VA HSR&D Center for the Study of Healthcare Innovation, Implementation, and Policy, VA Greater Los Angeles Healthcare System, Sepulveda, CA, USA.
Department of Psychiatry and Biobehavioral Sciences, University of California, Los Angeles, CA, USA.
J Gen Intern Med. 2021 Sep;36(9):2717-2723. doi: 10.1007/s11606-020-06563-x. Epub 2021 Jan 28.
Intensive primary care (IPC) programs for patients with complex needs do not generate cost savings in most settings. Strengthening existing patient-centered medical homes (PCMH) to address the needs of these patients in primary care is a potential high-value alternative.
Explore PCMH team functioning and characteristics that may impact their ability to perform IPC tasks; identify the IPC components that could be incorporated into PCMH teams' workflow; and identify additional resources, trainings, and staff needed to better manage patients with complex needs in primary care.
We interviewed 44 primary care leaders, PCMH team members (providers, nurses, social workers), and IPC program leaders at 5 VA IPC sites and analyzed a priori themes using a matrix analysis approach.
Higher-functioning PCMH teams were described as already performing most IPC tasks, including panel management and care coordination. All sites reported that PCMH teams had the knowledge and skills to perform IPC tasks, but not with the same intensity as specialized IPC teams. Home visits/assessments and co-attending appointments were perceived as not feasible to perform. Key stakeholders identified 6 categories of supports and capabilities that PCMH teams would need to better manage complex patients, with care coordination/management and fully staffed teams as the most frequently mentioned. Many thought that PCMH teams could make better use of existing VA and non-VA resources, but might need training in identifying and using those resources.
PCMH teams can potentially offer certain clinic-based services associated with IPC programs, but tasks that are time intensive or require physical absence from clinic might require collaboration with community service providers and better use of internal and external healthcare system resources. Future studies should explore the feasibility of PCMH adoption of IPC tasks and the impact on patient outcomes.
在大多数情况下,针对有复杂需求的患者的强化初级保健(IPC)计划并不能节省成本。加强现有的以患者为中心的医疗之家(PCMH),以满足这些患者在初级保健中的需求,是一种潜在的高价值替代方案。
探索 PCMH 团队的功能和特征,这些因素可能会影响他们执行 IPC 任务的能力;确定可以纳入 PCMH 团队工作流程的 IPC 组成部分;并确定在初级保健中更好地管理有复杂需求的患者所需的额外资源、培训和人员。
我们采访了 5 个 VA IPC 地点的 44 名初级保健负责人、PCMH 团队成员(提供者、护士、社会工作者)和 IPC 项目负责人,并使用矩阵分析方法对预先确定的主题进行了分析。
功能更高的 PCMH 团队被描述为已经执行了大多数 IPC 任务,包括小组管理和护理协调。所有站点都报告说,PCMH 团队拥有执行 IPC 任务的知识和技能,但与专门的 IPC 团队相比,执行的强度不同。家访/评估和共同就诊被认为是不可行的。关键利益相关者确定了 PCMH 团队需要更好地管理复杂患者的 6 类支持和能力,其中护理协调/管理和人员配备齐全的团队是最常提到的。许多人认为,PCMH 团队可以更好地利用现有的 VA 和非 VA 资源,但可能需要培训以识别和利用这些资源。
PCMH 团队可以提供与 IPC 计划相关的某些诊所服务,但需要大量时间或需要离开诊所的任务可能需要与社区服务提供商合作,并更好地利用内部和外部医疗保健系统资源。未来的研究应探讨 PCMH 采用 IPC 任务的可行性以及对患者结果的影响。