Author Affiliation: Corporate Director of APPs, Emory Healthcare, Atlanta, Georgia.
J Nurs Adm. 2021 Jun 1;51(6):340-346. doi: 10.1097/NNA.0000000000001024.
The role of the advanced practice provider (APP) is rapidly expanding in healthcare, whereas infrastructure to support it is not keeping pace. A large academic healthcare organization implemented the role of a director of APPs; supported by the C-suite, one who understands scope of practice, revenue models, and compliance and addresses engagement and retention to meet this challenge. This article chronicles the implementation of innovative success strategies, supporting APPs across a large academic health system, employing more than 1000 APPs, which has led to improvements in APP-generated revenue, patient access, engagement, and alignment.
Emory Healthcare rapidly expanded the number of APPs (nurse practitioners and physician assistants) over the past 10 years. APPs reported to administration or nursing leadership leading to APP dissatisfaction, questions on return on investment (ROI) and productivity, and poor utilization due to lack of role clarity. An APP leadership structure was created so that every APP reported to an APP leader. In alignment with the goals and plan for Emory Healthcare, standardized service line productivity and accountability expectations were developed and implemented, as well as a vision and strategic plan to support APPs.
Improvement in productivity was seen across service lines, supported by the increase in full-time equivalent numbers, while improving the ROI for the organization. A roadmap to aligning an APP and organizational strategic plan has been created and implemented. Improvement in APP engagement was realized.
An APP director and leadership structure are vital to the creation of infrastructure to support APPs in this healthcare. Optimization and standardization of APP practice resulted in role clarity and allowed for support of practice development.
在医疗保健领域，高级实践提供者（APP）的角色正在迅速扩大，而支持这一角色的基础设施却没有跟上步伐。一家大型学术医疗保健组织实施了 APP 主任的角色；由 C 级管理层支持，理解实践范围、收入模式和合规性，并解决参与和保留问题，以应对这一挑战。本文记录了在一个大型学术医疗系统中实施创新成功策略的情况，该系统雇佣了 1000 多名 APP，这导致了 APP 产生的收入、患者获得、参与度和一致性的提高。
埃默里医疗保健公司在过去 10 年中迅速扩大了 APP（护士从业者和医师助理）的数量。APP 向管理部门或护理领导报告，导致 APP 不满、对投资回报率（ROI）和生产力的质疑，以及由于角色不明确导致的利用率低下。创建了 APP 领导结构，以便每个 APP 都向 APP 领导报告。根据埃默里医疗保健的目标和计划，制定并实施了标准化的服务线生产力和问责制期望，以及支持 APP 的愿景和战略计划。
在整个服务线中看到了生产力的提高，这得益于全职等效人数的增加，同时提高了组织的投资回报率。已经创建并实施了一条将 APP 和组织战略计划对齐的路线图。APP 参与度的提高得到了实现。
APP 主任和领导结构对于创建支持医疗保健中的 APP 的基础设施至关重要。优化和标准化 APP 实践导致了角色的明确，并允许支持实践的发展。
