![Primary Care Team
• The exact composition of the core and extended teams may vary based
on setting and the types of services the team provides, but the guiding
principles of co-location, sharing an electronic health record and a panel
of patients remain the same
• While providers may initially resist co-location, studies indicate that co-
location, which fosters face-to-face communication among team
members, is associated with improved team collaboration and
coordination1
28
1. MacNaughton K et al, BMC Health Services Research 2013;13:486; Sims S. et al. J Interprof Care 2015;29:20; O’Malley AS et al, JGIM
2015;30:183], and with higher quality cardiovascular disease care at a lower cost [Mundt et al, Ann Fam Med 2015;13:139-148](https://image.slidesharecdn.com/octfundamentalsofcomprehensivecarefinal11-211104182641/75/2021-2022-NTTAP-Webinar-Fundamentals-of-Comprehensive-Care-28-2048.jpg)
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2021-2022 NTTAP Webinar: Fundamentals of Comprehensive Care
The webinar on comprehensive care held on November 4th, 2021, aimed to enhance healthcare delivery through integrated, team-based models of care. It discussed improving patient access, reducing clinician burnout, and achieving better health outcomes via collaborative efforts among healthcare team members. Participants were encouraged to engage in a culture of equity and inclusiveness while receiving continuing education credits and insights into best practices for primary care.
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2021-2022 NTTAP Webinar: Fundamentals of Comprehensive Care
- 1. Fundamentals of ComprehensiveCare Webinar Thursday November 4th, 2021 12:00-1:00pm Eastern / 9:00-10:00am Pacific
- 2. Continuing Education Credits Insupport of improving patient care, Community Health Center, Inc. / Weitzman Institute is jointly accredited by the Accreditation Council for Continuing Medical Education (ACCME), the Accreditation Council for Pharmacy Education (ACPE), and the American Nurses Credentialing Center (ANCC), to provide continuing education for the healthcare team. A comprehensive certificate will be sent after the end of the series, December 2021. 2
- 3. Disclosure • With respectto the following presentation, there has been no relevant (direct or indirect) financial relationship between the party listed above (or spouse/partner) and any for-profit company in the past 12 months which would be considered a conflict of interest. • The views expressed in this presentation are those of the presenters and may not reflect official policy of Community Health Center, Inc. and its Weitzman Institute. • We are obligated to disclose any products which are off-label, unlabeled, experimental, and/or under investigation (not FDA approved) and any limitations on the information hat we present, such as data that are preliminary or that represent ongoing research, interim analyses, and/or unsupported opinion. • This project is supported by the Health Resources and Services Administration (HRSA) of the U.S. Department of Health and Human Services (HHS) as part of an award totaling $137,500 with 0% financed with non-governmental sources. The contents are those of the author(s) and do not necessarily represent the official views of, nor an endorsement, by HRSA, HHS, or the U.S. Government. For more information, please visit HRSA.gov. 3
- 4. At the WeitzmanInstitute, we value a culture of equity, inclusiveness, diversity, and mutually respectful dialogue. We want to ensure that all feel welcome. If there is anything said in our program that makes you feel uncomfortable, please let us know. 4
- 5. National Training andTechnical Assistance Partnership Clinical Workforce Development Provides free training and technical assistance to health centers across the nation through national webinars, learning collaboratives, activity sessions, trainings, research, publications, etc. 5
- 6. Objectives (1) Discuss thecore concepts of team-based care (2) Introduce elements of team-based care that build upon the basics to support teams in advancing their capability to provide satisfying and effective care to complex patient populations (3) Review the responsibilities/duties of each member of the team to ensure team members work at the top of licensure 6
- 7. Introduction to ComprehensiveCare • Access to comprehensive care is facilitated through implementation of integrated and team-based models of care • Such models of care are value-based systems of coordinated, preventive, and primary care to promote self-management behavior, maximize health outcomes, and avoid preventable hospitalizations 7 Source: Patient-Centered Primary Care Collaborative. Summary of Patient- Centered Medical Home Cost and Quality Results, 2010-2013. July, 2014
- 8. Introduction to ComprehensiveCare • Implementation of comprehensive care leads to improvements in: – Patient access – Provider satisfaction – Chronic disease outcomes – Disease management indicators, especially for medically underserved and vulnerable populations1 • There is strong evidence that a team-based approach to providing patient care results in (1) better health outcomes, (2) higher patient satisfaction, (3) decreased provider burnout, and (4) improved patient access, all at a lower cost2 8 1. Patient-Centered Primary Care Collaborative. Summary of Patient- Centered Medical Home Cost and Quality Results, 2010-2013. July, 2014 2. Berry, L. L., and D. Beckham. 2014. Team-based care at Mayo Clinic: A model for ACOs. Journal of Healthcare Management 59(1):9-13.; Bodenheimer, T., and C. Sinsky. 2014. From triple to Quadruple Aim: Care of the patient requires care of the provider. Annals of Family Medicine 12(6):573-576.
- 9. Why do weneed to transform primary care? (1) Not enough clinicians choose primary care careers compared to patient needs (2) Continuity of care is under stress (3) The downward spiral of large panels and burnout 9
- 10. Primary Care Providersin Health Centers • NPs and PAs are a critical component of the primary care system in low- income communities around the U.S. –HRSA’s 2020 UDS report shows that NPs and PAs FTEs combined (14,565) compared to physicians FTEs (14,317) in FQHCs. • Nurse Practitioners: 11,086 • Physician Assistants: 3,479 –AANP reports that the vast majority of NPs (89.9%) are certified in a primary care specialty and 78% care for Medicaid patients1 10 1. National Academies of Sciences, Engineering, and Medicine. 2019. Taking Action Against Clinician Burnout: A Systems Approach to Professional Well-Being. Washington, DC: The National Academies Press. https://doi.org/10.17226/25521
- 11. Challenges to Continuityof Care • Continuity of care means patients seeing the same primary care clinician or team whenever they need care, whether in person, by phone/video visit, or through the electronic patient portal • More and more patients are seeking primary care in urgent care, retail clinic, and emergency departments • As a result, many patients are seeing different primary care clinicians in different sites with little communication between the clinicians 11 Continuity of care is associated with: Better preventive care Better chronic care Greater patient satisfaction Lower healthcare costs https://www.cdc.gov/nchs/products/databriefs/db234.htm
- 12. Empanelment • Empanelment: theact of assigning each patient to a primary care provider who, with support from a care team, assumes responsibility for coordinating1 – Care is better coordinated and managed by a team that knows the patient and can address important care gaps2 • The provider and provider team are expected to build relationships, track, and manage the care of all the patients in their “panel,” as well as coordinate the care of those patients with other providers within and external to the practice3 • People are empaneled at the individual level but the group of patients becomes a panel and multiple panels rolls up to a population health approach. 12 1. https://www.safetynetmedicalhome.org/sites/default/files/Implementation-Guide-Empanelment.pdf 2. www.careinnovations.org/wp-content/uploads/CCI-Population-Health-Toolkit.pdf 3. Kahn, K. L., Timbie, J. W., Friedberg, M. W., Lavelle, T. A., Mendel, P., Ashwood, J. S., Hiatt, L., Brantley, I., Weidmer, B. A., Rastegar, A., Kofner, A., Malsberger, R., Kommareddi, M., Quigley, D. D., & Setodji, C. M. (2015). Evaluation of CMS’s Federally Qualified Health Center (FQHC) Advanced Primary Care Practice (APCP) Demonstration: Final Second Annual Report. RAND Corporation. http://www.jstor.org/stable/10.7249/j.ctt19w73g8
- 13. Burnout • Stressors associatedwith burnout are threats to professionalism – the fundamental ethical norms that are essential to the professional fulfillment of clinicians and learners and to the delivery of high-quality care1 – Clinician and learner burnout adversely affects the quality of patient care1 – Clinician burnout is associated with an increased risk of patient safety incidents and malpractice claims, reduced patient satisfaction, and diminished and ineffective communication between patients and clinicians1 • A 2019 literature review of 21 studies found that the primary care practice environment was the most common predictor of primary care provider burnout2 13 1. National Academies of Sciences, Engineering, and Medicine. 2019. Taking Action Against Clinician Burnout: A Systems Approach to Professional Well-Being. Washington, DC: The National Academies Press. https://doi.org/10.17226/25521 2. Abraham, C. M., Zheng, K., & Poghosyan, L. (2020). Predictors and Outcomes of Burnout Among Primary Care Providers in the United States: A Systematic Review. Medical Care Research and Review, 77(5), 387–401. https://doi.org/10.1177/1077558719888427
- 14. Downward spiral oflarge panels and burnout • Primary care clinician shortage means panel sizes cannot go down. • Large panel size is major contributor to burnout. • Burnout leads to physicians reducing work hours. Reduced work hours worsens the physician shortage. • Greater physician shortage means even larger panel size which in turn makes burnout worse. • Patient access continues to drop. 14 Source: Shanafelt et al. Mayo Clinic Proc 2015;90:1600-1613; Shanafelt et al. Mayo Clin Proc 2016;91:422-431.
- 15. Don Berwick andthe Triple Aim • In 2008, Don Berwick, a pediatrician and the nation’s foremost leader on improving health care, unveiled the doctrine of the triple aim • The triple aim: – Improving the patient experience of care – Improving the health of populations – Reducing the cost of health care • The triple aim was widely accepted as health care’s overarching goals • Improving the health of populations is the most basic of the 3 goals 15 Source: Berwick DM et al. The triple aim: care, health, and cost. Health Affairs 2008;27:759-769.
- 16. The Quadruple Aim •As evidence of clinician and health worker burnout grew, the idea was introduced that the three aims were not achievable without a satisfied and engaged health workforce • This led to the addition of a fourth aim: – Improving the worklife of clinicians and staff • The fourth aim helps to achieve the other 3 aims because health worker dissatisfaction is associated with: poor patient experience, reduced patient adherence to treatment plans thereby worsening population health, and higher costs of care 16 Source: Bodenheimer and Sinsky. From triple to quadruple aim: care of the patient requires care of the provider. Ann Fam Med 2014;12:573-576.
- 17. An Overview ofthe 10 Building Blocks of High- Performing Primary Care 17
- 18. 10 Building Blocks: Howwere they developed? 18 Case Study Methodology • Site visits to 23 highly-regarded practices • Our experience as practice coaches at 25 additional practices • Review of existing models and research What do we mean by “high-performing”? • Practices known as innovators (snowballing) • Reputation for high performance in one or more of the quadruple aim 8 hospital-based clinics 7 integrated delivery system sites 6 FQHCs 2 independent private practices 7 of 23 had 5 or fewer physicians
- 19. Clinica Family Health Services GroupHealth Olympia Multnomah County Health Dept South Central Foundation Univ of Utah- Redstone Newport News Family Practice Cleveland Clinic- Stonebridge Quincy, Office of the Future West Los Angeles- VA La Clinica de la Raza Clinic Ole Sebastopol Community Health Martin’s Point- Evergreen Woods Harvard Vanguard Medford Brigham and Women’s and MGH Ambulatory Practice of the Future North Shore Physicians Group Medical Associates Clinic Mercy Clinics ThedaCare Fairview Rosemont Clinic Mayo Red Center Allina 23 High-Performing Practices These 23 are only a small sample of the many high- performing primary care practices in the U.S.
- 20.
- 21. What’s Your Order? •Access • Data-Driven Improvement • Template of the Future • Patient-Team Partnership • Engaged Leadership • Continuity • Population Management • Team-Based Care • Comprehensiveness and Care Coordination • Empanelment 21 Website: cepc.ucsf.edu 1 2 3 4 5 6 7 8 9 10
- 22. How Do WeGet There? The Building Blocks are not a cookie-cutter formula. They serve as a roadmap for the ongoing journey towards high performance. 22
- 23. BB1 | EngagedLeadership 1. Building a culture of transformation 2. Getting upper level leadership buy-in 3. Building leadership skills across a team 23
- 24. BB2 | Data-DrivenImprovement 24 VS Relevant data Accurate data Shared openly Assessed with curiosity BB3 | Empanelment
- 25. BB4 | Team-BasedCare 25 Anatomy 1. A stable team structure 2. Colocation 3. Defined roles 4. Standing orders or protocols 5. Defined workflows 6. Staffing ratios adequate to facilitate new roles 7. Ground rules 8. Communication Physiology 1. Culture shift: Share the Care 2. Training and skills checks 3. Communication
- 26. Teamlets Are Better •Patients prefer small practices – Study of 367 practices of different sizes – Patients were asked | how was your visit? – Small practices | 64% excellent – Large practices |48% excellent • Patients want to know their providers – “Physicians and staff knowing me is very important” – In small practices, patients report: “I know the people in the practice and the people in the practice know me” 26
- 27. Transition to Team-BasedCare: Restructuring and Redesign • Transition to team-based care requires revamp of practice from silos to fully integrated team-based care • Effective team adds capacity by reducing duplication of efforts and sharing the care between clinicians and non-clinicians using protocols and standard workflows1 • High-performing health centers empower registered nurses, medical assistants, and other staff to assist with chronic care conditions and to be trained as health coaches. 27 1 Ghorob, A., & Bodenheimer, T. (2012). Sharing the care to improve access to primary care. The New England Journal of Medicine, (366) doi:10.1056/NEJMp1202775
- 28. Primary Care Team •The exact composition of the core and extended teams may vary based on setting and the types of services the team provides, but the guiding principles of co-location, sharing an electronic health record and a panel of patients remain the same • While providers may initially resist co-location, studies indicate that co- location, which fosters face-to-face communication among team members, is associated with improved team collaboration and coordination1 28 1. MacNaughton K et al, BMC Health Services Research 2013;13:486; Sims S. et al. J Interprof Care 2015;29:20; O’Malley AS et al, JGIM 2015;30:183], and with higher quality cardiovascular disease care at a lower cost [Mundt et al, Ann Fam Med 2015;13:139-148
- 29. The Role ofthe Primary Care Provider • Clinical lead and empowers the team • Focus on both prevention, health promotion and management of health conditions • Assess patient readiness for treatment • Templated visits for care (e.g. diabetes care) • Disease management and monitoring – Examples: • Hypertension • Diabetes • Depression • Substance Use Disorders • Addressing positive screens • Close loop referrals to address the social determinants of health (SDOH) 29
- 30. The Role ofthe Registered Nurse • Function within key domains of primary care: – Prevention and health promotion – Episodic/acute and routine care – Chronic disease management – Education – Key link between team members 30
- 31. The Role ofthe Medical Assistant • Pre-visit planning/planned care • Begin process of medication reconciliation • Delivering or arranging prevention services • Care coordination • Participating in quality improvement work • Health coaching and motivational interviewing • Providing telephone or in-person follow- up 31
- 32. Role of BehavioralHealth • BH Warm Hand Offs (WHOs) – reactive and proactive • Initial assessment • Psychiatry and medication management • Individual and group therapy • Consultation • Substance Use Disorder Services 32
- 33. Oral Health Services •Hygiene • Restorative Care • Integrated Fluoride Treatment • Different Modalities and Settings –School Based Health Centers –Mobile Dental • Opportunity to screen for other conditions 33
- 34. Telehealth is Hereto Stay– New Team Functions 34 Telehealth navigation experts Preparing patients & team for in-person visits Outreach to vulnerable patients Navigation of resources (e.g., pharmacy delivery) Health coaching to support patients doing more self-monitoring for their own health Remote monitoring
- 35. Weitzman COVID-19 Resources CHCIhas curated a series of resources, including webinars to support your health center through education, assistance and training. https://www.weitzmanlearning.org /coronavirus 35
- 36. The LEAP Project Learningfrom Effective Ambulatory Practices • LEAP has produced a terrific web- based primary care team guide • The team guide offers learning modules, materials on the different team members, and practice assessment tools on team-based care 36 http://www.improvingprimarycare.org
- 37. Contact Information 37 For informationon future webinars, activity sessions, and learning collaboratives: please reach out to [email protected] or visit https://www.chc1.com/nca
Editor's Notes
- #2 Amanda
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- #15 Transition to Tom/Rachel
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- #21 Tom/Rachel
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- #25 Tom/Rachel Data fear to data cheer Objective way to drive improvement – not anecdotal Reality check or cause for celebration Reference that we talked about empanelment earlier in the webinar
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- #27 Tom/Rachel
- #28 Margaret
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- #35 Remote monitoring
- #37 Funded by the Robert Wood Johnson Foundation, chaired by Ed Wagner and Margaret Flinter 2012-2013: LEAP project teams performed detailed 3-day site visits to 31 primary care practices The practices had been selected through a careful process of identifying the highest-performing primary care practices in the country Extensive site visit notes were taken and the 31 practices participated in a learning community to identify and interpret themes from the site visits.