lifestyle medicine provider education - c.ymcdn.comc.ymcdn.com/sites/ · pdf file• acpm...
TRANSCRIPT
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WISEWOMAN:Lifestyle Medicine Provider
Education
Systems Improvement
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• ACPM has a partnership with the Centers for Disease Control and Prevention(CDC) to create and deliver new lifestyle medicine education modules for providers in the CDC WISEWOMAN program.
• The grant is administered through CDC's Division for Heart Disease and Stroke Prevention (DHDSP).
AMERICAN COLLEGE OF PREVENTIVE MEDICINE / WISEWOMAN PARTNERSHIP
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SESSION REMINDERS
• The session is being recorded• All participants are in listen only mode • We encourage questions and comments• Please enter questions into the question box in the
GoToMeeting panel • Questions will be addressed at the end of the
presentation
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LEARNING OBJECTIVES
Participants will:• Increaseunderstandingofwaystoimprovepatientworkflow.• Identifybestpracticesassociatedwithqualityimprovement
activities.• Recognizepublicdomainresourcesandfundingopportunities
availabletoassistinsystemsimprovement.
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TODAY’S MODERATOR AND SPEAKERS
Moderator: Shaylona Kirk, MD, MPH Health Promotion Physician (US Air Force) ACPM Member
Speakers: Ilan Shapiro, MDMedical Director, Health Education and WellnessAltaMed Health Services
Ayanna Buckner, MD, MPH, FACPMPrincipal, Community Health Cooperative ACPM Member
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PATIENT WORK FLOW AND WISEWOMAN
What is a patient workflow? o A process involving a series
of tasks— how tasks are accomplished, in what order, and by whom. In its simplest form, it can serve as a skeleton upon which the rest of patient care can be fleshed out.
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PATIENT WORK FLOW AND WISEWOMAN
• Strategic approach of today’s webinar• The webinar will provide a view from an on-the-ground resource
that treats a patient population that is similar to those in the WISEWOMAN program.
• Present work flow models utilized by AltaMed Health Services • Focus on two examples
• Hypertension Management • National Diabetes Prevention Program (evidence based
program utilized by some WISEWOMAN providers)
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PATIENT WORK FLOW AND WISEWOMAN
Strategic approach of today’s webinar
• The webinar will provide a view from an on-the-ground resource that treats a patient population that is similar to those in the WISEWOMAN program.
• Present work flow models utilized by AltaMed Health Services
• Focus on two examples• Hypertension Management • National Diabetes Prevention
Program (evidence based program utilized by some WISEWOMAN providers)
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ClinicWorkflowImprovementwithInnovativeApproachestoScreeningandReferringwithinaCommunityHealthcare
Center
Dr.IlanShapiro,MDMedicalDirectorofHealthEducation&Wellness
(Presenter/Co-author)JessicaSolares,MPH-DirectorofHealthEducation&Wellness(Co-author)
August18,2017
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WhoisAltaMed?
10
• Foundedin1969,AltaMedHealthServicesCorporationisanetworkoffederallyqualifiedhealthcenters.• 44servicesiteslocatedinunderservedcommunities(LosAngeles&OrangeCounties).• Ournetworkprovides+1millionencountersforprimarycare,behavioralhealth,dentalservices,seniorcareandothersocialservicesfor180K uniquepatients.• Approximately86-97% ofourpatientpopulationself-identifyingasLatino.
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ImprovingClinicWorkflows
11
• AltaMedprovidesavarietyofpreventionservicesforpatients• HealthEducation• OnsiteDiabetesPreventionClasses
• AltaMed developedaHypertensionManagementProtocol(HMP)toworkcollaborativelywithhypertensionpatientsandtheprimarycareteamtoensurethepatientmeetstheirbloodpressure(BP)goals.
• AltaMedpartneredwithACPMtoidentifyanddevelopimprovedclinicworkflowmodelsforreferraltotheNationalDiabetesPreventionProgram.
• Clinicstrategiesincluded• Establishingchampions• Greaterutilizationofpublicdomainmaterials(CDC,AMA,ADA),• BuildofEMRqueries• Developmentofregistriesofeligiblepatients• Establishingrobustcliniccommunications/awareness
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ClinicWorkflowImprovement
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• Success&ChallengesAround4KeyStrategies:• IncorporatingaChampionProviderthatisheavilyinvolvedinandservesasastaunchadvocate;• Usingstaffexclusivelydedicatedtosupportingrecruitment,retention,andprogramimplementation;• Utilizinga registryreport/listtotargetoutreachefforts;• Creatingandrefininganelectronicreferralandworkflowinourelectronicmedicalrecordssystem,NextGen,toreferpatients.
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PatientAwarenessofHealthEducationClasses/Resources
13
Promotion andIdentificationAcrossClinic
Addition ofNewResources
• CommunityHealthWorker(a.k.a.PromotoradeSalud)-Scrubbinge-charts-Clinichuddling
• ADARiskTest• PresentationstoClinicStaff• RapportbuildingwithClinicalStaff• RegistryReport/List
• Electronic MedicalRecordIdentification/EReferralforPatientswith:• Diabetes• Hypertension• Obesity• HighCholesterol• Prediabetes
• Useofpublic domainmaterialsnewpromotionalmaterialsfromAMA /CDC STAT ToolKit
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FundingOpportunitiesforAdditionalResources(Staffing,ProgramDevelopment)
StateandNationalHealthPlans
AnthemUnitedAetnaCignaHumana
Americorps• PlacementofAmericorpmembersinclinicstodeliverclasses/education
Allhaveannualfundingopportunitiesthatsupportcommunityclinics&preventionbasedinitiatives
linkswillbesentinfollowuptoallattendees&postedonwebsiteresources
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HypertensionManagementProtocol(HMP)
• HMPGoal:Workcollaborativelywithpatientsandtheprimarycareteamtoensureallpatientsmeettheirbloodpressure(BP)goals• AttainmentoftargetBPrequiresacombinationof:
• Medication• Nutrition• Exercise• Education• Followupinterventions
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NationalDiabetesPreventionProgram
• The NationalDiabetesPreventionProgram (DPP)isanevidence-basedlifestylechange program whichhasbeendemonstratedtodelayorpreventthedevelopmentoftype2 diabetes amongpeopleathighrisk
• Yearlongprogram• Eligibility
• Beatleast18yearsold and• Beoverweight(bodymassindex≥24;≥22ifAsian) and• Havenopreviousdiagnosisoftype1ortype2diabetes and• Haveabloodtestresultintheprediabetesrangewithinthepastyear:
• HemoglobinA1C:5.7%–6.4%or• Fastingplasmaglucose:100–125mg/dL or• Two-hourplasmaglucose(aftera75gmglucoseload):140–199mg/dL or
• Bepreviouslydiagnosedwithgestationaldiabetes
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ProviderEngagement
17
CurrentState FutureState• Monthlyall-staffmeetings
• Electronic MedicalRecord(EMR)Referrals
• Task communicationtohealtheducationteam• Pop-upwindowalertforprovider
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PatientIdentification(Prediabetes)
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• Enterpriseanalyticsteamdevelopedaregistrylistofallactivepatientswhohavehadamedicalvisitin2016+A1Ctestbetween5.7and6.4.• Totalnumberofpre-diabeticpatientswhowereidentifiedviaregistry= 16,646• AdditionalatriskpatientscanbeidentifiedthroughadministrationofDPPriskquizorpointofcaretesting.
Theexampleaboveyieldedpatientseligibleforadiabetespreventionintervention.Similarprotocolscouldbedevelopedtoidentifypatientswhowouldbenefitfromotherhealtheducationinterventions
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DevelopingRegistry
• Runreportwiththefollowingparameters:• Patientswithrecentvisit• RecentA1cbetween5.7and6.4,withoutpriordiabetesdiagnosis• BMIgreaterthan/equalto24
• Practiceresourcesavailableatnocharge:• Preventdiabetesstat.org
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PatientIdentification
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CurrentState FutureState
• Risk Test• LabValues• Other:- Self-referral- Provider Referral- StaffReferral
• AutomatedEMRalert
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ExampleWorkflow:PatientProfile
• Hispanicfemalepatient• Age45• BMI=30.9• A1c=6.2• BloodPressure=141/94(Hypertensive)
Atriskfordiabetes
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PatientAssessmentandFlow
Patientidentifiedaspossible
candidateforDPPprogram(BMI+A1c)
Wellnessteamtalkstothepatientinperson
Healtheducatortalkstoptabout
program
Wellnessteam
performsassessment(inpersonorbyphone)
Eligible?
NO
YES
Patientreferredto
otherprograms
Screenedforprogramreadiness
Ifready,patientisscheduledPatientnot
consideredenrolleduntiltheyattendfirst
class
Providerreferral
Staffreferral
Patientpresentsfor
visit
Assessment:• Blood
Pressure• Ht/
Weight• BMI• A1c
Patientreferredto
HMP
Patientidentifiedashypertensive
Providerreferral
Staffreferral
AssessmentforHypertensionManagementProgram(HMP)
22
HMP:• Lifestyle
interventions• Medication
management• Regularfollowup/
monitoring
NO
Eligible?
YES
Patientreferredto
otherprograms
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PatientReferral&Enrollment
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RetentionChallenges• Transportation&parkingissues• Childcareneeds• Classdayandtimenolongerconvenient• Tooktimeoff(vacation,surgery,illness)andunwillingtoreturn• LackofSocialSupport• LackofMotivation(asobservedbystaff)• Unwillingnesstomakehealthapriority(asobservedbystaff)
Solutions• Addingvirtualdeliveryoptions• Strategiestoaddresssocialdeterminantsofhealth
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WorkPlan
24
• QuickWins:• Launchofnewe-referralprocess• Useofregistryreport
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BestPractices
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• RemoveProviderfromreferralprocess• Employingdedicatedstaffforrecruitmentandimplementation• Needtoleveragetechnology• E-referrals• Datamining(i.e.registrylist)
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ThankYou!
26
Classparticipantsinmovement!
Programflyer
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QUALITY IMPROVEMENT
PRIMERPresenter:
Ayanna V. Buckner, MD, MPH, FACPM
Adapted from the HRSA Quality Series #3,Jan Wilkerson, RN, CPHQ, GAPHC and the Bureau of Primary Health Care Health Resources and Services Administration Department of Health and Human Services
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May serve as a roadmap for health center organization
• Leadership; focus/prioritization of improvement projects
• Efficient coordination of staff and resources• Benchmarking• Assess adherence to best practices and clinical
guidelines• Assess clinician/provider performance and
competency• Improve patient outcomes
WHY IS A QUALITY IMPROVEMENT (QI)PLAN NEEDED?
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WHY IS A QUALITY IMPROVEMENT (QI) PLAN NEEDED?
Satisfy external reporting requirements
• State, funders (HRSA, IHS, etc.)
• Third-party quality accreditation and recognition
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• Frequency – usually is an annual process
• Document QI policy and format• Include a summary description of mechanism• Explain who is responsible for developing, implementing, reviewing, and approving the plan• Outline the reporting process and recipients
WHERE TO START?
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POTENTIAL QUALITY COMMITTEE MEMBERS
Medical Director or Clinical designee (may serve as committee chair)
QI Coordinator, if applicable (may serve as facilitator)
Risk/ Compliance-Safety Coordinator, if applicable
Clinical staff
Finance staff
Front Office staff
Medical Records staff
In-house lab staff
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POTENTIAL QUALITY COMMITTEE MEMBERS
• Make sure all departments and services are represented.
• For systems with multiple sites, make sure all sites are represented.
• Learners (students, residents –especially Preventive Medicine Residents)
• Faculty volunteers from partner academic institutions
• Board/health center governance members with expertise may also be helpful
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EXPECTATIONS OF THE QUALITY COMMITTEE
• Uphold a patient-driven philosophy and process that focuses on preventing problems and maximizing quality of care
• Prioritize quality initiatives and activities• Quality assessment and planning/annual
program evaluation• Subcommittee and team chartering, with
accountability and reporting followed up by the committee
• The ongoing monitoring, evaluation, and improvement of processes
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EXPECTATIONS OF THE QUALITY COMMITTEE
• Attend committee meetings – monthly? • Join and participate in subcommittee
and/or team meetings, with accountability & reporting followed up by the QC
• Complete tasks (assigned or voluntary tasks, as appropriate)
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EXPECTATIONS OF THE QUALITY COMMITTEE
Source: Adapted from Langley G, Nolan K, Nolan T, et al. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. San Francisco: Jossey-Bass Publishers, 1996.
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THE QUALITY IMPROVEMENT(PDSA) CYCLE
Step 1:• Develop the Quality Improvement Plan;
development/ revisions are based on:• The organization (system)• Population & services provided• External requirements [e.g.,
accreditation; reporting (HRSA, IHS, etc.)]
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THE QUALITY IMPROVEMENT(PDSA) CYCLE
Step 2:• Implement the QI Plan• Use the QI Plan as the
roadmap for implementing an integrated quality program system-wide
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THE QUALITY IMPROVEMENT(PDSA) CYCLE
Step 3:• Evaluate the QI Plan• Did you do what you said you
were going to do?• Why? Why not?• What were the results?• How can next year be better?
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THE QUALITY IMPROVEMENT(PDSA) CYCLE
Step 4:• Act on the lessons learned to
revise the QI plan for the next year.
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CONFIDENTIALITY AND QI
§ Protected & Privileged
§ The Health Care Quality Improvement Act of 1986, as amended 42 USC Sec. 11101 01/26/98. § Each state has legislation defining confidentiality and protection
for individuals carrying out quality improvement activities
§ Set specific requirements for maintaining confidentiality in your organization. Keep it simple. Attestation = Policy§ Write your requirements. Have QI committee members sign the
written requirements. Place in each member’s Human Resources file.
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POTENTIAL MEASURES AND TOOLS
• Clinical measures
• Financial measures
• Patient experience surveys
• Staff satisfaction surveys
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QUALITY MEASURES WORK PLANEXAMPLE CLINICAL MEASURES
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QUALITY MEASURES WORK PLANEXAMPLE CLINICAL MEASURES
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QUALITY MEASURES WORK PLANEXAMPLE CLINICAL MEASURES
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QUALITY MEASURES WORK PLANEXAMPLE CLINICAL MEASURES
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QUALITY MEASURES WORK PLANEXAMPLE CLINICAL MEASURES
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QUALITY MEASURES WORK PLANEXAMPLE CLINICAL CALENDAR
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WITH WHOM SHOULD YOUSHARE YOUR QUALITY RESULTS?
• Staff (For systems with multiple sites, make sure to share with all sites.)
• Health center board (or governing body, as appropriate)
• Stakeholders (as appropriate)• Patients• Community partners• Potential funders (i.e., grant
applications)
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QUALITY IMPROVEMENT RESOURCES
The HRSA Quality Toolkit https://www.hrsa.gov/quality/toolbox/introduction/index.html
The National Committee for Quality Assurance (NCQA) is an independent 501 non-profit organization in the United States that works to improve health care quality through the administration of evidence-based standards, measures, programs, and accreditation. http://www.ncqa.org
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QUALITY IMPROVEMENT RESOURCES
The Institute for Healthcare Improvement is a nonprofit organization focused on motivating and building the will for change, partnering with patients and health care professionals to test new models of care, and ensuring the broadest adoption of best practices and effective innovations. http://www.ihi.org/
Each year, Health Center Program grantees and look-alikes report on their performance using the measures defined in the Uniform Data System (UDS). HRSA offers manuals, webinars, trainings online and at various state/regional/national meetings, and other technical assistance resources to assist health centers in collecting and submitting their data. https://www.bphc.hrsa.gov/datareporting/reporting/index.html
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QUALITY IMPROVEMENT RESOURCES MEASURES
Use nationally developed measures (standardized), rather than developing your own
• HRSA Clinical Quality Performance Measures• Clinical and Financial Performance Measures• Quality of Care• Health Outcomes and Disparities• Financial Viability/Costs
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QUALITY IMPROVEMENT RESOURCES MEASURES
Use nationally developed measures (standardized), rather than developing your own
The National Quality Forum (NQF) is a not-for-profit, nonpartisan, membership-based organization that works to catalyze improvements in healthcare. NQF measures and standards serve as a foundation for initiatives to enhance healthcare value, make patient care safer, and achieve better outcomes. http://www.qualityforum.org/Home.aspx
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QUALITY IMPROVEMENT RESOURCES MEASURES
Use nationally developed measures (standardized), rather than developing your own
The Agency for Healthcare Research and Quality (AHRQ) is one the agencies within the US Department of Health and Human Services. It AHRQ creates materials to teach and train health care systems and professionals to put the results of research into practice. AHRQ generates measures and data used by providers and policymakers. https://www.ahrq.gov
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QUALITY IMPROVEMENT RESOURCES MEASURES
Use nationally developed measures (standardized), rather than developing your own
NCQA HEDIS® Measures The Healthcare Effectiveness Data and Information Set (HEDIS) is a tool used by more than 90 percent of America's health plans to measure performance on important dimensions of care and service. Altogether, HEDIS consists of 81 measures across 5 domains of care. Because so many plans collect HEDIS data, and because the measures are so specifically defined, HEDIS makes it possible to compare the performance of health plans on an "apples-to-apples" basis. http://www.ncqa.org/tabid/59/Default.aspx
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ALTAMED QUALITY IMPROVEMENT
• Focused on continuous improvement • Integrated quality measures that are focused on
reducing rates of obesity, heart disease and stroke• Goals are included in AltaMed’s corporate strategy
and assessed monthly / annually
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ALTAMED QUALITY EXAMPLE
AltaMed recognized a need to improve the quality of the process of referring patients to health education / wellness resources.
Pop up occurs in EHR if patient clinical measures indicate clinical measures that indicate patient would benefit from health education resources.
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ALTAMED QUALITY EXAMPLE
EHRalertasksphysician/clinicianiftheywanttoplaceahealtheducationreferralorder?
Ifyes,aHealthEducatorcontactspatient
• AltaMediscurrentlyworkingonanalytics/processestoinformhowthetoolisbeingutilized
• AltaMedutilizesNextGen• Manyothersystemshavesimilar
capabilities
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ALTAMED QUALITY IMPROVEMENT
• New policies / workflows are evaluated by AltaMed’s Clinical Quality Council
• Utilization of EHR alerts are added to each clinics quality reports
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QUESTIONS?
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Module1:• Reviewofthelateststudiesonhowlifestylechangecanimprovehypertensionand
CVDoutcomes.• Thismodulewilladdressthebalanceoflifestylechangeandmedicationmanagement
inhigherriskpatients.Module2:• Practicaltipsforimplementingthelessonslearnedfromthesestudies.• Specialconsiderationswithregardtodiet,physicalactivity,stressmanagement,and
sleep (e.g. saltandhypertension)fortheseconditions.Module3:• Managingpatientswithcardiovasculardiseaseonthespectrumofsocioeconomic
status,ethnicity/culture,readinesstochange,andseverity/complexityofcommoncomorbidconditions(suchasdepression).
Module4:• Casestudiesofpatientswhorepresenttypicalpopulations.thatWISEWOMANtargets
WISEWOMAN LIFESTYLE MEDICINE MODULES
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• Recording and slide will be posted to acpm.org/WISEWOMAN• Instructions on how to access the WISEWOMAN Lifestyle
Medicine Modules will be emailed to all attendees• Questions?
• Email Marissa Hudson – [email protected]
NEXT STEPS
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THANK YOU!