Group Health Cooperative

Seattle, WA, United States

Group Health Cooperative

Seattle, WA, United States
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News Article | October 28, 2016
Site: www.marketwired.com

Names DNA Its Marketing Agency as It Seeks to Grow Its Brand SEATTLE, WA--(Marketwired - October 25, 2016) - As the fifth generation of the Ben Bridge Jeweler family looks to the future of the 104-year-old company, it has selected Seattle-based creative agency DNA to help tailor and evolve its communication to a new audience of consumers. Ben Bridge is known throughout the Western United States for its exceptional jewelry and personal service. The company is focused on developing exclusive collections targeted to younger consumers and has challenged DNA to help communicate the virtues of the brand to both new and existing customers. Ben Bridge selected DNA after a national search for a creative and branding partner. "It is an exciting time in the history of Ben Bridge as we continue to evolve our brand to make it relevant to today's consumer," explained Marc Bridge, great-great grandson of the company's founder. "We felt DNA understood what we are trying to build and could help us communicate our unique value proposition. We believe our century-long commitment to caring, personal service and crafting jewelry of enduring quality is deeply relevant to today's consumers. We needed help sharing that message with consumers in today's frenetic media world." DNA has deep insight into the millennial market specifically as it relates to the affluent sector. This understanding will contribute to the strategy and marketing initiatives that are being developed. "There are 16 million affluent millennials in the US making them a powerful target audience for Ben Bridge," explained Chris Witherspoon, Managing Director of DNA. "We know that they want highly personalized service and that they care about the values of a company, not just what it offers. Ben Bridge's local focus, family values and entrepreneurial spirit are important attributes to this audience and offers us new ways to tell the Ben Bridge story." New marketing and advertising initiatives will roll out for the fourth quarter of 2016. DNA has extensive experience in helping brands connect with audience on a deeper level. Advertising is our product but our approach differs from others. Uncovering love for a brand is what we're about. In an age where consumers hold all the cards -- when it's no longer possible to trick or beguile or intrude -- this kind of deep and authentic connection can have a powerful and meaningful impact. Founded in 1998, DNA is a full-service marketing communications agency based in Seattle, Washington and is one of the fastest growing agencies in the region. Some of DNA's clients include: Alaska Airlines, PEMCO Insurance, BECU, Group Health Cooperative, Puget Sound Energy, Golden 1 Credit Union, and Tommy Bahama. Visit DNA on the Web at www.dnaseattle.com, on Twitter at @dnaseattle and on Facebook. Ben Bridge is a family-led jewelry company with over 90 retail stores in the Western United States and Canada. The company is a wholly-owned subsidiary of Berkshire Hathaway.


News Article | October 28, 2016
Site: www.prweb.com

Summit Health Management (“SHM”), LLC, is pleased to announce Cecilia Montalvo has been appointed Chief Strategy and Business Development Officer and President of Summit Select, LLC, effective November 1, 2016. In this role, she will also serve as Chief of Strategy and Business Development for Summit Medical Group, P.A. ("SMG"), one of the largest physician-owned medical practices in the nation. This newly-created role is strategically and operationally aligned with SMG's and SHM's commitment to promoting major change in health care. Ms. Montalvo will play a key role in the development and implementation of corporate strategies and plans that ensure the success of SMG's and SHM’s value-based care, population health and risk-based products and initiatives. Approved by the New Jersey Department of Banking and Insurance for licensure as an organized delivery system (ODS), Summit Select will include New Jersey physicians and physician groups, including Summit Medical Group, who choose to align with Summit Select and benefit from a best-in-class medical practice model. “Ms. Montalvo’s leadership in market entry and expansion will help us achieve SMG's and SHM's commitment to best-in-class population health management,” said Jeffrey Le Benger, MD, chairman and chief executive officer of Summit Health Management. “As we continue to focus on managing costs, increasing patient satisfaction, and improving quality, her knowledge and experience will be of great value in the changing health care landscape. We are pleased to welcome Ms. Montalvo to our organization.” Most recently, Ms. Montalvo served as (Corporate) Vice President, Business Development for Kaiser Permanente. In this role she was responsible for developing and implementing strategies for the national geographic expansion of Kaiser. She led Kaiser's successful acquisition of Group Health Cooperative in Seattle, and Maui Memorial Medical Center, Wailuku, Hawaii. Prior to assuming her role at Kaiser, Ms. Montalvo was Chief Strategy Officer for the Palo Alto Medical Foundation ("PAMF") and Vice President, Strategy and Business Development for Sutter Health’s Peninsula Coastal Region. PAMF has $4 billion in revenues and includes over 1,300 physicians and three hospitals in San Mateo, Santa Clara, Santa Cruz and Alameda counties in California. At PAMF and Sutter Health, she was responsible for leading growth strategies for PAMF in the San Francisco Bay Area – the organization grew from 400,000 to 1 million patient lives during her tenure. Prior to joining Sutter Health in 2003, Ms. Montalvo was an Investment Banker in the San Francisco office of Shattuck Hammond Partners LLC, focusing her client work in the areas of healthcare mergers and acquisitions. While working in the investment banking industry, Ms. Montalvo and her colleague Mark Harrison published several major pieces of research on the financial health of California’s hospital and skilled nursing industry, made possible by over $1.5 in grant funding from the California Healthcare Foundation. Ms. Montalvo has served on the executive management teams of Brown & Toland Physician Services Organization, Hospital Corporation of America (HCA), Sequoia Hospital, Stanford Medical Center; and Bay Pacific Health Plan (a regional health plan owned by local physicians and hospitals that was subsequently sold to Aetna). Ms. Montalvo started her career in Washington and worked within the Center of Medicare and Medicaid Services (previously known as the Health Care Financing Administration) and was on the staff of the Health Subcommittee of the Ways and Means Committee in the U.S. House of Representatives. She earned her bachelor’s degree in psychology and sociology from Rollins College, Winter Park, Florida, and her master’s in public policy and healthcare administration with honors from the University of Chicago in Chicago. She was honored in the Who’s Who in California Healthcare, recognized as the “Whiz Kid” for accomplishments in the healthcare industry for professionals under the age of 40, and in 2013 by the Silicon Valley YMCA as a TWIN award winner recognizing outstanding women in leadership. She has served on numerous Boards of Directors, including the Corporate Board of the Dual Degree (MBA/MPH) program of the Haas School of Business and the UC-Berkeley School of Public Health, both in Berkeley, California; Sutter Maternity and Surgery Hospital in Santa Cruz, California; Pathways Home Care and Hospice (previously Mid-Peninsula Home Care and Hospice) in San Francisco, and Woodside Priory School in Portola Valley, California. Emerging from the success of Summit Medical Group, Summit Health Management (SHM) provides innovative management services for Summit Medical Group and mid-to-large size physician practices. SHM’s practice management services are focused in five discrete, but inter-related categories essential to running a successful, enterprise-scale medical group. For more information, visit http://www.summithealthmanagement.com. Summit Medical Group (SMG) is among the largest physician owned multispecialty medical practices in the nation. SMG maintains a 42-acre healthcare campus in Berkeley Heights and more than 65 additional practice locations in central and northern New Jersey. As an East Coast premier multispecialty group, SMG has provided exceptional primary and specialty care since 1929. For more, visit http://www.summitmedicalgroup.com.


Sullivan M.J.L.,McGill University | Simon G.,Group Health Cooperative
Translational Behavioral Medicine | Year: 2012

The purpose of the present research was to examine the feasibility of a telephonic occupational rehabilitation program. A sample of 23 individuals with chronic musculoskeletal pain was enrolled in the telephonic version of the Progressive Goal Attainment Program (PGAP-Tel). The PGAP-Tel is a risk-targeted intervention designed to reduce pain-related disability consequent to musculoskeletal injury. Treatment outcomes of PGAP-Tel were compared to a group of individuals with chronic musculoskeletal pain, who participated in the face-to-face format of the PGAP. Results showed that PGAP-Tel was acceptable to the majority of participants (76%) to whom it was offered. There were indications that engagement and adherence issues were more problematic in PGAP-Tel than in the face-to-face intervention. Both groups showed comparable reductions in pain, depression, fear of symptom exacerbation, and self-reported disability. Participants in the face-to-face intervention showed greater reduction in catastrophic thinking than participants in PGAP-Tel. Finally, 26% of participants in PGAP-Tel had resumed some form of employment at treatment termination compared to 56% of the participants in the face-to-face intervention. Given the low cost of the PGAP-Tel intervention and the accessibility advantages of a telephonic delivery, this type of intervention might be an important resource for targeting occupational disability in rural or remote communities when face-to-face services are not available. © 2012 Society of Behavioral Medicine.


Kilcup M.,Group Health Cooperative | Schultz D.,Group Health Cooperative | Carlson J.,Group Health Cooperative | Wilson B.,Group Health Cooperative
Journal of the American Pharmacists Association | Year: 2013

Objective: To assess the impact of ambulatory clinical pharmacist medication therapy assessment and reconciliation for patients postdischarge in terms of hospital readmission rates, financial savings, and medication discrepancies. Setting: Group Health Cooperative (Group Health) in Washington State, from September 2009 through February 2010. Practice description: Group Health is a nonprofit integrated group practice and health plan, operating 25 primary care medical centers and 5 specialty centers. Group Health's practice design is a patient-centered medical home model. Practice innovation: All patients identified as high risk for readmission were followed by Group Health care management. Patients in care management who received a phone call from a pharmacist 3 to 7 days postdischarge for medication therapy assessment and reconciliation were identified as the medication review group (n = 243). Patients who did not receive clinical pharmacist intervention were included in the comparison group (n = 251). Main outcome measures: Readmission rates, financial savings, and medication discrepancies. Results: Patients who received medication therapy assessment and reconciliation had decreased readmission rates at 7, 14, and 30 days postdischarge, with statistical significance at 7 and 14 days. Medication review versus comparison readmission rates were as follows: 7 days: 0.8% vs. 4% (P = 0.01); 14 days: 5% vs. 9% (P = 0.04); and 30 days: 12% vs. 14% (P = 0.29). Financial savings for Group Health per 100 patients who received medication reconciliation was an estimated $35,000, translating to more than $1,500,000 in savings annually. Of patients, 80% had at least one medication discrepancy upon discharge. Conclusion: Most literature on medication reconciliation evaluates inpatient processes, whereas data on medication reconciliation postdischarge are limited. Our data support the hypothesis that medication assessment and reconciliation by pharmacists 3 to 7 days postdischarge can decrease readmissions and provide cost savings.


Chou R.,Oregon Health And Science University | Dana T.,Oregon Health And Science University | Bougatsos C.,Oregon Health And Science University | Fleming C.,Group Health Cooperative | Beil T.,Kaiser Permanente
Annals of Internal Medicine | Year: 2011

Background: Hearing loss is common in older adults. Screening ould identify untreated hearing loss and lead to interventions to improve hearing-related function and quality of life. Purpose: To update the 1996 U.S. Preventive Services Task Force evidence review on screening for hearing loss in primary care settings in adults aged 50 years or older. ata Sources: MEDLINE (1950 and July 2010) and the Cochrane Library (through the second quarter of 2010). tudy Selection: Randomized trials, controlled observational stud- ies, and studies on diagnostic accuracy were selected. ata Extraction: Investigators abstracted details about the patient population, study design, data analysis, follow-up, and results and assessed quality by using predefined criteria. ata Synthesis: Evidence on benefits and harms of screening for and treatments of hearing loss was synthesized qualitatively. One large (2305 participants) randomized trial found that screening for hearing loss was associated with increased hearing aid use at 1 year, but screening was not associated with improvements in earing-related function. Good-quality evidence suggests that common screening tests can help identify patients at higher risk for hearing loss. One good-quality randomized trial found that immediate hearing aids were effective compared with wait-list control in improving hearing-related quality of life in patients with mild or moderate hearing loss and severe hearing-related handicap. We did not find direct evidence on harms of screening or treatments with hearing aids. imitation: Non-English-language studies were excluded, and studies of diagnostic accuracy in high-prevalence specialty settings were included. onclusion: Additional research is needed to understand the effects of screening for hearing loss compared with no screening on health outcomes and to confirm benefits of treatment under conditions likely to be encountered in most primary care settings. Primary Funding Source: Agency for Healthcare Research and Quality.


News Article | November 7, 2016
Site: www.prnewswire.com

PLANO, Texas, Nov. 7, 2016 /PRNewswire/ -- ZeOmega® Inc., a market leader in population health management, has continued its momentous run of successful client renewals and upgrades with Group Health Cooperative (Group Health®). Specifically, Group Health has extended its ZeOmega contract...


Greene S.M.,Group Health Cooperative
The Permanente journal | Year: 2012

The concept of patient-centered care has received increased attention in recent years and is now considered an essential aspiration of high-quality health care systems. Because of technologic advances as well as changes in the organization and financing of care delivery, contemporary health care has evolved tremendously since the concept of patient-centeredness was introduced in the late 1980s. Historically, those advocating patient-centered care have focused on the relationship between the patient and the physician or care team. Although that relationship is still integral, changes to the health care system suggest that a broader range of factors may affect the patient-centeredness of health care experiences. A multidimensional conceptualization of patient-centered care and examples from our health care system illustrate how clinical, structural, and interpersonal attributes can collectively influence the patient's experience. The proposed framework is designed to enable any health system to identify ways in which care could be more patient-centered and move toward a goal of making it a "systems property."


Fudge J.,Group Health Cooperative
Sports Health | Year: 2016

Context: Hypothermia and frostbite injuries occur in cold weather activities and sporting events. Evidence Acquisition: A PubMed search was used to identify original research and review articles related to cold, frostbite, and hypothermia. Inclusion was based on their relevance to prevention and treatment of cold-related injuries in sports and outdoor activities. Dates of review articles were limited to those published after 2010. No date limit was set for the most recent consensus statements or original research. Study Design: Clinical review. Level of Evidence: Level 5. Results: Frostbite and hypothermia are well-documented entities with good prevention strategies and prehospital treatment recommendations that have changed very little with time. A layered approach to clothing is the best way to prevent injury and respond to weather changes. Each athlete, defined as a participant in a cold weather sport or activity, will respond to cold differently depending on anthropometric measurements and underlying medical risk factors. An understanding of wind-chill temperatures, wetness, and the weather forecast allows athletes and event coordinators to properly respond to changing weather conditions. At the first sign of a freezing cold injury, ensure warm, dry clothes and move to a protected environment. Conclusion: Cold injuries can be prevented, and cold weather activities are safe with proper education, preparation, and response to changing weather conditions or injury. © 2016, © 2016 The Author(s).


Sayres Jr. W.G.,Group Health Cooperative
American Family Physician | Year: 2010

Preventing preterm delivery remains one of the great challenges in modern medicine. Preterm birth rates continue to increase and accounted for 12.7 percent of all U.S. births in 2005. The etiology of preterm delivery is unclear, but is likely to be complex and influenced by genetics and environmental factors. Women with previous preterm birth are at increased risk of subsequent preterm delivery and may be candidates for treatment with antenatal progesterone. Fetal fibronectin testing and endovaginal ultrasonography for cervical length are useful for triage. For the patient in preterm labor, only antenatal corticosteroids and delivery in a facility with a level III neonatal intensive care unit have been shown to improve outcomes consistently. Tocolytic agents may delay delivery for up to 48 hours, enabling the administration of antenatal corticosteroids or maternal transfer. Routine use of antibiotics in preterm labor is not indicated except for group B streptococcus prophylaxis or treatment of chorioamnionitis. Copyright © 2010 American Academy of Family Physicians.


Chung C.,Kennewick General Hospital | Christianson M.,Group Health Cooperative
Journal of Oncology Pharmacy Practice | Year: 2014

Appropriate evidence-based roles of prognostic and predictive biomarkers of known therapeutic targets in breast, colorectal, and non-small cell lung cancers in adults are reviewed, with summary of evidence for use and recommendation. Current development in biomarker studies is also discussed. Computerized literature searches of PubMed (National Library of Medicine), the Cochrane Collaboration Library, and commonly accepted US and international guidelines (American Society of Clinical Oncology, European Society for Medical Oncology, and National Comprehensive Cancer Network) were performed from 2001 to 2012. Literature published before 2001 was noted for historical interest but not evaluated. Literature review was focused on available systematic reviews and meta-analyses of published predictive (associated with treatment response and/or efficacy) and prognostic (associated with disease outcome) biomarkers of known therapeutic targets in colorectal, breast, and non-small cell lung cancers. In general, significant health outcomes (e.g. predicted response to therapy, overall survival, disease-free survival, quality of life, lesser toxicity, and cost-effectiveness) were used for making recommendations. Four breast cancer biomarkers were evaluated, two of which (2D6 genotyping, Oncotype Dx) were considered emerging with insufficient evidence. Seven colorectal cancer biomarkers were evaluated, five of which (EGFR gene expression, K-ras G13D gene mutation, B-raf V600E gene mutation, dihydropyrimidine dehydrogenase deficiency, and UGT1A1 genotyping) were considered emerging. Seven non-small cell lung cancer biomarkers were evaluated, five of which were emerging (EGFR gene expression, ERCC gene expression, RRM1 gene expression, K-ras gene mutation, and TS gene expression). Of all 18 biomarkers evaluated, the following showed evidence of clinical utility and were recommended for routine use in practice: ER/PR and HER2 for breast cancer; K-ras gene mutation (except G13D gene mutation) for colorectal cancer; mismatch repair deficiency or microsatellite instability for colorectal cancer; and EGFR and EML4-ALK gene mutations for non-small cell lung. Not all recommendations for these biomarkers were uniformly supported by all guidelines. © The Author(s) 2013 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav.

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