population health – Surround Health http://surroundhealth.net/ Tue, 15 Mar 2022 14:12:57 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://surroundhealth.net/wp-content/uploads/2021/10/icon-68-120x120.png population health – Surround Health http://surroundhealth.net/ 32 32 How Maastricht UMC+ is moving towards population health management https://surroundhealth.net/how-maastricht-umc-is-moving-towards-population-health-management/ Tue, 15 Mar 2022 14:12:57 +0000 https://surroundhealth.net/how-maastricht-umc-is-moving-towards-population-health-management/ HBI+Insights offers / News Max Hotopf March 15, 2022 Population health management is the new mantra of many health systems. Maastricht UMC+ in the Netherlands has been doing this for years, building a stronger primary healthcare network called Primary 1.5. We chat with Helen Mertens, CEO of UMC+. By launching prevention programs, ensuring that the […]]]>

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Max Hotopf
March 15, 2022

Population health management is the new mantra of many health systems. Maastricht UMC+ in the Netherlands has been doing this for years, building a stronger primary healthcare network called Primary 1.5. We chat with Helen Mertens, CEO of UMC+.

By launching prevention programs, ensuring that the chronically ill are less likely to visit the emergency room, UMC can also invest more in tertiary health care. And he has the results to prove that the new models work.

Helen Mertens would like to take stock of the inhabitants of Maastricht and its province of Limburg. “Especially in the south of the province, people have the worst health compared to the rest of the country, the shortest life expectancy and the highest incidence of chronic diseases in the country. Worse still, young people are leaving for the big coastal cities like Amsterdam, Rotterdam and Utrecht, leaving a rapidly aging population that will only get sicker.

Thus, for 15 years Maastricht UMC+, the university hospital and its twin research institute have focused on this topic. The objective is to achieve a 30% improvement in the life expectancy of the lowest decile within five years.

Primary 1.5

More than a decade ago, Maastricht came up with the idea of ​​strengthening primary care to ensure that far fewer patients end up in emergency departments, occupying hospital beds and attending outpatient clinics.

This covers a number of strategies: specialist doctors see patients alongside family doctors in the so-called “Stadspoli” (City Outpatient), the introduction of apps to monitor chronic diseases and enable patients and their families to take better care of themselves.

At its core is the idea that specialist physicians from the University Hospital will visit primary care practices and see patients alongside their primary care physicians. Mertens says “most departments” do this today.

And the results are impressive. “It allows us to educate primary care physicians so they can do more. It also means that patients enjoy greater continuity and can remain under the care of their family doctor. And most importantly, it meant fewer retention interventions.

Mertens says initially there was resistance. “The doctors said it was more convenient for them if the patient came to them. And that also meant that we received less money as a hospital, because there would be fewer patients. But, on the other hand, there is a financial advantage for individual Dutch patients, because they have to pay an initial fee (“own fee”) when they go to the hospital, which they don’t have to pay the family doctor. In addition, waiting times are often shorter at the general practitioner.

1.5 also saw Maastricht roll out apps to give patients more control over their condition. For example, patients with irritable bowel syndrome have an app that monitors their health. “We used to see every IBS patient every three months. The app means we can eliminate that and only see the patient at the right time. Using the app reduced hospital admissions and outpatient visits A Lancet article showed this reduction in admissions Nieky

A month ago, Dutch legal insurers also approved the use of telemonitoring for patients with arrhythmia. And the Dutch Care Authority has recognized this form of e-health.

Maastricht has also done more to empower patients and their loved ones to take care of themselves, reduce hospital stays and pressure on home care organisations. For example, they are shown how to handle dressings and injections and how to apply eye drops.

All of this led to some interesting results. One study showed a major reduction in healthcare costs per patient and shorter waiting lists, as well as an increase in patient satisfaction without adverse effects on health outcomes.

Use data

Mertens says Maastricht have a big advantage. “We don’t have another general hospital in our city, so we are the only university hospital in the Netherlands that takes care of all secondary and tertiary care.” This means that Maastricht can capture a total data set.

But that doesn’t mean there aren’t data silos. Mertens says each hospital district has so far been allowed to choose its own patient record system. And primary health care records are kept separately.

Maastricht, however, is working hard on how best to share clinical data, both with primary care networks and with other providers by connecting data pools.

Maastricht has also developed what it calls a FAIR (Findable, Accessible, Interoperable and Reusable) federated learning and data sharing infrastructure that does not require data to leave the hospital – called Personal Health Train (www.personal healthtrain.nl). This has reduced many of the ethical and other barriers to sharing health data. Users can then ask questions such as “Which data elements are the most predictive of lung cancer survival given all the data in the Netherlands?” or more specifically ‘Which data stations contain data about me?’

Prevention

For Mertens, the key word is prevention. “We need to do a lot more across the spectrum, from educating patients following early diagnosis about diet and exercise to more general smoking and alcohol cessation programs.” It is an area that Maastricht already knows well, thanks to a cohort study of 10,000 Maastricht citizens, which is still being followed up a decade later. “We’re also developing lifestyle interventions with, say, diabetes where we can see and measure the impact of, say, giving patients a smartwatch.” Maastricht also launched a unique healthy breakfast program at school which assessed the health and educational level of children in care.

Here, she says the ministry has also asked UMCs to take a lead role in setting up the regional health networks. “In our region, we have set up a knowledge and innovation agenda. Together with partners in our network (other hospitals, local governments, insurers and industry), we looked at the future challenges of population health management and how we should address them. »

What about the future?

To what extent is what Maastricht does shared across the Netherlands?

She says the Department of Health is taking a keen interest in it, as are insurers. But, ultimately, whether Maastricht’s best practices are shared depends on other university hospital groups in the Netherlands.

Mertens is optimistic: “Our goal is to assess what we are doing and share it with the rest of the country and the world. We work closely with the other six UMCs in the Netherlands and we all adopt and share. For example, other hospitals are deploying our IBS app and we have adopted a home pregnant monitoring system from Utrecht UMC. »

But ask Mertens about the cost savings and she sighs. “Our biggest problem is the very large number of patients who come to see us. The truth is that bed occupancy has not gone down. Yes, we can keep the chronic disease cohort in better conditions and with fewer hospital visits, but the beds are now occupied by other patients. Due to demographics, I can see a lot of additional demand in the next decade. We will therefore continue to invest in prevention and promote a healthy lifestyle and, on the other hand, add smart innovations and medical technologies to improve our healthcare while keeping an eye on profitability.

We would like your opinion on this story. Email your views to Max Hotopf or call 0207 183 3779.



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Focus on population health helped Baycare leap to value https://surroundhealth.net/focus-on-population-health-helped-baycare-leap-to-value/ Tue, 15 Mar 2022 13:42:31 +0000 https://surroundhealth.net/focus-on-population-health-helped-baycare-leap-to-value/ Baycare Health System EVP and Chief Medical Officer Dr. Nishant Anand speaks during his session at the HIMSS22 Annual Conference in Orlando. Photo: Jeff Lagasse/Health Financing News ORLANDO, Fla. – Value-based care will continue to accelerate, and the best path forward for healthcare systems, both from a financial and clinical quality perspective, is to have […]]]>

Baycare Health System EVP and Chief Medical Officer Dr. Nishant Anand speaks during his session at the HIMSS22 Annual Conference in Orlando.

Photo: Jeff Lagasse/Health Financing News

ORLANDO, Fla. – Value-based care will continue to accelerate, and the best path forward for healthcare systems, both from a financial and clinical quality perspective, is to have a clear and a strong population health framework.

That was the message conveyed by Dr. Nishant Anand, Executive Vice President and Chief Medical Officer of Baycare Health System, at HIMSS22 in Orlando. Anand has helped Baycare enter the values-based world, with positive results.

Speaking at his session, “Preparing your healthcare system for a successful journey to value,” Anand said Baycare’s value-based journey has been successful largely through the use of models evolving payment models that have enabled the healthcare system to use value-based contracts towards a better population health model – a model that is also driven by data, analytics, patient engagement and providers and coordination of care.

The benefits of this are tangible, he said.

Population health is not just something you do,” Anand said. “Think of it like a balanced portfolio. In 2020, around March, usage dropped to almost nothing. So if you’re getting paid on a fee-for-service basis, that wasn’t good for your income. Successful people were systems that had a value-based side.In terms of use, they were flat.

A case in point is Florida, which has seen at least five outbreaks of the COVID-19 virus. Every time a wave hit, paying entities suffered, while value-based organizations saw their margins increase.

While an organization shouldn’t move too quickly in the value-based world — because that has the potential to disrupt profit margins — the journey has to happen, he said. According to Anand, the Centers for Medicare and Medicaid Innovation believe the program needs to drop in value by 2030 due to solvency issues.

One of the first steps for a healthcare organization is to decide which market segments to focus on. Anand suggests targeting traditional Medicare, Medicare Advantage, Medicaid, and self-paid patients.

Three competencies must be defined to succeed in these efforts: value-based contracting, building population health service organizations that take advantage of economies of scale, and networks.

All are important, but population health service organizations can centralize a system’s capabilities, Anand said, while networks can benefit from the presence and contribution of experienced clinicians.

“We focus a lot on engagement,” he said. “If people aren’t engaged, they won’t respond to what you do. We always have this trend in healthcare: if your network is too big, you want to shrink it. If it’s too small, you want to Consider putting your most advanced doctors in the inner circle.And you need some people for network adequacy.

Baycare’s population health model emphasizes community resources such as Feeding Tampa Bay, which addresses the social determinant of food insecurity, thereby addressing a potential pathway for worsening health. The model also focuses on risk adjustments, and the system launched a Medicare Advantage plan in 2019 that is ranked in the top 5% nationwide, Anand said.

But one system can’t do it all at once, he advised.

“We are looking for quality,” he said. “We have pathways for colorectal screening, for mammography. We focus on risk adjustment coding. It is imperative to do proper coding when working with people on Medicare Advantage or individual exchange. We we also focus on end-of-life and palliative care – if you can make the transition smooth people will be very grateful.

“You can see value-based care is there,” Anand said. “It may seem slow, but the trajectory is there.”

Twitter: @JELagasse
Email the author: jeff.lagasse@himssmedia.com

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The Growth and Evolution of the Population Health Management Industry – Allscripts, McKesson Corporation, Cerner Corporation, etc. https://surroundhealth.net/the-growth-and-evolution-of-the-population-health-management-industry-allscripts-mckesson-corporation-cerner-corporation-etc/ Mon, 14 Mar 2022 08:16:09 +0000 https://surroundhealth.net/the-growth-and-evolution-of-the-population-health-management-industry-allscripts-mckesson-corporation-cerner-corporation-etc/ The Global Population Health Management Market offers information advice on the business enterprise. Components such as overwhelming population health management companies, construction, rating, business analysis, SWOT and PESTEL analysis, and many viable models in the market area. Moreover, current and previous figures, report outline, figures, and tables provide a straightforward view of the Population Health […]]]>

The Global Population Health Management Market offers information advice on the business enterprise. Components such as overwhelming population health management companies, construction, rating, business analysis, SWOT and PESTEL analysis, and many viable models in the market area. Moreover, current and previous figures, report outline, figures, and tables provide a straightforward view of the Population Health Management market. The analysis as sensitive provides one Population Health Management profiles of these institutions, pictures of this product, their specifics, size and overall industry market share, touch factors of concentration of the major producers are explained from the 2021-2027 report. Today’s market is growing at a very rapid rate, and it has witnessed the departure of various local and provincial population health management retailers offering a special type of program for many different end customers.

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The report presents a detailed examination of the multi-faceted factors, in addition to identifying a notable DROT assessment that collectively incites positive growth projections throughout the forecast span. Besides recounting past growth stages encompassing advancements in the Population Health Management market, this report also assesses current happenings to systematically make futuristic predictions. Manufacturers considering new growth strategies to effectively offset the implications of the global pandemic may well derive actionable insights to align with balanced growth goals of the global population health management market. Each of the strategies adopted by the frontline actors has been well defined to influence new achievable strategies, aiming for the sustainability of growth.

Valuable insights on factors such as pricing strategies, sales performance, portfolio valuation have also been well captured in the report on several current and past growth event timelines that enable future growth and development in the global population health management market.

Population Health Management Market Segment By Type:

End-use perspectives (payers, providers, employer groups)

Population Health Management Market Segment By Application:

Outlook Application (Software, Services),

This multi-dimensional report is easy investment documentation suitable to aid in high-end investment discretion despite clearing challenges in the industry. The report enables market players to derive optimum understanding of various growth probabilities and identify potential growth triggers and palpable challenges that are critically affecting the growth of Free Flow in Healthcare Management Market Population. This report shares crucial details regarding key industry factors such as revenue and performance, pricing strategies, portfolio analysis of frontline players as well as growth comparison over time periods. such as past and current experiences that collectively decide futuristic proposals.

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Contents:

1 Scope of the report
1.1 Market Overview
1.2 Research objectives
1.3 Years considered
1.4 Market research methodology
1.5 Economic indicators
1.6 Currency considered
2 Executive Summary
3 Actors managing global population health
4 Population Health Management by Regions
4.1 Population Health Management Market Size by Regions
4.2 Americas Population Health Management Market Size Growth
4.3 APAC Population Health Management Market Size Growth
4.4 Europe Population Health Management Market Size Growth
4.5 Middle East & Africa Healthcare Management Market Size Growth
5 Americas
6 APACs
7Europe
8 Middle East and Africa
9 Market Drivers, Challenges and Trends
9.1 Market Drivers and Impact
9.1.1 Growing Demand from Key Regions
9.1.2 Growing Demand from Key Applications and Potential Industries
9.2 Market Challenges and Impact
9.3 Market trends
10 Global Population Health Management Market Forecast
Analysis of the 11 key players
12 Research findings and conclusion

Do you have a specific question or requirement? Ask our industry expert @ https://www.adroitmarketresearch.com/contacts/enquiry-before-buying/682?utm_source=Sujata

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Adroit Market Research is an India-based business analytics and consulting company. Our target audience is a wide range of businesses, manufacturing companies, product/technology development institutions and industry associations who need to understand market size, key trends, participants and future prospects of an industry. We intend to become our clients’ knowledge partner and provide them with valuable market insights to help them create opportunities that increase their revenue. We follow a code – Explore, learn and transform. At our core, we are curious people who enjoy identifying and understanding industry patterns, creating insightful study around our findings, and crafting lucrative roadmaps.

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Population Health Management Solutions Market study by size, business opportunities and major manufactures and forecast by 2029 https://surroundhealth.net/population-health-management-solutions-market-study-by-size-business-opportunities-and-major-manufactures-and-forecast-by-2029/ Thu, 10 Mar 2022 13:04:43 +0000 https://surroundhealth.net/population-health-management-solutions-market-study-by-size-business-opportunities-and-major-manufactures-and-forecast-by-2029/ Influencing Population Health Management Solutions market research report identifies and analyzes the upcoming trends in the healthcare industry along with the key drivers, inhibitors, challenges and opportunities. With the specific reference year and the historical year, evaluations and calculations are made in the report. It helps to know how the market is going to perform […]]]>

Influencing Population Health Management Solutions market research report identifies and analyzes the upcoming trends in the healthcare industry along with the key drivers, inhibitors, challenges and opportunities. With the specific reference year and the historical year, evaluations and calculations are made in the report. It helps to know how the market is going to perform in the forecast years by providing insights into market definition, classifications, applications, and commitments. All statistical data which is evaluated with the most authentic tools such as SWOT analysis, is scored using graphs and tables for better user experience and clear understanding.

Databridge Market Research adds new research Global Population Health Management Solutions Market, which is a detailed analysis of this business space including trends, competitive landscape and market size. Encompassing one or more parameters among product analysis, application potential, and regional growth landscape, the Global Population Health Management Solutions Market also includes an in-depth study of the competitive scenario of the industry.

Get Sample Report + All Related Charts & Graphs @ https://www.databridgemarketresearch.com/request-a-sample/?dbmr=global-population-health-management-solutions-market

Some of the major companies covered in this report: Koninklijke Philips NV, Cerner Corporation, McKesson Corporation, Allscripts Healthcare, LLC, Healthagen, Optum, Inc., IBM Corporation, Conifer Health Solutions, LLC., Health Catalyst., i2i Population Health, Accenture., Deloitte LLP, NXGN Management, LLC , Fonemed., Xerox Corporation, Medecision, ZeOmega

Population Health Management is known to be a patient-friendly platform that helps regulate treatment costs. Data Bridge Market Research analyzes that the population health management solutions market is expected to reach a value of USD 232.22 billion by 2029, growing at a CAGR of 25.50% during the forecast period. “Healthcare providers” represent the largest end-user segment in the health management solutions market, owing to the presence of government mandates and rising healthcare costs.

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The geographic regions and countries covered in the study include:

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This conclusive market analysis provides a detailed bifurcation for the global market Global Population Health Management Solutions Market, displaying a product segment and product technology as well as a regional segment. A global market analysis provides insight into the competitive picture and identity of the global population health management solutions market. This helps assess the strengths of the industry’s product offerings. The study compiles data which explains the significance of the global population health management solutions market and gives it an edge over its competitors. It also assesses market end users to determine traction and forecast future growth in demand.

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PCN Pulse Roundtable: Managing Population Health, Part 1 https://surroundhealth.net/pcn-pulse-roundtable-managing-population-health-part-1/ Thu, 10 Mar 2022 13:00:47 +0000 https://surroundhealth.net/pcn-pulse-roundtable-managing-population-health-part-1/ PCN Clinical Directors and Population Health Expert Join Pulse PCN Editor Victoria Vaughan on Microsoft Teams to discuss how this approach works in their field Victoria: Could you start by describing your current projects in population health? Dr Jeremy Carter, CD, Herne Bay PCN, Kent We’ve been doing it in one form or another for […]]]>

PCN Clinical Directors and Population Health Expert Join Pulse PCN Editor Victoria Vaughan on Microsoft Teams to discuss how this approach works in their field

Victoria: Could you start by describing your current projects in population health?

Dr Jeremy Carter, CD, Herne Bay PCN, Kent
We’ve been doing it in one form or another for a long time. For many years, we have investigated where we could focus our resources based on the prevalence of a disease domain, for example using a QOF registry. Now it has a different name – population health management.

The way I see it as a CD is this: we have population health management projects at the Integrated Care Partnership (ICP) or Integrated Care System (ICS) level. These are things that the system examines and which are then directed to the NCPs. The example in our region is that of patients with diabetes, a diagnosis of depression, who live in a disadvantaged area and who have three other comorbidities. So we look at a specific cohort of patients who have higher needs, identify them, and put resources around them.

This fits well with our NCP because we are working on a integrated diabetes care project for East Kent, so our NCP is driving that. We have a multidisciplinary integrated diabetes care service with practice, community and hospital diabetes teams all working collaboratively.

As CD PCN, I’m more interested in how we drive the system. We would like to do population health management from the PCN level. This is where I think we are on this learning process. Where to start ? Do you identify this from a clinical point of view in the PCN, do you look at it from the patient’s point of view, with your patient participation group (PPG), for example? Do you see it only from a data perspective? There are obviously all the different sources of data that we can access, from public health to medical, to IT tools.

So we looked at that, and we as NCPs are going to take a hybrid view with all of that. It’s here that [our work with] alcohol [misuse] entered. The public health data for our PCN shows where we stand as an outlier. But is it something that patients consider important?

And, really important, [there is the] question of funding because you want it to be achievable and deliverable. You might consider integrating into community support, alcohol support services, police, A&E services, third sector support. There are lots of things you could do, but where is the funding?

The answer is “you have ARRS roles”, and that’s true, but they already do stuff. If we’re going to start doing more work, how do we square that circle? This is where we are.

Dr Jenny Darkwah, CD, Shoreditch Park and City PCN, North East London
I approach this from three angles. In my role at GCC, we have been doing this for a long time. When we began to consider sickle cell disease as a critically ill population, we set up a board of consultants, A&E staff, patients and volunteers, to identify the needs of this population. In recent years, we have been able to involve general practitioners in the care of these patients, as very often they had gone to hospital for their care. We have set up pathways so that general practitioners can share the care of some of these patients. I think it worked very well for a given population.

In my role as CD, we sat down together as a network and looked at what we thought GPs were needed. Some problems arose – the lone male was one of them, a hidden population that doesn’t enter the statistics. We’ve set up a way to reach those men who never show up. They might be sitting at home with their diabetes or hypertension. We called on our social advisor to set up a male group isolated – a reception service where they can discuss male problems. What we’re hoping to do, in the network, is make a connection between that and our health inequalities.

So we decided to seek a patient’s perspective on what we really needed and what patients wanted from us. We therefore called on Health Watch and set up a survey of approximately 1,500 patients. From there, we set up focus groups. We are still discussing the document from the Health Watch survey and using it to inform what we do next.

One innovation that emerged from the survey was a Pap smear clinic for working women. We have a young population who work in the city and who, very often, could not go to the office. We used nurses to set up extensive access Pap smear clinics for the network.

The other thing that came out of the survey was the issue of childhood obesity and a decline in the uptake of childhood vaccinations. This was also formed from public health data and we have
a population health center looking at data across the city and Hackney. We are in discussion with Child and Adolescent Mental Health Services (CAMHS), voluntary sectors and schools, to jointly determine how to tackle childhood obesity. We recognize that tackling it should come from the top, with things like ads. But maybe we can also create small groups where we teach healthy eating, healthy cooking and where families eat together.

The other thing that has helped consolidate services is looking at our homeless population. When we had the recent displacement of refugees, they were brought to a few hotels in my network, so we worked with councils, MPs, mental health services, language translation services, and that brought everyone together world, just by organizing these meetings, to ensure that these people can access services in an understandable way. These are some of the projects we are looking at at the network level.

In addition, there were larger projects on long-term conditions that came from integrated care boards (ICBs). I think these are things we have been doing for a long time in general medicine. They are more established; it’s a way to ensure that we work in a way that benefits patients.

Victoria It’s a great insight into how it works in Herne Bay and Hackney. Andi, can you discuss the thinking at the NHS England level and at the analysis level?

Andi Orlowski, Director of the Health Economics Unit, Lancashire, and NHS England Senior Adviser on Population Health
I think Jeremy and Jenny were downplaying how advanced they were when it came to health management. Working with patients, the pragmatic approach to finding what matters in their population and then delivering the alcohol program [for example], is exactly one of the actions we expect to see. No one understands people better.

Jenny [gives a] wonderful example of what we’re talking about with pop health analytics – people who are well today and may be sick tomorrow, populations that are missing data, those 45-year-old men who haven’t seen their doctor GP for 20 years because they think ‘I’ll get over it, it’ll be fine’. This is a sophisticated type of analysis, this whole population approach, which includes those “well” people today. They may not be well.

Of course, making sure the funding is there for bigger and broader projects [is a key issue].

So [we ask] ‘can we have a catch-up’, and we find [a patient] is twice his previous weight, drinks too much and smokes. We [had them down] as well because of the last interaction [with them].

Working together is the real challenge for NCPs. How do they fit in? Population health management only really works if we address broader determinants, big things, but act [on them] locally. Have NCPs already attached to the community, as well as the ICS, [gives us] this system view.

We could focus on the same five elements that flow from joint strategic needs assessments. They all tend to be the same things in different orders. So it will be obesity, COPD, cardiovascular disease, depression and anxiety and another health issue depending on your area.

This system level is pushed down to say “Where is the greatest variation on your patch and what would your population respond best to?” How do these populations [in deprived areas] access to care? How do you change big things like education, green spaces, pollution, jobs, those kinds of things that go beyond the direct remit of our NCP, but are intertwined. Another super exciting thing is that Jeremy and Jenny do all the population health testing themselves. There is clearly already a lot of capacity in NCPs. How can we fund them or provide them with the resources to do the job?

Victoria What type of data are you able to provide to NCPs or is it up to them to do it themselves?

Andi NHS England has a number of tools available through the National repository of commissioning dataand there are wonderful tools like At your fingertips and others. But of course [because of information governance rules] we don’t have access to that granular primary care data that’s absolute gold dust compared to [data from] secondary user services, acute hospital data.

Now we’re trying to talk about whole populations, we need to have even more than primary care and secondary care [data]we need data from local authorities.

For example, who is on the Assisted Trash Registry? If they need help bringing their bin to the curb, they may be isolated because they are too fragile to access it. [themselves] and I don’t have a friend [help].

Many additional data are available, [but] systems, even the ICS, does not have access to [it]. What [we can get] are the tools, or additional analytical resource.

But it is also difficult for NCPs to link their data to all these additional datasets [and] become more powerful. So what NHS England has and can provide are analytical approaches and tools, but without the data we still rely on people doing their own work. It’s wonderful to see that work is being done.

Click here to read Pulse PCN’s Leading Questions interview with Andi Orlowski on population health management

Complete relevant Men’s Health CPD Modules to Pulse learning by free registrationor upgrade to a premium subscription for full access at just £89 per year.

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Can the “fantasy equation” of population health be solved? Should it be? https://surroundhealth.net/can-the-fantasy-equation-of-population-health-be-solved-should-it-be/ Thu, 03 Mar 2022 12:48:09 +0000 https://surroundhealth.net/can-the-fantasy-equation-of-population-health-be-solved-should-it-be/ Let’s start at the end – the last sentence of “Understanding Population Health Terminology”, an article published by one of us, Kindig, in 2007: “The overarching question of population health is what is the optimal balance of investments (e.g., dollars, time, policies) in the multiple determinants of health (e.g., behavior, environment, socioeconomic status , medical […]]]>

Let’s start at the end – the last sentence of “Understanding Population Health Terminology”, an article published by one of us, Kindig, in 2007: “The overarching question of population health is what is the optimal balance of investments (e.g., dollars, time, policies) in the multiple determinants of health (e.g., behavior, environment, socioeconomic status , medical care) across the lifespan that will maximize overall health outcomes and minimize population-level health inequities? This is an important challenge that will require decades of academic attention. and decision makers.

This idea stems from the 1990 Evans-Stoddart population field model it has been the intellectual foundation of our field for decades. This paper and its final figure, Exhibit 1, show the evolution from the medical model presented in the health care and disease boxes on the right to the broader model with expanded concepts of outcomes and the addition of multiple determinants of health.

Exhibit 1: A field model of population health

Source: Evans RG, Stoddart GL. Produce health, consume health care. In: Why are some people healthy and others not? New York (NY): Routledge; 1994. p. 27-66.

It is certainly a complex model that one of its creators later called a “fantasy equation”, stating that “at present we only vaguely understand the relative magnitudes of the coefficients on the independent variables that would inform specific policies rather than general directions, although we are beginning to see the variables themselves more clearly. Robert Evans and Greg Stoddart rated again in 2003 that “most students of population health cannot confidently and accurately answer the question, ‘Well, where? you put the money?'” That hasn’t stopped us from calling his solution for the past 25 years here and here but with little to show for it.

One of us, Kindig, presented this conundrum to a group of students during an invited lecture for the course “Introduction to population health” of the other, Mullahy. At this point, Kindig asked, “How is this possible? It can’t be as difficult as all the modeling and equations needed to land on the moon, can it? »

Here are the answers we found on the class whiteboard.

It’s harder

It’s social science, not physics and engineering. Causality is difficult to conceptualize and, even if well conceptualized, to demonstrate empirically.

There are several results

With the significant expansion of the model beyond disease to health and function and even well-being, the number of outcomes explodes: overall mortality, morbidity, health-related quality of life, as well as disparities and inequalities in each of them. Summary measures, while sometimes useful, add complexity to the weighting components. This seemingly constant instability led one student to wonder if the “fantastic equation” exists, is it only applicable in a steady state, where the systems or process variables are immutable over time? Since we live in a dynamic state, such a fixed solution to the “fantasy equation” probably does not exist and even if it did, it might not be applicable in a decade or two.

There are several units of analysis

Another outstanding question is: what population? What is of primary concern and relevant to clinical or social policy: individuals, communities, nations, the world, marginalized groups, separately or all together?

Many, many complex empirical problems

To speak of a “solution” to the fantasy equation is in itself a fantasy. Its essential nature is that of a complex set of cause and effect relationships. For data to illuminate these relationships, not only must specific causes and outcomes have clear definitions, but those definitions must find empirical equivalents in the available data. So what follows is a litany of additional questions:

  • What are the individual and/or population health indicators of interest?
  • What specific determinants are likely to be manipulated by policy interventions? (A reminder that, as is sometimes claimed in the literature on causation, there is “No causality without manipulation. »
  • What conceivable policies can be designed or modified to bring about such manipulation?
  • How quickly do determinants and policies take effect?

The empirical task at hand is hardly simplified when one recognizes that the confusion and interactions between determinants and between policies at a given point in time and over time are almost certainly of fundamental importance. Even if such interactions could be characterized conceptually, learning them from existing data would be a formidable task.

Another student suggested that the “fantasy equation” is too complex, too fluid, and filled with too many unknowns to solve. External forces and trade-offs add additional layers of complexity, so changing one variable or coefficient will change many other variables that affect downstream results.

Data limits

We can only review what we have data on. We know a lot about Medicare since it is a massive program in the public sector. Data on other determinants is more limited and some issues such as armed violence cannot be fully understood due to policy restrictions. Additionally, in the spirit of privacy protection, various statistical agencies, such as the Census Bureau, are increasingly creating obstacles for researchers to access data at the individual level.

At the end of the discussion, the majority of students agreed that the moon landing was much less complex.

Where does that leave us?

One of the students asked, “For how long do we weigh the pros and cons and discuss how much to invest and where? How long does an idea ruminate in a think tank before it becomes relevant to the very people it aims to help? »

We refuse to accept a political scenario in which investment decisions are based on guesswork, hunches, political whims or opinions. New datasets and new analytical approaches should bring more precision, and these efforts could potentially have an impact worthy of a Nobel Prize in medicine or economics.

Despite the slow progress, we are asking the question of the optimal balance of investments more often, and answers are beginning to emerge. New disciplines are tackling the problem from a systems science perspective. Bobby Milstein and his colleagues, for example, have asked “What are the health and wellness priorities that emerge after considering the entangled threats and costs? » and found that “poverty reduction and social support were the highest ranked interventions for all outcomes in all counties. Interventions addressing smoking, substance abuse, routine care, health insurance, violent crime, and youth education also contributed significantly to some outcomes.

After this course, we contacted Gregory Stoddart and invited him to join us in writing this piece. He declined, citing his satisfactory retirement from McMaster University, but sent this e-mail message: “Although, as you know, I think the fantastic equation may be unsolvable, that does not mean that we do not know in which directions to reallocate resources. The concept of marginal returns can and should guide us here, even within rough orders of magnitude. We don’t need precision to help more people be healthy or to be more equitable.

In other words, solid estimates of directions and orders of magnitude can be just as important in serving decision-makers as precise but unreliable results. In a clinical research setting, John Mullahy and his colleagues described this challenge this way“If the massive investment in transforming discovery into health is to bear fruit, it is essential to understand when research efforts do or do not lead to full discovery. When research fails to lead to a complete discovery, the fact that it can partially identify quantities of interest is to be celebrated, not bemoaned.

That said, there remains an equally urgent step in solving the “equation” of fantasy, whether in whole or in part. It is about studying what kinds of information about these cause and effect relationships are actually useful to know. A valuable practical step in this direction would be to engage real-world decision-makers in learning what kind of information about the causes and effects of population health would be most useful in shaping policy and practice.

George Box wrote the famous that “all models are wrong, but some are useful”. The task at hand is to determine the willingness of decision-makers to exchange the “right” for the “useful”. We assume that many will tolerate a reasonable degree of vagueness. Knowing this should usefully guide the next generation of population health research on the fantasy equation.

Author’s note

We appreciate student contributions from the Fall 2021 “Introduction to Population Health” course PHS 795 University of Wisconsin Madison School of Medicine and Public Health.

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Health Promotion Coordinator position at UNIVERSITY OF MELBOURNE https://surroundhealth.net/health-promotion-coordinator-position-at-university-of-melbourne/ Wed, 02 Mar 2022 04:04:28 +0000 https://surroundhealth.net/health-promotion-coordinator-position-at-university-of-melbourne/ Location: Parcville Role type: Full-time, 3-year CDD until March 2025 Department/School: Student and Academic Services Salary: UOM 8 – $108,009 – $116,906 per year plus 17% super Founded in 1853, the University of Melbourne is Australia’s No. 1 university and is consistently ranked among the top universities in the world. We are […]]]>

Location: Parcville

Role type: Full-time, 3-year CDD until March 2025

Department/School: Student and Academic Services

Salary: UOM 8 – $108,009 – $116,906 per year plus 17% super

Founded in 1853, the University of Melbourne is Australia’s No. 1 university and is consistently ranked among the top universities in the world. We are proud of our staff, our commitment to excellence in research and teaching, and our global engagement.

About Student and Scholars Services

Student and Academic Services provides student administration and services from recruitment and point of inquiry to graduation. This team also provides wellness and scholarship services to students and staff.

Wellness services is part of Student Success within Student and Academic Services. Wellness services include Counseling and Psychological Services (CAPS), Health Service, Chaplaincy, and Student Equity and Disability Support (SEDS). The Health Service provides general medical, psychological and psychiatric services to students, their dependents and University staff. The Health Service provides a channel through referral to other support services within the Student Success Cluster and other health and wellness services.

About the role

As Health Promotion Coordinator, you will oversee a multi-faceted program of work covering the full spectrum of health promotion actions. You will be responsible for student engagement and participation, volunteer management, program management and evaluation, and you will also contribute to University-wide health-related governance . Based in the Health Service, you will work with a wide range of key stakeholders, including student volunteers, divisions, faculties, and external funding agencies to coordinate health promotion initiatives.

In a typical week at work, you can:

  • Develop and coordinate holistic health campaigns and programs that promote personal, social and civic development and evaluate the effectiveness of the health promotion program
  • Foster relationships with key stakeholders in divisions and faculties to enable a systematic, coordinated institution-wide approach to health promotion with clearly defined goals, targets and evaluation processes
  • Provide health promotion program support, including quarterly meetings of the Healthier University Fund Governance Group and regular meetings with Bupa Partnership representatives
  • Submit regular reports on the University’s health promotion program and its associated expenditures, including monitoring program implementation in accordance with funding guidelines and the approved program planner for the year

About you

You will be a positive and influential leader, able to communicate and collaborate effectively with a wide range of people from diverse backgrounds. You will be solution-focused, with a constant drive to improve existing processes to generate broader reach for your health promotion programs. Your attention to detail and your ability to lead and coach teams will enable you to succeed in this role.

Ideally, you will also have:

  • A master’s degree in health promotion, public health or a similar discipline with at least five years of subsequent relevant experience or an equivalent combination of experience and/or education/training
  • Demonstrated skills, knowledge, and experience in leading health promotion programs and teams, including the ability to identify and assess the health needs of the entire university student population
  • Experience delivering presentations targeting health promotion, with demonstrated knowledge of population health concerns and up-to-date industry changes and campaigns

To ensure that the University continues to provide a safe environment for all, this position requires the incumbent to hold an up-to-date and valid working with children verification.

Benefits of working with us

In addition to having the opportunity to grow and meet challenges, and to be part of a vibrant campus life, our employees enjoy a range of rewarding benefits:

  • Flexible work arrangements and generous personal, parental and cultural leaves
  • Competitive remuneration, 17% super, salary package and leave loading
  • Free and subsidized health and wellness services, and access to fitness and cultural clubs
  • Discounts on a wide range of products and services, including Myki and Qantas Club cards
  • Career development opportunities and 25% off graduate courses for staff and their immediate families

Learn more at https://about.unimelb.edu.au/careers/staff-benefits.

Be yourself

At UoM, we value the unique backgrounds, experiences and contributions each person brings to our community, and we encourage and celebrate diversity. Indigenous Australians, those who identify as LGBTQIA+, women, people of all ages and from diverse cultures are encouraged to apply for our roles. Our goal is to create a workforce that reflects the community in which we live.

Join us!

If you think this position is right for you, please apply with your resume and a cover letter outlining your interests and experience. Please note that you are not required to provide answers against the selection criteria in the job description.

If you require reasonable adjustments with the recruitment process, please contact the Talent Acquisition team at hr-talent@unimelb.edu.au.

Due to the impacts of COVID-19, we are currently prioritizing applicants with valid work rights in Australia and applicants who are not affected by travel restrictions. Please see the latest updates to Australia’s immigration and border arrangements: https://covid19.homeaffairs.gov.au/

Job Description : 0042981 Health Promotion Coordinator, PD.pdf

Closing of applications: MARCH 23, 2022 11:55 PM AUS Eastern Daylight Time

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‘Queen of population health’ Christine Newman retires after 45 years – thepulse.org.au https://surroundhealth.net/queen-of-population-health-christine-newman-retires-after-45-years-thepulse-org-au/ Sun, 27 Feb 2022 21:07:21 +0000 https://surroundhealth.net/queen-of-population-health-christine-newman-retires-after-45-years-thepulse-org-au/ “Among the reasons we love her – this woman is real; she is grounded and trustworthy, zealously respected. This is just one of 33 fun and complementary lines in the incredible farewell poem written for Christine Newman, outgoing Deputy Director for Population Health at Western Sydney Local Health District (WSLHD). Christine is a beloved colleague […]]]>

“Among the reasons we love her – this woman is real; she is grounded and trustworthy, zealously respected.

This is just one of 33 fun and complementary lines in the incredible farewell poem written for Christine Newman, outgoing Deputy Director for Population Health at Western Sydney Local Health District (WSLHD).

Christine is a beloved colleague with an impressive career spanning five decades in healthcare – highlights of which include making our roads, hospital grounds and medicine containers safer.

She dedicated nearly 20 years of that career to population health, earning the title “queen of population health” from her colleague and poetry writer Belinda Duckworth of the health promotion team.

Other areas of interest have included injury prevention and monitoring, domestic violence advocacy, gynecology, cardiology and endocrinology.

Christine’s career began in 1975 as a medical receptionist at Northern Beaches in Sydney. As a registered nurse she spent time in Scotland and England, and within two years of returning to Australia joined the emergency department team at Westmead Hospital. Since then she has been working in Western Sydney.

One of Christine’s fondest memories is the end of her nursing training and the ceremony that surrounded it.

It was the most amazing thing; there was so much pomp about it – the veil, the certificate, tossing your training hat and stomping it to the floor, the ball thrown from the previous year; it was so special,” she recalls.

In early 2000, Christine received a Masters in Public Administration scholarship from the Prime Minister and Cabinet Office, giving her the opportunity to learn how to work in government and move away from silos. She cites this as a highlight that has provided her with the contacts, tools and knowledge to really help her drive innovation and change in health and other organizations.

Christine’s career highlights are not only her professional accomplishments of which she is most proud, but are also legacies of the WSLHD.

She implemented ER injury surveillance across the WSLHD, a first in Australia. The data collected has provided vital information to various government departments, helping to make key changes such as reducing speed limits on roads in New South Wales and adding extra safety precautions to methadone containers.

Christine also led one of the country’s first pilot projects for Australia’s Western Sydney Early Development Census, which is now a national initiative used to provide insight into child development to inform communities and support planning, policy and action.

Other projects of note include the implementation of Labor Development Orders with legal aid, which to date helps support disadvantaged people, and the promotion of the implementation of anti-tobacco policies throughout the district.

Throughout her many roles, Christine ensured that the community was at the center of everything she did, because “at the heart of it all, it’s people that matter.” This has been especially true throughout the COVID-19 pandemic.

Christine is the engine room of the Center and it has never been more visible than in the past two years,” said Shopna Bag, Acting Director of Population Health WSLHD.

“It is through his dedication, tireless support and fearless leadership that we have been able to weather the storms to get to where we are today.

“With staff coming from all over the district to join the Center for Population Health, feedback was unanimous that they valued the team culture, our teamwork and felt it was one of the best teams in which they had worked.

“It is at the heart of his legacy and his contributions to the Centre’s success and achievements are immeasurable.”

Christine at the opening of the Blacktown Vaccination Center in 2021.

Christine said she will miss WSLHD for her willingness to take measured risks and work in a supportive and exciting environment. He will also miss his partnerships with various government agencies and his “incredible” health promotion team.

The feeling is mutual, Michelle Nolan, acting head of health promotion, said:
“Christine taught us what makes a great leader and gave us so much to aspire to.

“His real, approachable, honest and compassionate approach to our work and our team is appreciated by all of us.”

Happy retirement Christine!

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As One Insurance Group launches population health strategy that revolutionizes healthcare https://surroundhealth.net/as-one-insurance-group-launches-population-health-strategy-that-revolutionizes-healthcare/ Thu, 24 Feb 2022 23:00:00 +0000 https://surroundhealth.net/as-one-insurance-group-launches-population-health-strategy-that-revolutionizes-healthcare/ Forged from over 100 years of industry experience, As One Insurance Group is changing the insurance landscape PHOENIX, 24 Feb. 10, 2022 (GLOBE NEWSWIRE) — Phoenix-based private insurance brokerage As One Insurance Group (“As One”) announced the launch of its already revolutionizing healthcare-industry population health strategy. As One quickly achieved benchmark status in the world […]]]>

Forged from over 100 years of industry experience, As One Insurance Group is changing the insurance landscape

PHOENIX, 24 Feb. 10, 2022 (GLOBE NEWSWIRE) — Phoenix-based private insurance brokerage As One Insurance Group (“As One”) announced the launch of its already revolutionizing healthcare-industry population health strategy. As One quickly achieved benchmark status in the world of population health.

Brandon Bullock, Chief Strategy Officer of As One, said: “Over the years we have seen the number of people without access to health care decrease, the numbers are a positive sign, 10% of Americans still have no no access to care. seeks to bridge this gap. As One offers Health Navigator in addition to its proprietary sales platform that leverages electronic processing to accelerate the sales cycle.

The leading company specializes in life, health and incidental insurance and simplifies insurance for insurers, agents and customers with distinct offerings, including:

An innovative population health strategy
A proprietary sales platform and a CRM for direct electronic processing
An impressive national distribution channel
Advanced agent training and sales tools

JR Jordan, CEO of As One, said: “With the right tools at hand, our team and our agents show extraordinary courage every day in the fight to fix health insurance, a strong team working as one”.

Meet the management team

As One is led by a strong team of insurance industry professionals with over 100 years of experience. The management team is made up of industry leaders:

JR Jordan, Managing Director
James Jordan, Revenue Manager
Brandon Bullock, Chief Strategy Officer
Brandon Diggs, Chief Technology Officer
Caterina Pontoriero, Vice President, Marketing and Branding
Ryan Sharrah, Vice President, Business Development

Cost of Healthcare in America

The cost of health care in the United States is a major factor preventing people from getting needed care or filling prescriptions. Half of American adults said they had postponed or completely mitigated some dental or health care in the past year due to high cost. Three in 10 people also said they had not taken their necessary medications as prescribed at some point for the same reason. High health care costs disproportionately affect uninsured adults and those with lower household incomes. Larger proportions of American adults also reported difficulty affording different types of care, further delaying them and attributing to them forgoing medical care due to cost.

However, people covered by health insurance are not immune to the burden of health care expenses. Nearly half (46%) of policyholders said they had trouble paying personal expenses and 27% said they had trouble paying their deductible. Difficulty paying medical bills has had significant consequences for American families. Medical bill issues also disproportionately affect adults in households where they or a member of their household has a serious health condition.

As One Insurance knows insurance can get complicated, they are here to simplify the process. For more information on health insurance, benefits, employee benefits, or any other questions, visit www.asoneig.com.

About As One Insurance Group

As One Insurance Group (“As One”) is a Phoenix, Arizona-based private insurance brokerage firm specializing in life, health and incidental insurance. As One aims to simplify insurance by making the process simple and honest. With transparency of product information and open communications the norm, the company offers a range of life and health insurance products paired with the tools agents and customers need to manage their needs. This includes advanced education and training, innovative technology solutions and top-notch service. In short, they work with and for agents, clients and carriers together as one. For more information, individuals are advised to visit the company’s official website.

Media Relations

Catherine Pontoriero
As one insurance group
+1 201-463-7274

This content was published via the newswire.com press release distribution service.

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As One Insurance Group launches population health strategy https://surroundhealth.net/as-one-insurance-group-launches-population-health-strategy/ Thu, 24 Feb 2022 23:00:00 +0000 https://surroundhealth.net/as-one-insurance-group-launches-population-health-strategy/ PHOENIX, 24 Feb. 10, 2022 (GLOBE NEWSWIRE) — Phoenix-based private insurance brokerage As One Insurance Group (“As One”) announced the launch of its already revolutionizing healthcare-industry population health strategy. As One quickly achieved benchmark status in the world of population health. Brandon Bullock, Chief Strategy Officer of As One, said: “Over the years we have […]]]>

PHOENIX, 24 Feb. 10, 2022 (GLOBE NEWSWIRE) — Phoenix-based private insurance brokerage As One Insurance Group (“As One”) announced the launch of its already revolutionizing healthcare-industry population health strategy. As One quickly achieved benchmark status in the world of population health.

Brandon Bullock, Chief Strategy Officer of As One, said: “Over the years we have seen the number of people without access to health care decrease, the numbers are a positive sign, 10% of Americans still have no no access to care. seeks to bridge this gap. As One offers Health Navigator in addition to its proprietary sales platform that leverages electronic processing to accelerate the sales cycle.

The leading company specializes in life, health and incidental insurance and simplifies insurance for insurers, agents and customers with distinct offerings, including:

An innovative population health strategy
A proprietary sales platform and a CRM for direct electronic processing
An impressive national distribution channel
Advanced agent training and sales tools

JR Jordan, CEO of As One, said: “With the right tools at hand, our team and our agents show extraordinary courage every day in the fight to fix health insurance, a strong team working as one”.

Meet the management team

As One is led by a strong team of insurance industry professionals with over 100 years of combined experience. The management team is made up of industry leaders:

JR Jordan, Managing Director
James Jordan, Chief Revenue Officer
Brandon Bullock, Chief Strategy Officer
Brandon Diggs, Chief Technology Officer
Caterina Pontoriero, Vice President, Marketing and Branding
Ryan Sharrah, Vice President, Business Development

Cost of Healthcare in America

The cost of health care in the United States is a major factor that prevents people from getting needed care or filling prescriptions. Half of American adults said they had postponed or completely mitigated some dental or health care in the past year due to high cost. Three in 10 people also said they had not taken their necessary medications as prescribed at some point for the same reason. High health care costs disproportionately affect uninsured adults and those with lower household incomes. Larger proportions of American adults also reported difficulty affording different types of care, further delaying them and attributing to them forgoing medical care due to cost.

However, people covered by health insurance are not immune to the burden of health care expenses. Nearly half (46%) of policyholders said they had trouble paying personal expenses and 27% said they had trouble paying their deductible. Difficulty paying medical bills has had significant consequences for American families. Medical bill issues also disproportionately affect adults in households where they or a member of their household has a serious health condition.

As One Insurance knows insurance can get complicated, they are here to simplify the process. For more information on health insurance, benefits, benefits, or any other questions, visit www.asoneig.com.

About As One Insurance Group

As One Insurance Group (“As One”) is a Phoenix, Arizona-based private insurance brokerage firm specializing in life, health and incidental insurance. As One aims to simplify insurance by making the process simple and honest. With transparency of product information and open communications the norm, the company offers a range of life and health insurance products paired with the tools agents and customers need to manage their needs. This includes advanced education and training, innovative technology solutions and top-notch service. In short, they work with and for agents, clients and carriers together as one. For more information, individuals are advised to visit the company’s official website.

Media Relations

Catherine Pontoriero
As one insurance group
+1 201-463-7274

This content was posted through the press release distribution service on Newswire.com.

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