JOURNAL OF AMBULATORY CARE MANAGEMENT最新文献

Understanding how operational strategies impact critical performance metrics is critical to the clinic's ability to provide a value-based service to patients. This study investigated the utility of electronic medical record (EMR) audit file data in assessing operational strategies. EMR data were used to assess patient appointment lengths and conclude that shorter scheduled patient visit lengths, which resulted from one operational strategy (physician choice of visit lengths), had a negative impact on a second operational strategy (minimizing patient wait times). Patients with 15-minute appointments had a higher total mean wait time and shorter provider care or contact time.

Understanding which factors predict primary care provider (PCP) turnover can help organizations prepare for PCP shortages. We conducted a retrospective cohort study of Veteran Health Administration PCPs between 2012 and 2016. We analyzed whether 7 domains of the patient centered medical home (PCMH) implementation-including access, care coordination, comprehensiveness, self-management support, communication, shared decision-making, and team-based care-were associated with PCP turnover. We found that 2 domains of PCMH (access and self-management) were associated with lower turnover, which may reflect that practice cultures that support these characteristics may lower PCP turnover.

Community health workers advance health equity and foster community-clinical linkages. By promoting culturally relevant care, sharing their own stories, and bridging gaps, they can reach populations burdened with higher rates of chronic diseases due to adverse social determinants of health and structural racism. Given the disproportionate impacts of COVID-19, lessons learned from a forum, an expert group, and a survey showed a need by community health workers for (1) training, (2) health and safety practices, (3) workplace guidance, and (4) mental health resources. Community health workers are integral to expanding access to services and require a robust infrastructure for their growth.

Health care systems face challenges providing accessible health care across geographically disparate sites. The Veterans Health Administration (VHA) developed regional telemedicine service focusing initially on primary care and mental health services. The objective of this study is to describe the program and progress during the early implementation. In its first year, the Clinical Resource Hub program provided 244 515 encounters to 95 684 Veterans at 475 sites. All 18 regions met or exceeded minimum implementation requirements. The regionally based telehealth contingency staffing hub met early implementation goals. Further evaluation to review sustainability and impact on provider experience and patient outcomes is needed.

Rapid growth in metropolitan areas is associated with urban development and revitalization. However, neighborhood gentrification has negatively affected low income and communities of color by displacement and compounding structural and systemic inequities. Black/African American, Hispanic/Latino, and immigrants/refugee communities are burdened with negative health outcomes from adverse circumstances illustrated by disparities in the social determinants of health and health indicators, that is, chronic disease and COVID-19. To remediate the situation and restore health, the multisector response needs to be reframed and emphasize systemic, integrated, and aligned efforts. These include policy, systems and environmental change approaches, community involvement, improvement of data systems, and workforce development.

Human beings are inherently resistant to change. In our technologically driven world, change happens fast, thereby regularly challenging us inherently change-averse humans to adjust. Only through rapid, effective, outcomes-driven change can we address the numerous challenges facing health care today. And as health care leaders, it is our responsibility to learn how to become the most effective change leader so that we can deliver the changes in systems, processes, and thinking required to deliver ever-improving quality, safety, and access to care while managing its cost.

The coproduction learning health system (CLHS) model extends the definition of a learning health system to explicitly bring together patients and care partners, health care teams, administrators, and scientists to share the work of optimizing health outcomes, improving care value, and generating new knowledge. The CLHS model highlights a partnership for coproduction that is supported by data that can be used to support individual patient care, quality improvement, and research. We provide a case study that describes the application of this model to transform care within an oncology program at an academic medical center.

Cancer, in Europe, is the second cause of death. In addition, there is an unacceptable variability in terms of access to innovation, quality of care, and outcomes, within and between countries. The European Union has activated an unprecedented initiative to fight cancer by launching Europe's Beating Cancer Plan and the Cancer Mission. The goals are to reduce mortality, increase survival, and ameliorate quality of life by increasing knowledge, improving quality of care, and reducing inequalities through interventions on actionable determinants of variability. A competitive call was launched with the objective to develop and validate a set of quality of life and patient preference measures for cancer patients and survivors, to be used for routine data collection all over Europe. A consortium, the EUonQoL, was funded, including partners from 41 countries with 55 participants. It will start the activities on January 2023 and rresults are expected by December 2024.