Care Management of Patients With Complex Health Care Needs

Explores how patients' complexity of healthcare needs, vulnerability, and age affect the cost and quality of their health care. Examines the potential for care management to improve quality of care and reduce costs, elements of success, and challenges

The nation that opened bars and closed schools

For the elderly, optimal health in the COVID-19 era is well-established: stay at home and strictly follow prevention guidelines. For children, achieving optimal health poses a serious dilemma. Staying at home and not physically attending school reduces the risk of encountering the virus but creates major problems in child health and development. How has our nation navigated this dilemma?https://deepblue.lib.umich.edu/bitstream/2027.42/156050/1/FINAL_BodenheimerRevisionJuly22.pdfDescription of FINAL_BodenheimerRevisionJuly22.pdf : Main Articl

Addressing the Key Drivers of Burnout: Transforming Ambulatory Practice

Clinician burnout is associated with a number of factors, including clinicians spending a great deal of time doing work that is below their level of training and thus unsatisfying and inefficient. One structural antidote to these factors is the building of teams that truly share the care with clinicians. Professional team members - in particular nurses, pharmacists and behaviorists - are capable of independently caring for many patients in a typical ambulatory practice panel. Unlicensed team members, in particular medical assistants - if at least two are available per clinician and if properly trained - can assume responsibility for electronic medical records (EMR) documentation, population management, and health coaching. Some exemplar primary care practices have succeeded in creating effective teams that reduce burnout and have constructed a business case to support those teams. Lessons from primary care can help to inform transformation in specialty ambulatory practices.https://openworks.mdanderson.org/hrc_burnout_presentations/1002/thumbnail.jp

Mission Neighborhood Health Center: A Case Study of the Department of Health Education and Welfare as a Counterinsurgency Agency

In the 1960\u27s, working class communities all over the country, particularly minority inner city neighborhoods, exploded in violent anger. The federal government responded with a pacification or cooling-out program: the War on Poverty. The War on Poverty provided federal funds to bring a few programs into the community, to create a few jobs, and to buy off working class leaders who were a threat to those in power. In the course of this program of counterinsurgency, the War on Poverty took over a slogan of the 1960\u27s, community control, and turned it into its opposite; rather than control by the community, community control came to mean control over the working class majority of the community. One of the War on Poverty\u27s important programs was the neighborhood health center program to provide ambulatory health care to low income people. This program, initially slated to reach 25 million people through 1,000 health centers, was scaled down to 125 centers serving only 1.5 million people. The standard view of the neighborhood health center program holds that its aims were 1) to bring high quality health care to people previously denied such care, 2) to provide employment opportunities and training to neighborhood residents, and 3) to allow community members to participate in the governance of the health centers (Davis and Schoen, 1978). A more realistic view sees the neighborhood health center program as a means to control, rather than to assist, minority working class populations. This paper takes the example of one neighborhood health center, Mission Neighborhood Health Center in San Francisco, to show how federal counterinsurgency works in the 1970\u27s and to expose the class character of community control

Improving blood pressure control in primary care: feasibility and impact of the ImPress intervention

Abstract of a paper presented at he 2015 PHC Research Conference, 29-31 July, Adelaide, Australia