JOURNAL OF AMBULATORY CARE MANAGEMENT最新文献

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.

Current payment systems make it difficult for both specialists and primary care practices to provide all of the services needed by patients with chronic conditions. "Value-based payment" programs have failed to solve these problems. In a patient-centered payment system, there should be 4 separate payments designed specifically to support each of the phases of chronic condition care: (1) Diagnosis Payment, (2) Care Planning Payment, (3) Initial Condition Management Payment, and (4) Monthly Condition Management Payments. Physicians should be accountable for delivering evidence-based services to patients in each phase of care, and payment amounts should be higher for more complex patients.

The 1983 implementation of the Medicare Inpatient Prospective Payment System (IPPS) was successful in controlling Medicare inpatient costs because it was designed as a clinically credible management tool that facilitated real behavior change and performance improvement. The next phase of IPPS should expand the inpatient payment bundle to a hospital episode-of-care performance bundle that explicitly links episode cost and quality. A uniform, comparable, and transparent episode performance bundle that highlights the tradeoffs between episode cost and quality can expand the incentives to control costs and provide hospitals the management information to improve performance.