Implementing Optimal Team-Based Care to Reduce Clinician Burnout

Abstract

Recommendation 3.1: Population-based payment models should use outcomebased population health measures and risk adjustment systems that are designed to support population-specific and community-specific priorities for prevention and health promotion.Recommendation 3.2: If a payment model is based on measures of value that use annual measures of spending, high-value preventive services with multi-year benefits should be paid for through a separate payment mechanism or budget in order to facilitate patient access to the services, to protect against underuse of services, and to enable flexibility in the way preventive services are delivered. 7 Recommendation 6.1: A clinician or other healthcare provider who is taking accountability under an alternative payment model for improving the quality of care for a patient and for controlling the cost of the patient's care should have the flexibility to design or redesign cost-sharing requirements for the patient where necessary to enable and encourage the patient to adhere to a care plan developed through a shared decision-making process.Recommendation 6.2: Providers should be transparent about the quality of care they deliver so that patients can be assured that they are receiving high-quality care under value-based payment systems and benefit designs. Data and Analyses Needed to Develop and Implement Successful Payment ModelsRecommendation 7.1: Data on all of the important clinical and non-clinical factors that can have a significant impact on patient needs and outcomes must be accessible in order to support development and use of valid and reliable risk stratification methodologies in performance measures and alternative payment models.Recommendation 7.2: Linkages must be developed between the information in claims data, the information in electronic health records and registries, and information on patient-reported outcomes in order to provide the analyses needed to improve care and measure performance. Funding should be provided to enable Qualified Entities (which have multi-payer claims data), Qualified Clinical Data Registries (which collect clinical information relating to patient care), and Patient-8 Reported Outcome databases to link their data for specific uses that will benefit patients, payers, and providers and that incorporate appropriate protections to ensure responsible use.Recommendation 7.3: All Electronic Health Record systems should be required to support (a) the creation of custom fields and (b) data retrieval and analysis. Incentives should be created to encourage the development of infrastructure for linking data and there should be penalties for vendors that block data.Recommendation 7.4: Payers and provider organizations should be required to give clinicians access to information on the amounts payers and patients pay for services. Facilitating the Transition to Improved Payment SystemsRecommendation 8.1: Alternative payment models should be implemented using multi-year contracts and/or multi-year performance measures that allow for a shortterm peri...

Primary Care Providers Believe That Comprehensive Medication Management Improves Their Work-Life

“…In addition, team-based health care has been shown to reduce clinician burnout. 17 PCPs discussed several opportunities for improving collaboration and pharmacist visit volume. Many clinics do not have a full-time pharmacist providing CMM, but rather use a pharmacist part time based on the clinic size and need.…”

“…[13][14][15] Team-based care is a promising example of one of these strategies. 16,17 In addition to higher patient satisfaction and better clinical outcomes, teamwork in health care has demonstrated improved professional satisfaction among providers and staff. 18 -20 The importance of teamwork was emphasized in the Institute for Healthcare Improvement's Framework for Improving Joy in Work as a critical first step in achieving workplace satisfaction.…”

Impact of a pharmacist‐physician collaborative care model on time‐in‐therapeutic blood pressure range in patients with hypertension

“…Furthermore, a mildly elevated BP at a routine follow‐up visit might be de‐prioritized in favor of addressing more acute concerns, or may be attributed to reversible factors (eg, stress, pain) known to elevate BP. Team‐based models, such as PPCCM, permit a focused approach to chronic disease management that improves the likelihood of achieving treatment goals and the overall quality of care …”

“…Team-based models, such as PPCCM, permit a focused approach to chronic disease management that improves the likelihood of achieving treatment goals and the overall quality of care. 22 The frequency of follow-up visits may be another contributing factor to the success of this model. Patients in the PPCCM group were seen approximately once a month, which is consistent with clinical practice guideline recommendations, while patients in the usual care group were seen approximately every 90 days.…”

Connecting the dots for those in need

“…Team-based care is becoming a norm in health care, and there is evidence of improved patient outcomes and provider wellness. [1][2][3] However, teams take on different forms and functions and are highly variable across health care settings. The National Academy of Medicine defines team-based care as the provision of health services to individuals, families, and their communities by at least 2 health care providers who work collaboratively with patients and their caregivers to the extent preferred by each patient to accomplish shared goals within and across settings to achieve coordinated, high-quality care.…”