For This Assignment You Will Complete A Presentation Analysi

For This Assignment You Will Complete A Presentation Analyzing Key Go

For this assignment, you will complete a presentation analyzing key goals of chronic disease management, stakeholders, and approaches to care. You are focusing on the processes and NOT managing a specific chronic disease such as heart disease. Chronic diseases—such as heart disease, cancer, and diabetes—are placing a growing burden on the U.S. health care system. In response, some health care organizations are instituting chronic disease management (CDM) programs to reduce the incidence of preventable hospitalizations and adverse events by more effectively and comprehensively managing the health of patients with chronic conditions. Many of these organizations are implementing health information technology (health IT) to facilitate their chronic disease management programs. Chronic disease management health IT applications may enable the re-distribution of patient management tasks to non-physician personnel.

Many health IT solutions for chronic disease management are intended primarily for physician use. However, these systems also can be designed to engage other key members of the health care team in decision-making, such as nurses, case managers and other key healthcare professionals. Use the following information to create a PowerPoint presentation with speaker notes. Include the following information in your final presentation: Identify and explain the key goals of chronic disease management. What are the driving forces behind chronic disease management programs? Explain the roles of health care team members in the management of chronic diseases. Include internal clinical and non-clinical roles. Compare and contrast two models of chronic disease management and address their approach to: self-management support, delivery system design, decision support, clinical information systems, organization of health care, and community. Analyze the financial impact of a chronic disease management program.

Paper For Above instruction

Chronic disease management (CDM) has become a critical focus within healthcare systems globally, primarily due to the rising prevalence of chronic conditions such as diabetes, cardiovascular diseases, and cancer. This presentation explores the key goals of CDM, the driving forces behind its implementation, the roles of various healthcare team members, compares two prominent models of chronic disease management, and assesses the financial impacts associated with these programs.

Introduction

The purpose of this presentation is to analyze the essential components of chronic disease management procedures, focusing on process-oriented approaches rather than managing a specific disease. By defining the goals, understanding stakeholder roles, comparing management models, and evaluating financial impacts, this paper provides a comprehensive overview of the strategies employed to improve patient outcomes and healthcare efficiency.

Key Goals of Chronic Disease Management

• Improve Patient Outcomes: Enhance the quality of life and minimize complications through effective management of chronic conditions.
• Reduce Hospitalizations and Emergency Visits: Prevent disease exacerbations that often lead to costly hospital stays.
• Enhance Care Coordination: Ensure continuity and integration of services across healthcare providers.
• Promote Self-Management: Empower patients with education and tools to manage their conditions proactively.
• Optimize Resource Utilization: Efficiently allocate healthcare resources to prioritize prevention and management over reactive treatment.

These goals are interconnected; for example, promoting self-management directly contributes to reducing hospitalizations and improving outcomes.

Driving Forces Behind Chronic Disease Management Programs

1. The Growing Burden of Chronic Diseases: Increased prevalence leads to higher healthcare costs and resource strain, necessitating systematic management approaches.
2. Advances in Health Information Technology: Innovative health IT systems enable better patient monitoring, data collection, and decision-making support.
3. Policy and Payment Reforms: Policies incentivize value-based care, emphasizing prevention and chronic disease management to reduce costs.

These driving forces underscore the shift from reactive to proactive healthcare models, striving for improved outcomes and cost savings.

Roles of Healthcare Team Members in Chronic Disease Management

• Physicians: Diagnose, prescribe treatment, oversee overall care plans, and coordinate with other team members.
• Nurses: Provide patient education, perform routine monitoring, and support self-management initiatives.
• Case Managers: Assess patient needs, coordinate services, and facilitate access to community resources.
• Pharmacists: Manage medication regimens, counsel patients, and monitor for adverse effects.
• Community Health Workers: Bridge healthcare gaps by providing culturally appropriate education and support within the community.

Both clinical roles (physicians, nurses, pharmacists) and non-clinical roles (case managers, community workers) are vital for comprehensive management.

Comparison of Two Models of Chronic Disease Management

Chronic Care Model (CCM)

• Self-Management Support: Emphasizes patient empowerment through education, goal setting, and ongoing support.
• Delivery System Design: Focuses on team-based care and proactive follow-up.
• Decision Support: Incorporates evidence-based guidelines into practice, supported by care managers and decision aids.
• Clinical Information Systems: Utilizes electronic health records to track patient data and facilitate communication.
• Organization of Healthcare: Leadership commitment to chronic care, fostering accountability.
• Community: Links patients with community resources, such as exercise programs or support groups.

Stanford Model

• Self-Management Support: Provides structured programs, workshops, and coaching to improve patient engagement.
• Delivery System Design: Emphasizes team coordination and proactive planning, including follow-ups and scheduled visits.
• Decision Support: Integrates guideline-based protocols into workflows, supported by education tools.
• Clinical Information Systems: Employs registries and alerts to identify at-risk patients.
• Organization of Healthcare: Encourages leadership that supports technology adoption and staff training.
• Community: Actively involves community partners to promote lifestyle modifications and resource access.

Both models aim for comprehensive, patient-centered care; however, CCM emphasizes system integration, while the Stanford Model emphasizes structured patient engagement and coaching.

Financial Impact of Chronic Disease Management Programs

Implementing CDM programs results in notable economic benefits:

• Reduced Hospitalizations: Studies show a decrease in inpatient admissions by up to 30%, translating to savings of approximately $3,000 to $5,000 per patient annually (Conte et al., 2017).
• Lower Emergency Department Visits: Programs can reduce ED visits related to chronic conditions by about 25%, saving nearly $1,200 per visit avoided (Anderson et al., 2018).
• Improved Medication Adherence: Better adherence reduces complication costs, saving an estimated $500 to $1,000 per patient per year (Kerr et al., 2020).

Overall, these programs can produce return on investment (ROI) ratios ranging from 1.5 to 4 times the initial expenditure, with specific dollar amounts depending on program scale and implementation strategies (Norris et al., 2018).

Conclusion

This presentation has outlined the primary goals of chronic disease management, discussed the driving forces behind program implementation, detailed the roles of healthcare team members, compared two prevalent models—Chronic Care Model and Stanford Model—and evaluated the significant financial impacts these programs can deliver. Systematic approaches to chronic disease management are crucial for improving patient outcomes, reducing costs, and enhancing the efficiency of healthcare delivery.

References

• Conte, K. E., Schroeder, N., & Gill, T. M. (2017). Economic outcomes of chronic disease management programs: A systematic review. Health Economics Review, 7(1), 10. https://doi.org/10.1186/s13561-017-0152-7
• Anderson, J. E., et al. (2018). Impact of a community-based chronic disease management program on emergency department visits. Journal of Healthcare Quality, 40(2), 77–85. https://doi.org/10.1111/jhq.12111
• Kerr, E. A., et al. (2020). Medication adherence and health care costs in chronic disease management. Medical Care, 58(8), 680–686. https://doi.org/10.1097/MLR.0000000000001353
• Norris, S., et al. (2018). Return on investment of chronic care management programs: A systematic review. American Journal of Managed Care, 24(10), 454–460.
• Wagner, E. H. (2019). The chronic care Model: Needle-moving innovations in healthcare. Regional Practice Journal, 15(3), 15–20.
• Stanford School of Medicine. (2021). The Stanford Model of chronic disease management. Retrieved from https://med.stanford.edu/cme/education/clinical-chronic-care-model.html
• Bodenheimer, T., et al. (2014). Building capacity for team-based, chronic illness care: The Veteran’s Affairs study. Journal of the American Board of Family Medicine, 27(4), 491–500.
• Valentijn, P. P., et al. (2013). Understanding integrated healthcare networks: A comprehensive review. International Journal of Integrated Care, 13, e019. https://doi.org/10.5334/ijic.1146
• Grumbach, K., & Bodenheimer, T. (2004). Can health care teams improve primary care practice? JAMA, 292(3), 342–347.
• Funk, M., et al. (2017). Technological interventions in chronic disease management: Review and future directions. Technology and Health Care, 25(4), 749–760. https://doi.org/10.3233/THC-161126