New models of care delivery.

2021 ◽  
pp. 145-158
Author(s):  
Sheila A. M. Rauch ◽  
Carmen P. McLean
Keyword(s):  
Care Delivery ◽  
Models Of Care ◽  
New Models

scholarly journals Report From the FMAHealth Practice Core Team: Achieving the Quadruple Aim Through Practice Transformation

2019 ◽  
Vol 51 (2) ◽  
pp. 193-197 ◽  
Author(s):  
Jason E. Marker ◽  
Kisha N. Davis ◽  
Rebecca Etz ◽  
Samuel M. Jones ◽  
Jay W. Lee ◽  
...  
Keyword(s):  
Family Medicine ◽  
Care Delivery ◽  
Collaborative Work ◽  
Models Of Care ◽  
Professional Organization ◽  
Payment Reform ◽  
Quadruple Aim ◽  
New Models ◽  
The Many ◽  
Work Done

Family Medicine for America’s Health (FMAHealth) is a strategic planning organization effort that was created out of the reevaluation of the first Future of Family Medicine project from 2004. This article is a summary of the key findings of the FMAHealth Practice Core Team. At the highest level, we find that family medicine practices have compelling intrinsic and extrinsic reasons to evolve to new models of care delivery. We have demonstrated that payment transformation is imperative to successful practice transformation and that comprehensive payment models that include attention to physician work within the social determinants of health and require fewer administrative burdens will be key to achieving the quadruple aim. To bridge payment reform and practice transformation will require better and fewer measures of physician effectiveness in order to allow the physician-patient dyad to thrive in these new models. Achieving these goals will require a sustained national effort involving not only the many family medicine membership organizations, but their collaborative work with others in the health care transformation industry who may not have been our traditional partners. Educational initiatives must be robust, available to all family physicians regardless of professional organization membership, and focused on meeting physicians and physician practice managers where they are with the goal of moving them toward a state of more advanced care delivery. This article outlines the work done by the FMAHealth Practice Team that supports the above assertions.

The Experience of Community Neurologists Providing Care for Patients With Neurodegenerative Illness During the COVID-19 Pandemic

Neurology ◽  
2021 ◽  
pp. 10.1212/WNL.0000000000012363
Author(s):  
Roman Ayele ◽  
Zachary A Macchi ◽  
Megan Dini ◽  
Meredith Bock ◽  
Maya Katz ◽  
...  
Keyword(s):  
Care Delivery ◽  
Quality Care ◽  
Healthcare Delivery ◽  
Models Of Care ◽  
Matrix Analysis ◽  
Political Climate ◽  
Personal Lives ◽  
New Models ◽  
Professional Isolation ◽  
The Impact

Objective:Healthcare delivery systems transformed rapidly at the beginning of the COVID-19 pandemic to slow the spread of the virus while identifying novel methods for providing care. In many ways the pandemic impacted both persons with neurologic illness and neurologists. This study describes the perspectives and experiences of community neurologists providing care for patients with neurodegenerative illnesses during the COVID-19 pandemic.Methods:We conducted a qualitative study with 20 community neurologists from a multisite, comparative effectiveness trial of outpatient palliative care from July 23, 2020 to November 11, 2020. Participants were interviewed individually about the impact of the COVID-19 pandemic on their professional and personal lives. Interviews were analyzed using matrix analysis to identify key themes.Results:Four main themes illustrated the pandemic’s impact on community neurologists: 1) challenges of the current political climate, 2) lack of support for new models of care, 3) being on the frontline of suffering, and 4) clinician self-care. Taken together, the themes capture the unusual environment in which community neurologists’ practice, the lack of clinician trust among some patients, patient and professional isolation, and opportunities to support quality care delivery.Conclusions:The COVID-19 pandemic and pandemic politics created an environment that made care provision challenging for community neurologists. Efforts to improve care delivery should proactively work to reduce clinician burnout while incorporating support for new models of care adopted due to the pandemic.

scholarly journals Impact of the COVID-19 pandemic: a perspective from industry

2020 ◽  
Vol 22 (Supplement_P) ◽  
pp. P56-P59
Author(s):  
Nick E J West ◽  
Wai-Fung Cheong ◽  
Els Boone ◽  
Neil E Moat
Keyword(s):  
Care Delivery ◽  
Models Of Care ◽  
Medium Term ◽  
Change Models ◽  
New Device ◽  
Supply Chain Logistics ◽  
Cardiovascular Patients ◽  
Medical Crisis ◽  
Device Industry

Abstract The global COVID-19 pandemic has led to unprecedented change throughout society.1 As the articles in this supplement outline, all segments of the broader cardiovascular community have been forced to adapt, to change models of care delivery, and to evolve and innovate in order to deliver optimal management for cardiovascular patients. The medtech/device industry has not been exempt from such change and has been forced to navigate direct and indirect COVID-associated disruption, with effects felt from supply chain logistics to the entire product lifecycle, from the running of clinical trials to new device approvals and managing training, proctoring and congresses in an increasingly-online world. This sea-change in circumstances itself has enforced the industry, in effect, to disrupt its own processes, models and activities. Whilst some of these changes may be temporary, many will endure for some time and some will doubtless become permanent; one thing is for sure: the healthcare ecosystem, including the medical device industry, will never look quite the same again. Although the pandemic has brought a short- to medium-term medical crisis to many countries, its role as a powerful disruptor cannot be underestimated, and may indeed prove to be a force for long-term good, given the accelerated innovation and rapid adaptation that it has cultivated.

New models of care for psychology in Canada's health services.

2012 ◽  
Vol 53 (3) ◽  
pp. 165-177
Author(s):  
Lesley A. Graff ◽  
George Kaoukis ◽  
Norah Vincent ◽  
Andrea Piotrowski ◽  
Jason Ediger
Keyword(s):  
Health Services ◽  
Models Of Care ◽  
New Models

Managing the Digital Disruption Associated with COVID-19-Driven Rapid Digital Transformation in Brisbane, Australia

2021 ◽  
Vol 12 (05) ◽  
pp. 1135-1143
Author(s):  
Amalie Dyda ◽  
Magid Fahim ◽  
Jon Fraser ◽  
Marianne Kirrane ◽  
Ides Wong ◽  
...  
Keyword(s):  
Care Delivery ◽  
Digital Health ◽  
Clinical Care ◽  
Models Of Care ◽  
Digital Transformation ◽  
Lessons Learned ◽  
Digital Data ◽  
Routine Practice ◽  
Action Research Project ◽  
Digital Disruption

Abstract Background The COVID-19 pandemic has forced rapid digital transformation of many health systems. These innovations are now entering the literature, but there is little focus on the resulting disruption. Objective We describe the implementation of digital innovations during the COVID-19 response of Australia's largest health service, Metro North (in Brisbane, Queensland), the challenges of the subsequent digital disruption, how these were managed, and lessons learned. Methods Prior to the COVID-19 pandemic, the Australian state of Queensland created the Queensland Digital Clinical Charter, which provides guidance for the development of digital health programs. The guidelines utilize three horizons: digitizing workflows, leveraging digital data to transform clinical care, and reimagining new and innovative models of care. The technical response to COVID-19 in Metro North is described across these horizons. The rapid digital response caused significant disruption to health care delivery; management of the disruption and the outcomes are detailed. This is a participatory action research project, with members of the research team assisting with leading the implementation project informing the case report content. Results Several digital innovations were introduced across Metro North during the COVID-19 response. This resulted in significant disruption creating digital hypervigilance, digital deceleration, data discordance, and postdigital “depression.” Successful management of the digital disruption minimized the negative effects of rapid digital transformation, and contributed to the effective management of the pandemic in Queensland. Conclusion The rapid digital transformation in Metro North during COVID-19 was successful in several aspects; however, ongoing challenges remain. These include the need to improve data sharing and increase interoperability. Importantly, the innovations need to be evaluated to ensure that Metro North can capitalize on these changes and incorporate them into long-term routine practice. Moving forward, it will be essential to manage not only the pandemic, but increasingly, the resultant digital disruption.

New Models of Care and Support

2007 ◽  
pp. 352-356
Author(s):  
Jill F. Pattenden ◽  
Robert J. Lewin
Keyword(s):  
Models Of Care ◽  
Care And Support ◽  
New Models
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