Hardeep Girn’s Post

Achieving High Performing Health Systems : Closing the chasm between good policy intent into real service transformation AUSTRALIAN PRIMARY HEALTHCARE INNOVATION AND REFORM VODCAST SERIES. HIGHLIGHTS From Vodcast 1, with link to FULL FEATURE LENGTH vodcast in comments A Joint Prestantia Health and AUDIENCED Production Dr Paresh Dawda, the Founder and Director of Prestantia Health and a General Practitioner based in Canberra, is dedicated to improving primary healthcare. His team shares a strong commitment to making a meaningful impact in the lives of their patients and within the community. As Australia approaches significant reforms in primary care, Dr Dawda and his team are eager to learn from international experiences and cultivate constructive dialogues that will enhance their efforts. Leanne Wells, an Associate Consultant with Prestantia Health, recently facilitated the inaugural vodcast in their Australian Primary Healthcare Innovation and Reform series. In this session, she engaged in an enlightening discussion with experts from England, the United States, and Australia, focusing on how to effectively implement transformative reforms in primary healthcare systems. The vodcast's theme, "Achieving High Performing Health Systems," explored strategies to bridge the divide between well-intentioned policies and actual service transformation. The discussion underscored the importance of improvement, innovation, and practical change implementation. Featured experts included Dr. Kirsten Meisinger MD MHCDS from Harvard Medical School and Dr. Johnny Marshall from the UK’s National Association of Primary Care (NAPC). Recent studies, such as the UK’s Lord Darzi Report and the Commonwealth Fund's 2024 Mirror Mirror, have shed light on the persistent challenges facing health systems worldwide. Despite these difficulties, a consensus emerges: effective transformation requires significant investments in community and primary healthcare. These reports emphasise two crucial points: the urgent need for enhanced data collection at both national and local levels, which is primarily vital for ensuring quality care, and the necessity of adopting a population health approach to allocate resources wisely. Dr Meisinger references primary care infrastructure in countries such as Brazil that facilitate effective care coordination. As advancements in technology continue to reshape healthcare, a collaborative effort focused on these critical areas will be essential for achieving meaningful reform in primary healthcare systems globally, and Australia can drive or adopt. FACILITATOR Leanne Wells, Associate Consultant Prestantia Health, Australia GLOBAL HEALTH EXPERT PANEL Dr Kirsten Meisinger MD MHCDS, Director of Leadership and System Transformation Harvard Medical School Center for Primary Care (USA) Dr. Johnny Marshall OBE National Association of Primary Care (NAPC) (UK) Dr Paresh Dawda, GP Lead and Adviser Founder, Prestantia Health, Australia

There are some pearls of wisdom in this Prestantia Health and Australian Health Journal vodcast about the practical factors that will change primary care for the better. ⭐️ Dr. Johnny Marshall says that the focus must be on health creation 🖥️ Paresh Dawda says the system needs to plan for and use the technology of tomorrow 🎯 Kirsten Meisinger MD MHCDS says smart use of data at all levels in the system must be unlocked #healthcarefutures #highperforminghealthcare

So where does the US healthcare system rank relative to the rest of the world? Dr. Jha said we're third out of eight countries. He ranked US healthcare in 2017, while serving as the Dean of Global Healthcare at Harvard University (and later as the White House COVID-19 Response Coordinator). A key to his analysis was to combine access with wait times -- in other words, a country with good access but long wait times does not provide quality healthcare. Dr. Jha wrote, 'If you take a big step back and look at the data, Americans do better than average in timely access, especially to specialty services and ‘elective’ surgery (which is often not that elective). They tend to be among the leaders in acute care quality, when health care means the difference between life and death, although the quality of primary care could surely be better. And America is the innovation engine of the world, pumping out new drugs and treatments that benefit the whole world. All of that earns America a high rank in my book—behind Switzerland and Germany but ahead of others.' A comparison of Dr. Jha's ranking and two other comparator studies shows starkly different results (see chart below). US Healthcare ranked number 37 in the world in 2000 by the World Health Organization. However, that study has repeatedly been debunked -- thoroughly by Dr. Scott Atlas, Stanford University Professor and former White House Coronavirous Task Force Advisor, in 2011: https://lnkd.in/ddvs2nNY Having been in the industry since 1984, I remember well this 2000 ranking. I just assumed that US healthcare ranked poorly, and that something needed to be done. I'm not so sure today. It took Dr. Atlas 11 years to gather the right data to counter the 2000 study. But who's even aware this study has been countered, and by many people? When will other "studies" be countered? Another study by The Commonwealth Fund ranked the US last out of 11 countries in 2016, and most of their annual studies suggest the US is last or near last every year. Their 2016 study showed the UK National Health System ranked 1st (really, how could the UK's NHS, be ranked number 1?) And how is it possible that the UK is poorer than every state in the US, including Mississippi? Shocked? https://lnkd.in/gNFTiUu3. I've been writing these articles based on graphics from my book, of which there are over 50! I don't plan to write an article for each one, but I mention this to illustrate the amount of work I put into the book; these LinkedIn articles, I hope, have been interesting for you to read as I try to bring content to every topic. In fact, my book is available for purchase at my publisher here: https://lnkd.in/gdUwfa4W. Rich Yurkowitz #MedicareForAllReally?! #Medicare #HealthCare #Health #HealthCareReform #HealthInsurance

Part 3: Healing Hospitals: Patient and Healthcare Communities 🚀 Exciting Announcement! 🚀 We are thrilled to announce the release of our comprehensive white paper, "Healing Hospitals: Patient and Healthcare Communities." This paper is the culmination of extensive research and collaboration, highlighting the transformative impact of relationship-centered leadership on both patient and staff experiences. A special thanks to The Glenrose Hospital Foundation for their generous financial support, which made this project possible. I also extend my gratitude to our project sponsors and mentors: Dr. Lynette Lutes, PhD: Senior Operating Officer, The Glenrose Hospital Brian Schmidt, MSc: Director, Older Adults, The Glenrose Hospital Grace Maier: Director, Older Adults, The Glenrose Hospital Chantale LeClerc: Coach, Healthcare Excellence Canada 🙏 Acknowledgments and Contributions: This white paper would not have been possible without the incredible support and contributions from various individuals and organizations. I am deeply indebted to: IHI: For their foundational work and paper “IHI Framework for Improving Joy in Work” Graham Dickson: CEO, LEADS Global, for his critical review and endorsement of our work. Christina Manraj, Raquel Gonzalez-Dalmau, and Kelly Grimes: For their invaluable feedback and support. Healthcare Excellence Canada Extra Fellowship, Canadian Health Leadership Network (CHLNet) ,and Canadian College of Health Leaders: For their knowledge and learnings that shaped many of the ideas within this paper. 📈 Key Findings and Insights: Enhanced Patient and Staff Experience: By implementing co-created leadership strategies, we improved patients' sense of being heard by 32% and reduced negative staff sentiments from 40% to just 2% in only three months. Real-Time Analytics and Continuous Feedback: Leveraging data-driven decision-making and continuous feedback loops has been crucial for informed decision-making and continuous improvement. Collaborative Leadership: Engaging staff in decision-making processes enhances their sense of value and motivation, leading to a more cohesive and committed team, which in turn improves patient care. 🛠 Practical Tools and Strategies: Outlined within this paper is a practical, usable process for improving both patient experience and staff engagement through implementation of a whole suite of leadership, quality improvement and change management best practices. 🌟 Looking Ahead: We invite you to delve into the white paper to explore these findings and practical strategies in detail. Over the coming weeks, we will share more insights and case studies that demonstrate how you can implement these strategies in your organization to make a real difference. hashtag#HealthcareResearch hashtag#Leadership hashtag#PatientCare hashtag#StaffEngagement hashtag#Innovation hashtag#CCHL hashtag#CHLnet hashtag#HEC hashtag#EHLCanada

🌊 Poseidon CRO 🌊: Celebrating April 7th,World Health Day 🌍 In an industry often characterized by routine services and standard practices, Poseidon CRO stands apart as an actor of a revolution of innovation and progress. Our commitment to excellence in improving the health of the communities around us is evident in every aspect of our work, from clinical research to access programs, support initiatives, real-world evidence gathering, and decentralized clinical trials. At Poseidon CRO, we recognize the unique healthcare challenges faced by communities in our regions. Rather than applying generic solutions, we take a tailored approach, addressing under-served health issues with precision and care. Clinical research is at the heart of what we do, but we go beyond the basics. Our team embraces state-of-the-art technologies and methodologies to ensure that our research is not only rigorous but also efficient. This dedication to innovation allows us to deliver faster, more accurate results, ultimately benefiting both patients and healthcare organizations. Access programs are another crucial aspect of our work. We understand the importance of ensuring that life-saving treatments reach those who need them most, particularly in regions where access to healthcare may be limited. Through strategic partnerships and innovative approaches, we help bridge the gap between patients and essential therapies. Support programs are equally vital in empowering individuals to manage their health effectively. Whether it's providing education, counseling, or practical assistance, Poseidon CRO is committed to enhancing the overall well-being of patients and communities. Real-world evidence plays a significant role in shaping healthcare policy and decision-making. By gathering data from diverse populations and settings, we contribute valuable insights that inform the development and implementation of effective healthcare strategies. Decentralized clinical trials represent yet another frontier in healthcare innovation. By leveraging digital technologies and remote monitoring capabilities, we're able to conduct trials with greater flexibility and inclusivity, ultimately accelerating the pace of medical advancement. But perhaps most importantly, Poseidon CRO is driven by a profound sense of purpose – a commitment to making a tangible difference in the lives of those we serve. Our mission extends far beyond the confines of traditional clinical research; it's about improving health outcomes, enhancing quality of life, and ensuring that no one is left behind. Join us on this transformative journey towards a healthier future. With Poseidon CRO as your partner, you can trust that we'll always be at the forefront of innovation, delivering solutions that are not only state-of-the-art but also deeply impactful. Together, let's chart a course towards brighter, healthier tomorrows for all. Email us ✉️ : contact@poseidoncro.com

Single sign on to a Single site The Problem: A significant number of health services cannot manage and share patient health information effectively.  Transparency is Duty of Care and Duty of Care is reducing the risk of treatment delay, poor outcomes, or even worse. Fax machines are a blight on the future of health, along with lost referrals, hand written incomplete referrals.     The Solution: MEDrefer Manager©, is a ‘Single sign on to a Single site’ that streamlines the sharing of information across the entire health delivery system securely, safely, simply and efficiently.  The primary site, MEDrefer© is an online directory of Specialists, Allied Health Providers and Hospitals who can be found by referring GPs according to their Availability, Speciality preferences, Location, Languages and gender. MEDeCon© is an advanced form of an eConferral, allowing a hospital specialist to advise and guide a local practitioner in assessment and treatment, using an extensive range of diagnostic equipment, sharing images, video and voice. MEDrefer© in conjunction with MEDeCon© is an advanced digital package ready to service a rapidly changing environment. Experience from the NHS in the UK, MEDeCon has demonstrated a 62% reduction in hospital attendances.   How: Having reviewed a referral with all the relevant patient history, a decision is made to refer to the hospital or switch to MEDeCon© Professionals in rural and remote areas can look forward to being supported more than ever, and by being mentored by hospital specialists, will receive experiences and training they would normally not enjoy.   Data access: Every part of the MEDrefer document is atomic, in that every component of that document has its own code and this is becoming the National platform for the health industry. Known as (FHIR) so everyone can speak the same language.   A significant feature is instantly available data (by authorisation) for public health and management analysis when a referral is issued   Universal: Apart from the significance of our product combination in rural and remote areas, it has an important place for GPs in aged care, post operative assessments and long term patients.   We offer something for everyone, GPs have auto-filled referrals and attachments, Specialists can set their availabilities, hospitals can review and share prior to acceptance, and our templates are universal to 90% of industry.   The opportunity: The control centre, MEDrefer Manager©, presents a unique service for not only Australia, but to our knowledge - worldwide. It’s done with single sign on to a single site for every step of a patients journey  We have the capacity to service an annual referral subscription market of estimated to be $23M.   Benefits: A significant saving on travel, more timely treatments, better support for rural and remote providers and longer lives for those who deserve it.   Contact Brian Sullivan Founder and Managing Director 0428 999 010 briansullivan@medrefer.com.au

Healthcare in America is fragmented. Providers fail to communicate with each other; vulnerable patients have to coordinate their own care between specialists, often receiving repetitive tests or conflicting treatments from different providers. Accountable Care Organizations (ACOs) exist to solve this problem. For this month’s entry in my Care Made Clear series, I will explore ACO REACH, one iteration of the ACO model, explaining what it is and how it’s driving innovation in healthcare. Originally named the Global Professional Direct Contract Entity (GPDC) at its inception in 2021, the program was revamped by CMMI in 2023 and renamed ACO Realizing Equity, Access, and Community Health (REACH). ACO REACH exists to help providers collaborate in a value-based system navigating total cost of care. By breaking down traditional barriers, ACOs offer an opportunity to experience coordinated, collaborative care, which can lead to better health outcomes and better patient experience while reducing excess cost. ACO REACH is also committed to health equity. To that end, the model requires all participating ACOs to detail their strategy for addressing health disparities and meeting the needs of underserved communities. As one of the original six high-needs DCEs under the original model that later transitioned to ACO REACH, CareNu's ASSURITY DCE exists to expand access to quality healthcare to a greater number of individuals, especially those facing advancing age, complex medical conditions and end-of-life challenges. Our results with underserved populations have been transformative. To date, we’ve achieved a 53% decrease in emergency room visits, a 61% decrease in unnecessary hospitalizations, 43% increase in net savings, and in Q1 of 2024, a 35% decrease in the social risk scores for our patients. ASSURITY DCE has also achieved decreases in social risk factors, like poverty, food insecurity and limited access to care. Our commitment to population health and predictive analytics has allowed us to act proactively and reach patients earlier. It’s also helped us bring together the often-fragmented spheres of healthcare into one cohesive system. ACO REACH represents a significant step forward in creating a more integrated and equitable healthcare system. And within ACO REACH, high-needs offerings like CareNu’s ASSURITY DCE have performed especially well. As a recent study reports, the high-needs category was the most effective ACO REACH segment in the second year of the program. CareNu and its high-needs peers are leading the way to improved patient outcomes and a more efficient use of resources across the industry. #CareNuCares #CareNuIsNow #CareMadeClear #ACOREACH #CMMI #NORC

💡 The Double Edged Sword of Efficiency in Healthcare When I first started working in public health, one of the most challenging aspects of managing outbreaks was the time it took for labs to test for these diseases. We would often wait days for results. Fast forward to today, and the speed at which we can now diagnose infectious diseases is nothing short of remarkable. Thanks to advancements in technology, tests that once took days now deliver results in a matter of hours. This speed has transformed our ability to contain outbreaks and has undoubtedly saved countless lives. But as I've watched this transformation, I’ve also seen how the relentless pursuit of efficiency can sometimes overshadow what truly matters in healthcare—caring for people, not just chasing the latest innovations. The impact of technology in healthcare requires a more critical lens. The push for efficiency promises faster care and lower costs. Yet, when efficiency becomes the primary goal, we risk losing sight of what truly matters: the quality of care, patient outcomes, and equity. A key distinction often overlooked in this conversation is the difference between process efficiency and outcome efficiency. Process efficiency focuses on streamlining tasks, reducing time, and cutting costs. While these improvements are valuable, they can lead to unintended consequences if not balanced with the ultimate goal—outcome efficiency. Outcome efficiency, on the other hand, is about achieving the best possible outcomes for patients. It prioritises long-term health outcomes, patient satisfaction, and equity over the speed and cost of care delivery. This is where our focus should be, ensuring that every action taken is aligned with the goal of improving patient health and well-being. Unlike industries where the output is a product or service, the "output" in healthcare involves human lives, well-being, and dignity. As we continue to integrate technology into healthcare, we must rethink how we define success. It’s not enough to be efficient in processes, we need to ensure that these efficiencies translate into better outcomes for patients. The true measure of success in healthcare lies in the quality of care, patient satisfaction, and equitable health outcomes. By focusing on outcome efficiency and ensuring that technology complements, rather than replaces, the human elements of care, we can build a healthcare system that is not only efficient but also compassionate, equitable, and truly patient-centered. 👉🏾 "In our pursuit of efficiency in healthcare, how do we ensure that trust and human connection remain at the forefront? Share your thoughts on how we can build a system that not only leverages technology but also strengthens the patient-provider relationship." #HealthTech #BuildingTrust #PatientExperience #DigitalHealth #QualityCare #OutcomeEfficiency #HealthcareInnovation

Voice Of Doctors Must Not Be Lost In 10 Year Health Plan, Says BMA Responding to the launch of the consultation for the Government’s 10 Year Health Plan, BMA council chair Professor Philip Banfield said: “The BMA, as the trade union and professional association for doctors and medical students, has always been willing to have frank conversations with Government about the reality of the front line working in our health systems and what is needed for positive reform: for doctors, for patients and for the health of the country.” “We will gladly take this invitation to continue engaging with the Government on behalf of all our members – whether they are working in general practice, hospitals, public health, universities or elsewhere – and the patients we care for.” “We will naturally be considering our response carefully and submitting it in due course – but it is vital that amid any changes, the voice of doctors and their colleagues is not lost, and that Mr Streeting sticks to his word that ‘the best ideas won’t come from politicians in Whitehall’ but from staff.” “Front and centre, we cannot be clearer: we need investment now, especially as we approach winter, and not wait for another review that concludes the obvious about the under-resourcing of public health and healthcare in the UK.” “Several questions arise from the policies floated in today’s announcement. There is no doubt that prevention is better than cure, and ensuring people can be seen earlier, outside of hospital, benefits the whole system – easing pressures and saving money. But it’s very unclear how ‘neighbourhood health centres’ would be run, by whom and how they would be paid for. GP practices already provide invaluable continuity of care in people’s communities, proven to reduce poor health outcomes and hospital admissions, with family doctors working with a wide range of healthcare professionals. It is not the model that is broken, but lack of investment to keep practices’ heads above water and help GPs and their teams meet patients’ needs that is holding them back.”# “The idea of a digital ‘patient passport’ may sound convenient in principle, and doctors are as frustrated by IT systems that do not talk to each other as their patients are surprised by it. But discussions and choices around patient data need to involve cast-iron safeguards and ensure they do not exclude those who are not digitally engaged or literate.” “Likewise, we have to be realistic about the potential of things like wearable tech as a prevention tool, and who will benefit from this – and those who will be left behind.” “In terms of technology, we cannot underemphasise the need to get the basics right first. Millions of hours are wasted each year due to faulty and outdated computer systems – whether this is waiting half an hour to log on to a constantly crashing computer, or having to share one ancient PC that is wheeled around a ward.” “An over-reliance on new tech risks pushing us from a two-tier…

Public hospitals in Somaliland play a crucial role in providing healthcare services to the population. However, there is a pressing need for systematic improvement in their leadership and services to ensure better healthcare outcomes for the people. This article will delve into the reasons why public hospitals in Somaliland must improve systematically in terms of leadership and service delivery. First and foremost, effective leadership is essential for the smooth functioning of any organization, including public hospitals. Strong leadership sets the tone for the hospital's operations, establishes clear goals and objectives, and ensures that resources are allocated efficiently. In the case of public hospitals in Somaliland, there is a need for leadership that is visionary, proactive, and accountable. In addition to leadership, the quality of services provided by public hospitals in Somaliland must also be improved systematically. Patients deserve access to timely, affordable, and high-quality healthcare services, regardless of their background or socioeconomic status. By focusing on service improvement, public hospitals can enhance patient satisfaction, build trust within the community, and ultimately contribute to better health outcomes for the population. One key aspect of service improvement is investing in infrastructure and technology to modernize healthcare delivery. This includes upgrading medical equipment, improving facilities, and implementing electronic health records systems to streamline patient care processes. By leveraging technology, public hospitals can enhance efficiency, reduce errors, and provide more personalized care to patients. Furthermore, improving service delivery also entails investing in staff training and development to enhance clinical skills, communication, and patient-centered care. Healthcare professionals must be equipped with the knowledge and tools necessary to deliver evidence-based care, treat patients with compassion and respect, and address their unique needs effectively. By investing in continuous education and training programs, public hospitals can ensure that their staff are well-prepared to deliver high-quality care to all patients. In conclusion, systematic improvement in leadership and service delivery is essential for public hospitals in Somaliland to meet the healthcare needs of the population effectively. By focusing on strong leadership, modernizing infrastructure, investing in technology, and prioritizing staff training, public hospitals can enhance their capacity to provide high-quality, patient-centered care to all individuals. Ultimately, these efforts will lead to improved health outcomes, increased patient satisfaction, and a healthier population overall. Abdifatah Aden mouse PHD CANDIDATE. KESMONDS INTERNATIONAL UNIVERSITY