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Henry Ford Task Force Reduces Catheter-related Bloodstream Infections in Hemodialysis Patients

The Henry Ford Medical Group in Detroit has a large dialysis program with high-risk patients; about 80 to 100 of these patients per month use a hemodialysis catheter for vascular access. Despite attempts to reduce catheter-related bloodstream infections (CRBSI) over a 3-year period, rates remained well above the national benchmark of 3.1/100 patient months. To address this issue, the Catheter Bacteremia Task Force was formed, involving Nephrology, Pharmacy Services, Infectious Diseases, Infection Control, and the Dialysis Administrator. This Task Force included the expertise and key leadership needed to make any potential intervention successful. The protocol involved instilling a gentamicin/trisodium citrate solution into the catheter lumen after each patient’s dialysis session.

Use of the antibiotic lock protocol decreased the average rate of CRBSI by almost 85%, avoiding an estimated 69 infections. The protocol was spread to three other dialysis units, resulting in a 24.5% reduction in mortality for dialysis patients. This improvement initiative reduced infections to below the national benchmark and reduced hospitalizations and unnecessary vascular access procedures which also translated into significant cost-savings.

For this innovative work, Henry Ford Health System won the Innovations in Healthcare Award in recognition of excellence in chronic kidney disease prevention and treatment.

FOR MORE INFORMATION:

Dwight Angell
Director of Public Affairs
Henry Ford Health System
One Ford Place
Detroit, Michigan
tel.313-876-8709
Dangell1@hfhs.org
www.henryfordhealth.org

Improving Care and Reducing Costs for PPO Patients: HealthCare Partners ACO Pilot Program

In 2009, Brookings–Dartmouth launched its ACO Pilot Program to support four provider groups to form accountable care organizations (ACOs) with health plans and private payers (as opposed to the Medicare government-supported ACO programs now underway). The provider organizations that are participating all agreed to take responsibility for the overall cost and quality of care for their patients, with their private payer partner.

The chosen organizations are HealthCare Partners, a medical group/independent practice association (IPA) based in Los Angeles, CA.; Monarch HealthCare, an IPA in Orange County, CA; Norton Healthcare, an integrated delivery system in Louisville, KY; and Tucson Medical Center, a community hospital working with independent provider groups in Tucson, AZ.

This preliminary case study conducted by the Commonwealth Fund with Brookings-Dartmouth describes the HealthCare Partners’ experience to date.


Improving Care and Reducing Costs for PPO Patients: HealthCare Partners’ Brookings–Dartmouth ACO Pilot Program

HealthCare Partners, Los Angeles, California

In 2009, Brookings–Dartmouth launched its ACO Pilot Program to support four provider groups to form accountable care organizations (ACOs) with health plans and private payers (as opposed to the Medicare government-supported ACO programs now underway). The provider organizations that are participating all agreed to take responsibility for the overall cost and quality of care for their patients, with their private payer partner.

The organizations chosen are HealthCare Partners, a medical group/independent practice association (IPA) based in Los Angeles, CA.; Monarch HealthCare, an IPA in Orange County, CA; Norton Healthcare, an integrated delivery system in Louisville, KY; and Tucson Medical Center, a community hospital working with independent provider groups in Tucson, AZ.

This preliminary case study conducted by the Commonwealth Fund with Brookings-Dartmouth describes the HealthCare Partners’ (HCP) experience to date. In this report, the researchers reveal the characteristics of HCP and its partner organizations, including Anthem, the payer partner; the organization’s decision to develop an ACO; the steps that HCP has taken to implement the model; as well as the achievements and lessons learned as of this writing.

This report discusses how HCP’s success thus far is attributable to its strong primary care base; culture of accountability; emphasis on prevention and promotion; sophisticated integrated health information technology; care management and care coordination processes; performance measurement and reporting; and experience with risk-based contracts with payers.

For the complete report, please click here.

For a complete list of case studies in this Commonwealth Fund series, along with an introduction and description of methods, please click here.

FOR MORE INFORMATION:

Robert Klein
HealthCare Partners
VP Communications and Marketing
310-630-4126
rjklein@healthcarepartners.com
www.healthcarepartners.com

Virginia Mason Provider-Employer-Payer Collaboratives Target Common Medical Conditions

Virginia Mason Medical Center in Seattle has worked in collaboration with health plans and employers to develop standardized approaches to the care of patients with common medical conditions. Called marketplace collaboratives, these efforts have eliminated unnecessary treatment and decreased costs to employers, health plans, patients, and providers while improving quality and value. To date, Virginia Mason has implemented clinical value streams for low back pain, headache, large joint pain, and breast concerns not related to cancer screening. The strides made in quality by this approach have been impressive.


Excerpted from:

At Virginia Mason, Collaboration Among Providers, Employers, and Health Plans to Transform Care Cut Costs and Improved Quality, by C. Craig Blackmore, Robert S. Mecklenburg, and Gary S. Kaplan

http://content.healthaffairs.org/content/30/9/1680.full.html

Virginia Mason Medical Center in Seattle has worked in collaboration with health plans and employers to develop standardized approaches to the care of patients with common medical conditions. Called marketplace collaboratives, these efforts have eliminated unnecessary treatment and decreased costs to employers, health plans, patients, and providers while improving quality and value.

The initial task of the first marketplace collaborative was to define quality. After much deliberation, the collaborative participants decided that quality related to five key factors: patient satisfaction; the practice of evidence-based care; rapid access to care by patients; patients’ rapid return to functioning; and cost. Once the definition of quality was determined, the next step was to identify the optimal, evidence-based care for low back pain, the focus of the first collaborative. Each subsequent marketplace collaborative has selected a different condition to target for improvement. Called “clinical value streams,” these standardized clinical pathways ensure that best practices are followed and unnecessary test and treatments are eliminated.

To date, Virginia Mason has implemented clinical value streams for low back pain, headache, large joint pain, and breast concerns not related to cancer screening. The strides made in quality by this approach have been impressive. For instance, the headache clinical value stream focused on patients with uncomplicated headache in which no other symptoms of concern were present, such as head trauma or fever. These patients typically do not require expensive imaging tests, but many were receiving them anyway. Through the collaborative process, Virginia Mason decreased the use of MRIs by 23 percent, so delays in seeing a doctor because of pending test results were minimized. New policies were implemented that allowed patients to get in to see a doctor the same day as their headache developed in 95 percent of cases. The result has been that patients with headache now score their care at an impressive 91 in terms of patient satisfaction.

At Virginia Mason, collaborative efforts among providers, payers, and employers have lead to improved care delivery according to a common definition of quality. By developing and implementing evidence-based care pathways, quality parameters are being achieved by a decrease in unnecessary care and costs, and with high patient satisfaction and rapid access.

Keywords: access, evidence-based care, clinical pathways, headache, large joint pain, low back pain, quality improvement, payer collaboration, employer collaboration, clinical value streams, marketplace collaborative, Virginia Mason Medical Center, Seattle, Washington.

FOR MORE INFORMATION:

Michelle Peterson
Director, Communications and Public Relations
Virginia Mason Medical Center
100 Ninth Ave, MS GB-ADM
Seattle, WA 98101
(206) 583-6581
michelle.peterson@vmmc.org
http://www.VirginiaMason.org/

Obstetrical Care Improvements Increased Quality and Reduced Costs

In reviewing its data, Intermountain found that there were a “golden few” clinical processes that made up the bulk of care that the system delivers. Just 104 clinical processes accounted for 95 percent of all of Intermountain’s care delivery. Eleven percent of these related solely to obstetrics. Intermountain realized that it could have a bigger impact on quality overall by focusing on this area because of the sheer numbers of obstetrical patients, so it developed care protocols that resulted in fewer elective induced labors, cesarean sections, while reducing overall costs.


How Intermountain Trimmed Health Care Costs Through Robust Quality Improvement Efforts

Adapted from the article by Brent C. James and Lucy A. Savitz is available at: http://content.healthaffairs.org/content/30/6/1185.full.html

Since the late 1980s, Intermountain Healthcare of Utah and Idaho has applied a process management philosophy that maintains the best way to reduce costs is to improve quality. To implement this philosophy system-wide, Intermountain created data systems and management structures that increased accountability and drove quality improvement. It also achieved significant cost savings by measuring, understanding, and managing variation among clinicians in providing care.

In reviewing its data, Intermountain found that there were a relative “golden few” clinical processes that made up the bulk of care that the system delivers. Just 104 clinical processes—roughly 7 percent of the 1,400—accounted for 95 percent of all of Intermountain’s care delivery. Eleven percent related solely to obstetrics. Intermountain realized that it could have a bigger impact on quality overall by focusing on this area because of the sheer numbers of obstetrical patients.

Induction of early labor has been associated with higher rates of complications for both mothers and newborns, so, in 2001, Intermountain’s pregnancy, labor, and delivery leadership decided to focus on the induction of early labor as a target for improvement. The team created a shared baseline and a standardized electronic checklist that identified when elective induction is medically appropriate. The protocol was deployed across the entire Intermountain system, which performs more than 32,000 deliveries each year. If the patient met the criteria, the induction proceeded; if not, the nurses informed the attending obstetrician that it could not proceed without approval from the chair of the obstetrics department or a specialist in high-risk pregnancies.

The new protocol helped reduce rates of elective induced labor, unplanned cesarean sections, and admissions to newborn intensive care units. Elective inductions that were not clinically appropriate fell from 28 percent to less than 2 percent of all inductions. Intermountain’s overall rate of deliveries by cesarean section is now 21 percent, while the national rate is approaching 34 percent. There were cost efficiencies as well. Intermountain estimates that the elective induction protocol reduces health care costs in Utah by about $50 million per year. If applied nationally, it would lower health care delivery costs by about $3.5 billion annually.

Intermountain implemented other evidence-based quality improvement initiatives that resulted in enhanced patient safety, better outcomes, and lower overall costs.

Keywords: care teams, care management, care coordination, communication, electronic medical record, EMR, evidence-based medicine, health information technology, Intermountain Healthcare, induced labor, obstetrics, Salt Lake City, Utah, safety, treatment, value

FOR MORE INFORMATION:

Dave Green
Communications Manager
Intermountain Healthcare
36 South State Street
Salt Lake City, UT 84111
tel. 801.442.2844
dave.green@ihc.com
www.ihc.com

Integrating Independent Physicians into an Accountable Care Organization

Keywords: Advocate Physician Partners, Advocate Health Care, accountable care organizations, asthma, care coordination, care management, Illinois, intensive care, independent physician associations, performance improvement, prevention, physician and hospital collaboration, value

Advocate Physician Partners, a joint venture representing approximately 3,500 physicians serving patients in Illinois, could serve as a model for a new kind of ACO. Advocate Physician Partners is affiliated with Advocate Health Care, a not-for-profit faith-based health system in northern and central Illinois. By organizing physicians into partnerships with hospitals to improve care and be held accountable for the results, Advocate Physician Partners has addressed the most significant barriers to creating an effective ACO, and has also has made impressive strides in quality and outcomes.


A Model for Integrating Independent Physicians into Accountable Care Organizations

The online version of this article by Mark C. Shields, Pankaj H. Patel, Martin Manning, and Lee Sacks is available at:

http://content.healthaffairs.org/content/30/1/161.full.html

The Affordable Care Act encourages the formation of accountable care organizations (ACO) as a new part of Medicare. At this point, however, it is unclear precisely how these ACOs will be structured. Although large integrated care systems that directly employ physicians may be most likely to evolve into ACOs, few of these truly integrated systems exist in the United States.

Advocate Physician Partners, a joint venture representing approximately 3,500 independent physicians serving patients in Illinois, could serve as a model for a new kind of ACO. Advocate Physician Partners is affiliated with Advocate Health Care, a not-for-profit faith-based health system in northern and central Illinois. For more than fifteen years, the partnership between physicians and Advocate has performed care management and managed care contracting. By organizing physicians into partnerships with hospitals to improve care and be held accountable for the results, Advocate Physician Partners has addressed the most significant barriers to creating an effective ACO. It has also has made impressive strides in quality and outcomes.

Advocate Health Care hospitals invested more than $10 million in the technology of a centralized command center for all 250 adult intensive care beds in eight of its ten acute care hospitals. Staffed around the clock by board-certified intensivists, the initiative allows these specialists to make immediate changes in patients’ treatment based their condition, without waiting for the approval of attending physicians. In this way, new drugs, procedures, or therapies can be applied immediately, without delays. As a result, mortality for adult intensive care patients has decreased steadily since the program was implemented in 2003.

As part of a comprehensive program for care of asthma patients, the partnership has implemented standardized asthma action plans for home management, individualized for specific patients. In 2009, the partnership implemented action plans for 83 percent of its asthma patients. This number was three times greater than the national average, according to a study that showed only 26 percent of controlled asthma patients and 35 percent of uncontrolled asthma patients received such a plan from their physicians. And the partnership’s results typically exceed the National Committee for Quality Assurance’s measures for management of blood sugar, cholesterol, and blood pressure.

FOR MORE INFORMATION:

Nancy Taylor
Executive Director
Council of Accountable Physician Practices
|nancy.taylor@amga-capp.org
www.amga-capp.org

HealthPartners: Closing the Gap in Health Care Disparities (Colorectal Cancer)

Colorectal cancer deaths are 48 percent higher among African-Americans than among whites, according to the US Department of Health & Human Services. As a result, HealthPartners developed customized interventions aimed at reducing disparities in colorectal cancer screening rates for African-American patients.


More than ten years ago, HealthPartners began groundbreaking work to close a gap in health care and ensure that care and service is of equally high quality for all populations, regardless of a patient’s race or ethnicity, preferred language, private insurance or public program. To identify and address these disparities, HealthPartners leaders established the Cross Cultural Care and Service Task Force in 2001, and, in 2003, the health system developed a plan to collect self-reported patient demographic data to assist in creating strategies and tactics to improve care and service for our patients.

Reduction of colorectal cancer screening disparities for African-American patients

Colorectal cancer deaths are 48 percent higher among African-Americans than among whites, according to the US Department of Health & Human Services. As a result, HealthPartners developed customized interventions aimed at reducing disparities in colorectal cancer screening rates for African-American patients.

In 2009, based on new national guidelines and guidelines from the Institute for Clinical Systems Improvement (ICSI), a nonprofit collaborative, HealthPartners expanded the eligible population for colorectal cancer screening to include African-Americans and Native Americans at age 45 instead of 50, which added more than 1,000 HealthPartners patients who needed screening.

To screen additional patients and to close the gap, HealthPartners developed several customized interventions, including:

  • Using the race information provided by patients and the electronic medical record to automatically generate reminders to African-American and Native American patients and providers to have colorectal screening beginning at age 45
  • Telephone outreach to patients who were eligible for screening
  • The option of a fecal immunochemical (FIT) test, an evidence-based alternative to colonoscopy. The electronic medical record provides a shared decision making tool for our provider to offer the FIT test for patients who prefer it over colonoscopy.

These interventions are saving lives by improving screening disparities by payer (as a measure of socioeconomic differences) and by race. HealthPartners has seen a 27 percent improvement in colorectal screening rates for African American patients since implementation. Even with the population expansion, HealthPartners screening rates continue to rise rapidly, and are already above the 2010 HEDIS 50th percentile rankings.

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Kaiser Permanente’s Healthy Bones Program Results in Reduction in Hip Fractures

According to recent information from the National OsteoporosisFoundationand the Office of the Surgeon General, osteoporosis is a major medical problem. The disease currently affects 8million women and 2 million men in the United States. Kaiser Southern California has a fully integrated Healthy Bones Program in place at all eleven of its medical centers. Using its electronic medical records system is capable of tracking dual X-ray absorptiometry scans, fragility fractures, and the medications used to treat or prevent osteoporosis, Kaiser’s multidisciplinary team prevented 970 hip fractures in calendar year 2007 (2544 hip fractures were predicted and the actual number was 1574), a reduction of 38.1%.

Excerpts from The Journal of Bone and Joint Surgery article:
http://www.ejbjs.org/cgi/content/full/91/Supplement_6/79

“According to recent information from the National OsteoporosisFoundationand the Office of the Surgeon General, osteoporosis is a major medical problem. The disease currently affects 8million women and 2 million men in the United States. An additional 34 million Americans have low bone mass. Each year, an estimated1.5 million individuals in the United States experience a fragility fracture secondary to osteoporosis, resulting in an annual cost of 18 billion dollars. With the rapidly aging U.S. population, the problem of osteoporosis is now reaching epidemic proportions. There are 75 million baby boomers entering the stage in their lives when they are most at risk for osteoporosis. One-half of all women and one-third of all men will sustain a fragility fracture during their lifetime.

Knowledge That What the Orthopaedic Surgeon Does Improves Bone Health

The literature has shown that orthopaedic surgeons have not done enough to aggressively diagnose and treat osteoporosis. It is important for orthopaedic surgeons to know that an aggressive osteoporosis disease-management program can decrease the rate of osteoporosis-related hip fractures by 25% to 50%. One such program is described below.

Background of the Kaiser Southern California Healthy Bones Program

Kaiser Southern California (Kaiser SCAL) is a health-maintenance organization in Southern California that is made up of eleven medical centers with 3.2 million members. Kaiser SCAL has an electronic medical records system that is capable of tracking dual X-ray absorptiometry scans, fragility fractures, and the medications used to treat or prevent osteoporosis. Kaiser SCAL has a fully integrated Healthy Bones Program in place at all eleven of its medical centers. The Healthy Bones Program was established by having orthopaedic surgeons serve as champions in a large multidisciplinary team comprised of healthcare providers from the following disciplines: endocrinology, family practice, internal medicine, rheumatology.

Results

Since the SCAL Healthy Bones Program was adopted, we have seen our annual dual X-ray absorptiometry scan utilization rate rise from 21,557 per year in 2002 to 78,262 per year in 2007, a 263% increase. The annual dual X-ray absorptiometry scan utilization rate in men was 1549 in 2002, and it increased to 15,700 per year by 2007, a 914% increase. The annual number of patients receiving anti-osteoporosis medications rose from 33,208 per year in 2002 to 84,155 per year in 2007, a 153% increase. The annual number of men who received anti-osteoporosismedications in 2002 was 2663, and that number increased to 9310 a year by 2007, a 250% increase. There was a large variation in the reduction in hip fracture rates at the eleven SCAL medical centers during the study period. The reduction in hip fracture rate varied from 31.0% to 54.3%. The overall hip fracture rate reduction was 38.1%. That translated into preventing 970 hip fractures in calendar year 2007 (2544 hip fractures were predicted and the actual number was 1574).

Keywords: Osteoporosis, Kaiser Permanente Southern California, Healthy Bones, electronic medical records, orthopaedic, bone loss, hip fractures, bone loss, multidisciplinary team

FOR MORE INFORMATION:

Jean Sud
Senior Manager, Public Policy & Communications
Kaiser Permanente, The Permanente Federation
1 Kaiser Plaza
Oakland, CA 94612
tel. 510.271.6317
Jean.L.Sud@kp.org
www.kaiserpermanente.org

Kaiser Permanente’s Joint Replacement Registry Improves Patient Outcomes While Reducing Costs

Within the US, over 600,000 total hip and total knee replacements are performed each year. By the year 2030, that number is projected to exceed 4 million. Annual hospital costs associated with these procedures are projected to exceed $65 billion by 2015. The projected increases in the demand for total joint replacements and the costs associated with these procedures will challenge our already overburdened US health care system. Kaiser Permanante’s Total Joint Replacement Registry helps its surgeons and patients make informed decisions about which implant to use or in which patients the risks and potential costs of failure make surgery unwise.


Excerpted from The Permanente Journal article:

“Within the US, over 600,000 total hip and total knee replacements are performed each year. By the year 2030, that number is projected to exceed 4 million. Annual hospital costs associated with these procedures are projected to exceed $65 billion by 2015. Although patients who undergo total joint arthroplasty (TJA) are often of retirement age, recent studies have shown that patients below age 65 represent 35-45% of all TJA recipients in the US. As TJA is marketed more as a lifestyle operation than as a final option to retain mobility for end-stage arthritis, the proportion of patients below age 65 may increase.

The projected increases in TJA demand and the costs associated with these procedures will challenge our already overburdened US health care system. One potential method to address this pending crisis is through comparative safety and clinical effectiveness research aimed at reducing the need for TJA revision surgery. Registries are one example of clinical effectiveness studies that can help surgeons and patients make informed decisions about which implant to use or in which patients the risks and potential costs of failure make surgery unwise. These studies can also identify the relative value of TJA over alternative treatments or the effectiveness of one implant brand or design over another. Although implants vary widely in cost, there is little evidence to support the use of new, more expensive designs instead of more established, traditional designs.

The goals of the Kaiser Permanente (KP) Total Joint Replacement Registry (TJRR) are: 1) to monitor revision, failure, and rates of key complications (e.g., infection, venous thromboembolic disease such as blood clots and embolism, and mortality); 2) to identify patients at risk for poor clinical outcomes following TJA; 3) to identify the most effective techniques and implant devices (best practices and implant constructs); 4) to track implant usage and costs; and 5) to monitor and to support implant recalls and advisories in cooperation with the US Food and Drug Administration.”

Link to full journal article: http://xnet.kp.org/permanentejournal/sum08/joint-replacement.html

Keywords: clinical effectiveness, total hip replacements, total knee replacements, joint replacement, total joint replacement registry, total joint arthroplasty, TJA, Kaiser Permanente, KP, Southern California, registries

For More Information:

Jean Sud
Senior Manager, Public Policy & Communications
Kaiser Permanente, The Permanente Federation
1 Kaiser Plaza
Oakland, CA 94612
tel. 510.271.6317
Jean.L.Sud@kp.org
www.kaiserpermanente.org

Information Technology Supported Care Teams Significantly Improve Care for Patients with Heart Disease

Kaiser Permanente Colorado has significantly reduced the mortality rate for patients with heart disease, which is the nation’s number one killer for both women and men. Using team-based medical best practices and computer-supported care registries, doctors and clinical care teams reduced overall mortality by 76 percent and cardiac mortality by 73 percent. Coronary Artery Disease is the dangerous buildup of plaque inside the coronary arteries. Cardiac mortality refers to all deaths related to heart events.


Excerpt from Kaiser Permanente case study:
http://xnet.kp.org/future/ahrstudy/032709cardiac.html

“Kaiser Permanente Colorado has significantly reduced the mortality rate for patients with heart disease, which is the nation’s number one killer for both women and men. Using team-based medical best practices and computer-supported care registries, doctors and clinical care teams reduced overall mortality by 76 percent and cardiac mortality by 73 percent. Coronary Artery Disease is the dangerous buildup of plaque inside the coronary arteries. Cardiac mortality refers to all deaths related to heart events.

The ability of clinical care teams to coordinate their efforts in cardiac care is greatly enhanced by the availability of electronic health information—which provides instant access to patient information—and evidence-based clinical care guidelines and protocols.”

Keywords: CAD, care coordination, care teams, cardiac care program, chronic care, collaborative care, colorado, communication, coronary artery disease, electronic medical record, evidence-based medicine, health information technology, integrated care, Kaiser Permanente, KP Healthconnect, patient support, population health, preventive care, safety, treatment, value

FOR MORE INFORMATION:

Jean Sud
Senior Manager, Public Policy & Communications
Kaiser Permanente, The Permanente Federation
1 Kaiser Plaza
Oakland, CA 94612
tel. 510.271.6317
Jean.L.Sud@kp.org
www.kaiserpermanente.org

Depression Care Curbs Rate of Suicides at Henry Ford

A quality improvement initiative for the Health Alliance Plan members who receive care at Henry Ford Medical Group resulted in dramatically bringing down the rate of suicide in its 200,000 patient population. Over 9 consecutive quarters, there were no suicides among the patients of the Perfect Depression Care Program of the Behavioral Health Services division of Henry Ford, in stark contrast to the 230 suicides expected in an average population of 100,000. The goal of the initiative was to completely redesign care delivery around the six aims outlined in the Institute of Medicine’s Crossing the Quality Chasm report–safety, effectiveness, patient-centeredness, timeliness, efficiency, and equity—in order to reduce the number of suicides to zero. The belief held by the program is that perfect depression care would result in no suicides—not just a reduced risk of suicide.


Excerpted from:
Depression Care Effort Brings Dramatic Drop in Large HMO Population’s Suicide Rate
Tracy Hampton, PhD
JAMA. 2010;303(19):1903-1905.
http://jama.ama-assn.org/content/303/19/1903.extract

“While physicians and other health care workers may not be ableto predict which of their patients will attempt suicide, theycan implement preventive strategies that markedly lower therisk of such tragedies. Now, one pioneering program has demonstratedthe importance of pursuing 2 key approaches at once: carefullyassessing patients for risk of suicide and adopting measuresto reduce the likelihood that a patient will attempt suicide.

The example comes from a quality-improvement initiative that succeeded in substantially bringing down the rate of suicide in a population of about 200 000 members of a large health maintenance organization (HMO). Through the second quarter of last year, the Perfect Depression Care program of the Behavioral Health Services (BHS) division of the Henry Ford Health System resulted in 9 consecutive quarters without any suicides, a dramatic contrast to the annual rate of 89 suicides per 100,000 members at baseline and approximately 230 suicides per 100,000 individuals expected in a patient population . . .”

Keywords: care team; depression; Henry Ford Health System; Michigan; Perfect Depression Care Program; prevention; quality improvement; rate of suicide;

FOR MORE INFORMATION:

Dwight Angell
Director of Public Affairs
Henry Ford Health System
One Ford Place
Detroit, Michigan
tel.313-876-8709
Dangell1@hfhs.org
www.henryfordhealth.org