WE THE PEOPLE MUST MAKE CHANGE LOCALLY IN POLITICS BY ENGAGING AND EDUCATING ON REAL PUBLIC POLICY.
'TROUBLE ON THE HORIZON: Top five things nurses must know about where healthcare is heading
National Nurse Magazine, 3/21/14'
Health Enterprise Zone policies are created by the United Nations and are geared towards expanding private health structures into public health. The UN thinks it is being responsible by stating that this privatization comes with the need for private global health corporations to act responsibly and in the public interest. OH, REALLY???? These are simply steps taken to dismantle the public health structures in all nations tied to Trans Pacific Trade Pact ----they are PRETENDING that global corporations will curb their predatory history on matters of health care for women, children, and the poor. Remember, the FDR public health policies and LBJ Medicare and Medicaid programs were aimed at women and children specifically and CLINTON/BUSH/OBAMA and Congressional Wall Street global pols have spent these few decades completely dismantling those protections. Who is already losing this battle of lost health care? Women and children the most----but everyone. It is the people harmed most that the UN PRETENDS to be protecting as the UN is the arm of globa Wall Street neo-liberal International Economic Zone policies.
So, when Anthony Brown POSES PROGRESSIVE with HEZ saying it was written in our state----he is deliberately keeping citizens uninformed. When an international labor union leader like SEIU states that a candidate who is Clinton neo-liberal is WORKING FOR FAMILIES-----they are deliberately keeping citizens uninformed as neo-liberalism is about allowing individuals to get as rich anyway possible----it is the opposite of family and community.
THESE GLOBAL HEALTH SYSTEM CORPORATIONS ARE REPLACING PUBLIC HEALTH STRUCTURES AROUND THE WORLD AND WORLD HEALTH JUSTICE ORGANIZATIONS ARE ALREADY SHOUTING AGAINST THIS GLOBAL PRIVATIZATION TIED TO TRANS PACIFIC TRADE PACT.
What is Every Woman Every Child?
The Every Woman Every Child effort was launched by the United Nations Secretary-General, Ban Ki-moon, during the United Nations
Millennium Development Goals Summit in September 2010. It is an unprecedented global movement that aims to save the lives of
16 million women and children in the 49 poorest countries by 2015 and accelerate achievement of the Millennium Development Goals.
It works to mobilize and intensify international and national action by governments, multilaterals, the private sector and civil society
to address the major health challenges facing women and children around the world. The initiative puts into action the Global Strategy
for Women’s and Children’s Health. This presents a roadmap on how to enhance financing, strengthen policy and improve delivery of
the health services and products needed in the countries to help women and children.
For more information on the Every Woman Every Child effort, please visit
A Guide for Companies
This document highlights a broad range of specific and practical opportunities for improving the health of women and children while
also generating value for private enterprise. We call this “shared value”. It provides information about the health needs of women
and children in developing and emerging economies to help companies identify where they can have the greatest impact. Private
Enterprise for Public Health aspires to catalyse a collective approach to creating transformative partnerships to help to save the lives
of 16 million women and children. These partnerships need to be sustainable and scalable and include a broad range of stakeholders
to make lasting progress.
While this document provides practical opportunities for private enterprises to engage in improving women’s and children’s health,
we expect the business community to behave responsibly and to respect human rights in general (and women’s and children’s rights
in particular). We also expect private enterprises to uphold the principles of preventing harm and actively safeguarding women’s and
children’s interests within their own operations in the marketplace and the community (a list of relevant principles is listed in the
This guide originated in collaboration with the Innovation Working Group (IWG) in support of Every Woman Every Child. The
Partnership for Maternal, Newborn & Child Health (PMNCH), which hosts the secretariat of IWG, developed this guide with social
impact consultants FSG, in collaboration with the World Health Organization (WHO) and the United Nations Foundation (UNF),
supported by the Norwegian Agency for Development Cooperation (Norad).
This document entitled
Private Enterprise for Public Health
dovetails with these efforts.
It is a practical
“what, where and how” guide intended to inspire new and existing private sector players to make a massive
difference by doing what they do best – innovate, and apply their core capabilities, technologies and processes,
in partnership with others, to solve complex and interrelated problems in women’s and children’s health.
Now, the next step is to focus our collective action on developing solutions and bringing them to scale in
countries where needs and opportunities exist.
Every Woman Every Child.
This focus is long overdue.
With the launch of the Global Strategy
for Women’s and Children’s Health,
we have an opportunity to improve
the health of hundreds of millions of
women and children around the world,
and in so doing, to improve
the lives of all people.
— United Nations Secretary-General
To r e G o d a l
, Special Advisor to the Prime Minister of Norway on Global Health, and Scott Ratzan, Senior Vice President, Global Health, Johnson & Johnson.
Co-chairs of the United Nations Secretary-General’s Innovation Working Group for Every Woman Every Child.
Private Enterprise for Public Health. Opportunities for Business to Improve Women’s and Children’s Health.
Companies can help save 16 million lives by 2015
Women’s and children’s health is an
urgent global challenge: 7.6 million children under the age of five and 287,000 mothers die every year. The world needs to do more if we are to meet the health-related Millennium
private sector has a unique ability to innovate to create financially self-sustaining solutions to challenges
in women’s and children’s health. Active engagement by companies, both philanthropically and through
the core business, is critical to the success of global efforts on this issue. Growing populations and rising
health spending may create new opportunities for companies to meet these challenges, both through the
business and through philanthropy and CSR initiatives.
Doing so can also benefit companies themselves.
Different industries are well placed to address a range of unmet health needs
Different industries can leverage their
unique competencies to work on different aspects of the health system.
Multiple, interrelated needs must be met if the health of women and children is to improve.
To meet these needs, a functioning
health system must be in place. This includes enabling policies, innovative products, delivery technologies and trained health workers.
Through partnerships, companies can create “shared value” around these needs
Companies can meet these needs in ways that also create short- or long-term value for the business: they can create shared value around women’s and children’s health.
Companies can create shared value on three distinct levels: by reconceiving products and markets, by
reconfiguring value chains and by strengthening local clusters.
While initiatives rooted in the core business are likely to be the most sustainable and scalable, philanthropy
and corporate social responsibility also have a role to play in creating shared value, as well as in areas of
market failure where shared value opportunities cannot be found. They are most effective when they
leverage companies’ unique assets and expertise.
In all cases, cross-sector, cross-industry partnerships are key to success: companies rarely have the legitimacy, expertise and resources to act in isolation.
Collective impact offers a blueprint for transformative health partnerships
Companies can ensure collective impact and “change the game” by working in a mutually reinforcing way with partners from across sectors and complementary industries to transform health systems in a specific location.
Such transformative partnerships are not easy or straightforward –initiatives require investment to align
objectives and expectations, coordinate action and measure progress.
However, they have the potential to
transform women’s and children’s health and to create new opportunities for business.
Next steps: the time to act is now
Companies can use this guide as a starting point to
identify opportunities to contribute to the Every Woman
Every Child effort and join the global movement to save 16 million lives by 2015.
Companies can then prioritize the opportunities aligned with their core competencies and build the business case.
To create shared value through partnerships, companies can leverage various “catalysts” to develop and scale
their initiatives in countries by joining partners in the
Innovation Working Group; The Partnership for Maternal,
Newborn & Child Health and working with the United Nations Foundation and the UN Global Compact.
Companies can share their actions as a commitment to the global Every Woman Every Child effort. For more
information and upcoming opportunities visit
1% Wall Street global pols are dismantling a best in the world public health structure in the US and bringing our health care to the level of developing nations. Yes, developing nations NEED A PUBLIC HEALTH STRUCTURE----this is a private one promoting public private partnerships having all control of revenue, policy, and delivery. The World Health Organization under a US social democratic leadership is the opposite of one under a Wall Street neo-liberal one. They know as is happening in Baltimore all these HEZ funding ends building profits for global health systems.
Above we see those global health NGOs that are filling US cities like BAltimore bringing with them a set policy stance for issues of women and child health. When I attended in BAltimore the introduction to these HEZ policies to PROTEST THEM-----there was BAltimore NAACP representatives PRETENDING underserved communities would be allowed to participate. One thing common around the world in all these PRETENDING progressive policies is the requirement that to receive funding you must have a well-structured non-profit with a plan. This automatically moves all revenue to global NGOs rather than community citizens wanting their public health access. We can pretend funding is going to low-income health care when we rebuild Chase Brexton in the middle of what will become the wealthiest community in BAltimore and we can PRETEND that a global UN health NGO------- 'the global Every Woman Every Child effort. For more
information and upcoming opportunities visit
www.everywomaneverychild.org'----is working for citizens in US and our US cities deemed International Economic Zones----BUT THEY ARE NOT.
Here we see the locations of the NGO (not really) being awarded HEZ funding for what the UN pretends will be funding used by private corporations responsibly. Besides a wealthy community in Baltimore we see Easton----a wealthy community on Maryland Eastern Shore. We don't care that these structures are being expanded to provide health care, we care that the Affordable Care Act has a goal of creating a very, very tiered health care access where over 80% of Americans will not be able to access these structures.
Chase Brexton Health Care is a primary care provider serving a diverse group of patients at six clinics in Baltimore City, Randallstown, Columbia and Easton, as well as at Sheppard Pratt's Way Station office and at the Maryland Institute College of Art. A Joint Commission-accredited Federally Qualified Health Center (FQHC), Chase Brexton provides a range of clinical services from primary medical care to behavioral health services to pharmacy.
The Chase Brexton project was a 44-week, 100,000-sf historical interior and exterior renovation of buildings dating back to the 1920s, 1930s and 1950s. The interior renovation included significant demolition and removal of existing interior finishes, structural modifications, alterations to terracotta and structural concrete desk to accommodate new ornamental and egress stairs, and new elevator shafts for new elevators. The project scope also included the infill of the existing three-car elevator and stairways, installation of three new six-story stair towers while simultaneously coordinating asbestos removal and existing building structural conditions, installation of a new emergency generator, exterior plaza renovations, and a new pharmacy. The project also included a new lobby and reception area, a new conference center, administrative offices, new behavioral health facilities, dental and medical treatment rooms with new architectural design elements and finishes throughout and a total replacement of the existing MEP infrastructure.
This article shows us the global development corporations always tied to these projects, including our HEZ funding that could go to local contracting companies. As with all development in International Economic Zones all control of awards goes to these global corporations---this one based in London simply moved its headquarters to Atlanta but it works globally often on these very global health system installations. HITT is tied to Maryland's Chase Brexton HEZ building.
If we look at their website they have a huge division that regulates all SUBCONTRACTING. ALL AMERICAN CITIZENS AND IMMIGRANT SMALL BUSINESSES have been shouting they are forced to poverty and bankruptcy by these global development corporations whose idea of SUSTAINABILITY is pocketing as much profit from these awards as possible while pushing our American small business contractors into poverty.
Now, if the idea is to promote public health how are they doing this is everyone connected at all levels is being driven into poverty---from health are workers, subcontractors, citizens trying to access their public health care benefits? Meanwhile, the Medicaid expansion that was touted as sending more money to more citizens is actually being sent to these same global corporate health system structures that will exclude over 80% of US citizens.
WHEN FAR-RIGHT 1% WALL STREET GLOBAL CORPORATE NEO-LIBERALS CREATE TALKING POINTS ON EXPANDED MEDICAID FUNDING----WE ALREADY KNOW THAT MONEY IS NOT ACTUALLY FOR LOW-INCOME HEALTH CARE ACCESS.
The jobs being created in all rebuilding of US cities should have funds tied to growing our local economies. Folks need to see how health care and wages and economic stability are directly connected. We cannot build strong public health on the back of global corporate campus and global factory International Economic Zone policy. People in Atlanta may say---OH, LOOK JOBS--when the majority of jobs are going to global subcontractors and employees not earning enough to be SUSTAINABLE.
Invesco Global Headquarters
Located in the heart of Midtown on Peachtree Street in the iconic Two Peachtree Pointe building, Invesco’s World Headquarters offices on the 11th through 18th floors enjoy panoramic views of the Atlanta skyline. The 177,000 s.f., seven-floor interior build-out was designed to take advantage of the sweeping views afforded. This project marked the monumental move of the Invesco Headquarters from London to Atlanta and achieved LEED Silver Certification.
To meet the aggressive 28-week construction schedule with multiple layers of finishes and several long-lead items, the project was scheduled in phases to meet the owner’s move-in dates and was split into two sections managed by two Superintendents. Weekly safety meetings, owner’s meetings, and foreman’s meetings helped to facilitate efficient communication and decrease time-consuming issues.
The interior build-out of Invesco’s World Headquarters was the collaborative efforts of numerous people, their hard work and long hours. The project manager was the team leader and head of HITT’s operational staff and responsible for all of the architectural components, submittals, and lead times. The assistant project manager was accountable for all of the document control, both in-bound and out-bound. The superintendent oversaw all construction as well as factory inspections of prefabricated finished products. The labor foreman’s responsibility was to enforce as well as perform trade clean up. HITT Contracting self-performed roughly 5% of the scope of the work.
- ABC Award, "Excellence in Construction"
- IIDA - Georgia Chapter Award, "Best of Corporate - 2009"
- Southeast Construction Award, "Best of 2008 -Best Office Project"
- Achieved LEED Silver Certification
This is an example of Wall Street Baltimore Development 'labor and justice' organizations who always step up to participate in what ends being a few million dollars thrown at a social injustice to temporarily create a network of non-profit structures that then are defunded. It happens across every social democratic issue and this is health care.
While Mercy Hospital in downtown Baltimore is funded to build out its charity hospital to a competitive health tourism corporation-----Bon Secours becomes that charity health care and of course they cannot handle ordinary hospital care---they do preventative health care. They are located in those west Baltimore communities slated to fall within the boundaries of global UNDERARMOUR. Anything permanent build in West Point or surrounding areas will end inside this global corporate campus.
The existing NGOs in Baltimore are always the only ones competitive to receive these funds and they never shout out against what we know is a broken network for public health. Again, grassroots people are trying to help but those in leadership positions know this is not REAL PUBLIC HEALTH.
BLACK, WHITE, AND BROWN CITIZENS----EVERYONE WILL FALL INTO THESE BAD STRUCTURES AS AMERICANS ARE DRIVEN DEEPER INTO POVERTY-----GET RID OF THIS BROKEN HEALTH NETWORK STRUCTURE FOR OUR PUBLIC HEALTH.
Solving the state's health disparities
Five zones created to focus on health in poor neighborhoods
February 10, 2013|By Andrea K. Walker, The Baltimore Sun
Nearly 10,000 people in West Baltimore are diagnosed each year with new cases of diabetes, hypertension and other treatable, chronic health conditions — enough to fill 24 jumbo jets.
These illnesses will kill many of them and complications will disable others who may end up in wheelchairs or have limbs amputated because they didn't get the proper medical care.
This is the evidence the West Baltimore Primary Care Access Collaborative, a coalition of 16 hospitals and nonprofit organizations, gave state health officials as they sought to join a state program that provides financial incentives in an effort to curb health disparities in the state through the creation of special zones.
The argument was convincing. The coalition, made up of organizations that encompass some of the city's most impoverished neighborhoods, was one of five groups chosen by the state last month to create a health enterprise zone.
Maryland officials plan to allocate $4 million annually over the next four years to fund the zones. Each zone gets a pot of money that they can use to attract doctors, build clinics, buy buses to transport residents to the doctor and come up with other ways to better treat people with health problems.
The idea for the zones comes from a tool economic development officials have used for years to attract businesses by offering tax incentives for those that open in a certain area. The health zones can use the money to provide incentives such as loan repayment to doctors and income tax credits to lure medical talent.
Lt. Gov. Anthony Brown, who has led the charge for the initiative, said that studies and statistics have documented health disparities in the state and that the zones, like health care reform, are an attempt to address the problem.
"This is part and parcel of a much larger effort to create a healthier Maryland," Brown said.
The coalition in West Baltimore plans to use the roughly $5 million it expects to receive over four years to curb health problems in four zip codes — 21216, 21217, 21223 and 21229 — that include some of the state's poorest neighborhoods.
Many residents in these neighborhoods don't have insurance, or are on Medicaid or Medicare. They often wait until they are very sick to seek care and end up in the emergency room, where it is costlier to treat them. A dearth of primary care workers in the community also makes it difficult for residents to access basic care.
Bon Secours spokeswoman Judith Carmichael described a current case that is exactly what the coalition hopes to prevent. Two weeks after the hospital first treated a transient man for ulcers on his feet, he showed back up in the emergency room, she said. Now he may face surgery. The condition should have been better managed, the spokeswoman said, but it's not clear what happened after he was discharged the first time.
Under the state program, the West Baltimore coalition hopes to reduce the number of preventable emergency room visits by 15 percent, cut the number of preventable hospitalizations by 10 percent and reduce the costs of caring for residents with cardiovascular disease by 10 percent.
"We want to get people the care they need so we can keep them out of the hospital," said Gregory Kearns, director of strategic management at Bon Secours Hospital in Southwest Baltimore. The hospital is leading the coordination of the enterprise zone for the coalition.
The coalition plans to use the state money to attract 48 primary care doctors and nurse practitioners to the zone by offering $25,000 toward repaying student loans. It also will hire 11 community workers and offer community grants to help put fitness equipment in churches.
"We need to make sure opportunities for fitness are accessible throughout the community," Kearns said.
The West Baltimore Primary Care coalition grew out of a crisis faced by Bon Secours several years ago when the cost of caring for the poor weighed down its finances and closure seemed a real risk. The hospital eventually turned itself around after management changes and with financial help from the state, but its problems focused attention on the lack of health care in the area.
The coalition organized to address that issue and plans to use the enterprise zone money to help fund some of the initiatives it devised.
"This is an area in Baltimore City that has not seen the type of attention it has needed for decades," said Sen. Verna Jones-Rodwell, who helped organize the coalition. "Now we can bring to reality some of the things that we put down on paper and address disparities that are sickening people."
Debbie Rock helps provide services to women and children who live in poverty or have HIV or substance abuse problems in West Baltimore. The executive director of Light Health and Wellness Comprehensive Services said the money from the enterprise zone will help address problems at the grassroots level. Intensive outreach is often the only way to reach troubled communities, she said.
When the HEZ funding is not going to building health structures in what will be wealthy communities it is going to national health chains in what are called HEZ. It is building structures inside of global health corporations for what is a deregulated health care that will end being all citizens can afford to access.
As doctors are shouting here-----public health cannot be SUSTAINABLE when over 80% of Americans will have these networks outside of our global health systems. We see CVS Pharmacies all over BAltimore tied to these kinds of health services. CVS is partnered with Johns Hopkins as their PHARMA system as is Kaiser ----both of which health care justice citizens are shouting as profit-driven health structures.
HOW DOES THIS MEET THE UN'S STATEMENT OF BUILDING PRIVATE HEALTH STRUCTURES FOR OUR PUBLIC HEALTH THAT ARE RESPONSIBLE AND IN TUNE TO THE NEEDS OF CITIZENS?
'Not everyone is an unabashed fan. The American Academy of Family Physicians has warned that growing use of the clinics might result in a “missed opportunity to address more complex patient needs.” It noted that “the overwhelming majority of family physicians offer same-day scheduling” and that many have extended their hours'.
Citizens thinking this is convenient now watch as our local doctors' offices close for lack of business----the see these global health chains find all this preventative health care too expensive to offer.
THIS IS WHERE MUCH SPENDING ON PREVENTATIVE HEALTH CARE STRUCTURE BEING BUILT IN BALTIMORE.
Even if these pharmacists are nice people ----they know as well they are a cog in a global health machine that DOES NOT SEE PUBLIC HEALTH AS PUBLIC INTEREST.
Walk-in health care is fast-growing profit center for retail chains
Family nurse practitioner Mary Hull (right) gives an eye test at the Minute Clinic at CVS pharmacy in Arcadia, Calif.
The Washington Post
Published: 04 April 2014 01:05 PM
Updated: 04 April 2014 01:05 PM
It was a cold Monday in late March, and at 8:30 a.m. 23-year-old Lindsey Menard was second in line to be seen at the MinuteClinic in a CVS Pharmacy in Washington’s Tenleytown neighborhood.
“It was the closest place that was open early,” she said. Her doctor’s office was downtown, and traveling downtown “just seemed like too much of a hassle when I’m dying,” said Menard, who is living nearby temporarily with her parents.
CVS is fast-expanding its MinuteClinics, exemplifying a trend of retailers opening health-care services to supplement traditional doctors’ offices. CVS, the largest retail clinic operator in the Washington area, has 800 clinics nationwide, and it expects to add 150 more this year and to have 1,500 clinics by 2017, or almost as many as the more than 1,600 retail clinics across the country now, according to the Convenient Care Association.
Retail walk-in clinics are relatively new on the health-care landscape, dating to 2000. After several years of very slow growth coinciding with the recession and its aftermath, they are taking off again. Accenture, a global management consulting firm, predicted last year that the number of walk-in retail clinics would almost double by 2015, reaching nearly 3,000 next year.
Several trends are driving the expansion of health care into retail stores - including pharmacies, big-box stores and grocery stores - and some of those trends will be accelerated by the Affordable Care Act.
One is the growing deficit in primary care doctors. The shortfall is expected to reach 45,000 by 2020, according to the Association of American Medical Colleges. This dearth has been blamed on more doctors choosing higher-paying specialties, too little money for hospital residencies and the aging of the baby boom generation, which now needs more medical care.
The health-care law will only add to the demand. It is designed to provide insurance for millions of additional customers through Medicaid and subsidized private plans and by allowing individuals up to age 26 to remain covered by their parents’ health insurance. That will make getting in to see a primary care doctor even harder.
“That’s a strong driver of retail clinics,” said Ateev Mehrotra, a doctor who is an associate professor at Harvard medical school and a policy analyst at the research organization Rand Corp. “If your primary care provider says you can have an appointment in three days, and you’re worried about a urinary tract infection or your daughter has an ear infection, the retail clinics are going to benefit from that.”
Retail walk-in clinics treat a variety of non-life-threatening but frequent illnesses, including bronchitis, mononucleosis, pink eye and sties. sinus infections and minor injuries. Usually open in the evening and on weekends, they also offer vaccinations for flu, pneumonia, childhood diseases, tetanus and other diseases, physical exams for jobs or team sports and preventive measures such as checking blood sugar.
A study by Mehrotra and colleagues published in 2009 in the Annals of Internal Medicine looked at 700 episodes of each of three common conditions - inflammation of the middle ear, urinary tract infections and pharyngitis, an infection that causes most sore throats. Using 12 quality-of-care measures, it found that treatment was “similar for retail clinics, physician offices and urgent care centers, and lower for 1/8 emergency rooms 3/8 .” The costs of care for each episode averaged $110 at retail clinics, $166 at doctors’ offices, $156 at urgent care centers and $570 in emergency departments
Most walk-in clinics are staffed by nurse practitioners or physicians’ assistants, and nearly all take private insurance, Medicare and Medicaid. Costs per visit are in the $79 to $89 range, with additional charges for lab tests. A quick strep throat test, for instance, is $30 at a CVS clinic.
Transparency in pricing is one way in which retail clinics reflect growing trends in health care, said Ceci Connolly, managing director of PricewaterhouseCoopers Health Research Institute. “The price is just out there on a giant board” for consumers who want to comparison shop for care the way they shop for other services, she said.
Because many people are buying insurance with higher deductibles, “they are looking for those alternatives to hospital or physicians office visits that are going to be more cost-effective and convenient,” Connolly said.
Jeff Gitlin, a principal in PwC’s health industries practice, said he foresees walk-in clinics adding to their services - for instance, offering more lab services that require patients to go without eating before the tests. He said the busiest hours for medical testing are between 7 and 10 a.m., hours when a nearby retail clinic that opens early could be attractive.
Patients once might have hesitated before turning to a retail clinic, but that is fast changing. “Five years from now, you won’t think twice about taking your kid in there for an ear infection,” Gitlin said.
And once you’re in the store - whether it’s Walgreens or CVS, the two biggest pharmacies with clinics, a big-box store such as Target or a grocery story such as Krogers - you might buy more.
“The pharmacy business is a cutthroat business,” said Rand’s Mehrotra. “People always go to the same pharmacy. These clinics can be a real carrot to shift where you go for care.”
Not everyone is an unabashed fan. The American Academy of Family Physicians has warned that growing use of the clinics might result in a “missed opportunity to address more complex patient needs.” It noted that “the overwhelming majority of family physicians offer same-day scheduling” and that many have extended their hours.
In its talking points on retail clinics, the American Academy of Pediatrics says: “There is no such thing as a ‘minor illness’ when it comes to children. Pediatricians use these ‘minor illness’ visits to identify other, potentially more serious issues.”
For their part, retail clinic executives emphasize that they want to be part of a broad health-care landscape, augmenting rather than replacing what doctors call “the Patient-Centered Medical Home.”
“We’ve evolved the role of the retail clinic to be complementary and supportive,” said Andrew J. Sussman, associate chief medical officer of CVS Caremark and president of the MinuteClinic.
All of the clinics have collaborating medical doctors who review charts and to whom clinic staff can turn for advice. The clinics also provide patients with a copy of their notes about the visit and send a copy to patients’ doctor, he said. He noted that MinuteClinic is now affiliated with 32 health-care providers, including Inova and the Cleveland Clinic, and relies on the most widely used electronic medical records system in the nation to communicate with doctors and other care providers.
Sussman also notes that the clinics have been accredited by the Joint Commission, a nonprofit that accredits more than 20,000 health-care organizations and programs nationally.
The recent decision by CVS to stop selling cigarettes at its stores says a lot about the prospects for retail clinics. MinuteClinics recently added weight loss and smoking cessation counseling to its services. “Selling tobacco is not consistent with our purpose as a health-care organization,” Sussman said.
The move cost CVS about $2 billion in sales, but that is less than 2 percent of the company’s 2013 revenue. And cigarette sales were dropping, while revenue growth from the MinuteClinics is climbing, albeit from a smaller base. “For 2014, we anticipate revenues of approximately $300 million, nearly tripling our total in the past five years,” Sussman told stock analysts in December.
Back at the MinuteClinic in Washington, the five-minute strep test was already registering positive two minutes after nurse practitioner Katie Skiff swabbed Menard’s throat for bacteria. Skiff prescribed penicillin and recommended drinking tea with honey and lemon, gargling with salt water and listening to her body about staying off her feet. “We’ll give you a call in 48 hours,” Skiff said. “We want to make sure you’re on the mend.”
In parting advice, she said, “The biggest thing with strep throat is changing your toothbrush in 24 hours.”
Huffington Post has right next to the above article a slide show of FDR and LBJ creating REAL public health structures and PRETENDING these global corporate structures will do the same. FDR and LBJ built our public health systems----public clinics, hospitals, public universities for medical doctors, our Medicare and Medicaid Trusts that allowed WE THE PEOPLE to have choice as to where we go to receive health care. This health consolidation will turn our health care structure into Wall Street global, profit-driven, predatory corporations.
Here we see where the Veteran's health care is going the way of MEDICAID FOR ALL----that far-right notion of universal health care. Urgent care by CVS and CVS is the PHARMA partner to Johns Hopkins/Kaiser global health system.
VA, CVS Minute Clinics partner to cure long wait times for Veterans
In a new test program, Veterans can visit one of 14 CVS Minute Clinics in the San Francisco Bay area and receive free care for certain conditions and medications and the VA will reimburse CVS for the treatment.
By Kaiser Health News
May 25, 2016
In a new test program, Veterans can visit one of 14 CVS Minute Clinics in the San Francisco Bay area and receive free care for certain conditions and medications and the VA will reimburse CVS for the treatment.
Struggling with long wait times, the Veterans Affairs Health Care System is trying something new: a partnership with the CVS Pharmacy chain to offer urgent care services to more than 65,000 veterans.
The experiment begins today at the VA’s operations in Palo Alto, California.
Veterans can visit 14 “MinuteClinics” operated by CVS in the San Francisco Bay area and Sacramento, where staff will treat them for conditions such as respiratory infections, order lab tests and prescribe medications, which can be filled at CVS pharmacies.
The care will be free for veterans, and the VA will reimburse CVS for the treatment and medications. Whether the partnership will spread to other VA locales isn’t yet clear.
The collaboration comes amid renewed scrutiny of the nation’s troubled VA health system, which has tried without much success to improve long wait times for veterans needing health care.
Despite a $10 billion “Veterans Choice” program allowing veterans to receive care outside the closed VA system, vets nationwide wait for an appointment even longer than they did before the program started in 2014, according to a federal audit.
The MinuteClinic partnership is not part of the Veterans Choice program.
“The concern has always been, how do we make sure veterans get the care they need in a timely way and in a way that works for the veteran?” said Dr. Stephen Ezeji-Okoye, the Palo Alto VA’s deputy chief of staff. The deal indicates that the VA is willing to try outside partnerships to meet veterans’ needs, he said. “We want to have not just timely access but geographic access to care.”
Sarah Russell, the Palo Alto VA’s chief medical informatics officer, came up with the idea, said Ezeji-Okoye.
The VA will integrate MinuteClinics’ patient records with its own electronic health records to provide consistency of care, Ezeji-Okoye said.
The Palo Alto VA fares better than some other facilities nationwide in providing timely care to veterans, according to VA data, and Ezeji-Okoye said most patients with urgent care needs are seen quickly.
But the system was so busy in the past year that about 11 percent of appointments at its network of hospitals and clinics — which stretch south from Sonora to Monterey — could not be scheduled within 30 or fewer days, which is considered an acceptable timeframe,VA data show. That includes appointments that would require urgent care.
More than 5,000 appointments system-wide were scheduled more than 30 days out, but each hospital and clinic’s performance varied widely. At a Fremont clinic, less than 2 percent of appointment requests could not be scheduled within 30 days. At the VA’s rural Modesto clinic, by contrast, more than 17 percent of requests were not be scheduled within 30 days.
Once the MinuteClinic operation is well underway, Ezeji-Okoye anticipates that between 10 and 15 veterans — from among the estimated 150 who call the Palo Alto VA’s advice nurse hotline daily — will be treated at the retail clinics on any given day.
About 95,000 veterans are eligible to use the Palo Alto system, one of the VA’s largest in the Western United States. About 65,000 use it every year.
The $330,000 pilot project will be evaluated after one year. CVS’ MinuteClinic president, Dr. Andrew Sussman, hopes it can be rolled out nationally if it succeeds. CVS is by far the biggest player in retail pharmacy clinics, operating 1,135 of them in 35 states.
“We’d love to have that opportunity to expand after we go through this phase,” Sussman said. “We’re well suited to help because of our large footprint and ability to see people on a quick basis.”
It is unclear, however, what the VA’s nationwide plans are. The Veterans Health Administration office did not respond to Kaiser Health News’ request for comment.
Blake Schindler, a retired Army major who lives in Santa Clara near one of the participating MinuteClinics, was intrigued, but cautious about the MinuteClinics. He counts himself lucky because unlike some other veterans, he has access to the U.S. military’s TRICARE health insurance program for active and some retired service members.
“It could make a big difference, but how much access are the veterans going to have? That was the big problem with the Veterans Choice program; it didn’t end up the way it was supposed to,” said Schindler, 58.
“I’m always hopeful when I hear about these things; I keep an open mind until I have experience with it,” he added.
As this article states----we have known during CLINTON/BUSH/OBAMA that all our government agencies tasked with public health had no oversight and accountability and of course this degraded standards. We see a Maryland State Hospital closed because of a fall in standards when it is simply the defunding, the dismantling of oversight and accountability that made much of a stellar national public health system decline.
I have no doubt that this 'restructuring' will end with our NIH, NCI, NSF institutions controlled by global health institutions. THAT DOES NOT IMPROVE PUBLIC INTEREST/PUBLIC HEALTH SAFETY.
Senior NIH doctors protest hospital restructuring
June 02, 2016
Several high-ranking NIH doctors are disputing an outside panel's assessment that an unsafe culture existed at the agency's hospital, and are protesting a shake-up of senior leadership based on the findings.Several high-ranking NIH doctors are disputing an outside panel's assessment that an unsafe culture existed at the agency's hospital, and are protesting a shake-up of senior leadership based on the findings. NIH Director Francis Collins, MD, announced plans in May to replace the top three officials at NIH Clinical Center in Bethesda, MD, with a new management structure. That decision came after an expert panel in April concluded that drug-sterility problems had occurred because doctors there allowed patient safety to be "subservient to research." Senior scientists at the hospital say the panel unfairly besmirched the entire hospital. Eight high-ranking physicians and researchers wrote a letter to Collins on May 16. They agreed that there were "important safety-related issues" with the pharmacy, but expressed "dismay with the process and decisions." The report, they wrote, "demonized" the hospital's leadership and "demoralized highly effective employees." The letter's authors were especially angry that the entire hospital was targeted instead of just its pharmacy. However, the report said the pharmacy's mistakes "were likely symptomatic of more systemic issues in the structure and culture of the Clinical Center." Collins said Wednesday he is taking the comments seriously and plans to meet Friday with the authors.
Wall Street Journal (06/02/16) Burton, Thomas