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Clinical Preventive Services

Collaborative Initiatives


Meg Molloy, Dr.P.H., M.P.H., R.D., Executive Director, NC Prevention Partners, Chapel Hill, NC.

Developing public-private and cross-agency initiatives that align the interests of managed care organizations (MCOs), businesses, public health programs, and health system sectors can be difficult, but if done correctly, can greatly improve the delivery of clinical preventive services.

The State of North Carolina (NC) developed a successful program designed to promote preventive services. The three main areas that were key to promoting this program's success were:

  • Fostering partnerships.
  • Promoting prevention.
  • Influencing policies.

Surprisingly, education was not among the more successful promotion efforts.

NC Prevention Partners receives funding from both public and private sector sources, including individual sponsors, schools of public health, businesses, membership dues, and contracts. Once the funding is in place, their first step is to survey the current status of benefits. Then, an employer purchasing guide, which outlines the cost to employer per preventive measure, can be developed, along with a prevention tool kit.

The goal of NC Prevention Partners is to identify leadership opportunities and develop collaborative initiatives focused on the appropriate use of clinical preventive services. From her experiences, Dr. Molloy learned many useful strategies that States wanting to follow North Carolina's example may want to consider:

  • Utilize market-based strategies to enhance prevention. These are far more effective than regulatory-based strategies.
  • Realize that if one major health plan addresses prevention, others will follow, i.e., it becomes a marketplace norm.
  • Create statewide partnerships. They are an ideal area for a marketplace strategy and activities to strengthen prevention systems.
  • Find a credible, neutral, data-driven home for the program, i.e., one that is not part of the State government.
  • Enlist the participation of major businesses and public purchasers.
  • Incorporate public relations activities.
  • Recruit key decisionmakers. Involve credible, powerful people.
  • Create outreach mechanisms, such as LISTSERVs, E-mails, meetings, and Web tools, to raise awareness among interested organizations.
  • Strengthen the intersection between clinical and community health systems.
  • Find organizations with aligned goals to carry out the work.

Current as of October 2000

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Internet Citation:

Improving Health Through the Expanding Use of Clinical Preventive Services: Issues and Strategies. Workshop Brief, June 7-9, 2000, User Liaison Program. Agency for Healthcare Research and Quality, Rockville, MD.

The information on this page is archived and provided for reference purposes only.

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