Universal Health Coverage (UHC) aims to ensure universal access to healthcare in Tamil Nadu by 2023. The state is transforming all rural and urban primary health centres into Health and Wellness Centres (HWCs) which provide comprehensive primary healthcare services. As of August 2019, over 2000 HWCs have been established across 39 districts utilizing standardized treatment guidelines, healthcare teams, IT systems, diagnostic services and community outreach programs. The hub and spoke laboratory model supports last-mile delivery of diagnostic services at HWCs. Mentoring teams provide clinical audits and tele-consultations to strengthen referrals and continuity of care under UHC.
The document provides demographic and economic statistics for Taiwan. It notes that Taiwan has a population of 23.54 million with a GDP per capita of $22,384. It has an aging population, with 13.2% of residents being 65 or older. Taiwan implemented a single-payer National Health Insurance program in 1995 that now covers 99.9% of residents. It also developed an electronic health records system accessible via health cards and online portals. Taiwan faces challenges from its growing elderly population and is working to enhance long-term care, including developing community-based services and a trained long-term care workforce.
1) The document discusses NCHS's participation in health information technology and electronic health record standards development to support the adoption of EHRs.
2) NCHS has developed and maintained many critical classification standards used in healthcare and is engaged in several initiatives to develop standards for exchanging birth/death data with vital records systems and public health reporting from EHRs.
3) The presentation outlines NCHS's future directions, which include gaining experience receiving standardized administrative and EHR-derived data for its surveys as electronic health records become more widely adopted and able to exchange data.
The document outlines plans for operationalizing Health and Wellness Centers under Ayushman Bharat to deliver comprehensive primary health care in India. It discusses strengthening existing primary health centers and subcenters to become Health and Wellness Centers that provide preventive, promotive, curative, rehabilitative and palliative care. Key elements include expanding the primary health care workforce through a certificate program for Mid-Level Health Providers, multi-skilling frontline workers, improving infrastructure, ensuring drug and diagnostic availability, developing a robust IT system, and implementing quality standards.
The document outlines India's digital health initiatives and vision. It discusses the establishment of various institutions to support digital health such as the Centre for Health Informatics. Key initiatives described include the Integrated Health Information Platform, Hospital Information System, and telemedicine programs. Challenges in digital health adoption such as fragmented systems and lack of data interoperability are also mentioned. The initiatives aim to create an electronic health record system, deploy telemedicine nationwide, and make optimal use of IT for surveillance, training and governance across India.
The document discusses regional extension centers (RECs), electronic health records (EHRs), and meaningful use. It notes that RECs were established to help healthcare providers adopt EHRs and achieve meaningful use through technical assistance. RECs work to enroll over 100,000 priority primary care providers by 2012. The document also provides an overview of meaningful use criteria and incentives for Medicare and Medicaid providers that successfully adopt and utilize EHRs.
Johan Vendrig
GM Information Services – healthAlliance
Andrew Terris
Programme Director, Patients First
Darrin Hackett
GM HIQ, Acting CIO Waikato DHB
Martin Wilson
GP, Sexual Health Physician, Clinical Leader
Pegasus, executive NICLG
Tony Cooke
Manager Health Systems Investment and
Planning, Information Group, NHB
(Thursday, 4.15, Panel)
The document provides demographic and economic statistics for Taiwan. It notes that Taiwan has a population of 23.54 million with a GDP per capita of $22,384. It has an aging population, with 13.2% of residents being 65 or older. Taiwan implemented a single-payer National Health Insurance program in 1995 that now covers 99.9% of residents. It also developed an electronic health records system accessible via health cards and online portals. Taiwan faces challenges from its growing elderly population and is working to enhance long-term care, including developing community-based services and a trained long-term care workforce.
1) The document discusses NCHS's participation in health information technology and electronic health record standards development to support the adoption of EHRs.
2) NCHS has developed and maintained many critical classification standards used in healthcare and is engaged in several initiatives to develop standards for exchanging birth/death data with vital records systems and public health reporting from EHRs.
3) The presentation outlines NCHS's future directions, which include gaining experience receiving standardized administrative and EHR-derived data for its surveys as electronic health records become more widely adopted and able to exchange data.
The document outlines plans for operationalizing Health and Wellness Centers under Ayushman Bharat to deliver comprehensive primary health care in India. It discusses strengthening existing primary health centers and subcenters to become Health and Wellness Centers that provide preventive, promotive, curative, rehabilitative and palliative care. Key elements include expanding the primary health care workforce through a certificate program for Mid-Level Health Providers, multi-skilling frontline workers, improving infrastructure, ensuring drug and diagnostic availability, developing a robust IT system, and implementing quality standards.
The document outlines India's digital health initiatives and vision. It discusses the establishment of various institutions to support digital health such as the Centre for Health Informatics. Key initiatives described include the Integrated Health Information Platform, Hospital Information System, and telemedicine programs. Challenges in digital health adoption such as fragmented systems and lack of data interoperability are also mentioned. The initiatives aim to create an electronic health record system, deploy telemedicine nationwide, and make optimal use of IT for surveillance, training and governance across India.
The document discusses regional extension centers (RECs), electronic health records (EHRs), and meaningful use. It notes that RECs were established to help healthcare providers adopt EHRs and achieve meaningful use through technical assistance. RECs work to enroll over 100,000 priority primary care providers by 2012. The document also provides an overview of meaningful use criteria and incentives for Medicare and Medicaid providers that successfully adopt and utilize EHRs.
Johan Vendrig
GM Information Services – healthAlliance
Andrew Terris
Programme Director, Patients First
Darrin Hackett
GM HIQ, Acting CIO Waikato DHB
Martin Wilson
GP, Sexual Health Physician, Clinical Leader
Pegasus, executive NICLG
Tony Cooke
Manager Health Systems Investment and
Planning, Information Group, NHB
(Thursday, 4.15, Panel)
Big Data and VistA Evolution, Theresa A. Cullen, MD, MSBrian Ahier
Presentation to Open Source Electronic Health Record Alliance (OSEHRA) Architecture Work Group by Theresa A. Cullen, MD, MS
Chief Medical Information Officer
Director, Health Informatics
Office of Informatics and Analytics
Veterans Health Administration
Department of Veterans Affairs
Case Studies in Telehealth AdoptionThe mission of The Comm.docxjasoninnes20
Case Studies in Telehealth Adoption
The mission of The Commonwealth
Fund is to promote a high performance
health care system. The Fund carries
out this mandate by supporting
independent research on health care
issues and making grants to improve
health care practice and policy. Support
for this research was provided by
The Commonwealth Fund. The views
presented here are those of the author
and not necessarily those of The
Commonwealth Fund or its directors,
officers, or staff.
For more information about this study,
please contact:
Andrew Broderick, M.A., M.B.A.
Codirector, Center for Innovation
and Technology in Public Health
Public Health Institute
[email protected]
The Veterans Health Administration:
Taking Home Telehealth Services to
Scale Nationally
Andrew Broderick
ABSTRACT: Since the 1990s, the Veterans Health Administration (VHA) has used infor-
mation and communications technologies to provide high-quality, coordinated, and com-
prehensive primary and specialist care services to its veteran population. Within the VHA,
the Office of Telehealth Services offers veterans a program called Care Coordination/
Home Telehealth (CCHT) to provide routine noninstitutional care and targeted care man-
agement and case management services to veterans with diabetes, congestive heart fail-
ure, hypertension, post-traumatic stress disorder, and other conditions. The program uses
remote monitoring devices in veterans’ homes to communicate health status and to cap-
ture and transmit biometric data that are monitored remotely by care coordinators. CCHT
has shown promising results: fewer bed days of care, reduced hospital admissions, and
high rates of patient satisfaction. This issue brief highlights factors critical to the VHA’s
success—like the organization’s leadership, culture, and existing information technology
infrastructure—as well as opportunities and challenges.
OVERVIEW
Since the 1990s, information and communications technologies—including tele-
health—have been at the core of the Veterans Health Administration’s (VHA’s)
successful system-level transformation toward providing continuous, coordinated,
and comprehensive primary and specialist care services. The VHA’s leadership
and culture; underlying health information technology infrastructure; and strong
commitment to standardized work processes, policies, and training have all con-
tributed to the home telehealth program’s success in meeting the chronic care
needs of a population of aging veterans and reducing their use of institutional
care and its associated costs. The home teleheath model also encourages patient
activation, self-management, and helps in the early detection of complications.
To learn more about new publications
when they become available, visit the
Fund's website and register to receive
Fund email alerts.
Commonwealth Fund pub. 1657
Vol. 4
January 2013
www.commonwealthfund.org
www.commonwealthfund.org
mailto:[email pro ...
Case Studies in Telehealth AdoptionThe mission of The Comm.docxcowinhelen
Case Studies in Telehealth Adoption
The mission of The Commonwealth
Fund is to promote a high performance
health care system. The Fund carries
out this mandate by supporting
independent research on health care
issues and making grants to improve
health care practice and policy. Support
for this research was provided by
The Commonwealth Fund. The views
presented here are those of the author
and not necessarily those of The
Commonwealth Fund or its directors,
officers, or staff.
For more information about this study,
please contact:
Andrew Broderick, M.A., M.B.A.
Codirector, Center for Innovation
and Technology in Public Health
Public Health Institute
[email protected]
The Veterans Health Administration:
Taking Home Telehealth Services to
Scale Nationally
Andrew Broderick
ABSTRACT: Since the 1990s, the Veterans Health Administration (VHA) has used infor-
mation and communications technologies to provide high-quality, coordinated, and com-
prehensive primary and specialist care services to its veteran population. Within the VHA,
the Office of Telehealth Services offers veterans a program called Care Coordination/
Home Telehealth (CCHT) to provide routine noninstitutional care and targeted care man-
agement and case management services to veterans with diabetes, congestive heart fail-
ure, hypertension, post-traumatic stress disorder, and other conditions. The program uses
remote monitoring devices in veterans’ homes to communicate health status and to cap-
ture and transmit biometric data that are monitored remotely by care coordinators. CCHT
has shown promising results: fewer bed days of care, reduced hospital admissions, and
high rates of patient satisfaction. This issue brief highlights factors critical to the VHA’s
success—like the organization’s leadership, culture, and existing information technology
infrastructure—as well as opportunities and challenges.
OVERVIEW
Since the 1990s, information and communications technologies—including tele-
health—have been at the core of the Veterans Health Administration’s (VHA’s)
successful system-level transformation toward providing continuous, coordinated,
and comprehensive primary and specialist care services. The VHA’s leadership
and culture; underlying health information technology infrastructure; and strong
commitment to standardized work processes, policies, and training have all con-
tributed to the home telehealth program’s success in meeting the chronic care
needs of a population of aging veterans and reducing their use of institutional
care and its associated costs. The home teleheath model also encourages patient
activation, self-management, and helps in the early detection of complications.
To learn more about new publications
when they become available, visit the
Fund's website and register to receive
Fund email alerts.
Commonwealth Fund pub. 1657
Vol. 4
January 2013
www.commonwealthfund.org
www.commonwealthfund.org
mailto:[email pro.
Case Studies in Telehealth AdoptionThe mission of The Comm.docxwendolynhalbert
Case Studies in Telehealth Adoption
The mission of The Commonwealth
Fund is to promote a high performance
health care system. The Fund carries
out this mandate by supporting
independent research on health care
issues and making grants to improve
health care practice and policy. Support
for this research was provided by
The Commonwealth Fund. The views
presented here are those of the author
and not necessarily those of The
Commonwealth Fund or its directors,
officers, or staff.
For more information about this study,
please contact:
Andrew Broderick, M.A., M.B.A.
Codirector, Center for Innovation
and Technology in Public Health
Public Health Institute
[email protected]
The Veterans Health Administration:
Taking Home Telehealth Services to
Scale Nationally
Andrew Broderick
ABSTRACT: Since the 1990s, the Veterans Health Administration (VHA) has used infor-
mation and communications technologies to provide high-quality, coordinated, and com-
prehensive primary and specialist care services to its veteran population. Within the VHA,
the Office of Telehealth Services offers veterans a program called Care Coordination/
Home Telehealth (CCHT) to provide routine noninstitutional care and targeted care man-
agement and case management services to veterans with diabetes, congestive heart fail-
ure, hypertension, post-traumatic stress disorder, and other conditions. The program uses
remote monitoring devices in veterans’ homes to communicate health status and to cap-
ture and transmit biometric data that are monitored remotely by care coordinators. CCHT
has shown promising results: fewer bed days of care, reduced hospital admissions, and
high rates of patient satisfaction. This issue brief highlights factors critical to the VHA’s
success—like the organization’s leadership, culture, and existing information technology
infrastructure—as well as opportunities and challenges.
OVERVIEW
Since the 1990s, information and communications technologies—including tele-
health—have been at the core of the Veterans Health Administration’s (VHA’s)
successful system-level transformation toward providing continuous, coordinated,
and comprehensive primary and specialist care services. The VHA’s leadership
and culture; underlying health information technology infrastructure; and strong
commitment to standardized work processes, policies, and training have all con-
tributed to the home telehealth program’s success in meeting the chronic care
needs of a population of aging veterans and reducing their use of institutional
care and its associated costs. The home teleheath model also encourages patient
activation, self-management, and helps in the early detection of complications.
To learn more about new publications
when they become available, visit the
Fund's website and register to receive
Fund email alerts.
Commonwealth Fund pub. 1657
Vol. 4
January 2013
www.commonwealthfund.org
www.commonwealthfund.org
mailto:[email pro ...
Ayushman Bharat – Health and Wellness Centre.pptxMostaque Ahmed
The document discusses India's Ayushman Bharat program which aims to transform 150,000 sub-health centers, primary health centers, and urban primary health centers into Health and Wellness Centers by 2022. These centers will provide comprehensive primary healthcare services beyond just maternal and child services. Services will include management of communicable diseases, non-communicable diseases, basic dental and eye/ear care. Centers will be staffed by multi-purpose workers, ASHAs, and mid-level healthcare providers. The goal is to improve access to healthcare and make services more holistic and equitable.
Local health systems maturity levels provide a framework for monitoring and evaluating progress on integrating local health systems. They serve as a basis for planning assistance and incentives to support integration. The levels determine the kind and level of support given to local government units based on their level of integration. They also provide a pathway for progressively realizing health system reforms through integration.
The document outlines plans for a pan-India telemedicine network in India. Key points include:
1) The network will follow a hub-and-spoke model with state medical colleges and district hospitals as hubs providing specialist consultations to spokes like community health centers and primary health centers.
2) eSanjeevani telemedicine software will be implemented uniformly across facilities. States will need to upgrade infrastructure, recruit staff, and provide training.
3) Monitoring frameworks are proposed at the national, state and district levels to oversee the network's performance.
4) The network aims to improve healthcare access, create electronic health records, and reduce burden on higher-level facilities. It may
ayushmann bharat by Government of India under Modi governmentTusharBansal425676
The document discusses Ayushman Bharat - Health and Wellness Centres (AB-HWCs) and provides information on:
1. AB-HWCs aim to provide comprehensive primary healthcare through an integrated approach and move towards universal health coverage.
2. Key issues discussed include assigning populations to AB-HWCs, strengthening infrastructure, addressing human resource gaps, expanding services, and financial planning.
3. States are encouraged to develop a vision document by December 2019 to comprehensively plan AB-HWC implementation.
The document provides information on establishing primary care provider networks (PCPN) under local health systems in the Philippines. It discusses conducting facility mapping and population profiling to assign residents to primary care facilities. It also covers registering primary care providers and facilities for the PhilHealth Konsulta program. The LGU role includes managing local health systems, ensuring constituent registration, and engaging public and private providers to deliver services. The goal is to integrate public and private services and link residents to a network of primary, secondary and tertiary care facilities for referral purposes.
The document provides an overview of AYUSH Health and Wellness Centres being established under Ayushman Bharat. The key points are:
- 1.25 lakh centres will be set up by 2023-24 to provide comprehensive primary healthcare using AYUSH practitioners.
- They will be established by upgrading existing AYUSH dispensaries and sub-health centres using a standardized service delivery framework and digitization.
- The centres will be managed by a team led by an AYUSH practitioner and provide preventative and curative services for common illnesses.
This document discusses workforce challenges facing HRSA programs and health centers. It provides an overview of HRSA priorities and programs, the populations served, and HRSA funding in Colorado. Key points include that health centers serve over 19 million patients nationally, including 494,000 in Colorado. Challenges include workforce recruitment and retention, too few providers, and geographic maldistribution. The document outlines current quality improvement strategies like EHR adoption, patient-centered medical home recognition, and meeting clinical outcome goals. It discusses partnerships with the state primary care office, rural health center, and area health education centers to implement quality strategies.
This document discusses workforce challenges facing HRSA, health centers, and managing primary care needs. It provides an overview of HRSA priorities and programs, the populations served by HRSA funding, and HRSA's presence in Colorado. It also summarizes health center fundamentals, growth nationally and in Colorado from 2008-2012, and strategies to improve quality including partnerships, electronic health records adoption, patient-centered medical home recognition, and meeting clinical outcome goals. Challenges of workforce recruitment and retention as well as strategies to address them through partnerships are also outlined.
This document discusses opportunities and challenges in healthcare IT in India. It notes that India faces severe shortages in healthcare infrastructure like hospital beds and doctors. Healthcare IT can help address these issues by facilitating telemedicine, mobile health apps, and implementing health information management systems. However, adoption of healthcare IT in India faces challenges like lack of infrastructure, trained professionals, and interoperability between systems. The document recommends measures like developing policies, increasing funding, training professionals, and ensuring systems support regional languages to successfully implement healthcare IT in India.
The document summarizes Rwanda's efforts to integrate palliative care into its national health system. Key points include:
- Rwanda established a palliative care program in 2011 with a vision of universal access by 2020. It has trained over 1,000 health care professionals and integrated palliative care services into hospitals, health centers, and communities through a network of home-based care practitioners.
- Palliative care services are part of Rwanda's community-based health insurance and national health information system. A palliative care desk coordinates services at referral and provincial hospitals.
- Lessons from partnerships include the importance of regional collaboration for training and mentorship, decentralizing services to effectively scale up palliative care,
This document discusses how information and communication technologies (ICT) can be used to enhance healthcare delivery in Nigeria. It provides background on e-Health and describes Nigeria's Health Management Information System (HMIS), which collects routine health data from over 5,400 facilities. The document proposes strengthening e-Health through coordinated investment in application software to improve availability and use of timely health information. It describes the key components of an electronic health record system and how physicians, nurses, and other staff would benefit from improved access to patient information and order entry/results.
Department of Health Program Directions and Priorities Towards MDGs 4 and 5Michelle Avelino
The document outlines the Department of Health's (DOH) current efforts, status, and directions regarding achieving Millennium Development Goals 4 and 5 in the Philippines. It discusses programs established to improve maternal and child health, including emergency obstetric care facilities, integrated service packages, training programs, and monitoring systems. It notes accomplishments, ongoing challenges, and a proposed approach to scaling up family planning and maternal, newborn and child health programs through collaboration with partners.
Essential Newborn Care, Examination of Newborn, Early Recognition of Danger Signs,
Stabilization and Referral, Counseling of Mother for breastfeeding, Warmth, Care of Baby,
Immunization, Post partum Care and Family planning methods
This document discusses India's health expenditure and initiatives by the Ministry of Health and Family Welfare. It provides data showing that India ranks low globally in terms of government and out-of-pocket health expenditures as percentages of total health expenditure. The National Health Policy 2017 aims to increase public health expenditure to 2.5% of GDP by 2025. Key programs discussed include Ayushman Bharat, which aims to deliver comprehensive primary healthcare through Health and Wellness Centers and provide financial protection through Pradhan Mantri Jan Arogya Yojana. The National Health Mission supports primary healthcare services and programs related to reproductive, maternal, child, adolescent health as well as control of communicable diseases.
HXR 2016: The Health IoT: Remote Care and Mobile Solutions -Manu Varma, PhilipsHxRefactored
The digital transformation of healthcare is collecting millions of data points from connected devices that monitor patients. Chronic conditions are increasing globally and healthcare spending is rising unsustainably. Digital technologies enable moving from reactive to proactive health by providing a longitudinal personalized overview of patients through monitoring, informatics and connected care. Philips partners with healthcare organizations to implement telehealth programs that have led to faster discharge rates from hospitals and ICUs, as well as significant cost savings through reduced readmissions. Digital technologies are transforming healthcare delivery from reactive to proactive models through connected health across settings.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
Big Data and VistA Evolution, Theresa A. Cullen, MD, MSBrian Ahier
Presentation to Open Source Electronic Health Record Alliance (OSEHRA) Architecture Work Group by Theresa A. Cullen, MD, MS
Chief Medical Information Officer
Director, Health Informatics
Office of Informatics and Analytics
Veterans Health Administration
Department of Veterans Affairs
Case Studies in Telehealth AdoptionThe mission of The Comm.docxjasoninnes20
Case Studies in Telehealth Adoption
The mission of The Commonwealth
Fund is to promote a high performance
health care system. The Fund carries
out this mandate by supporting
independent research on health care
issues and making grants to improve
health care practice and policy. Support
for this research was provided by
The Commonwealth Fund. The views
presented here are those of the author
and not necessarily those of The
Commonwealth Fund or its directors,
officers, or staff.
For more information about this study,
please contact:
Andrew Broderick, M.A., M.B.A.
Codirector, Center for Innovation
and Technology in Public Health
Public Health Institute
[email protected]
The Veterans Health Administration:
Taking Home Telehealth Services to
Scale Nationally
Andrew Broderick
ABSTRACT: Since the 1990s, the Veterans Health Administration (VHA) has used infor-
mation and communications technologies to provide high-quality, coordinated, and com-
prehensive primary and specialist care services to its veteran population. Within the VHA,
the Office of Telehealth Services offers veterans a program called Care Coordination/
Home Telehealth (CCHT) to provide routine noninstitutional care and targeted care man-
agement and case management services to veterans with diabetes, congestive heart fail-
ure, hypertension, post-traumatic stress disorder, and other conditions. The program uses
remote monitoring devices in veterans’ homes to communicate health status and to cap-
ture and transmit biometric data that are monitored remotely by care coordinators. CCHT
has shown promising results: fewer bed days of care, reduced hospital admissions, and
high rates of patient satisfaction. This issue brief highlights factors critical to the VHA’s
success—like the organization’s leadership, culture, and existing information technology
infrastructure—as well as opportunities and challenges.
OVERVIEW
Since the 1990s, information and communications technologies—including tele-
health—have been at the core of the Veterans Health Administration’s (VHA’s)
successful system-level transformation toward providing continuous, coordinated,
and comprehensive primary and specialist care services. The VHA’s leadership
and culture; underlying health information technology infrastructure; and strong
commitment to standardized work processes, policies, and training have all con-
tributed to the home telehealth program’s success in meeting the chronic care
needs of a population of aging veterans and reducing their use of institutional
care and its associated costs. The home teleheath model also encourages patient
activation, self-management, and helps in the early detection of complications.
To learn more about new publications
when they become available, visit the
Fund's website and register to receive
Fund email alerts.
Commonwealth Fund pub. 1657
Vol. 4
January 2013
www.commonwealthfund.org
www.commonwealthfund.org
mailto:[email pro ...
Case Studies in Telehealth AdoptionThe mission of The Comm.docxcowinhelen
Case Studies in Telehealth Adoption
The mission of The Commonwealth
Fund is to promote a high performance
health care system. The Fund carries
out this mandate by supporting
independent research on health care
issues and making grants to improve
health care practice and policy. Support
for this research was provided by
The Commonwealth Fund. The views
presented here are those of the author
and not necessarily those of The
Commonwealth Fund or its directors,
officers, or staff.
For more information about this study,
please contact:
Andrew Broderick, M.A., M.B.A.
Codirector, Center for Innovation
and Technology in Public Health
Public Health Institute
[email protected]
The Veterans Health Administration:
Taking Home Telehealth Services to
Scale Nationally
Andrew Broderick
ABSTRACT: Since the 1990s, the Veterans Health Administration (VHA) has used infor-
mation and communications technologies to provide high-quality, coordinated, and com-
prehensive primary and specialist care services to its veteran population. Within the VHA,
the Office of Telehealth Services offers veterans a program called Care Coordination/
Home Telehealth (CCHT) to provide routine noninstitutional care and targeted care man-
agement and case management services to veterans with diabetes, congestive heart fail-
ure, hypertension, post-traumatic stress disorder, and other conditions. The program uses
remote monitoring devices in veterans’ homes to communicate health status and to cap-
ture and transmit biometric data that are monitored remotely by care coordinators. CCHT
has shown promising results: fewer bed days of care, reduced hospital admissions, and
high rates of patient satisfaction. This issue brief highlights factors critical to the VHA’s
success—like the organization’s leadership, culture, and existing information technology
infrastructure—as well as opportunities and challenges.
OVERVIEW
Since the 1990s, information and communications technologies—including tele-
health—have been at the core of the Veterans Health Administration’s (VHA’s)
successful system-level transformation toward providing continuous, coordinated,
and comprehensive primary and specialist care services. The VHA’s leadership
and culture; underlying health information technology infrastructure; and strong
commitment to standardized work processes, policies, and training have all con-
tributed to the home telehealth program’s success in meeting the chronic care
needs of a population of aging veterans and reducing their use of institutional
care and its associated costs. The home teleheath model also encourages patient
activation, self-management, and helps in the early detection of complications.
To learn more about new publications
when they become available, visit the
Fund's website and register to receive
Fund email alerts.
Commonwealth Fund pub. 1657
Vol. 4
January 2013
www.commonwealthfund.org
www.commonwealthfund.org
mailto:[email pro.
Case Studies in Telehealth AdoptionThe mission of The Comm.docxwendolynhalbert
Case Studies in Telehealth Adoption
The mission of The Commonwealth
Fund is to promote a high performance
health care system. The Fund carries
out this mandate by supporting
independent research on health care
issues and making grants to improve
health care practice and policy. Support
for this research was provided by
The Commonwealth Fund. The views
presented here are those of the author
and not necessarily those of The
Commonwealth Fund or its directors,
officers, or staff.
For more information about this study,
please contact:
Andrew Broderick, M.A., M.B.A.
Codirector, Center for Innovation
and Technology in Public Health
Public Health Institute
[email protected]
The Veterans Health Administration:
Taking Home Telehealth Services to
Scale Nationally
Andrew Broderick
ABSTRACT: Since the 1990s, the Veterans Health Administration (VHA) has used infor-
mation and communications technologies to provide high-quality, coordinated, and com-
prehensive primary and specialist care services to its veteran population. Within the VHA,
the Office of Telehealth Services offers veterans a program called Care Coordination/
Home Telehealth (CCHT) to provide routine noninstitutional care and targeted care man-
agement and case management services to veterans with diabetes, congestive heart fail-
ure, hypertension, post-traumatic stress disorder, and other conditions. The program uses
remote monitoring devices in veterans’ homes to communicate health status and to cap-
ture and transmit biometric data that are monitored remotely by care coordinators. CCHT
has shown promising results: fewer bed days of care, reduced hospital admissions, and
high rates of patient satisfaction. This issue brief highlights factors critical to the VHA’s
success—like the organization’s leadership, culture, and existing information technology
infrastructure—as well as opportunities and challenges.
OVERVIEW
Since the 1990s, information and communications technologies—including tele-
health—have been at the core of the Veterans Health Administration’s (VHA’s)
successful system-level transformation toward providing continuous, coordinated,
and comprehensive primary and specialist care services. The VHA’s leadership
and culture; underlying health information technology infrastructure; and strong
commitment to standardized work processes, policies, and training have all con-
tributed to the home telehealth program’s success in meeting the chronic care
needs of a population of aging veterans and reducing their use of institutional
care and its associated costs. The home teleheath model also encourages patient
activation, self-management, and helps in the early detection of complications.
To learn more about new publications
when they become available, visit the
Fund's website and register to receive
Fund email alerts.
Commonwealth Fund pub. 1657
Vol. 4
January 2013
www.commonwealthfund.org
www.commonwealthfund.org
mailto:[email pro ...
Ayushman Bharat – Health and Wellness Centre.pptxMostaque Ahmed
The document discusses India's Ayushman Bharat program which aims to transform 150,000 sub-health centers, primary health centers, and urban primary health centers into Health and Wellness Centers by 2022. These centers will provide comprehensive primary healthcare services beyond just maternal and child services. Services will include management of communicable diseases, non-communicable diseases, basic dental and eye/ear care. Centers will be staffed by multi-purpose workers, ASHAs, and mid-level healthcare providers. The goal is to improve access to healthcare and make services more holistic and equitable.
Local health systems maturity levels provide a framework for monitoring and evaluating progress on integrating local health systems. They serve as a basis for planning assistance and incentives to support integration. The levels determine the kind and level of support given to local government units based on their level of integration. They also provide a pathway for progressively realizing health system reforms through integration.
The document outlines plans for a pan-India telemedicine network in India. Key points include:
1) The network will follow a hub-and-spoke model with state medical colleges and district hospitals as hubs providing specialist consultations to spokes like community health centers and primary health centers.
2) eSanjeevani telemedicine software will be implemented uniformly across facilities. States will need to upgrade infrastructure, recruit staff, and provide training.
3) Monitoring frameworks are proposed at the national, state and district levels to oversee the network's performance.
4) The network aims to improve healthcare access, create electronic health records, and reduce burden on higher-level facilities. It may
ayushmann bharat by Government of India under Modi governmentTusharBansal425676
The document discusses Ayushman Bharat - Health and Wellness Centres (AB-HWCs) and provides information on:
1. AB-HWCs aim to provide comprehensive primary healthcare through an integrated approach and move towards universal health coverage.
2. Key issues discussed include assigning populations to AB-HWCs, strengthening infrastructure, addressing human resource gaps, expanding services, and financial planning.
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Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
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Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.
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NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
1. Universal Health Coverage (UHC)
Health and Wellness Centre (HWC)
Service Delivery at UHC HSCs & UHC PHCs
07.08.2019
Hyderabad
2.
3. Vision 2023: Ensuring universal access to healthcare
Vision 2023 envisages Tamil Nadu to become not only the numero uno State in India in terms of social indicators, but also
reach the levels attained by developed countries in human development by ensuring universal access to healthcare
UHC
Scoping
Study
UHC Pilot
in 3 Blocks
67 HSCs
Upscaling
to 39 Blocks
June 2013 Nov 2017 June 2018 April 2019
May 2017
Transformation of
716 PHCs,
214 Urban PHCs & 985
HSCs into HWCs
Transformation of
all Rural & Urban
PHCs into HWCs
4. Conceptualization of UHC in Tamil Nadu
1. Building UHC within the public health architecture without altering the
existing State policies
2. Public Healthcare Team, Training, Infrastructure including branding, Drugs
and Diagnostics, IT Systems tailor made for State Public Health Systems
3. Intact continuum of care with forward and backward linkages from
community to tertiary health facility supported by Master Registry
4. Patient centric convergence of all existing health and related activities at
block level
5. Health Sub Centre strengthening is cornerstone of UHC implementation and
differential services provided at differential level of Health Systems
6. Expanded Service delivery with focus on NCD services
without compromising MCH services & communicable disease management
5. Functional Health and Wellness Centres
HSC Addl. PHC Urban PHC Total
Roll out plan in 2018-19
(Hon’ CM announcement)
985 716 214 1915
Roll out plan in 2019-20
(Hon’ CM announcement)
0 705 246 951
Total HWCs Proposed 985 1421 460 2866
Status as on 03.08.2019
(as per TN)
758* 1096 218 2072
Status as on 03.08.2019
(as per GoI)
293 1096 218 1607
* 700 ANM and 58 GNM as MLHP
6. Overview of Service Delivery under UHC
Whom? Members of Families mapped to UHC HSCs
Who? Government Departments
What? Free drugs and diagnostics.
Differential Primary Healthcare services at different levels
How? IT enabled coordination from Community (PBS) to Tertiary
care centre
7. Whom to Cover?
• Every Health Facility should clearly identify population to be
covered, fixing the denominator for service is vital for our services to
be called universal.
• Population enumeration is always at HSC level, but even PHCs
should have a clear idea so the medical officers are universal care
providers for continuum of care. This strategic shifting is necessary
for real universality. The aggregation and fixing responsibility is
critical for success of UHC/AB
• Along with line item budgeting , capitation model for population
covered should be implemented for fixing responsibility for
universality.
8. How we arrived the denominator of UHC service delivery?
i.e. family folders
Step1: Identified the data source
• Electronic Public Distribution System (ePDS) data in Local Language “Tamil”
• Electronic data of families enumerated by ICDS
• Electronic data of Eligible couple under PICME (MCTS)
• Electronic data of Births & Deaths registered under CRS
Step2: Transliteration from Tamil to English using open source tools
Step3: Health Facility Mapping
• 2,30,126 geographical units are mapped to 13,894 health facilities
9. How we arrived the denominator of UHC service delivery?
i.e. family folders
Step4: Service Area Mapping
• Rural habitations are mapped to Rural HSCs
• Urban streets are mapped to Urban Health Sectors
Step5: Unique Health ID to Family and members are assigned and
shared from common place called “Master Registry”
Step6: Shared to all Health and related application for integration
• Aadhaar verified 6.6 crore members and 2.05 families are mapped
• UHC application is using the dataset as denominator
10. Service Area Mapping of Family Folders
Health Facility Mapping Service Area Mapping Master Registry Application
11. Data linkages for improved referral & follow-up services
(Single database updated from multiple service delivery points)
Create Beneficiary Record
Name, Age, Gender, Address
Data added to record
• Risk Assessment
• Blood Pressure
• Blood Sugar
• Screening
Data added to record
• Diagnosed
• Lab investigations
• Medications
• Advice
HWC
Data added to record
• Follow up details
• Medication details
Referral based on Residential
Village mapped to the PHC
Based on HWC
mapped to the
Residential Village
MR
PBS
HWC
PHC
HWC
HSC
12. IT enabled service delivery for continuum of care
• Gap analysis of IT systems like Device and Internet
• Hands-on training given to Master Trainers (6 batches)
• Block Level Training given to VHN & SN (47 batches)
• Electronic Public Health Record across all levels
• Minimum dataset collected with decision support
• Patients records will be viewed by both referral out and referral in facilities
• 1,40,996 footfalls were reported under UHC Portal during July 2019.
• 27% of all OP entries are fetched from Master Registry
• Offline and Elastic Search are the solutions on progress
13. What to Cover ?
• Entry point to the community
• Emergency care, Poisoning, Mental Health, Palliative and Geriatric
Home based care, Suicide Counselling.
• Continuum of Care : Telemedicine as an alternative? only where
accessibility and availability of doctors are an issue.
• Tamil Nadu has focused on Essential Diagnostics List (270 crore),
sanctioned under PIP 2019-20 with a hub and spoke model as an
integral part of Universal Health care.
• Linking community needs for high end care.
14. Analysis of Congenital Heart Disease Surgeries Performed under
CMCHIS- Avg. Cases / Month
Effective Linkage between RBSK and CMCHIS since 2016
Year 2012 2013 2014 2015 2016 2017 2018
2019
(Upto
Mar’19)
Total cases 3276 3532 3283 3310 4840 5390 5416 1161
273
294
274
276
403
449 451
387
0
50
100
150
200
250
300
350
400
450
500
2012 2013 2014 2015 2016 2017 2018 2019
(Mar’19)
Average
cases
per
month
16. Criteria for a functional UHC HSC, PHC & Block
Input HSC (24x7) PHC (4pm-9am) Block (24x7)
1 Primary
Healthcare
Team
1 Addl. VHN/GNM +
1 Regular VHN +
WHV
3 Staff Nurses+
MO+ Pharmacist + LT
3 Lab Technicians
2 Capacity
Building
Certificate Course in
CHC through TNMGR +
UHC-IT training (2 days)
+Tele mentoring
Certificate course in
CPHC (1 month)+
UHC-IT training (2 days)
+ Tele mentoring
Training on UHC
Operationalization +
UHC-IT training(2 days)
+Tele mentoring
3 Infra
Structure*
Own HSC building,
Branding,
Water supply, Alternate
power backup, Toilets
Branding,
Dedicated Lab space,
Water supply, Alternate
power backup, Toilets
Block Public Health Lab
building, Multipurpose
Hall, Water supply,
Alternate power backup
*All HWCs aim for Quality accreditation in a phased manner
17. Criteria for a functional UHC HSC, PHC & Block
Input HSC (24x7) PHC (4pm-9am) Block (24x7)
4 IT Systems
(Hardware)
1Tablet
+ Internet
1Tablet + 1Desktop
(lab) +Internet
1Desktop (lab)
+ Internet
(Software) Family folder + UHC app
PBS App+
NCD App + Drug
Inventory+ LIMS (Report)
Family folder + UHC
app+
NCD App + Drug
Inventory + LIMS
Family folder + UHC app
NCD App + Drug
Inventory + LIMS
5 Drugs Kit A (12), Kit B drugs(4),
UHC Kit (12), NCD drugs
(15), Family Welfare Kit (5)
Dispensed as per STG
Insulin injection,
Antibiotic injection
Dispensed as per MO
Prescription
As per Essential Drug
List
Dispensed as per MO
Prescription
18. Criteria for a functional UHC HSC, PHC & Block
Input HSC (24x7) PHC (4pm-9am) Block (24x7)
6 Diagnosti
cs
6 tests +
Sputum collection
20 tests @ PHC+
20 tests thro’ LIMS+
ECG + Sample
collection
25 tests @ Block+
15 tests thro’ LIMS+
ECG + Sample collection
USG + X-ray (9am-4pm)
7 Service
Delivery
Minor ailment
treatment +
Referral & Follow up of
all 12 CPHC services +
NCD services +
Wellness activities
including Yoga + IEC+
Tele consultation
Minor ailment
treatment +
Referral & Follow up of
all 12 CPHC services +
NCD services +
Wellness activities
including Yoga + IEC+
Tele consultation
All 12 CPHC services by
Medical Officers+
Managing referral in from
UHC HSCs & PHCs+
IEC+
Tele consultation
*Tele consultation as per the need in UHC HSC, PHC and Block PHC
19. Criteria for a functional UHC HSC, PHC & Block
Input HSC (24x7) PHC (4pm-9am) Block (24x7)
8 Outreach
Services
MCH outreach+
Population Based
Screening + Patient
Support Group
Medical Camp by MO
@ HSC
Community palliative
care services+
HoWP + RBSK
9 Reporting Daily reporting of Line
list of beneficiaries +
Weekly HWC
implementation status
Daily reporting of Line
list of beneficiaries +
Weekly HWC
implementation status
Sharing of beneficiary
Line list to all levels+
Weekly LIMS
implementation status
10 Mentoring &
Supervision*
Fortnightly visit by
MO, DMCHO
Mentor Staff Nurse,
DMCHO
District Microbiologist
(LIMS), Adoption of
UHC block by Regional
Training Institutes (RTIs)
*Community Action for Health will be integrated with UHC
21. Service Delivery under UHC
CPHC Existing services Current focus under UHC
1 MCH activities +
Family Planning
CEmONC+ PICME + CRS+ HOB
blocks+ 102 call centre
PIH+ Anaemia+
Child & Mother nutrition + NRC
2 Adolescent Health RBSK+ Menstrual Hygiene+
Linkage with insurance
NCD screening extended to
adolescent age + Adolescent clinic
3 Communicable
Disease
Surveillance & Response+
Vertical Programmes
Integrating data sources for
surveillance like UHC & HMIS+
TB Prevalence survey
4 NCD (HT, DM,
Cancers) + Dental
Institutional services Population Based Screening,
Patient Support Group, Drug &
testing at HSC, Intact linkage
5 ENT+ Ophthal Cochlear implantation+
Spectacles+ Cataract surgeries
Tele V care centre
22. Service Delivery under UHC
CPHC Existing services Current focus under UHC
6 Mental 104 call centre, Linkage
with NGO
Suicidal Prevention Helpline, Emergency
Care and Recovery Centre (ECRC)
7 Geriatric Institutional service Geriatric friendly clinic
8 Palliative Care Institutional service Community Palliative care,
Care Giver Training
9 Emergency care 108, TAEI Emergency Care Centre
10 Occupational Health MMU Camp Community follow-up of identified cases
11 Wellness Activities Water testing, Iodine
testing kit
Yoga & Naturopathy, Eat Right Campaign,
Open Gym, Pebble path, Sanitation
Demonstration Park, Food Adulteration
Testing, Health Ambassadors
12 Equity services Tribal MMU Transgender Speciality Clinic, Guideline for
Intersex Surgeries
23. Linkage of NCD services under UHC
Screening
• Door to Door screening by 2,053 WHV
• 11 Lakh families enumerated 2018-19
Confirmation
• NCD SN facilitate consultation with PHC MO
• New 24,376 HT, 18565 DM & 5,302 HT&DM,
1030 VIA, 428 CBE, 121 Oral Cancers
Follow up
• HSC, WHV, Patient Support Group, MMU and
special medical camps
Output
• Community level follow up status of NCD
patients made available under UHC
Women Health
Volunteer (WHV)
2nd VHN
@ UHC HSC
NCD Staff Nurse
@ UHC PHC
Referring to
PHC for
confirmation
Line list of NCDs
confirmed at UHC PHC
to UHC HSCs during
Weekly review
Line list of NCDs
confirmed shared to
WHVs by VHN
24. Strategies adopted for Improved Service Delivery
1. Standard Treatment Guideline (STG) for VHN and SN providing the Primary
Healthcare Services
2. Hands-on training at Block level for IT systems, Standard Treatment
Guideline (STG), Linkages of CPHC services
3. Clear job responsibility of Public Healthcare Team (Addl. VHN, Regular VHN,
Women Health Volunteer, Health Inspector)
4. Drug indenting from the level of Sub centre
5. Hub and Spoke Model to maximize the lab support to HWCs
6. Building Mentoring Teams at Block Level for Clinical Audit
25. Documents developed by Tamil Nadu Public Health
Department to support service delivery
1. Strategic Plan for implementing UHC programme in Tamil Nadu
2. Standard Treatment Guideline (STG) for VHN
3. Maternal Child Health (MCH) Toolkit for MLHP
4. Health IT Standards for integrating Health and related applications
5. Training Manual for participating in Tele-Mentoring session
6. Training Manual on UHC IT
7. UHC Case Study: Job Oriented training for MLHP
8. Operational Guideline for Laboratory Strengthening under UHC
https://drive.google.com/folderview?id=1C_m4MXgZpz-2Kw8nF0317wwq5Y8wEKdx
26. Thanks
Hub and Spoke
Lab Model
Display board of HWC Painting (Branding) of HWC Software of HWC
Population Based Screening Training
MLHP Training
Editor's Notes
Mentoring by BHS, FSO, AYUSH
Whom? Members of Families mapped to UHC HSCs
Who? Government Departments
What? Free drugs and diagnostics.
Differential Primary Healthcare services at different levels
How? IT enabled coordination from Community (PBS) to Tertiary care centre
Mentoring by BHS, FSO, AYUSH
Whom? Members of Families mapped to UHC HSCs
Who? Government Departments
What? Free drugs and diagnostics.
Differential Primary Healthcare services at different levels
How? IT enabled coordination from Community (PBS) to Tertiary care centre
Mentoring by BHS, FSO, AYUSH
Whom? Members of Families mapped to UHC HSCs
Who? Government Departments
What? Free drugs and diagnostics.
Differential Primary Healthcare services at different levels
How? IT enabled coordination from Community (PBS) to Tertiary care centre
Mentoring by BHS, FSO, AYUSH
All HWCs aim for Quality accreditation in a phased manner
All HWCs aim for Quality accreditation in a phased manner