IHP+410+6-2+Final+Project+Milestone+Three+Financial+Incentives+and+Quality+Improvement+Processes (1)

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Southern New Hampshire University *

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410

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Medicine

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Feb 20, 2024

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Kia Bowen Healthcare Administration, Southern New Hampshire University IHP 410: Pop Health & Cultural Competence in Healthcare Professor: Dr. Heintje Calara August 6, 2023 6-2 Final Project Milestone Three: Financial Incentives and Quality Improvement Processes

Financial incentives and quality improvement processes policies: Montefiore Medical Center is a "not-for-profit, academic medical center in the Bronx borough of New York City, it has created a patient-centered system of care that tailors its access, delivery, and information systems to the unique needs of the primarily low-income, vulnerable populations it serves. The Commonwealth Fund has increased its efforts to study the safety net to identify examples of high-performing systems and to offer a broader look at emerging strategies for delivering, financing, and managing care for vulnerable populations.3." (Chase, 2010, pg. 1- 2) Although MMC (Montefiore Medical Center) has reached financial stability, the community to which they are of service is still considered "low-income." They were able to innovations, "focus on better management of chronic diseases through ambulatory and primary care strategies that extend access to multiple points in the community; provide access to high- quality specialty and hospital care; and create greater integration of care delivery through the application of targeted care management and robust health information technology."(Chase, 2010, pg. 2) By maintaining the upper hand as a top patient-centered care facility, they chose not to discriminate; age, race, and financial class do not play a factor in the care received. The partnership between the Albert Einstein College of Medicine and MMC allows for more teaching and research; this also helps employ over 17,000 staff members. MMC has "a significant investment in primary care by Montefiore; the Bronx now has 106 primary care physicians per 100,000 population, which, although below the New York State rate of 148 per 100,000 population, 5 has risen 15 percent since 1999." (Chase, 2010, pg. 4) MMC has increased

specialty services based on what the community requires. MMC has built an impressive and effective EHR (Electronic Health Record). There are expanded clinic hours along with increased patient care slots, all to reduce efforts of ER (Emergency Room) wait times—restructuring to allow patients to have more consistent care seeing the same provider and implementing a patient care portal. Patient-centered care: MMC has proven that patient care is the focus for all of the changes they have implemented, increased special needs care and interpretative services, and diabetic care options, "The diabetes initiative encompasses neighborhood- and home-based efforts focused on nutrition and education" (Chase, 2010, pg. 7) Pediatric asthma care, "This intervention combined with provider education has driven down readmission rates to the Children's Hospital at Montefiore." (Chase, 2010, pg. 8) Obesity tracking, homeless care, farmers market and cooking assistance for healthier eating, and even expanding Hepatitis C care within the Bronx area. MMC, "has been able to achieve financial and organizational sustainability. Factors contributing to this success include care management that allows for integration across the system, building successful primary care that combines traditional and new models; and medical systems that focus on population health and community accountability." (Chase, 2010, pg. 8) Strategies/Gaps or Deficiencies: "As evident in its stated mission, vision, and values, Montefiore addresses the intense challenges faced by its patient population through a commitment to patient-centered care that

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