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DQ 3-1 response 1 Working in Oncology care, the Oncology Nursing Society or ONS is a national professional specialty nursing association that I have been an ongoing member of since 2010. As an organization, their mission is “to advance excellence in oncology nursing and quality cancer care” with a vision “to lead the transformation of cancer care” (Oncology Nursing Society, 2017). Innovation, excellence and advocacy is what guides ONS to improve the quality of life and outcomes for patients with cancer and their families as well as improving the nursing profession (Oncology Nursing Society, 2017). They are continually working towards promoting respect and recognition on behalf of patients and the nursing profession. They not only engage in providing education and training for nurses but also engage in international outreach and partnering with other organizations that share common goals to enhance quality of care for people with cancer. They also serve as advocates to promote public health policy. ONS sends members to the Nurse in Washington Internship program annually giving attendees a better understanding of political, legislative and regulatory issues facing nurses ending with a visit to Capitol Hill to influence policy for nurses and the patients they serve (Saria et al., 2014). Cancer care is complex and continuously changing. As a member of the health care team, I feel the values of excellence, innovation and advocacy are reflected in their mission and vision statements. I also feel their mission and vision statements also mirrors the organization I work for. As a health care provider, Aurora Health Care, helps people to live well, providing the best care possible during and after a patient’s hospitalization. They support and encourage their medical/oncology nurses to become oncology and chemotherapy certified. They provide annual mandatory cancer education and offer monthly oncology seminars for all health care providers. The also encourage and support local, state and national seminars as well for their nurses. As a health care provider, they are devoted to providing the most current up to date treatment and promote safety through the encouragement and participation of evidence based initiatives and quality improvement projects. References Oncology Nursing Society. (2017). About ONS. Retrieved October 9, 2017, from https://www.ons.org/about Saria, M. G., Stone, A., Walton, A. L., Brown, G., Norton, V., & Barton-Burke, M. (2014). Voices of oncology nursing society members matter in advocacy and decisions related to U.S. health policy. Clinical Journal of Oncology Nursing, 18(6), 719-721. doi:10.1188/14.cjon.719-721 Response 2 Dignity Health hospitals are committed to furthering the healing ministry of Jesus. They pride themselves on delivering compassionate, high-quality, affordable health services while serving and advocating for the poor and disenfranchised and partnering with others in the community to improve the quality of .
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To employers the cost of healthcare is now a business issue and this talk is about what one large buyer IBM did to drive transformation via broad coalition with other large employers to form the Patient Centered Medical Home movement and the covenant between buyer and provider away from the garbage we now buy episodic uncoordinated disintegrated care. In the change of convenient conversation we have worked with the Primary care providers to give us coordinated, integrated, accessible and compressive care with a set of principles know as the Patient centered medical home. A Patient Centered Medical Home (PCMH) happens when primary care healers keeping that core healing relationship with their patients step up to become specialists in Family and Community Medicine. The move is to the discipline of leading a team that delivers population health management, patent centered prevention, care that is coordination, comprehensive accessible 24/7 and integrated across a deliver system. PCMH happens when the specialists in Family and Community Medicine wake up every morning and ask the question how will my team improve the health of my community today? All over the world three huge factors are in play that is driving the concept of Patient Centered Medical Home. They are: 1) Cost and demography 2) Information technology and data (information that is actionable will equal a demand for accountability by the payer or buyer of the care) 3) Consumer demand to engage healthcare differently (at least as well as they can their bank- on line) have a question about lab results why not e-mail? But at its core it is a move toward integration of a healing relationship in primary care and population management all at the point of care with the tools to do just that.
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S28 September-October 2016/HASTINGS CENTER REPORT Undisputedly, the United States’ health care sys- tem is in the midst of unprecedented complexi- ty and transformation. In 2014 alone there were well over thirty-five million admissions to hospitals in the nation,1 indicating that there was an extraordinary number of very sick and frail people requiring highly skilled clinicians to manage and coordinate their com- plex care across multiple care settings. Medical advances give us the ability to send patients home more efficiently than ever before and simultaneously create ethical ques- tions about the balance of benefits and burdens associ- ated with these advances. New treatments for cancer or complex heart disease may prolong life until the disease becomes irreversible while causing significant morbidity that undermines functional status, independence, and quality of life in ways that patients find unacceptable. Some patients and families voice concerns about access to treatments and about the quality and safety of the care they or their loved ones receive. Every day on every shift, nurses at the bedside feel these pressures and the intense array of ethical issues that they raise. A staggering 17.5 percent of trained nurses are leaving their roles or the profession after less than one year of service,2 and increasing levels of moral distress and burnout contribute to their decisions.3 Meanwhile, research supports the common-sense understanding that patients and health care organizations fare better when nurses are not harried, are supported in their work en- vironments, and are able to practice high-quality, ethical care. At the same time, administrators, policy-makers, and regulators struggle to balance commitments to patients, families, staff members, and governing boards. Health care organizations are compelled by laws, regulations, and accrediting bodies to pursue externally reported measures of effectiveness that can put their mission and values at risk. While health care systems declare their commitment to core ethical values, many clinicians struggle to understand institutional priorities, budgets, policies, and decisions seemingly inconsistent with their values as professionals. Increasingly clinicians find their ability to provide compassionate care at odds with the intensifying focus on matters such as clinical pathways aimed at standard- izing care, cost-cutting efficiencies, electronic medical records, and hospital policies and procedures.4 Arguably, each of these have merit in the current system, but what is not accounted for are the unintended consequences of diverting attention from the core ethical values of the professions. For example, the advent of the EMR requires clinicians to focus on documentation rather than being fully present during patient encounters. An emphasis on clinical pathways increases the risk of reducing patient symptoms and diseases to what fits a rote app.
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Care Coordination in a Medical Home in Post-Katrina New Orleans: Lessons Learned Susan Berry • Eleanor Soltau • Nicole E. Richmond • R. Lyn Kieltyka • Tri Tran • Arleen Williams Published online: 14 July 2010 � Springer Science+Business Media, LLC 2010 Abstract This is a prospective study to evaluate ability of a nurse care coordinator to: (1) improve ability of a pediatric clinic to meet medical home (MH) objectives and (2) improve receipt of services for families of children with special health care needs (CSHCN). A nurse was hired to provide care coordination for CSHCN in an urban, largely Medicaid pediatric academic practice. CSHCN were iden- tified using a CSHCN Screener. Ability to meet MH criteria was determined using the MH Index (MHI). Receipt of MH services was measured using the MH Family Index (MHFI). After baseline surveys were completed, Hurricane Katrina destroyed the clinic. Care coordination was implemented for the post-disaster population. Surveys were repeated in the rebuilt clinic after at least 3 months of care coordination. The distribution of demographics, diagnoses and percent CSHCN did not significantly change pre and post Katrina. Psychosocial needs such as food, housing, mental health and education were markedly increased. Essential strategies included developing a new tool for determining complexity of needs and involvement of the entire practice in care coordination activities. MHFI showed improvement in receipt of services post care coordination and post-Katrina with P \ 0.05 for 13 of 16 questions. MHI demonstrated improvement in care coordination and community outreach domains. Average cost was $36.88 per CSHCN per year. There was significant improvement in the ability of the clinic to meet care coordination and community outreach MH cri- teria and in family receipt of services after care coordination, despite great increase in psychosocial needs. This study pro- vides practical strategies for implementing care coordination for families of high risk CSHCN in underserved populations. Keywords Care coordination � Medical home � Children with special healthcare needs (CSHCN) � Title V CSHCN � Hurricane Katrina Eleanor Soltau has relocated to Atlanta, Georgia, after her involvement with this research. S. Berry (&) � N. E. Richmond � A. Williams Department of Pediatrics, Louisiana State University Health Sciences Center, 1010 Common Street Suite #610, New Orleans, LA 70112, USA e-mail: [email protected] N. E. Richmond e-mail: [email protected] A. Williams e-mail: [email protected] E. Soltau Children’s Hospital Medical Practice Corporation, New Orleans, LA, USA e-mail: [email protected] S. Berry � N. E. Richmond � A. Williams Louisiana Office of Public Health, Children’s Special Health Services, New Orleans, LA, USA R. L. Kieltyka � T. Tran Department of Pediatrics, Louisiana State University Health Sciences Center, 1010 Common Street Suite #2710, New Orleans, LA 7011 ...
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Poster Draft Vcnp Presentation 2010
1.
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