Improving female preventive health care

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Improvingfemale preventive health care

Manyorganizations and programs have taken the mandate of preventing andpromoting women health to reduce the burden of health care. EveryWoman Matters program is among the programs. It is dedicated towardsearly detection of cancer. The program is managed by the state and isfederally funded to improve the quality of life of women throughvarious training and information campaigns that eliminate barriers topreventive breast and cancer screening. It conducts its roles throughthe creation of public awareness and outreach on the risks of cancer(Backer, Geske, Mclivain, Dodendorf, Minier, 2005). Every womanmatters program makes screening accessible to low-income women andthose without medical cover or private insurance. Eligible women aregiven a clinical breast examination, mammogram, and Papanicolaousmear test at reduced or no costs (Backer et al., 2005). The Centerfor Disease control and prevention of USA is the agency that fundsthis program.

Inclusiveof other benefits, the program has been shown to save lives andreduce sufferings while reducing the cost of health care incurred.Unfortunately, amidst these advantages, the level of screening waslow which reveal that the program failed to meet its goalsefficiently. Several reasons have been accorded to the fact thatinvolves the physicians and their staff, the patients and thepractice systems (Backer et al., 2005). In their investigation,Backer and his team identified the lack of proper coordinationbetween the managements or the general practitioner and his staffmembers. In the practices included in the research, there wasevidence of tensions between the physician and his staff resulting inwhat Backer et al. (2005) termed as the lack of “team buy-in”.The lack of cooperation results to the inadequacy of proper guidancein development and implementation of the work plan from the physicianleading to failure in encouraging participation from the interestedstaff. Nature and the extent of change often depended on the presenceof an advocate to emphasize its significance to the clients andmotivate the team. The diversity of different practice and complexorganization systems have contributed to the failure of the program(Backer et al., 2005)

TheNational Breast and Cervical Cancer early detection program (NBCCEDP)provides testing to low-income underinsured and uninsured women inthe United States. The program is directed by the Center for Diseaseand Control Prevention. The program has managed to reach women inunderserved communities, immigrants and ethnic minorities leading tosuccess in its work (American Cancer Society, 2015). Exceptionalmanagerial and leadership skills and coordination of the leaders inthis program have promoted its success. The program has establishedquality standards to ensure timely and diagnostic-up, and treatmentfor women screened through the program. Its timeliness hascontributed to its success and efficiency (Benard et al., 2012).

Cancerscreening program is also offered in the Prevent Cancer Foundation, anon-profit organization whose sole aim is to prevent cancer and earlydetection. Their programs include the advocate programs that educateindividuals about healthy diets and lifestyle choices in cancerprevention. Over the years, the foundation has offered information,national, and community level education programs to public and healthprofessionals. The success of their programs lies mostly in theircollaboration with the federal state. It advocates its policies atthe national level, within Congress and administrations that inreturn provides support (Miller, Hanson, Johnson, Royalty, &ampRichardson, 2014).

Asa nurse in charge of developing a follow-up to the Every WomanMatters program, I would propose several strategies create a moreefficient prevention program. My first strategy would be to createprograms that enhance the cooperation and teamwork between the staffand the physicians of different practice. Creating more partnershipswith various organization and the state will help greatly with thefunding of the program to promote its efficiency. In conclusiondeveloping of system changes to less complex ones would be part of mystrategy to increase the rate of screening.


AmericanCancer Society, (2015). NationalBreast and Cervical Cancer Early Detection Program. Web.Retrieved From,V.B., Howe, W., Royalty, J., Helsel, W., Kammerer, W., &ampRichardson, L.C. (2012). Timeliness of cervical cancer diagnosis andinitiation of treatment in the National Breast and Cervical CancerEarly Detection Program. Journal of Women`s Health, 21(7): 776-782.doi:10.1089/jwh.2011.3224.Backer,E.L., Geske, J. A., Mclivain, H. E., Dodendorf, D.M., &amp Minier,W.C (2005).Improving female preventive healthcare delivery throughpractice change: An every woman matters study. TheJournal of the American Board of Family Medicine,18(5):401-8.Miller,J.W., Hanson, V., Johnson, G.D., Royalty, J.E., &amp Richardson,L.C., (2014). From cancer screening to treatment: Service deliveryand referral in the National Breast and Cervical Cancer EarlyDetection Program. Cancer,120(16),16:2549-56. doi: 10.1002/cncr.28823.PreventCancer Foundation, (n.d). Advocate.Web.Retrieved From

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