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⚠️Upcoming #IFICCanada Webinar - IFIC Canada Virtual Community Care January 2024⚠️ Meeting the Needs of People Living with Frailty: Lessons from the Jean Bishop Integrated Care Centre UK with speakers Dan and Anna, Consultant Community Geriatricians, Strategic Clinical Leads for Frailty, Hull and the East Riding of Yorkshire, England. The NHS is under increasing strain. With an ageing population, hospitals struggling with soaring demand and the biggest ever workforce crisis, the NHS is in need of long term solutions. Innovation and new ways of working are required that might offer the NHS the lifeline it needs. Now in its fifth year, the Jean Bishop Integrated Care Centre in Hull is a leading example of NHS, social care, voluntary sector, and fire and rescue services working collaboratively to keep thousands of frail and elderly people in the surrounding area fit, out of hospital and living independently at home or in their care setting. The multi-disciplinary team provides proactive (anticipatory) Comprehensive Geriatric Assessment and also an urgent (reactive) response for those in crisis. 📆Thursday, 25th January ⏰12:00 pm - 1:00 pm Toronto | 17:00 pm - 18:00 pm UK 🔗https://lnkd.in/gP5rauyP Jodeme Goldhar Walter Wodchis

Since 2012, there's been a 45% 📈 in patients seeking care at Community Health Centers (CHCs), amid ongoing funding worries 💸. In this context, #PacificVisionFoundation, along with #PacificVisionSurgeryCenter, LIONS EYE FOUNDATION OF CALIFORNIA NEVADA INC, and the CPMC Ophthalmology Residency Program, are providing essential sight-saving 👀 services to thousands from CHCs and Federally Qualified Health Centers (FQHCs) across California and Nevada. These centers, grappling with staff shortages and scarce resources, find it challenging to diagnose and treat specialty eye conditions, including vital injections or surgeries 🔍🚑. A notable concern is the high prevalence of diabetes among CHC and FQHC patients, a condition closely linked to early vision loss, highlighting the urgency for prompt intervention. Our united efforts 🤝 aim to guarantee early detection and treatment, lighting a path of hope 🌟 for reversing vision loss and improving life quality for those in need. #VisionCare #CommunityHealth #DiabetesAwareness #SaveSight #HealthcareHeroes #California #Nevada

Mixed methods evaluation of a primary care–based housing program underscores the potential of health care–based housing interventions in mitigating health inequities and fostering dignified connections between marginalized communities and healthcare. Anothe reason for integrating housing stability into value-based care.

🌟 Excited to Share: Top-Flight Behavioral Healthcare for All! 🌟 We are thrilled to announce the publication of an important piece on the Innovation in Behavioral Health (IBH) pilot program. This initiative aims to provide coordinated care for mental health conditions and substance use disorders, linking Medicare and Medicaid beneficiaries with community-based providers. This comprehensive approach addresses both physical and mental health, as well as social factors like food insecurity and housing instability. A huge shoutout to Dede Kennedy and the NABIP Mental Health Working Group for their incredible efforts. This article was a collaborative effort, with invaluable guidance of the NABIP Consumer Bill of Rights. Two key highlights: • Expanding Coverage: Extending IBH to those with employer-sponsored insurance could increase access and save taxpayers money. • Integrated Approach: Patients will receive health screenings, outpatient care, specialist referrals, and ongoing monitoring, ensuring holistic support. Key Recommendations: • Consistent Care: Ensuring ongoing care to prevent relapse and maintain health improvements. • Adding Dental and Vision Care: Essential for full recovery and community integration. • Employer Marketplace: Expanding the IBH model to include those with employer-sponsored coverage would ensure more people benefit from this comprehensive care approach and could help prevent relapse by maintaining access to critical coordinated care. Go NABIP team! 💪 #MentalHealth #IBHProgram #NABIP #BehavioralHealth #CMS Centers for Medicare & Medicaid Services Modern Healthcare

  NHS Cheshire and Merseyside’s three-year plan to improve mental health services has highlighted the role of data as a “key enabler” in realigning services so that inpatient provision better fits the needs of the population, following a self-assessment involving multiple stakeholders. Focusing on the quality of the service’s inpatient offer, flow through inpatient services and community alternatives to inpatient provision, the plan places emphasis on the need for co-production with those with lived experience; workforce development; improved collaboration; and improved leadership and governance. Continue reading more on the three-year plan here: https://lnkd.in/ejTHcMma 🌐Digital and data in Cheshire and Merseyside The ICB also published its Access Improvement Plan, which highlighted the role of digital and technology in improving access to healthcare, with “expected improvements” for patients including “less hurdles” and “clear information” when accessing services, set times for online consultations, a choice of appointment methods, and a better understanding of the apps and technologies in place for those choosing to use it. https://lnkd.in/eSaktYru Stay up to date with the latest health tech news at https://htn.co.uk Subscribe to our newsletter here 👉 https://lnkd.in/eBbNiEZD Stay up to date with the latest international health tech news at https://htn.international/ or subscribe here 👉 https://lnkd.in/eEMK7hJG

AccendoWave - A Pain #Data Company Thirty health systems from across the country have signed onto an 18-month initiative to explore how best to provide quality care for older adults. Orchestrated by the nonprofit Institute for Healthcare Improvement (IHI) and the John A. Hartford Foundation philanthropy, the Age-Friendly System-Wide Spread Collaborative will see participating organizations sharing data and other learnings to scale equitable care delivery for the growing demographic. A Top 4 Global Health Equity Solution and Top 15 Global Remote Monitoring Company, AccendoWave, benchmarks objective brain wave pain data (specialty, gender, age) and has nine #pain databases: Emergency Department, Maternal Health, Oncology, MSK, Medical Surgical, ICU, hashtag #Women, Adults, Seniors to eliminate bias, improve outcomes and reduce health care costs. If desired, AccendoWave can also create customized pain databases for partners that can be accessed on the Datavant platform.

Using the #pCare platform to give patients a voice from their bedside is commendable. Empowering patients and spreading awareness on crucial topics is essential for enhancing healthcare experiences. This exemplifies why my job is so rewarding! A huge thank you to Tenesia Richards, EMPA, RNC-OB, C-ONQS, CCE, C-EFM at NY Presbyterian for making this happen! We are truly appreciative for all your hard work! The Patient Reported Experience Measure (PREM) Survey; Utilizing patient feedback to reduce health disparities and improve the patient experience was selected as a poster presentation for The Beryl Institute #ElevatePXconference.  This kind of impact is invaluable in healthcare, where every effort contributes to a better patient experience.  The New York State Birth Equity Improvement Project is a comprehensive learning collaborative with over 70 participating hospitals representing approximately 76% of annual births in NYS. Currently, this collaborative implementing a PREM survey is to support the development of anti-racism policies and practices at the facility level. The curriculum focuses on increasing awareness and discussing steps to disrupt systemic racism. The survey gives birthing people at participating facilities the opportunity to provide feedback on their care. In an effort to increase participation in the survey, New York Presbyterian has created easy access for patients through a QR code which pops up twice daily on the TV’s. Additionally, the QR code is available as a static image for patients to take the survey on their time. Increased access has improved response rates month over month. The feedback received from the survey has been used to drive interventions in the obstetrics department to reduce health disparities in the care. The goal of this initiative is to ensure equitable care for birthing persons of all races and ethnicities. #patientexperience #collaborativecare #humanexperience #healthdisparities #awareness #pCare #pCarebyUniguest

NEW PUBLICATION: The HPC published its evaluation of the SHIFT-Care Challenge HRSN/BH, a cohort of the SHIFT-Care Challenge investment aimed at addressing participant health-related social needs and providing more timely access to behavioral health care. The program invested a total of $10 million in innovative programming for six awardees from 2018-2020, serving 1,238 patients. Program successes include: ➡️Baystate Health’s Healthy Homes Asthma Program saw a statistically and clinically significant improvement in asthma severity. ➡️Community Care Cooperative (C3) saw positive changes in employment, food and housing security in participants upon graduating from the program. ➡️Hebrew SeniorLife saw a 16% decrease in inpatient admissions compared to comparison senior living sites. Read more about the SHIFT-Care Challenge HRSN/BH: https://lnkd.in/eCFiCwsW #healthcareinnovation #healthcare #behavioralhealth

The future of General Practice   Let’s not pretend we know what should happen. Often people tell a story of the future they would like and then try to back it up with logic. But this gives a narrow view and makes us argue about whether they are right. Instead, we should look at a range of models. Locally owned community teams. Care is delivered by units owned by those who do the caring. The work can be fun and pay well because workers control their work and keep the profits. But they need a system for teams to help each other if things go wrong. NHS management sets the goals but can’t control how they are done. Patients know their clinicians and tend to be more collaborative. Smaller teams risk spikes in demand and need more slack. Centrally owned community teams Staff are employed by a central organisation. This gives workers less risk but less control and usually no share in the profits. Teams are larger, and it is hard for a patient to choose a clinician, especially at short notice. Large teams can work near full capacity but remain resilient to random demand. The cost of switching clinicians repeatedly for ongoing problems is great. NHS management control how care is delivered but lack of engagement of staff and patients can affect costs and quality. Hospital / community integrated teams Teams span primary and secondary care and so can reduce inefficient work dumping in either direction. However, hospital services can have more influence at the expense of community services. Integrated teams could improve continuity for patients who frequently move in and out of hospital but improving communication between existing teams may be more cost effective. Integrated teams can do secondary care in a community setting although this may not be the best use of clinician time. Integrating community health with social care teams Elderly and chronic disease patients often need social care as well as healthcare. Integrating these may stop social needs from causing health needs. Social care is underfunded so pooling budgets can risk reducing funding for community health. Local councils provide community services which can help the causes of ill health (housing, education, employment, crime etc.). But councils are political, and this may conflict with evidence-based health. Real world experience Some locally owned GP teams are highly effective, but not all of them. Centrally owned 111 teams have produced a poorer service than well run GP out of hours but have provided universal coverage. Privately owned teams like Virgin Care and Operose seem to have failed. Local hospital integration moved our GP out of hours from a purpose-built centre near where patients live to a clinic in the hospital grounds. Easy patient access and free parking were lost so work from A&E could be sent to the out of hours staff. Contraceptive services were moved to council control and have been reduced by council cuts. All solutions have pros and cons. We need to appreciate both.

As an advocate for caregivers, the results of this research concern me deeply. While unintentional bias exists across industries, it is especially damaging in healthcare. The negative consequences of such biases cannot be ignored. The immediate solution is to provide training and raise awareness among healthcare providers, particularly those who are white. However, I believe that sharing this information with as many caregivers of color as possible is a quicker and more effective approach to ensure that they are not negatively impacted by this bias. Here are a few suggestions for caregivers of color: ♦ Identify yourself as the primary caregiver and ensure that the provider acknowledges the relationship. ♦ Ask as many questions as possible during a doctor visit/hospital stay with providers. ♦ Ask about resources and experts available to help with decision-making. ♦ Consider finding another provider if your emotions are not acknowledged or validated. ♦ Ask that all pertinent medical information is shared with you and that you have the opportunity to ask questions and feel entitled to a second opinion if needed. Let's work together to ensure that all caregivers receive the respect and support they deserve. Read more about this issue here: https://lnkd.in/eZzpFEyU #healthcaredisparity #bias #caregiver #caregiversupport #blackcaregiver Selma Archer, Esq., MBA Christian P. Harriott Jerald Cosey, HFA