Primary care practices use a software-facilitated process to proactively schedule and efficiently complete required components of Medicare's Annual Wellness Visit and to identify and address care gaps, leading to improvements in the provision of preventive services and high physician and patient satisfaction.
In a partnership between a hospital and four community-based organizations, bilingual community health workers help low-income, predominantly Latino families with asthmatic children better manage the disease, leading to fewer asthma-related symptoms, hospitalizations, emergency department visits, and missed school days.
A dedicated inpatient unit features a physical environment, staffing, policies, and services tailored to women with severe perinatal depression, leading to improvements in outcomes and high levels of patient satisfaction.
As mandated by State law, the California Department of Health Services requires acute care hospitals to maintain minimum nurse-to-patient staffing ratios and to develop various systems to ensure adequate nurse coverage and quality, leading to more reasonable workloads, lower patient mortality, and higher job satisfaction.
A state-funded program gives individuals with mental illness a quarterly allowance for mental health and wellness services that can be spent at their own discretion, allowing them to spend more time living in the community and to function more effectively.
Large health care systems in Detroit came together to develop an organizational structure and common goals and policies designed to strengthen the safety net for uninsured residents, leading to increased enrollment in public insurance, enhanced access to primary and specialty care, and lower uncompensated care costs.
A statewide consortium of community health workers, public agencies, and nonprofits aimed to reduce health disparities by developing a standardized scope of practice, creating a training and certificate program and a stable funding strategy to secure reimbursement from Medicaid. Their work resulted in greater integration for these workers in the health care work force.
A statewide, multipayer pilot program provides technical and financial support to physician practices interested in becoming patient-centered medical homes, leading to all participating practices being recognized as medical homes and to anecdotal reports of better access and higher quality.
Specially trained and certified lay workers known as “Grand-Aides” use illness-specific protocols to ensure that patients receive appropriate treatment in primary care settings and to ease the transition from hospital to home after discharge. The primary care-based program has reduced unnecessary visits and demonstrated the potential to reduce costs. Early data from one hospital program show significant reductions in readmissions.
As required by law, hospitals in New York track and report information on select hospital-acquired infections to the State Department of Health, which publicly releases hospital-specific performance data and supports hospitals with quality improvement initiatives; the program has reduced infection rates and generated substantial cost savings.