Distributing public funding to the NHS in England : taking account of differences in local labour market conditions on NHS recruitment and retention

Postprin

Multi-services agency for the integrated management of mobility and of accessibility to transport services

AGATA (Multi-services agency based on telecommunication centres for the integrated management of mobility and of accessibility to transport services) is an INTERREG III B MEDOCC area project, which began in July 2004 and will last until June 2006. The AGATA consortium of 8 partners from 3 European countries (Italy, Spain and Portugal) and one South Mediterranean country (Morocco), works towards the development of a multi-service agency which coordinates flexible transport and mobility services in urban and rural areas. This agency will be based on modern information and communication technologies, and composed of a network of services facilitating interactions between actors and agency. The project represents an example of transfer from the world of research to public administrations and transport companies, based on IST IV FP projects. AGATA’s goals are: successful undertaking of feasibility studies and pilot projects, the results of which will be widely diffused, exchange of experiences and best practices, identification of a business model for an ICT based telecommunication centre. AGATA was born in a context of growing mobility problems which this paper considers before going on to describe various different actions (studies, pilot actions, experiences exchange, results diffusion and promotion), which are currently being carried out both at a general project level and at a local level by the different partners. The results of these actions should in theory have an impact on the local environment and on the issues of transport and mobility on a wider scale. This paper shows the expected results and evaluation techniques and the possible future of such initiatives in political and financial terms

Increasing the effectiveness of mergers and acquisitions within the management consulting industry

School of Managemen

Engaging persons with mental illness and/or substance use disorder in care coordination services: an improvement project at a federally qualified community health center

Background: Mental health and substance use disorders seldom occur in isolation. They frequently accompany each other, as well as a substantial number of chronic general medical illnesses. Consequently, mental health conditions, substance-use disorders, and general health conditions are frequently co-occurring, and coordination of all of these types of health care is essential to improved health outcomes (Institute of Medicine, 2006). The U.S. system of healthcare is failing to identify, engage, and effectively treat people who are suffering from behavioral health conditions (Blanco, Coye, Knickman, Krishnan, Krystal, Pincus, Rauch, Simon, Vitiello, 2016). Because of poor coordination and lack of engagement, people often experience disrupted care and an over-reliance on emergency department and hospital care. At Lowell Community Health Center where this project takes place persons with a primary behavioral health diagnosis contribute to the highest utilization of emergency and inpatient hospital services. In July of 2018, Lowell CHC collaborated with Lowell House, Inc. to form a care coordination program to outreach and engage individuals identified as high utilizers of inpatient and emergency hospital services. Aim: The aim of this project is to describe the attributes of the population of patients who successfully engaged into care for the first six months of this new program, with recommendations for improvement to inform future program design. Method: The population of patients who successfully engaged in care in the first 6 months of the program described by independent variables consisting of age, gender, race, and preferred language. Dependent variable consisting of type of outreach. Data was evaluated to determine attributes of patients who successfully engaged in care and if correlations exist between variables and successful engagement. Results: The first six months of the program implementation demonstrated successful engagement and activation of 17.5% of patients. The average patient is described as low-income, 50-64 years of age, non-English speaking female with dual-diagnosis residing in the greater Lowell area. Themes regarding successful outreach type included telephonic and face-to-face being the most successful method of engagement. Although successful engagement was noted, longer-term efforts and analysis should focus on successful outreach and engagement strategies, emergency room utilization, treatment adherence and service adherence. Conclusions: The findings of this project indicate that having a team-based, multidisciplinary and multi-cultural approach to care coordination has led to successful engagement of 186 individuals within the first 6 months of this new program