2013 was evenly spread
across all practice types (Figure 18), with the
exception of the Health and Hospitals
Corporation, which had already achieved NCQA
recognition for essentially all of its primary care
clinics by 2011.
Looking at the growth in PCMH providers on a
year-by-year basis shows a somewhat different
picture. As is shown in Figure 19, there are
indications that, after rapid expansion in the
adoption of the PCMH model between 2011
and 2012 (when the number of PCMH
providers in the state grew by 37 percent), the
rate of growth in the PCMH model leveled off in
2013 to a rate of only 5 percent.
That decline in the rate of growth was statewide:
each of the non-NYC regions grew at roughly the
statewide average between 2012 and 2013
(Figure 20) and—with the exceptions of Queens
and Staten Island—in New York City (Figure
21). That phenomenon was evenly spread across
practice types as well (Figure 22).
Patient-Centered Medical Home Update, 2013
5
10. Year-by-Year Trends for Each Region
Notwithstanding the modest rate of growth over
the past year, essentially every region in New
York showed a substantial increase in the
number of PCMH providers between 2011 and
2013.
As is shown in Figures 23-34, the regions varied
considerably from one another in numbers of
PCMH providers, the types of practices adopting
the PCMH model, and patterns of growth.
• In Albany/Northeast New York, where the
PCMH census was evenly spread among
practice types in 2011 (with groups the
largest cohort), there was marked growth in
groups and hospital clinics in 2012, which
held in 2013 (Figure 23).
• In Buffalo/Western New York, where the
PCMH census was dominated by groups in
2011, there was further growth in groups, as
well as in health centers and practices in
2012 and 2013 (Figure 24).
• In the Hudson Valley, which was dominated
by groups and health centers in 2011, there
was further growth in both types in 2012, and
in groups in 2013 (Figure 25).
• Long Island—which had the lowest PCMH
penetration of any region, largely composed
of groups—there was slight growth in 2012,
which leveled off in 2013 (Figure 26).
• In Rochester, where the PCMH census was
relatively evenly spread in 2011 among
Groups, Health Centers, Hospital Clinics,
and Hospital/AMC Practices, there was
substantial growth in 2012, driven in large
part by an increase in Hospital/AMC
practices (Figure 27).
• In 2011, Syracuse/Central New York had a
comparatively low PCMH penetration; it
increased considerably in 2012, driven by a
major increase in hospital clinics and groups
(Figure 28).
Within New York City, the boroughs were
6
United Hospital Fund
similarly diverse in the composition and growth
trajectories by practice type between 2012 and
2013.
• In 2011, New York City as a whole (Figure
29) had a PCMH profile that was quite
broadly based, with HHC, hospital clinics,
health centers, and hospital/AMC practices
all accounting for substantial proportions of
the total. In 2012 each showed overall
growth, with the largest absolute growth in
health centers, HHC, and practices.
• The Bronx, whose PCMH profile was more
institutionally based in 2011 (including
health centers, HHC, hospital clinics, and
hospital/AMC Practices), grew in both health
centers and HHC (Figure 30).
• Brooklyn, which in 2011 had the largest
proportion of its PCMHs in HHC (and fewer
in groups, health centers, hospital clinics,
and practices), showed growth in health
centers and hospital clinics (Figure 31).
• Manhattan (Figure 32), which in 2011 had a
relatively even spread of PCMHs across
health centers, HHC, and hospital clinics
(and the state’s largest cohort of
hospital/AMC practices), grew slightly in all
practice types. (Note: the number of PCMH
providers shown for hospital clinics in 2011
was overstated as a result of some duplicate
reporting; when corrected for that overcount,
the net growth in hospital clinics between
2011 and 2013 was in line with that of the
other boroughs.)
• Queens (Figure 33), which has a stronger
presence of groups and small practices than
the other boroughs, experienced most of its
growth between 2011 and 2013 in small
practices.
• Staten Island (Figure 34), which had the
smallest number of PCMHs of any borough,
was spread between groups and practices in
2011, both of which grew slightly in 2012
and 2013.
11. Conclusion
While New York State continues to lead the
nation in the adoption of the PCMH model of
care, and the medical home model is continuing
to grow in New York, that growth appears to be
leveling off. In addition, while the statewide
growth trajectory has been impressive, it masks
substantial variation in the adoption of the
PCMH model by practice type and region.
To date, the model’s greatest penetration has
been among larger practices that have the scale
and infrastructure required to operate as a
medical home. Considerable investment and
effort—and better alignment between payers and
providers—will be necessary to increase the
adoption of the medical home model among
smaller practices, which often lack the resources
to mount and sustain the PCMH model.
Similarly, the substantial variation across the
state in the distribution and spread of the
PCMH model reflects a series of region-specific
factors, including (and perhaps especially) the
underlying composition of the regions’ primary
care systems. This argues for the use of regionspecific approaches to stimulating and
supporting further growth in medical homes
across the state.
Further discussion of these issues is included in
an accompanying issue brief, Advancing PatientCentered Medical Homes in New York, available
on the United Hospital Fund’s website,
www.uhfnyc.org.
Patient-Centered Medical Home Update, 2013
7
13. Figure 1. NCQA-Recognized PCMHs,
New York vs. Other States, 2013
Other States,
30,806
83%
NYS PCMH,
6,276
17%
Note: Includes both practices recognized as PCMH and providers working
in those practices. Data as of October 2013; all other figures in this report
show data current as of July 2013.
Source: National Committee for Quality Assurance. Available at
http://recognition.ncqa.org/index.aspx (accessed October 7, 2013).
1
Patient-Centered Medical Home Update, 2013
9
14. Figure 2. PCMHs (Practices and Providers) in
New York, Other States, and the United States
State
California
Florida
Illinois
Massachusetts
Michigan
New Jersey
North Carolina
Pennsylvania
New York
Texas
Washington
Other States
U.S. Total
2008
Standards
218
515
686
711
556
421
2011
Standards Total in State
2,227
2,445
589
1,104
447
1,133
819
1,530
167
723
307
728
Pctg. of U.S.
Total
7%
3%
3%
4%
2%
2%
1,882
605
2,487
7%
1,761
4,859
1,221
594
7,630
21,054
828
1,417
447
364
7,811
16,028
2,589
6,276
1,668
958
15,441
37,082
7%
17%
4%
3%
42%
100%
Note: NCQA data include practices recognized as PCMHs and providers working in those
practices.
Source: NCQA Recognition Directory. Available at http://recognition.ncqa.org/index.aspx
(accessed October 7, 2013).
10
United Hospital Fund
P
1
15. Figure 3. New York State Providers in PCMHs,
July 2013
NYC, 2533,
52%
Non-NYC, 2375,
48%
Patient-Centered Medical Home Update, 2013
1
11
16. Figure 4. Non-NYC Providers in PCMHs,
by Region, July 2013
600
500
400
300
200
100
0
Albany/NE NY Buffalo Area Hudson Valley
L.I.
Rochester
Area
P
12
United Hospital Fund
Syracuse/Cent
NY
1
17. Figure 5. NYC Providers in PCMHs,
by Borough, July 2013
1,200
1,000
800
600
400
200
0
Bronx
Kings
New York
Queens
Richmond
1
Patient-Centered Medical Home Update, 2013
13
18. Figure 6. New York State Providers in PCMHs,
by Practice Type, July 2013
Practice, 472, 9%
Group, 1459,
30%
Hosp Px, 583,
12%
Hosp Clinic, 875,
18%
Health Ctr, 973,
20%
HHC, 546
11%
P
14
United Hospital Fund
1
19. Figure 7. Non-NYC Providers in PCMHs,
by Practice Type, July 2013
Hosp Px
194
8%
Practice
187
8%
Hosp Clinic
389
16%
Group
1,181
50%
Health Ctr
424
18%
18
U
d Hospital Fund
Patient-Centered Medical Home Update, 2013
15
20. Figure 8. NYC Providers in PCMHs,
by Practice Type, July 2013
Practice
285
11%
Group
278
11%
Hosp/AMC Px
389
15%
Health Ctr
549
22%
Hosp Clinic
486
19%
HHC
546
22%
P
16
United Hospital Fund
1
21. Figure 9. Non-NYC Providers in PCMHs,
by Region and Practice Type, July 2013
600
500
400
300
200
100
0
Albany/NE NY
Buffalo Area
Group
Health Ctr
Hudson Valley
HHC
L.I.
Hosp Clinic
Rochester Area Syracuse/Cent
NY
Hosp Px
Practice
2
Patient-Centered Medical Home Update, 2013
17
22. Figure 10. NYC Providers in PCMHs,
by Borough and Practice Type, July 2013
1,200
1,000
800
600
400
200
0
Bronx
Group
Kings
Health Ctr
New York
HHC
Hosp Clinic
Queens
Hosp Px
P
18
United Hospital Fund
Richmond
Practice
2
23. Figure 11. New York State Providers in PCMHs, by
NCQA Program and Level, July 2013
Level 1:
10 (0%)
Level 2: 57 (1%)
Level 3:
936 (19%)
Level 1:
405 (8%)
Level 3:
3,317 (68%)
Level 2:
183 (4%)
2
Patient-Centered Medical Home Update, 2013
19
24. Figure 12. New York State Providers in Practices
Recognized Under NCQA’s 2008 Standards as
Level 1 and Level 2 PCMHs (N=588 Providers)
180
160
140
120
100
80
60
40
20
0
Level-1
Level-2
Group
64
30
Health Ctr
65
39
Hosp Clinic
70
81
Hosp Px
47
16
P
20
United Hospital Fund
Practice
159
17
2
25. Figure 13. Proportion of New York State Providers in
Practices Recognized Under NCQA’s 2008
Standards as Level 1 and Level 2 PCMHs, July 2013
40%
35%
30%
25%
20%
15%
10%
5%
0%
Group
2008 Levels 1 and 2
6%
Health
Ctr
11%
HHC
0%
Hosp
Clinic
17%
Hosp Px
Practice
11%
37%
2
Patient-Centered Medical Home Update, 2013
21
27. Figure 14. Number of New York State Providers in
NCQA-Recognized PCMHs, 2011 and 2013
6,000
5,000
4,000
3,000
2,000
1,000
0
PCMH Providers in NYS
% Growth
2011
3,399
2013
4,908
44%
P
2
Patient-Centered Medical Home Update, 2013
23
28. Figure 15. Growth in PCMH Providers, NYC vs. Rest
of State, 2011-2013
3,000
2,500
2,000
1,500
1,000
500
0
2011
2012
2013
2
24
United Hospital Fund
NYC
2,054
2,366
2,533
Non-NYC
1,345
2,298
2,375
29. Figure 16. Changes in Non-NYC PCMH Providers by
Region, 2011-2013
600
2011
2013
500
400
300
200
100
0
Albany/NE NY
Buffalo Area
Hudson Valley
L.I.
Rochester Area Syracuse Central
NY
P
2
Patient-Centered Medical Home Update, 2013
25
30. Figure 17. Changes in NYC PCMH Providers by
Borough, 2011-2013
1,200
2011
2013
1,000
800
600
400
200
0
Bronx
3
26
United Hospital Fund
Brooklyn
Manhattan
Queens
Staten Island
31. Figure 18. Changes in New York State PCMH
Providers by Practice Type, 2011-2013
1,600
2011
2013
1,400
1,200
1,000
800
600
400
200
0
Group
Health Ctr
HHC
Hosp Clinic
Hosp Px
P
Practice
3
Patient-Centered Medical Home Update, 2013
27
32. Figure 19. Number of New York State Providers in
NCQA-Recognized PCMHs, 2011-2013
6,000
5,000
4,000
3,000
2,000
1,000
0
PCMH Providers in NYS
% Growth vs Prior Year
3
28
United Hospital Fund
2011
3,399
2012
4,664
37%
2013
4,908
5%
33. Figure 20. Changes in Non-NYC PCMH Providers by
Region, 2012-2013
500
2012
2013
400
300
200
100
0
Albany/NE NY
Buffalo Area
Hudson Valley
L.I.
Rochester Area
P
Syracuse
Central NY
3
Patient-Centered Medical Home Update, 2013
29
34. Figure 21. Changes in NYC PCMH Providers
by Borough, 2012-2013
1200
2012
2013
1000
800
600
400
200
0
Bronx
3
30
United Hospital Fund
Brooklyn
Manhattan
Queens
Staten Island
35. Figure 22. Changes in New York State PCMH
Providers by Practice Type, 2012-2013
1,600
2012
1,400
2013
1,200
1,000
800
600
400
200
0
Group
Health Ctr
HHC
Hosp Clinic
Hosp Px
P
Practice
3
Patient-Centered Medical Home Update, 2013
31
37. Figure 23. Albany/Northeast New York
250
200
150
100
50
0
Group
Health Ctr
2011
Hosp Clinic
2012
Practice
2013
3
Patient-Centered Medical Home Update, 2013
33
38. Figure 24. Buffalo Area
300
250
200
150
100
50
0
Group
Health Ctr
Hosp Clinic
2011
2012
Hosp Px
2013
P
34
United Hospital Fund
Practice
3
39. Figure 25. Hudson Valley
350
300
250
200
150
100
50
0
Group
Health Ctr
2011
Hosp Px
2012
Practice
2013
4
Patient-Centered Medical Home Update, 2013
35
40. Figure 26. Long Island
140
120
100
80
60
40
20
0
Group
Health Ctr
2011
Hosp Px
2012
Practice
2013
4
36
United Hospital Fund
41. Figure 27. Rochester Area
140
120
100
80
60
40
20
0
Group
Health Ctr
Hosp Clinic
2011
2012
Hosp Px
Practice
2013
4
Patient-Centered Medical Home Update, 2013
37
42. Figure 28. Syracuse/Central New York
250
200
150
100
50
0
Group
Health Ctr
Hosp Clinic
2011
38
2012
Hosp Px
Practice
2013
United Hospital Fund
P
4
43. Figure 29. New York City
700
600
500
400
300
200
100
0
Group
Health Ctr
HHC
2011
Hosp Clinic
2012
Hosp Px
Practice
2013
Patient-Centered Medical Home Update, 2013
4
39
46. Figure 32. Manhattan
350
300
250
200
150
100
50
0
Group
Health Ctr
HHC
2011
Hosp Clinic
2012
Hosp Px
Practice
2013
Note: The number of PCMH providers shown for hospital clinics in 2011 was overstated as a
result of some duplicate reporting; when corrected for that overcount, the net growth in hospital
clinics between 2011 and 2013 was in line with that of the other boroughs.
42
United Hospital Fund
P
4
48. Figure 34. Staten Island
16
12
8
4
0
Group
Practice
2011
44
2012
2013
United Hospital Fund
P
4
49. Shaping New York’s Health Care:
Information, Philanthropy, Policy.
1411 Broadway
12th Floor
New York, NY 10018
(212) 494-0700
http://www.uhfnyc.org
ISBN 1-933881-38-0