Tuning Up the Workforce Building Capacity to Meet Demand
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- The document discusses key issues facing community health centers (CHCs) under health reform, including increased patient numbers, physician shortages, and challenges recruiting and retaining providers. - It also covers tools for addressing these issues like utilizing mid-level providers more, developing CHC residency programs, and adopting the primary care home model of team-based care. - Barriers to transforming care include the current payment system not incentivizing prevention and care coordination, as well as lack of training and resources for clinics to transition to new models of care.
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HIT in the “New World” States, HITECH and Health Reform
Freelance campto dotting the is and crossing the ts
Freelance campto dotting the is and crossing the ts
Similar to Tuning Up the Workforce Building Capacity to Meet Demand
A Healthcare Worker Shortage Action Plan Short-Term Wins and Long-Term Strategy
U.S. health systems will have a projected deficit of 200,000-450,000 RNs by 2025. Meanwhile, hospital labor costs have reached almost 50% of an organization’s overall expenses. Now more than ever, leaders need a data-driven labor management strategy that ensures the most cost-effective, high-quality care.
Community Paramedic - PSOW 2015
This document discusses how a community paramedic program supports the goals of accountable care organizations (ACOs) in achieving the "Triple Aim" of improving patient care, improving population health, and reducing costs. It provides examples of how community paramedics can coordinate care between primary care, hospitals, and other partners to reduce emergency department visits and hospital readmissions. The document also outlines various payment models that reimburse for services like care coordination that community paramedic programs provide.
Payment Reform for Primary Care – Minnesota DHS efforts
Presented at the National Academy for State Health Policy's 20th Annual State Health Policy Conference in Denver, Colorado. Author: Jeff Schiff
Letourneau Maine Learning the ABCs of APCs
The document summarizes Maine's Patient-Centered Medical Home (PCMH) pilot program. Key points:
- The 3-year multi-payer pilot aims to support practice transformation for improved outcomes and lower costs. It includes 26 primary care practices across the state.
- Practices are required to meet core expectations like team-based care, same-day access, and incorporating patient/family input. They receive learning supports and ongoing data feedback.
- The pilot is evaluating changes in clinical quality, patient experience, and cost/utilization measures like hospitalizations. Early lessons indicate the importance of leadership, teams, and external coaching support for change.
- Opportunities exist to spread le
Delivering value based_care_with_e_health_services.5
The document discusses how value-based care requires new approaches to engage patients and improve outcomes while lowering costs. It argues that e-health tools can help by enabling better care coordination, remote patient monitoring, social support for patients, and customized care programs. These e-health disciplines are important for engaging patients in their care in new ways to support value-based models.
013 Am09 Presentations Harris
The document discusses the patient-centered medical home (PCMH) model and its potential benefits. It summarizes that the PCMH aims to provide patient-centered, coordinated care through a personal physician leading a team. Data from other countries shows primary care-focused systems have better outcomes and lower costs. The PCMH may benefit primary care physicians through payment reform recognizing care coordination work. It may benefit patients through improved access and chronic disease management support. Subspecialists may also benefit from opportunities to lead medical homes and fewer administrative hassles.
Health Information Technology, Quality Improvement, and the Delivery System R...
Maryland has established a "phalanx" strategy to coordinate implementation of health IT, quality improvement initiatives, and delivery system reforms. The phalanx involves a large number of stakeholders working together, with leadership serving on the front line to push initiatives forward. While linking payment to quality and changing hospital payments will face challenges, having many groups collaborating and supporting each other can help drive changes through. The state has made progress in areas like establishing a health information exchange, adopting electronic health records, and developing medical home pilots. Fully achieving reforms will require maintaining stakeholder cooperation and momentum.
Integrating PT First CSM 2017
The emerging healthcare environment requires expanded patient access while delivering optimal outcomes and cost. As healthcare moves form a fee for service model to alternative delivery and payment models, there are opportunities for physical therapy to revolutionize the delivery of musculoskeletal medicine. Physical therapists are uniquely qualified to spearhead musculoskeletal care through direct access with the potential to improve patient satisfaction and outcomes while limiting unneeded medical care. While this model has been described in the military, there are few descriptions of this PT First approach in the private payer arena. This session will provide the attendee with a multifaceted perspective on the impact of physical therapy in emerging, collaborative healthcare models. Approaches to payers and employers with the business implications will be presented that influence these new models. Key strategies to implement a scalable, best practice model will be discussed including the logistical challenges and corollary solutions in the private arena. We will discus our experience implementing novel delivery models for management of neck, back, shoulder and knee pain. The session will deliver practical solutions to the challenges of implementing, assessing, and adapting a theoretical construct to a working viable program. Finally, the session will discuss how the use of a a large Patient Outcomes Registry and analysis of “big data” can drive best practice and inform development of the program.
Strategic Options for Hospice & Palliative Care in the Era of ACOs
Presentation at National Hospice and Palliative Care Organization's 26th Annual Management & Leadership Conference, April 2011. One of the presenters is Kyle R. Allen, DO, AGSF, Chief, Division of Geriatric Medicine and Medical Director of Post Acute & Senior Services for Summa Health System.
Nhpco strategic options ac os final 03 14-11
This document discusses a randomized controlled pilot study called the PEACE Trial that aims to test the effectiveness of a palliative care case management intervention for consumers in Ohio's PASSPORT Medicaid waiver program. The intervention involves collaborative care between a hospital-based interdisciplinary team, the local Area Agency on Aging, and the consumer's primary care physician. The goal is to determine the feasibility of a larger study to improve the quality of palliative care for low-income seniors receiving community-based long-term care services.
Patient Centered Medical home talk at WVU
To employers the cost of healthcare is now a business issue and this talk is about what one large buyer IBM did to drive transformation via broad coalition with other large employers to form the Patient Centered Medical Home movement and the covenant between buyer and provider away from the garbage we now buy episodic uncoordinated disintegrated care. In the change of convenient conversation we have worked with the Primary care providers to give us coordinated, integrated, accessible and compressive care with a set of principles know as the Patient centered medical home.
A Patient Centered Medical Home (PCMH) happens when primary care healers keeping that core healing relationship with their patients step up to become specialists in Family and Community Medicine. The move is to the discipline of leading a team that delivers population health management, patent centered prevention, care that is coordination, comprehensive accessible 24/7 and integrated across a deliver system. PCMH happens when the specialists in Family and Community Medicine wake up every morning and ask the question how will my team improve the health of my community today?
All over the world three huge factors are in play that is driving the concept of Patient Centered Medical Home. They are:
1) Cost and demography
2) Information technology and data (information that is actionable will equal a demand for accountability by the payer or buyer of the care)
3) Consumer demand to engage healthcare differently (at least as well as they can their bank- on line) have a question about lab results why not e-mail?
But at its core it is a move toward integration of a healing relationship in primary care and population management all at the point of care with the tools to do just that.
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Ryan,
Inadequate levels of nursing professionals were first discussed more than 80 years ago (Whelan, n.d.). Recently, scholars have opined many reasons for the shortage of nurses. Factors such as work stress, burnout, violence against healthcare professionals, a lack of qualified nursing instructors, and nurses unable to adapt to changing technology or clinical environments have been addressed (Haddad & Toney-Butler, 2019). As many nurses may attest, doing more with less can lead to mistakes and dissatisfaction with a nursing career. Ultimately, patient care suffers.
Organizations employ various tactics to help strengthen nurse retention. Halter et al. (2017) suggest strong nursing leadership and assigning preceptors to new nurses can help minimize nursing resignation rates. At the writer’s employment, hospital administrators use several ways to retain nurses. Each quarter, a nurse is recognized for outstanding achievement by receiving a certificate, gift card, and editorial mention on the hospital’s intranet. Moreover, the hospital caters lunch for all employees, dayside and nighttime staff, twice a year for meeting quality targets. Also, the hospital uses various national celebration days such as ice cream, donuts, coffee, bagels, and candy to reward all employees. Creating a level of goodwill and institutional collaboration can help retain nurses and improve job satisfaction (Kurnat-Thoma et al., 2017).
Reference
Haddad, L.M., & Toney-Butler, T.J. (2019). Nursing shortage. StatPearls Publishing.
Halter, M., Pelone, F., Boiko, O., Beighton, C., Harris, R., Gale, J., Gourlay, S., & Drennan, V. (2017). Interventions to reduce adult nursing turnover: A systematic review of systematic reviews. The Open Nursing Journal, 11, 108-123. https://doi.org/10.2174/1874434601711010108
Kurnat-Thoma, E., Ganger, M., Peterson, K., & Channell, L. (2017). Reducing annual hospital and registered nurse staff turnover: A 10-element onboarding program intervention. SAGE Open Nursing, 3. https://doi.org/10.1177/2377960817697712
Whelan, J.C. (n.d.). Where did all the nurses go? Retrieved from https://www.nursing.upenn.edu/nhhc/workforce-issues/where-did-all-the-nurses-go/
By Thomas C. Ricketts and Erin P. Fraher
Reconfiguring Health Workforce
Policy So That Education,
Training, And Actual Delivery
Of Care Are Closely Connected
ABSTRACT There is growing consensus that the health care workforce in
the United States needs to be reconfigured to meet the needs of a health
care system that is being rapidly and permanently redesigned.
Accountable care organizations and patient-centered medical homes, for
instance, will greatly alter the mix of caregivers needed and create new
roles for existing health care workers. The focus of health system
innovation, however, has largely been on reorganizing care delivery
processes, reengineering workflows, and adopting electronic technolo ...
The Canterbury Initiative
The document outlines CDHB's Vision 2020 which focuses on supporting people to take greater responsibility for their health through primary care and community services while making specialist services more responsive to primary care. It then discusses the development of clinical pathways through clinician-led workgroups to improve referral processes, access to investigations, and clinical management across the health system in Canterbury.
Grec Program Overview
The document discusses the goals and services of the Georgia Regional Extension Center (GREC) which aims to help healthcare providers select and meaningfully use electronic health records to improve patient care. It provides an overview of meaningful use criteria and incentives for both Medicare and Medicaid eligible providers and hospitals to adopt electronic health records. It also addresses some of the challenges and opportunities around developing Georgia's healthcare information technology workforce.
Ohio may 14 2011
This document discusses the patient-centered medical home (PCMH) model and its benefits. It provides examples of organizations that have implemented PCMH initiatives to improve care coordination, access, costs and outcomes. Key points include:
- PCMH aims to strengthen primary care through care coordination, enhanced access, quality improvement and payment reform.
- Studies show PCMH can reduce costs by decreasing ER visits and hospital days while improving outcomes.
- Several large employers, the Department of Defense, and state governments have adopted PCMH models for the populations they insure.
- Successful PCMH models integrate primary care, specialists, hospitals, and community resources through use of health IT, data sharing and care
Perficient Physician Loyalty Program
Perficient's physician loyalty program is designed to help health systems better connect and align with the physician community.
Best Practices in Safety Net Dental Practice Management
This document discusses best practices for safety net dental practices. It recommends establishing clear goals and measuring outcomes to demonstrate improved patient health. It also recommends creating a sustainable practice that provides quality care, is affordable for patients, and is a good place to work. The document outlines principles from the IOM for improving oral health, including increasing accountability, prevention, health literacy, and decreasing disparities. It provides examples of best practices such as managing no-shows, emergencies, self-pay patients, scheduling, and quality assurance.
Build Physician Relationships that Drive Business Results; Part 1
This document discusses the need to improve relationships with physicians to drive business and referrals. It notes that physicians today feel overburdened and pessimistic about the profession. The document then outlines Baystate Health's strategy to establish a physician referral program using a 3-pronged approach: 1) A physician relationship database to track referrals and provide analytics. 2) An Office of Physician Referral Management to resolve issues. 3) Physician Relations Liaisons assigned to territories to build engagement with physicians and ensure smooth referrals. The goal is to improve physician well-being, communication, and referrals to grow volumes and the health system's business.
Hospitalist M&A Landscape – Winter 2018 – 2019
Hospitalist programs are increasingly used by hospitals to manage the shift to value-based care and reduce costs. The use of hospitalists has grown significantly, with approximately 75% of hospitals now utilizing hospitalists. Hospitalist programs can improve outcomes, drive cost efficiencies, and increase reimbursements by reducing lengths of stay and readmission rates. While hospitalists provide benefits, there is debate around their impact on overall patient health and outcomes. As value-based payments increase, demand for hospitalists is expected to continue growing as they help hospitals achieve quality metrics and financial targets.
Kent Giles Improving The Bottom Line 4044837000 Sdi 10 2010
The document summarizes a presentation on improving hospital margins through a Margin Improvement Program (MIP) at a hospital (UHS). It describes UHS's financial challenges in 2006 and its decision to implement a MIP approach with outside help. The MIP included initiatives to improve patient access and flow, perioperative services, supply chain management, and revenue cycle. Through the MIP, UHS achieved over $154 million in annual financial improvements, surpassing its goal of $68 million, and improved its operating margin to over 5%. The success of the MIP required hands-on leadership and accountability for tracking and achieving initiative goals.
Similar to Tuning Up the Workforce Building Capacity to Meet Demand (20)
A Healthcare Worker Shortage Action Plan Short-Term Wins and Long-Term Strategy
A Healthcare Worker Shortage Action Plan Short-Term Wins and Long-Term Strategy
Payment Reform for Primary Care – Minnesota DHS efforts
Payment Reform for Primary Care – Minnesota DHS efforts
Delivering value based_care_with_e_health_services.5
Delivering value based_care_with_e_health_services.5
Health Information Technology, Quality Improvement, and the Delivery System R...
Health Information Technology, Quality Improvement, and the Delivery System R...
Strategic Options for Hospice & Palliative Care in the Era of ACOs
Strategic Options for Hospice & Palliative Care in the Era of ACOs
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my.docx
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my.docx
Best Practices in Safety Net Dental Practice Management
Best Practices in Safety Net Dental Practice Management
Build Physician Relationships that Drive Business Results; Part 1
Build Physician Relationships that Drive Business Results; Part 1
Kent Giles Improving The Bottom Line 4044837000 Sdi 10 2010
Kent Giles Improving The Bottom Line 4044837000 Sdi 10 2010
More from NASHP HealthPolicy
20141205 community engagement conference
Shaking Up the Delivery of Traditional Mental Health Services. Several primary health care organizations (PHCOs) have established a central referral point or “one stop shop” to help primary care practices connect their patients to community-based mental health and/or substance abuse services
Advancing Health Equity through State Implementation of Health Reform
The Affordable Care Act (ACA) provides opportunities for states to make lasting
and comprehensive systems change in their approaches to achieving health equity
for their most vulnerable populations. Through provisions in areas such as coverage
and access, prevention, care coordination, population health, and quality and efficiency,
the Act offers state policymakers a broad range of policy levers for improving health care
and the health status of their racial and ethnic minority populations.
With support from the Aetna Foundation, the National Academy for State Heath Policy is hosting a
webinar to highlight the opportunities presented by health care reform to advance state health equity
agendas. In addition to featuring national health equity experts and information on how states are
using the ACA to achieve health equity, this webinar will announce the NASHP State Health Equity
Learning Collaborative, an initiative to help state policymakers maintain momentum towards achieving
health equity while implementing federal health care reform.
Affordability and Lessons Learned from State CHIP Programs by Leigha Basini
This document discusses lessons learned from state CHIP programs regarding affordability and outlines approaches to defining affordability. It notes that when formerly free coverage costs as little as 1-5% of income, enrollment decreases significantly. The document then outlines current CHIP and ACA income eligibility thresholds and cost-sharing limits. It recommends that policies be flexible, consider the ramifications of cost increases, be consumer-focused, align across programs, and be results-driven.
Putting Affordability into Context--Policy Considerations by Genevieve Kenney...
States are responsible for on the ground implementation of the Affordable Care Act (ACA), including expanding coverage options through Exchanges, Medicaid and other health insurance programs. This webinar considers different ways policymakers define affordability and draws on lessons from the Children's Health Insurance Program (CHIP), which can serve as a model for states as they implement affordability provisions in ACA. It also looks at the impact on families when coverage is not affordable and considerations for families in purchasing decisions.
Ar slides final
The document discusses Arkansas' AR LINKS program which aims to create efficient systems to support healthy child development. The program objectives are to create community-based systems to support quality services for children, encourage standardized developmental screening, and improve communication between providers. Intervention strategies include partnerships with child care programs and Medicaid representatives to gain insights from families and work with providers. The implications are improvements to referral processes, tracking of screenings, and quality of well-child visits to better identify and treat developmental delays. The program also aligns with Arkansas' Medicaid transformation project to emphasize prevention, coordinate episodes of care, and align incentives across payers.
Il slides final
The document discusses Illinois' Healthy Beginnings II initiative which aims to coordinate care for young children. It has two goals: ensuring children receive coordinated comprehensive care through provider collaboration, and supporting at-risk children and families who are ineligible for early intervention or special education. The initiative creates a data sharing plan between agencies, trains medical homes in care coordination, and develops a statewide provider database to address non-medical needs. Early lessons indicate the importance of flexibility, engagement, collaboration, identifying changes, and synergies with other projects.
Il slides final
The document discusses Illinois' Healthy Beginnings II initiative which aims to coordinate care for young children. It has two goals: ensuring children receive coordinated comprehensive care through provider collaboration, and supporting at-risk children and families who are ineligible for early intervention or special education. The initiative creates a data sharing plan between agencies, trains medical homes in care coordination, and develops a statewide provider database to address non-medical needs. Early lessons indicate the importance of flexibility, engagement, collaboration, identifying changes, and synergies with other projects.
Jills slides
The ABCD initiative aims to strengthen states' capacity to deliver preventative care and early identification services to support young children's healthy development. The goal is to identify, test, and spread policy and system changes that create efficient linkages between pediatric primary care providers and other child and family service providers. The 3-year initiative involves a learning collaborative of 5 states testing interventions at the primary care practice, community, and systems levels to improve connections between healthcare and services like early intervention, education, mental health, and family support programs.
Carrie slides
The document discusses lessons learned and recommendations from a five-state consortium working to improve care coordination and service linkages to support healthy child development. Key lessons included developing processes to improve provider communication, using quality improvement to test new models, and incorporating formal parent involvement. Recommendations focused on starting with primary care and early intervention programs, considering automated data integration models, and gathering stakeholder feedback to improve forms and coordination.
Or slides final
This document discusses Oregon's ABCD for Healthy Kids program which provides Medicaid coverage for nearly 1 in 3 Oregon children through managed care organizations. It recommends implementing a Performance Improvement Project (PIP) using the CMS protocols to help coordinate care and connect systems. Key activities for the PIP include community engagement through parent forums and stakeholder interviews to help shape the project, as well as learning collaboratives and guidelines for providers. The goals are to understand families' healthcare experiences, improve care coordination, and rethink early education.
Ok slides final
The document discusses Oklahoma's ABCD III Project which aims to improve developmental screening and referral to early intervention services. It notes that many primary care physicians have not incorporated formal developmental screening. The project has four pilot sites and seeks to balance community needs, state agency partners, physicians, and families. Key interventions discussed include a web portal to facilitate screening, referrals, and care coordination, as well as local community core groups. Early lessons indicate closing referral loops between partners is complicated but partnerships have supported project goals.
Mn final slides
The Minnesota ABCD III Initiative aims to improve care coordination for children's health development across four pilot sites. It establishes teams of primary care, mental health, and other professionals to better link services. The initiative uses a model of iterative testing and improvement. It also develops patient databases to help care coordinators track activities and carry out follow-ups. The goal is that care coordination efforts under this initiative will help pilot sites achieve certification as Minnesota Health Care Homes for ongoing sustainability.
Ar slides final
The document discusses Arkansas' AR LINKS program which aims to create efficient systems to support healthy child development. The program objectives are to create community-based systems to support quality services for children, encourage standardized developmental screening, and improve communication between providers. Intervention strategies include partnerships with child care programs and Medicaid representatives to gain insights from families and work with providers. The implications are improvements to referral processes, tracking of screenings, and quality of well-child visits to better identify and treat developmental delays. The program also aligns with Arkansas' Medicaid transformation project to emphasize prevention, coordinate episodes of care, and align incentives across payers.
Relationships with State Officials Building and Keeping them Karamoko
Moriba A. Karamoko, Director of the Louisiana Consumer Healthcare Coalition discusses how build and maintain relationships with state officials in reference to health care systems.
Streamlining Eligibility and Enrollment Mendoza VA
Rebecca Mendoza, Director of Maternal and Child Health in Virginia presents on eligibilty, enrollment and engaging stakeholders. Partnerships include Virginia Health Care Foundation, the Robert Wood Johnson Foundation, and NASHP's Maximizing Enrollment Program.
“Health Homes” and Behavioral Health/General Medical Care Integration
The document discusses integrating behavioral health and general medical care. It notes that many patients have co-occurring behavioral and medical conditions, resulting in poor health outcomes and high costs. While evidence-based integration models exist, they have not been widely adopted due to structural barriers. The Health Home option could help by providing incentives and flexibility to implement integrated care models. The document outlines strategies for integrating care through the primary care or behavioral health settings using coordinated teams and services.
Commonwealth Care Alliance: Care for Medicaid and Dual Beneficiaries with Com...
The document describes the case of Anna C., a 55-year-old Medicaid beneficiary with multiple chronic conditions including multiple sclerosis and depression. Under her previous care arrangement, Anna experienced frequent hospitalizations and declining health. After enrolling in Commonwealth Care Alliance's health home program, Anna received a comprehensive in-home assessment and individualized care plan. This led to improved care coordination, engagement in treatment, and significantly better health outcomes over the past year with only a few emergency department visits.
The Power of Integrated Care: Implementing Health Homes in Medicaid
This document summarizes a CMS webinar about implementing health homes in Medicaid under Section 2703. It discusses drivers of high costs for people with chronic conditions, eligibility criteria for health homes, designated provider types and required functions, covered health home services, and the enhanced 90% federal matching funds for 8 quarters. It also reviews state reporting requirements and next steps around regulations and technical assistance for implementing health homes.
OK Online Enrollment
The document discusses Oklahoma's online enrollment system for uninsured residents to access healthcare. It aimed to empower members, expand access, improve effectiveness and efficiency by allowing enrollment from any computer or with partner assistance. The online system provided real-time eligibility determinations and information sharing between agencies. Over 500,000 Oklahomans were uninsured. Lessons were learned and next steps would be considered.
New York Health Coverage and Enrollment
This document discusses New York's strategies for expanding health coverage to meet the requirements of the Affordable Care Act by 2014. It notes that New York currently has 5 million people on public coverage, 10.5 million with employer coverage, and 2.7 million uninsured. By 2014, Medicaid enrollment is projected to increase by 25% and over 1 million additional New Yorkers will gain coverage through the health insurance exchange or subsidies. However, modernizing New York's aging eligibility and enrollment systems is a major challenge to achieving this expansion. The document outlines New York's plans to leverage federal funding to build an integrated system and explores ongoing issues like the potential statewide administration of Medicaid.
More from NASHP HealthPolicy (20)
Advancing Health Equity through State Implementation of Health Reform
Advancing Health Equity through State Implementation of Health Reform
Affordability and Lessons Learned from State CHIP Programs by Leigha Basini
Affordability and Lessons Learned from State CHIP Programs by Leigha Basini
Putting Affordability into Context--Policy Considerations by Genevieve Kenney...
Putting Affordability into Context--Policy Considerations by Genevieve Kenney...
Relationships with State Officials Building and Keeping them Karamoko
Relationships with State Officials Building and Keeping them Karamoko
Streamlining Eligibility and Enrollment Mendoza VA
Streamlining Eligibility and Enrollment Mendoza VA
“Health Homes” and Behavioral Health/General Medical Care Integration
“Health Homes” and Behavioral Health/General Medical Care Integration
Commonwealth Care Alliance: Care for Medicaid and Dual Beneficiaries with Com...
Commonwealth Care Alliance: Care for Medicaid and Dual Beneficiaries with Com...
The Power of Integrated Care: Implementing Health Homes in Medicaid
The Power of Integrated Care: Implementing Health Homes in Medicaid
Tuning Up the Workforce Building Capacity to Meet Demand
- 1. NASHP STATE HEALTH POLICY CONFERENCE OCTOBER 5, 2010