Integrating Advanced Practice Providers Into Medical Critical Care Teams

McCarthy, Christine; O’Rourke, Nancy C.; Madison, J. Mark

doi:10.1378/chest.12-0722

Cited by 15 publications

(9 citation statements)

References 13 publications

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“…Creating Long-Lasting Clinical Connections: A Trainee-Centered, Leadership-Based Perspective… DOI: http://dx.doi.org/10.5772/intechopen. 94969 Advanced practice providers -A group of medical professionals that include physician assistants and advanced practice registered nurses [14,15].…”

Section: Important Concepts and Definitionsmentioning

confidence: 99%

Creating Long-Lasting Clinical Connections: A Trainee-Centered, Leadership-Based Perspective on Provider-Patient Relationship

Janowski¹,

Dahlgren²,

Taylor³

et al. 2022

Contemporary Topics in Graduate Medical Education - Volume 2

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The nature of provider-patient relationship (PPR) goes far beyond the simplified paradigm of “chief complaints,” “clinical problems” and corresponding “therapeutic solutions.” In order to more comprehensively explore the scope of PPR in the context of leadership-based partnership (LBP), various factors and their contributions were researched in terms of both the success and optimization of health-care interactions. This is especially relevant to graduate medical education (GME) and advanced practice (AP) training programs. There are numerous nuances to PPR, including various communication, behavioral, ethical and leadership considerations. Body language and tone of voice are essential in establishing rapport, beginning with the so-called ‘first impression,’ which serves as a foundation for developing the PPR. Health-care providers (HCPs) with greater ability to empathize with their patients may achieve higher levels of treatment adherence, better clinical outcomes, and ultimately increased patient satisfaction. The inclusion of a patient as a co-leader and an essential member of their health-care team (HCT) should be a natural step and a top priority for GME and AP trainees. Such collaboration requires an open-minded approach by all stakeholders. Finally, recognizing patient well-being in all domains, including physical, emotional and spiritual, is critical to the holistic approach toward maximizing the benefits of an optimal PPR. Same can be said about the HCP. In this chapter, we will explore key aspects of PPR in the context of both the trainee and the patient being co-leaders within the bounds of the LBP framework.

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Section: Important Concepts and Definitionsmentioning

confidence: 99%

Creating Long-Lasting Clinical Connections: A Trainee-Centered, Leadership-Based Perspective on Provider-Patient Relationship

Janowski¹,

Dahlgren²,

Taylor³

et al. 2022

Contemporary Topics in Graduate Medical Education - Volume 2

View full text Add to dashboard Cite

show abstract

“…In response, services incorporate NPPs into the care model (9). In response, services incorporate NPPs into the care model (9).…”

Section: Understand Your Resourcesmentioning

confidence: 99%

The Formation, Elements of Success, and Challenges in Managing a Critical Care Program

Andre

2015

Critical Care Medicine

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Leaders of critical care programs have significant responsibility to develop and maintain a system of intensive care. At inception, those clinician resources necessary to provide and be available for the expected range of patient illness and injury and throughput are determined. Simultaneously, non-ICU clinical responsibilities and other expectations, such as education of trainees and participation in hospital operations, must be understood. To meet these responsibilities, physicians must be recruited, mentored, and retained. The physician leader may have similar responsibilities for nonphysician practitioners. In concert with other critical care leaders, the service adopts a model of care and assembles an ICU team of physicians, nurses, nonphysician providers, respiratory therapists, and others to provide clinical services. Besides clinician resources, leaders must assure that services such as radiology, pharmacy, the laboratory, and information services are positioned to support the complexities of ICU care. Metrics are developed to report success in meeting process and outcomes goals. Leaders evolve the system of care by reassessing and modifying practice patterns to continually improve safety, efficacy, and efficiency. Major emphasis is placed on the importance of continuity, consistency, and communication by expecting practitioners to adopt similar practices and patterns. Services anticipate and adapt to evolving expectations and resource availability. Effective services will result when skilled practitioners support one another and ascribe to a service philosophy of care.

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“…[6][7][8][9] In our institution, NPs are organizationally situated within the Department of Nursing and typically report directly to nurse leaders and not their collaborative physicians. PAs are commonly appointed within either the medical or nursing departments and the reporting structure is variable.…”

Section: Challenge 5: Being Under Direction Of Both Nursing and Ccmmentioning

confidence: 99%

“…[1][2][3][4][5][6] Recent survey data suggest that NPs and PAs provide care in >50% and ~25%, respectively, of adult ICUs in academic medical centers in the United States. 7 APPs are typically utilized in 2 distinct paradigms in the ICU setting.…”

mentioning

confidence: 99%

Critical Care Medicine Advanced Practice Provider Model at a Comprehensive Cancer Center: Successes and Challenges

Paton¹,

Stein²,

D’Agostino³

et al. 2013

American Journal of Critical Care

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Integrating Advanced Practice Providers Into Medical Critical Care Teams

Cited by 15 publications

References 13 publications

Creating Long-Lasting Clinical Connections: A Trainee-Centered, Leadership-Based Perspective on Provider-Patient Relationship

Creating Long-Lasting Clinical Connections: A Trainee-Centered, Leadership-Based Perspective on Provider-Patient Relationship

The Formation, Elements of Success, and Challenges in Managing a Critical Care Program

Critical Care Medicine Advanced Practice Provider Model at a Comprehensive Cancer Center: Successes and Challenges

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