24916, Asbury, West Virginia Hypertension Score Provider Score

The Provider Score for the Hypertension Score in 24916, Asbury, West Virginia is 95 when comparing 34,000 ZIP Codes in the United States.

An estimate of 96.28 percent of the residents in 24916 has some form of health insurance. 59.82 percent of the residents have some type of public health insurance like Medicare, Medicaid, Veterans Affairs (VA), or TRICARE. About 84.42 percent of the residents have private health insurance, either through their employer or direct purchase. Military veterans should know that percent of the residents in the ZIP Code of 24916 have VA health insurance. Also, percent of the residents receive TRICARE.

For the 104 residents under the age of 18, there is an estimate of 0 pediatricians in a 20-mile radius of 24916. An estimate of 0 geriatricians or physicians who focus on the elderly who can serve the 187 residents over the age of 65 years.

In a 20-mile radius, there are 640 health care providers accessible to residents in 24916, Asbury, West Virginia.

**Hypertension Score Analysis: Doctors in ZIP Code 24916 and Primary Care Availability in Asbury**

Assessing the landscape of hypertension management within ZIP code 24916, encompassing the community of Asbury, requires a multifaceted approach. A comprehensive 'Hypertension Score' analysis necessitates evaluating several crucial factors, including physician availability, practice characteristics, technological integration, and the accessibility of mental health support. This analysis aims to provide a nuanced understanding of the resources available to manage and treat hypertension within this specific geographic area.

The physician-to-patient ratio is a fundamental metric. Determining the exact number of primary care physicians (PCPs) actively practicing within 24916 is the first step. Publicly available data from sources like the Centers for Medicare & Medicaid Services (CMS) and the West Virginia Board of Medicine can be used to identify licensed PCPs. This data, combined with population estimates for Asbury, allows for the calculation of a physician-to-patient ratio. A lower ratio, reflecting a greater number of patients per physician, may indicate potential challenges in accessing timely care. Conversely, a higher ratio could suggest more readily available appointments and potentially better patient outcomes.

Beyond sheer numbers, the characteristics of the primary care practices themselves are critical. Are practices accepting new patients? Do they offer extended hours or weekend appointments? These factors directly impact patient access and convenience. Practices with a patient-centered approach, demonstrating a commitment to preventative care and chronic disease management, are more likely to achieve positive hypertension outcomes. This involves regular blood pressure screenings, lifestyle counseling, and medication management.

Identifying "standout practices" requires a deeper dive. This necessitates reviewing patient reviews (where available), examining practice accreditations (e.g., Patient-Centered Medical Home), and assessing the availability of on-site services. Practices that integrate comprehensive care, including access to registered dietitians, certified diabetes educators, and behavioral health specialists, are better equipped to address the multifaceted needs of patients with hypertension. These practices often demonstrate a proactive approach to patient education and empowerment, fostering better adherence to treatment plans.

Telemedicine adoption is a modern-day necessity. The ability to offer virtual consultations, remote blood pressure monitoring, and medication management via telehealth can significantly improve access to care, particularly for patients in rural areas or with mobility limitations. Practices that have embraced telemedicine are better positioned to provide continuous care and support, leading to improved blood pressure control and reduced complications. The integration of remote monitoring devices allows physicians to track patient progress and intervene promptly when necessary.

The crucial link between mental health and hypertension is undeniable. Chronic stress, anxiety, and depression can significantly impact blood pressure control. Therefore, the availability of mental health resources within the community is a vital component of the 'Hypertension Score'. This includes access to psychiatrists, psychologists, licensed clinical social workers, and other mental health professionals. Practices that offer integrated behavioral health services or have established referral pathways to mental health providers are better equipped to address the holistic needs of their patients.

The assessment of mental health resources extends beyond the availability of individual practitioners. The presence of community-based mental health clinics, support groups, and educational programs also contributes to a supportive environment for patients. Access to these resources can help patients manage stress, improve coping mechanisms, and ultimately, improve their blood pressure control.

Data collection for this analysis involves various sources. Publicly available data from government agencies, professional organizations, and healthcare directories provides information on physician demographics, practice locations, and services offered. Patient reviews and online forums can offer insights into patient experiences and perceptions of care quality. Local community resources, such as health departments and social service agencies, can provide information on mental health services and support programs.

Synthesizing all the collected data is essential to produce a meaningful 'Hypertension Score'. This score should reflect the overall quality and accessibility of hypertension management resources within 24916. The score can be presented using a numerical scale or a tiered ranking system, providing a clear and concise assessment of the community's strengths and weaknesses.

The 'Hypertension Score' analysis should also identify areas for improvement. These may include increasing the number of PCPs, expanding telemedicine capabilities, improving access to mental health services, and promoting patient education and self-management strategies. The findings of the analysis can be used to inform healthcare policy decisions, guide resource allocation, and ultimately, improve the health outcomes of individuals with hypertension in Asbury.

The analysis should also consider the specific demographics of the Asbury population. Factors such as age, socioeconomic status, and prevalence of other chronic conditions can influence the effectiveness of hypertension management strategies. Tailoring interventions to meet the unique needs of the community is crucial for achieving optimal results.

Regularly updating the 'Hypertension Score' is essential. The healthcare landscape is constantly evolving, with new technologies, treatment guidelines, and community resources emerging. Periodic reassessments ensure that the analysis remains relevant and reflects the current state of hypertension management in Asbury.

Finally, the 'Hypertension Score' analysis should be transparent and accessible. Sharing the findings with the community, healthcare providers, and policymakers can promote collaboration and drive positive change. This can be achieved through public reports, community forums, and presentations to relevant stakeholders.

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