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The occurrence of medical errors made by health care providers against patients has been at the forefront of the media in recent years.
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At Oxford Health Plans based in Trumbull, CT, 3% of its members account for half of the plans medical costs.
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Often in health plans, disease management is in one silo, case management is in another, pharmacy management is in another, and they may not interrelate.
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The Joint Commission on Accreditation of Healthcare Organizations has changed how it scores organizations on its National Patient Safety Goal to eliminate wrong-site, wrong-patient, wrong-procedure surgery.
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New clinical practice guidelines for the prevention, detection, and treatment of high blood pressure have been released by the National Heart, Lung, and Blood Institute (NHLBI) in Bethesda, MD.
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By concentrating its disease management efforts on members who are likely to benefit most, an Indianapolis-based HMO hopes to keep its members healthier and reduce costs to employer groups at the same time.
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Identifying the gaps in care and accountability and closing those gaps is the key to a successful disease management program, says Alan Muney, MD, MHA, executive vice president and chief medical officer for Oxford Health Plans in Trumbull, CT.
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When Trumbull, CT-based Oxford Health Plans set out to improve care for its sickest members with diabetes and congestive heart failure, it collaborated with primary care physicians and specialists to come up with a plan of care.
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Low back pain is the second most frequent reason for physician visits, the fifth most frequent reason for hospitalization, and the third most frequent reason for surgical procedures.