HealthPartners: Consumer-Focused Mission and Collaborative Approach Support Ambitious Performance Improvement Agenda

Presents a case study of a nonprofit healthcare organization that exhibits the six attributes of an ideal healthcare delivery system as defined by the Fund, including information continuity, care coordination and transitions, and system accountability

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What does it take to make integrated care work? A ‘cookbook’ for large-scale deployment of coordinated care and telehealth

The Advancing Care Coordination & Telehealth Deployment (ACT) Programme is the first to explore the organisational and structural processes needed to successfully implement care coordination and telehealth (CC&TH) services on a large scale. A number of insights and conclusions were identified by the ACT programme. These will prove useful and valuable in supporting the large-scale deployment of CC&TH. Targeted at populations of chronic patients and elderly people, these insights and conclusions are a useful benchmark for implementing and exchanging best practices across the EU. Examples are: Perceptions between managers, frontline staff and patients do not always match; Organisational structure does influence the views and experiences of patients: a dedicated contact person is considered both important and helpful; Successful patient adherence happens when staff are engaged; There is a willingness by patients to participate in healthcare programmes; Patients overestimate their level of knowledge and adherence behaviour; The responsibility for adherence must be shared between patients and health care providers; Awareness of the adherence concept is an important factor for adherence promotion; The ability to track the use of resources is a useful feature of a stratification strategy, however, current regional case finding tools are difficult to benchmark and evaluate; Data availability and homogeneity are the biggest challenges when evaluating the performance of the programmes

What Makes A Court Problem-Solving: Universal Performance Indicators for Problem-Solving Justice

This report identifies a set of universal performance indicators for specialized "problem-solving courts" and related experiments in problem-solving justice. Traditional performance indicators related to caseload and processing efficiency can assist court managers in monitoring case flow, assigning cases to judges, and adhering to budgetary and statutory due process guidelines. Yet, these indicators are ultimately limited in scope. Faced with the recent explosion of problem solving courts and other experiments seeking to address the underlying problems of litigants, victims, and communities, there is an urgent need to complement traditional court performance indicators with ones of a problem-solving nature. With funding from the State Justice Institute (SJI), the Center for Court Innovation conducted an investigation designed to achieve three purposes. The first was to establish a set of universal performance indicators against which to judge the effectiveness of specialized problem-solving courts, of which there are currently more than 3,000 nationwide. The second purpose was to develop performance indicators specific to each of the four major problem-solving court models: drug, mental health, domestic violence, and community courts. The third purpose was to assist traditional court managers by establishing a more limited set of indicators, designed to capture problem-solving activity throughout the courthouse, not only within a specialized court context