Garfield / Main and Main St & Garfield Ave are the nearest bus stops to Embrace Dental and Orthodontics in South Gate. What’s the nearest bus stop to Embrace Dental and Orthodontics in South Gate?.The nearest bus stop to Embrace Dental and Orthodontics in South Gate is a 2 min walk away. How far is the bus stop from Embrace Dental and Orthodontics in South Gate?.These Bus lines stop near Embrace Dental and Orthodontics: 120, 258, EASTSIDE ROUTE. Which Bus lines stop near Embrace Dental and Orthodontics?.Lakewood Blvd Station is 3153 yards away, 37 min walk.Paramount / Main is 1148 yards away, 14 min walk.Main St & Garfield Ave is 108 yards away, 2 min walk.Garfield / Main is 87 yards away, 2 min walk.The closest stations to Embrace Dental and Orthodontics are: What are the closest stations to Embrace Dental and Orthodontics?.Managed care organizations should fill that void in our system.ĭon Hall, M.P.H., is the principal of DeltaSigma, LLC and a member of the Managed Healthcare Executive® editorial advisory board.
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If there is one overriding theme of how to best address producing better outcomes and cost management in our industry, it’s addressing the astounding lack of coordination. It will continue be a difficult issue for plans to deal with given the state of the country. rivals many third-world countries in large part due to lack of access to prenatal care and other reproductive health services.
Sadly, the Supreme Court has interjected conservative legal opinion into an area that begs more, not less, resources. Assessing each member’s status relative to social determinants of health should be part of the coordination of services that will impact outcomes and costs.Įnsure women have access to reproductive health services.
Where you live, what you do for a living and your socioeconomic status have a huge bearing on every aspect of your health. Unfortunately, these services are often the most difficult to access, particularly for those on Medicaid or Medicare.Īddress social determinants of health. Coordinating access to these services for members should be a critical part of addressing members’ needs. Untreated behavioral health conditions and lack of dental care have a significant impact on health outcomes and costs. Incorporate behavioral and dental healthcare. Coordinating services for this population with a focus on keeping people in their homes or other noninstitutional settings has demonstrated success in outcomes and costs. Our rapidly aging population, increasing incidence of debilitating conditions and insufficient supporting resources are a formula for a crisis in this country. Coordinating long-term care, respite and hospice services must become part of our industry’s future competencies. Take on the challenges of long-term care. Nurses, social workers and other care coordinators could make a huge difference - if there were enough of them. Overworked health plan staff often struggle to stay on top of all the issues facing members with cancer, diabetes, heart disease and a host of other scary problems. Members with chronic conditions are often bounced around between a myriad of providers, some in network and some out. Improve coordination of healthcare resources.Healthcare has become many times more complicated in the past 40 years. So where should we focus if we are to meaningfully impact healthcare in a positive way going forward? With the benefit of hindsight, there are five areas that I believe offer the best prospect for the future of managed healthcare and that emerging leaders should embrace. But we are still riling up providers and members. Are we actually doing it? The jury is out. We’ve gone beyond a simple focus on cost management to improving healthcare outcomes and access to care. Costs continued to escalate.įast forward four decades. Managed care was a developing industry and not particularly effective at doing anything but riling up providers and members. Our primitive attempts at managing healthcare costs included tracking all hospitalized patients using a chalkboard and working to get them out of the hospital while also enforcing precertification for new hospitalizations. Employers were frustrated about rising healthcare costs and were willing to push employees into preferred provider organizations and HMOs through financial incentives. When I began my career in managed healthcare in the mid-1980s, I worked at a large nonprofit hospital.
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