Active care processes: diagnosis and treatment
Connecticut's 78 school-based health centers offer a broad array of confidential mental health services to elementary, middle, and high school students co-located with traditional primary and acute medical services. The school-based centers have enhanced access to mental health services and generated high levels of satisfaction for students (particularly African-American and Hispanic males), and have led to less missed class time.
A collaborative initiative features standardized care elements and fixed per-patient payments for treatment of depression in the primary care setting, leading to high rates of remission and response to treatment and high levels of provider satisfaction.
A multistakeholder collaborative, the Rochester Blood Pressure Initiative supports the development and implementation of a variety of provider-, employer-, and community-based programs that have collectively improved blood pressure control among hypertensive individuals in metropolitan Rochester, NY.
A New York State law requires hospitals and primary care providers to offer an HIV test to all patients between the ages of 13 and 64 years, streamlines the consent process, and requires providers to schedule patients with positive results for followup care; the law increased testing rates and helped link HIV-positive patients to care.
A county-based accountable care organization integrates medical, behavioral health, and social services and assigns a care coordinator to newly enrolled Medicaid beneficiaries to promote use of appropriate services, leading to fewer readmissions and emergency department visits and lower costs.
An HIV clinic proactively encourages men with HIV to be screened for anal cancer each year and makes it easy for them to do so, leading to enhanced access to screening and the identification and removal of precancerous lesions.
Partners in an accountable care organization share risk via an annual global budget and implement initiatives to improve efficiency and quality, leading to reductions in hospital use and overall health care costs.
A data exchange platform links individual State PMPs, helping authorized prescribers and pharmacists identify patients who appear to be crossing State lines to obtain drugs for potential personal misuse or illegal activity.
A comprehensive bundle of process improvement strategies improved patient turnaround time in the emergency department, which in turn led to fewer patients leaving before being treated.
The health department in New York City uses subsidies, upfront and ongoing technical support, and quality of care feedback to promote implementation and use of electronic health records by primary care practices in medically underserved areas, leading to better care for patients in these practices.