User login
Call Agenda, Thursday, May 6th, 11:00 AM EDT
(Moderators/Speakers use #0 to mute all participant lines and #1 to unmute.)
A. Submit Your PCMH Pilot Demonstration Information on our Site Today!
With the release of last year's PCPCC Pilot Guide, 'Proof in Practice', the Collaborative has received increased demand from new pilot project sites across the country who wish to share their information on our website. The PCPCC is now happy to offer that option to our members through the new pilot submission process, located here. Pilots of all sizes are encouraged to submit. The questions are optional so only ones that apply need to be filled out. All pilot submissions and edits are moderated by the PCPCC staff so you are always in control of your own pilot's information. Once approved, your pilot demonstration will formally be announced on our website and national weekly call.
To submit your Pilot's information, please click here.
B. Article from the New England Journal of Medicine - 'Specialist Physician Practices as Patient-Centered Medical Homes'
In an article publised on April 21, 2010 by authors, Lawrence P. Casalino, M.D., Ph.D., Diane R. Rittenhouse, M.D., M.P.H., Robin R. Gillies, Ph.D., and Stephen M. Shortell, Ph.D., M.P.H., the NEJM examines the specialist physicians role in the PCMH. According to the article, 'This model [PCMH] is a prominent component of the health care reform bill recently signed by President Barack Obama and is being tested in dozens of pilot projects around the country; it has been promoted by the Patient-Centered Primary Care Collaborative, a coalition of more than 500 large employers, consumer groups, health plans, labor unions, and physician and hospital organizations.
Some specialist physicians are raising concerns about the medical home's implications for their practices. Proponents of the model advocate reforms that would increase payments to practices that qualify as medical homes; these payments might well come, directly or indirectly, from funds that would otherwise have been used to pay specialists. In addition, some specialists who see patients frequently for a chronic disease believe that their practice should be able to serve as the medical home for those patients. For example, in recent testimony before a Senate committee, a representative of the Alliance of Specialty Medicine criticized the planned medical home demonstration project of the Centers for Medicare and Medicaid Services (CMS) for excluding surgeons and argued that a urology practice may be the most appropriate PCMH for patients with prostate cancer or bladder-control problems. The AMA House of Delegates recently passed a resolution in support of permitting specialist practices to serve as medical homes. The ACP Council of Subspecialty Societies has produced a detailed statement arguing that specialist practices that provide long-term "principal care" for a chronic condition should be eligible to serve as medical homes.'
To read more and to download this article, please click here.
C. Another New England Journal of Medicine Article - 'Health Care Reform and Primary Care — The Growing Importance of the Community Health Center
During the debate over U.S. health care reform, relatively little attention was paid to the long-established network of community health centers (CHCs) in the United States. And yet this unique national asset constitutes a critical element of any reform intent on expanding access to health care through a primary care portal. With an eye toward meeting the primary care needs of an estimated 32 million newly insured Americans, the recently passed Patient Protection and Affordable Care Act underwrites the CHCs and enables them to serve nearly 20 million new patients while adding an estimated 15,000 providers to their staffs by 2015. The “new” CHCs have arrived.
Launched in 1965 by the Office of Economic Opportunity as a component of President Lyndon Johnson’s War on Poverty, the very first CHCs — in urban Columbia Point (Boston) and rural Mound Bayou (Mississippi) — were designed to reduce or eliminate health disparities that affected racial and ethnic minority groups, the poor, and the uninsured. The CHCs were to constitute a key component of the national public safety net, focused simultaneously on the care of individual patients and on the health status of their overall target populations. With their host communities involved in their governance, the centers were to be “of the people, by the people, for the people.”
Now operating at more than 8000 sites, both urban and rural, in every state and territory, run by about 1200 CHC grantees, the centers are the medical home to 20 million Americans, 5% of the current U.S. population. To read the full article, please click here.
D. And a Third Article from the New England Journal of Medicine - 'What's Keeping Us So Busy in Primary Care? A Snapshot from One Practice'
In addition to seeing patients, a primary-care physician each day must address more than three dozen urgent but uncompensated tasks, according to a study that provides a rare, quantitative look into the mechanics of office practice. This article, by Dr. Richard Baron, documents the every-day activities of five primary care physicians in Philadelphia.
Dr. Baron's group is tech-forward; he and his colleagues adopted an electronic records system in 2004. The study assessed the volume and types of electronic medical documents of the practice, Greenhouse Internists, in 2008. The doctors participate in a pilot Patient Centered Medical Home project. The published details cover a typical workday starting around 7AM. On average, each doctor sees 18 patients and fields some 23 phone calls, 17 emails, 11 imaging reports, 20 lab panels and 14 consult notes per day. In addition, the physician provides 12 prescription refills, besides writing new orders for patients seen in the office. Other sorts of paperwork the physicians routinely complete, like physical exam records for work or camp, didn't count in the analysis because they're not standard electronic documents. The article highlights why primary care physicians need more support and payment for the work they do. To read the article, please click here.
E. Health Affairs May Publication: Reinventing Primary Care
The May 2010 issue of Health Affairs examines what it will take to reinvent primary care in the United States. Operational, payment, regulatory, legal, and educational reforms will be necessary to improve care and achieve savings —and to prepare for the influx of millions of Americans who will be insured for the first time as of 2014.
The primary care system in the United States is in crisis. Sixty-five million Americans live in primary care shortage areas. Partly due to a considerable pay gap between primary care physicians and other practitioners, U.S. medical school graduates are increasingly avoiding careers in primary care, and a major shortage of all types of primary care providers looms. A system that is already strained will face an influx of patients in 2014, when 32 million Americans will have health insurance for the first time. A larger primary care workforce is essential, but new strategies and models are also needed to address the country’s imminent primary care access problem.
Restructuring primary care practice teams can help meet this challenge. For example, barriers to practice that face nurse practitioners and physician assistants in many states must be removed. Updating and modernizing the primary care system is also essential. For example, implementation of the medical home model—a delivery model that is patient-centered and focuses on integrated care—has been proven to improve quality and reduce costs.
The full issue is now available for purchase. Please click here to download.
F. The Group Health Medical Home At Year Two: Cost Savings, Higher Patient Satisfaction, And Less Burnout For Providers
As the patient-centered medical home model emerges as a key vehicle to improve the quality of health care and to control costs, the experience of Seattle-based Group Health Cooperative with its medical home pilot takes on added importance. This paper examines the effects of the medical home prototype on patients’ experiences, quality, burnout of clinicians, and total costs at twenty-one to twenty-four months after implementation. The results show improvements in patients’ experiences, quality, and clinician burnout through two years. Compared to other Group Health clinics, patients in the medical home experienced 29 percent fewer emergency visits and 6 percent fewer hospitalizations. The Group estimates total savings of $10.3 per patient per month twenty-one months into the pilot. They also offer an operational blueprint and policy recommendations for adoption in other health care settings. To read the full article, please click here.
G. Comparing Care: Nurse Practitioner, Physician's Assistant, and Physician
Medscape Today
The Veteran's Health Administration (VHA) is the largest healthcare system and the single largest employer of nurse practitioners (NPs) and physician assistants (PAs) in the United States. In the VHA system, these providers increase patient access to healthcare. The VHA measures patient satisfaction with all providers on a regular basis to monitor health outcomes and to make organizational adjustments to care. Previous research suggests that quality of care improves when standards of care are measured consistently.
The VHA developed 13 standards of care to measure and improve customer service. Evaluating and responding to patients' perceptions of care, as a measure of healthcare quality, is one of the VHA's essential nonclinical endeavors.
Purpose. This study was undertaken to examine the differences in patient satisfaction with care provided by NPs, PAs, and physicians in the VHA system.
Data source. A standardized survey was mailed to a random sample of patients who received primary care in the VHA system. Secondary data were obtained from the VHA's Survey of Healthcare Experience of Patients (SHEP), a monthly survey designed to measure patient satisfaction. Descriptive statistics were calculated, and categorical variables were summarized with frequency counts. The numbers of NP, PA, and physician providers were analyzed to determine whether a correlation with satisfaction scores was evident.
Conclusions. Of the 2,164,559 surveys mailed to veterans, 1,601,828 were returned (response rate 74%). Of these, 74% were satisfied with care, 26% were dissatisfied with care, and the rest concluded that some of the questions were not appropriate. The study found that satisfaction scores increased by 5% when more NPs provided care, and 1.8% when more physicians provided care. Satisfaction scores were slightly increased or remained the same when more PAs provided care. Respondents were more satisfied with services provided by NPs because they paid attention to the patient's educational needs, met those needs, individualized care, and listened actively. Male respondents reported higher levels of satisfaction than female respondents. More patients reported a preference to see an NP than to see a PA or a physician.
Implications for practice. This study shows that most primary care clinic patients would rather see NPs than PAs or physicians. Besides clinical care, NPs focus on health promotion, disease prevention, health education, attentiveness, and counseling. These findings have implications for the hiring of more NPs in the VHA system.
Viewpoint: Although these findings are not unique, it is refreshing to see large sample sizes used in comparative research. It is also helpful to know the characteristics about NP care that patients identify as contributing to their preferences to receive care from NPs. This type of research should reinforce the teaching of NPs to ensure continuity of the services shown to be important to patients. One concern is that as a result of the nursing faculty shortage, NPs will no longer value and practice the "caring" behaviors that are critical in meeting the needs of patients, particularly in a large VHA setting.
H. Patient Centered Medical Home Workbooks from TransforMED
This new series of workbooks by TransforMED is based on the Patient Centered Medical Home (PCMH) model. This series provides the background necessary for ensuring success as practices and conditions in primary care shift. These are the first three of as many as 18 books that will be released in the series.
Patient Centered Medical Home Care Management Workbook - To address ever-increasing healthcare costs, primary care physicians need to develop systems that effectively manage their entire patient population. The practice's ultimate goal is to provide proactive, comprehensive long-term care to the whole person instead of just those who enter the practice for episodic care. The Care Management Workbook provides detailed guidance on how to successfully implement the components of care management in the office setting.
Patient Centered Medical Home Access Workbook - A patient's experience is directly affected by access - whether it is access to see or speak with the provider of choice, access various educational resources or access to lab results. This workbook includes a step-by-step guide to implementing access; simple points to consider as your practice takes the transformation journey; sample templates and case studies of real-world experiences.
Patient Centered Medical Home - Is the PCMH Model Right for My Practice? Workbook - Determining the scope of change for a practice before implementing the PCMH model is a challenge for physicians and practice leaders. This workbook provides a review of the key elements - including the core elements of leadership, teamwork, communication and change planning - that will impact a practice whose leaders are considering the PCMH model. Practice leaders can use the information and planning tools in this workbook to prepare the practice for change.
To order these workbooks, please click here.
I. Milliman Client Report - 'The need for better hypertension control: Addressing gaps in care with the medical home model'
The treatment of hypertension presents challenges for physicians because of its high prevalence, its associated comorbidities, and its poor control rates. Medical homes that offer patient-centered care have been shown to be effective in the treatment of the condition. However, for the medical home model of care delivery to be feasible in the United States, physician practices and reimbursement structures will need to change. The growing interest in addressing chronic disease through the medical home model stems, in part, from the frustrating results of less intense disease management efforts. Medical home makes sense for hypertension because of hypertension's high prevalence, comorbidities, poor control rates and need for comprehensive, coordinated and efficacious management. This report was funded by Boehringer Pharmaceuticals. To view this report, please click here.
J. PCMH Guide -Medical Home Improvement Guide Vol. I: FAQs on Patient-Centered Care
A growing number of multi-stakeholder pilots and physician practices around the country is closely examining and testing the potential of the patient-centered medical home (PCMH) model to transform primary care. To provide essential background on this emerging model, the Healthcare Intelligence Network has assembled responses to the most frequently raised questions regarding the PCMH in a single comprehensive resource. In the Medical Home Improvement Guide Vol. I: FAQs on Patient-Centered Care, 10 early adopters of the PCMH provide answers to more than 50 questions on the practicalities of the PCMH, from their perspectives as health plans, healthcare providers, case managers, physician practices and medical directors. In this 30-page special report, you'll benefit from their experience as they tackle a range of PCMH topics in an indexed, easy-to-read Q&A format. A sampling of questions covered in Medical Home Improvement Guide Vol. I: FAQs on Patient-Centered Care include: Reimbursement and Funding Models: Grants and funding opportunities: what's out there? How can payments be coordinated across multiple payors and health plans? How do you develop transition payment strategies? How much is PCMH implementation going to cost? Practice Transformation: Should physician practices invest in patient registries? Can the PCMH be adapted to small practices? What is the role of the nurse/coach in the PCMH? How can a practice survive the cultural change from pilot to practice? Tools and Technology: Which practice tools are essential to the medical home model? How does an EMR handle confidential information on behavioral health issues? Engaging the Population: How does the PCMH track and refer patients? How can the patient's family be included in the medical home? Marketing the Medical Home: How can an organization diffuse best practices to remote sites? What are the best ways to communicate with patients? Metrics and Measurements: How do you measure improvement outcomes generated by the medical home? How can a payor reward a physician practice for quality improvement? Related Trends: Retail clinics: helping or hurting the medical home Effort? Can community collaborations simplify data-gathering efforts? What are the PCMH implications for medical malpractice? and many more.
About the Author
Dr. James Barr, medical director for Partners in Care; Dawn Bazarko, senior vice president of clinical innovations for UnitedHealthcare; Roberta Burgess, a nurse case manager with Community Care Plan of North Carolina with Heritage Hospital in Tarboro, North Carolina; Dr. Lonnie Fuller, medical director for the Pennsylvania Medicaid ACCESS Plus PCCM-DM Program; Anne Hernandez, director of operations of APS Healthcare; Lesley Reeder, R.N., B.S.N., quality improvement specialist for the Colorado Department of Health Care Policy and Financing Dr. George Rust, senior consultant for APS Healthcare and interim director of the National Center for Primary Care at Morehouse School of Medicine Elizabeth Reardon, consultant with the Office of Community Programs, Commonwealth Medicine, a division of the University of Massachusetts Medical School; Julie Schilz, co-chair of the Center for Multi-stakeholder Demonstrations and IPIP manager for the Colorado Clinical Guidelines Collaborative; Barbara Walters, M.D., senior medical director of Dartmouth-Hitchcock Medical Center.
To purchase the guide, please click here.
K. Medical Home Improvement Guide Vol. II: FAQs on Patient-Centered Care
Picking up where Volume I leaves off, the Medical Home Improvement Guide Vol. II: FAQs on Patient-Centered Care provides insightful responses from healthcare thought leaders at IBM, Aetna, Humana, the Virginia Health Quality Center, Sutter Health and more to more than 40 questions on the adoption of the patient-centered medical home (PCMH) by employers, hospitals and physician practices. With healthcare poised for a major transformation under the Obama administration, the PCMH is increasingly positioned as a panacea for primary care. The 30-page Medical Home Improvement Guide Vol. II: FAQs on Patient-Centered Care drills deeper into the PCMH model and its impact on physician practice workflow, employer healthcare costs, the hospital as medical home and non-urgent emergency room utilization. A sampling of questions answered by the Medical Home Improvement Guide Vol. II: FAQs on Patient-Centered Care include: Hospital as Medical Home: How can a hospital function as a medical home? How does a hospital manage a medical home network? What is the initial investment for a hospital-based medical home? Patient Engagement and Education: What are some resources to support patients with heart disease and diabetes? What are some patient education opportunities in the ED? What are the benefits and attraction of medical home assignment for patients? What is the patient's choice in medical home assignment? Funding and ROI: What are some incentives for medical home participation? What are optimal copayments and physician fee schedules? Should patient satisfaction be measured and what impact can patient satisfaction have on a practice's care delivery, long-term success and ROI? What is a reasonable time period to expect ROI on medical home implementation? Care Coordination: What are some simple workflow changes that can help transform a physician practice to a medical home? What are optimal patient caseloads? How is disease management deployed in the medical home? Who coordinates care and administers patient care plans? The Employer Perspective: Why should employers care about the medical home? How can payors overcome employer resistance to the PCMH and get them on board with this concept? Underserved Populations: What are the challenges of creating a medical home for patients with behavioral health issues? How does the PCMH address care gaps for vulnerable populations? How can a hospital redirect ED patients with non-urgent conditions to a medical home? Related Trends: How are Internet portals being used in the PCMH? How are home visits being utilized in the PCMH? What are some opportunities for community collaborations? and many more.
About the Author
Dr. Thomas Atkins, medical director of Sutter Express Care, a drugstore-based chain of medical clinics launched by Sutter Health; Marcus Barnes, director of the Richland Care Medical Home, Palmetto Health; Dawn Bazarko, senior vice president of clinical innovations for UnitedHealthcare; Roberta Burgess, nurse case manager with Community Care Plan of North Carolina with Heritage Hospital in Tarboro, North Carolina; George Chedraoui, healthcare leader with IBM and immediate past president of Bridges to Excellence; Dr. Charles DeShazer, market vice president, clinical innovations at Humana; Chris Corbin, program manager for physican strategies at Humana; Joe Eppling, assistant vice president of post acute and behavioral health services at East Jefferson General Hospital; Dr. Lonnie Fuller, medical director for the Pennsylvania Medicaid ACCESS Plus PCCM-DM Program Dr. James Glauber, medical director for Neighborhood Health Plan of Massachusetts; Dr. Steven Goldberg, corporate medical director at Humana; Dr. Don Liss, regional medical director for the mid-Atlantic region of Aetna; Dr. John Michos, medical director of the Virginia Health Quality Center; Dr. Anita Murcko, medical director of clinical informatics and provider adoption with the Arizona Health Care Cost Containment System (AHCCCS).
To purchase the guide, please click here.
L. NCQA to Soon Recognize Physician Assistants in Medical Home Practices
Physician Assistants names will soon be added to the patient-centered medical home (PCMH) recognition directory of the National Committee for Quality Assurance (NCQA). This philosophical shift by NCQA will encourage integration of PAs into medical home practices and expand primary care access for patients. Raising the profile of PAs in the patient-centered medical home is part of the American Academny of Physician Assistants's 2010-2012 Strategic Plan to strengthen PAs' ability to provide patient care.
M. Boeing Medical Home Pilot Cuts Healthcare Costs 20 Percent, Improves Care
An innovative health care pilot quietly completed by the Boeing Co. in the Puget Sound region shows promise as a model for treating patients with multiple conditions — improving their health, cutting the cost of their care, and changing how care is paid for. The medical home program, which helped reduce health costs by 20 percent, focused on 750 employees who suffered from multiple "severe health issues," such as hypertension, diabetes and heart problems. Those employees were assigned doctor-nurse teams at several area hospitals, including The Everett Clinic, Seattle's Virginia Mason Medical Center and Renton, Wash.-based Valley Medical Center. Boeing worked with Regence BlueShield to have the care paid for via service and monthly fees. Boeing’s pilot project was so successful that the company wants to expand it this summer. Boeing’s insurance partner on the project, Regence BlueShield, is also talking with other clinics and hospitals about offering the Boeing model to other employers. Participating administrators, including Dr. Harold Dash, board president at The Everett Clinic, and Sherry Stoll, administrative director of ambulatory services at Virginia Mason, both agreed that the program is one that could catch on.
N. New Learning Collaborative to Prepare Clinicians for Better Chronic Care
HealthSciences Institute will sponsor a new learning collaborative for health care professionals, teams and organizations who serve individuals at risk of, or affected by, chronic diseases in employer, health plan, medical home and other provider settings.
The collaborative will offer free, noncommercial webinars on topics, solutions and case studies in chronic disease prevention, management and care improvement. Each webinar will include a brief presentation, ask-the-expert segment, and targeted discussion on the application of new learning to participant job roles. Discussion will continue online between sessions.
The collaborative is a component of a new HealthSciences Institute-sponsored Partners in Improvement initiative that will offer free online chronic care improvement resources and tools to health care organizations and professionals.
“Nurses and other professionals who serve at-risk individuals—in settings from health plans to medical homes—want affordable, noncommercial learning activities that prepare them for the real-world challenges of chronic care. They also understand that some of the most valuable lessons are learned through collaboration and problem-solving with peers,” cites Blake Andersen, PhD, President and CEO of HealthSciences Institute.
Learning Collaborative Event Schedule
- 6/4/2010 Community-Based Strategies for Primary Prevention of Diabetes with David Marrero, Ph.D., Professor of Medicine, Indiana School of Medicine.
-
8/6/2010 Minimally Disruptive Medicine with Victor Montori, MD, Endrincrinologist and Professor of Medicine, College of Medicine, Mayo Clinic.
All events held 10:30 to 11:30(CT); CCP Community Calls 11:30 to Noon (CT).
To learn more, please click here.
O. Association of Departments of Family Medicine Forms PCMH Taskforce
The ADFM PCMH taskforce had its inaugural meeting in Tucson in February. At this meeting three functions for the Task-force were defined: (1) Mission Integration - Transformation of clini-cal care, education, and outcomes research, (2) Information Clearinghouse - Information distillation to ADFM membership, (3) Strike Force - Proactive leadership to shape policy and influence change among key stakeholders. The Taskforce is comprised of members representing the leadership of our committees and organization with other interested parties to ensure that we have the right “touchpoints” to help track and disseminate findings from among the numerous entitiesnationally that are working on PCMH activities. Task Force members will also help to iden-tify stake holder activity in which we need more proactive involvement by ADFM mem-bers. Please find a copy of ADFM PCMH Taskforce Newsletter attached.
P. Social Sciene & Medicine Article, 'Employment Change and the Role of the Medical Home for Married and Single-mother Families with Children with Special Health Care Needs'
One in five U.S. households with children has at least one child with a special health care need (USDHHS, 2004). Like most parents, those with children with special health care needs struggle to balance child-rearing responsibilities with employment demands. This research examines factors affecting married parents' and single-mother's employment change decisions focusing specifically on whether having a medical home influences these decisions. This study includes 38,569 children with special health care needs from birth through age 17 surveyed in the 2005–2006 National Survey of Children with Special Health Care Needs. The employment model is estimated using multinomial logistic regression with the choice of a parent to maintain their current level of employment, reduce work hours, or stop working as the dependent variable. Independent variables are those characterizing the needs of the child, the resources of the family, and the socio-demographic characteristics of the family. Components of the medical home variable include: 1) having a usual source of care; 2) care provided is “family centered”; 3) receipt of care coordination services; and 4) receipt of needed referrals. Half of the children in our sample met criteria in all four facets. If the child has a medical home, the relative risk of a parent choosing to cut hours rather than not change hours decreases by 51%. The relative risk of choosing to stop working rather than not change hours decreases by an estimated 64%. Care coordination services significantly reduce the odds of changing employment status. Our results suggest that the medical home is a moderating factor in parental decisions concerning change in employment status.To purchase the article, please click here.
Q. Patient-Centered Medical Home: Putting the Pieces Together - May 11, 2010 - Clinton Twp., MI
II. Important Links
October 22 Annual Summit Materials - click here
- PCPCC Stakeholders' Working Group Meeting - Tuesday, March 30, 2010
- PCPCC Stakeholders' Working Group Meeting - Thursday, July 22, 2010
-
PCPCC Annual Summit - Thursday, October 21, 2010
The Collaborative would like to welcome the following groups as the newest signing members of the PCPCC:
- Rise Health
- HealthFusion
- Memorial HealthCare IPA
V. PCMH in the Press
- Center for Multi-Stakeholder Demonstration: Identify community-based sites to test and evaluate the concept; share information and best practices about pilots within a collaborative community; and serve as the connector to technical, quality improvement and education resources to facilitate ongoing demonstrations.
- Center to Promote Public Payer Implementation: Assist public payers as they implement and refine programs to embed the Patient Centered Medical Home model by offering technical assistance; sharing best practices and giving guidance on the development of successful funding models.
- Center for Employer Engagement: Create standards and buying criteria to serve as a guide and tool for large and small employers/purchasers in order to build the market demand for adoption of the Medical Home model.
- Center for eHealth Information Adoption and Exchange: Evaluate use and application of information technology to support and enable the development and broad adoption of information technology in private practice and among community practitioners.
- Center for Consumer Engagement: Engage the consumer in awareness activities through three ways: day-to-day operations, messaging and pilots. The center will continue the use of “Patient Centered Medical Home”, but focus on how the concept and its components are communicated to the public and partner with large consumer groups to capitalize on their visibility and existing efforts.
Doriane C. Miller, MD, Director, Center for Community Health and Vitality, University of Chicago Medical Center
Judith Schaefer, MPH, Research Associate, MacColl Institute, Group Health Research Institute
Dr. Miller and Ms. Schaefer lead New Health Partnerships, a project funded by the Robert Wood Johnson Foundation, and built and supported by individuals and organizations that believe that patients and families, in partnership with health care providers, can transform care for long-term conditions. They dicussed collaborative self-management support, and how clinicians, partnering with their patients, use tools and brief supportive interventions to systematically increase patients' skills and confidence in managing their health problems. Dr. Miller and Ms. Schaefer provided the participants with an operational definition of collaborative self management support, the evidence base behind it, the business case for pursuing it, and how it can be implemented in office practice. They also discussed some system change strategies, such as team-based care, shared care plans, and connecting with the community, that have been critical to practices’ success in implementing collaborative self management support.
B. Center to Promote Public Payer Implementation
I. Introductions
Matthew Quinn will speak with the group briefly on what AHRQ is currently involved in regarding the medical home. Mr. Quinn is a Special Expert in the Health IT Program. Before joining AHRQ, Mr. Quinn was the Health Care Program Manager for Teradata, the global leader in data warehousing and analytic technologies, and was responsible for health care strategy and partnerships for the company. Prior to that, he led marketing for Quantros, a patient safety and clinical outcomes improvement software company, managed GE Healthcare's "Six Sigma for Healthcare" clinical outcomes performance improvement consulting services and data analytic products, helped build an early Personal Health Record company, and served as an Army Engineer Officer. Mr. Quinn's has published work in a variety of health care and technology publications and journals, and he has spoken at the World Health Care Congress, eHealth Initiative's Health IT Summit, and other national and international venues. Mr. Quinn earned a Bachelor's degree from the United States Military Academy at West Point and a Master's degree in Business Administration from Colorado State University.
III. NASHP Update
C. Center for Employer Engagement
Introductions
Co-Chairs: Duane Putnam, Pfizer, Inc.; Bruce Sherman, MD, The Goodyear Tire & Rubber Company; Robert Dribbon, Merck & Co., Inc.
I. Introductions
Co-Chairs: Duane Putnam, Pfizer, Inc.; Bruce Sherman, MD, Whirlpool Corporation; Robert Dribbon, Merck & Co., Inc.
II. Scheduling of Guest Speakers for 2010 -- (Please find spreadsheet of confirmed speakers attached)
III. Speaker Presentation: Whirpool's PCHM Journey - Susan Pavlopoulos, Senior Manager, Global Benefits, Whirlpool Corporation
To view the agenda for the CEE call, please click here.
The Center for eHealth Information Adoption and Exchange will serve a number of related functions. The first will be to act as a clearinghouse for information concerning the national development of various Health Technology system platforms and electronic delivery platforms for medical records. The second task is to coordinate national education concerning the importance of HIT/EMR developments to both providers and consumers of health care. The final task of the Center will be to elucidate the integral role of HIT/EMR development within the specific context of the Patient Centered Medical Home model and expand upon the provision with the Joint Principles of the Patient-Centered Medical Home as agreed to by the ACP, AAFP, AOA, and AAP.
On April 22nd, the Center conducted a meeting featuring:
- Welcome and introductions –David Nace, MD, CeHIA Co-Chair and Vice President, Clinical Development, McKesson Health Solutions
- Presentation – Eugene Kolker, PhD, Chief Data Officer, Center for Developmental Therapeutics, Seattle Children’s Hospital. Dr. Kolker will discuss Seattle Children’s “My Diabetes University” - an innovative health information technology solution for providing health education for teenage diabetes patients (Updated slides attached)
- Open discussion
- Wrap-up
On the Center's recent webinar, on April 30th, the following occured.
Christine Bechtel presented on the webinar. She spoke to the group on issues prevalent to ensuring the medical home model is patient-centered and, among other items, encouraging consumer involvement and leadership in the design and evaluation of the PCMH.
Below please find the dates for the various weekly Collaborative phone calls.
- PCPCC National Thursday Calls Phone Number: 712.432.3900 Pass Code: 471334– Thursday, 11 AM EST: 2010 - 5/6, 5/13, 5/20, 6/3, 6/10, 6/17, 6/24, 7/8, 7/15, 7/29, (no August calls) 9/9, 9/16, 9/23, 9/30, 10/7, 10/14, 10/28, 11/4, 11/18, 12/2, 12/9, 12/16
- General PCPCC Briefings Phone Number: 712.432.3900 Pass Code: 471334 – Monthly - Tuesday, 11 AM EST: 2010 - 5/4, 6/1, 7/13, (no August call) 9/14, 10/5, 11/2, (no December call)
- Center for Multi-Stakeholder Demonstration Phone Number: 712.432.3900 Pass Code: 471334 – Bi-weekly - Tuesday, 2 PM EST: 2010: 5/4, 6/15, (no August calls) 10/5, 11/6, 12/7
- Center for Public Payer Implementation Phone Number: 712.432.3900 Pass Code: 471334 – Monthly - Tuesday, 3 PM EST: 2010 - 5/18,6/15, 7/20, (no August calls) 9/21, 10/19, 11/16, 12/21
- Center for Employer Engagement Phone Number: 712.432.3900 Pass Code: 471334 – Bi-weekly - Wednesday, 3 PM EST: 2010 - 5/12, 6/9, 6/23, 7/14, 7/28, (no August calls) 9/15, 9/29, 10/13, 10/27, 11/10, 12/15
- Center for eHealth Information Adoption and Exchange Phone Number: 712.432.3900 Pass Code: 471334 – Monthly - Thursday, 1 PM EST – 2nd and 4th Thursday of the Month: 2010 - 5/13, 5/27, 6/10, 6/24, 7/8, 9/9, 9/23, 10/14, 10/28, 11/11, 12/9, 12/23.
- Center for Consumer Engagement Phone Number: 712.432.3900 Pass Code: 471334 – Last Friday of the month, 12pm EST: 4/30, 5/28, 6/25, 7/30, 9/24, 10/29, 12/3
- Taskforce Activity Calls
- Mobile Health Communication and Technology in the PCMH Taskforce - Bi-weekly - Thursday, 2pm EST: 5/6, 5/20, 6/3, 6/17
- Training the Workforce and the PCMH - Bi-weekly - Wednesday, 4pm EST: 5/5, 5/19, 6/16, 6/30, 7/14, 7/28, 9/8, 9/22, 10/6, 10/20, 11/3, 11/17, 12/8
- Care Coordination and the PCMH (to include Transitions in Care, Home Health, Hospice, and Long Term Care) - Bi-weekly - Wednesday 4pm EST: 5/12, 5/26, 6/9, 6/23, 7/21, 9/15, 9/29, 10/13, 10/27, 11/10, 12/1, 12/15
- Integrating Behavioral Health into the PCMH - Bi-weekly - Thursday 10am EST:5/6, 5/20, 6/3, 6/17
-
Medication Management and the PCMH - Calls are scheduled as needed
There are 52 members of the Executive Committee: Aetna; Alere; American Academy of Family Physicians; American Academy of Nurse Practitioners, American Academy of Pediatrics; American College of Physicians; American Osteopathic Association; BlueCross BlueShield; Boehringer Ingelheim; CIGNA HealthCare; CVS Caremark; DMAA: Care Continuum Alliance; Community Health Collaborative;EHE International; Geisinger Health System; GlaxoSmithKline; Health Care Services Corporation; Humana, Inc.; IBM; Interim HealthCare; Johnson & Johnson; Kaiser Permanente; McKesson Health Solutions; MedAssurant; Medco; Medfusion; Merck; Microsoft; MVP Health Care; National Changing Diabetes Program; NextGen Healthcare Information Systems; Novartis; Nurse Practitioners Roundtable; Pfizer; PhRMA; Phytel; Priority Health; PRISM; The Quantum Group; Robert Bosch Healthcare; Robert Wood Johnson Medical School; Sanofi-Aventis; Taconic IPA, Inc.; Thomas Group; Thomson Reuters; TransforMED; UnitedHealthcare; Universal American Corp.; UPMC Health Plan; Walgreens; WellCentive, LLC and Wellpoint.
Co-Chairs: Dr. David Nace, McKesson Health Solutions (David.Nace@mckesson.com), William Rollow, IBM (wrollow@us.ibm.com), Dr. James Crawford, North Shore-Long Island Jewish Health System (JCrawford1@NSHS.edu), and Jeff Hanson, Thomson Reuters (jeffrey.hanson@thomsonreuters.com)
Executive Director - Chris Nohrden (cnohrden@hughes.net)
Four New Center Task Groups:
- Participatory Engagement - Lead: Steve Adams (sadams@rmdnetworks.com)
- HIT Resource Center - Lead: Jim Crawford (JCrawford1@NSHS.edu)
- Meaningful Use - Lead: William Rollow (jmarchibroda@us.ibm.com)
- Decision Support - Lead: Pete Martinez (pmartinez@quantummd.com)
There are 20 member organizations of the advisory board and they are: AARP, American Academy of Communication in Healthcare, American Board of Internal Medicine, American Department of Family Medicine, American Society of Consultant Pharmacists, Association of Medical Education and Research in Substance Abuse, Brian Klepper, Bridges to Excellence, The Center for Excellence In Primary Care, The Center for the Advancement of Health, The Commonwealth Fund, eHealth Initiative, HR Policy Association, the John D. Stoeckle Center for Primary Care Innovation Massachusetts General Hospital, the Massachusetts Health Data Consortium, Medication Management Systems, National Association of County and City Health Officials, National Business Coalition on Health, National Business Group on Health, the National Council for Community Behavioral Healthcare. We are considering additional advisory board representatives from state based groups and labor organizations.
Edwina Rogers
Executive Director
Relja Ugrinic
Director of Operations and External Affairs
Patient Centered Primary Care Collaborative
The Homer Building
601 Thirteenth Street, NW, Suite 400 North
Washington, DC 20005
Edwina Direct: (202) 417-2081
Edwina Cell: (202) 674-7800
Relja Direct: (202) 724-3332
Relja Cell: (703) 585-9165
Fax: (202) 393-6148
| Attachment | Size |
|---|---|
| adfm_pcmh_task_force_newsletter_-_vol_1.pdf | 658.92 KB |
- Newsletter:
- Tags:
Printer-friendly version