A chemotherapy privileging process for advanced practice providers at an academic medical center

2019 ◽  
Vol 26 (1) ◽  
pp. 116-123
Author(s):  
Michelle A Carrasquillo ◽  
Tyler A Vest ◽  
Jill S Bates ◽  
Aimee Faso ◽  
Jessica Auten ◽  
...  
Keyword(s):  
Supportive Care ◽  
Nurse Practitioners ◽  
Medical Center ◽  
Academic Medical Center ◽  
Physician Assistants ◽  
Advanced Practice ◽  
Training Process ◽  
Academic Medical ◽  
The Creation ◽  
Oncology Practice

Purpose Nurse practitioners, physician assistants, and pharmacists are advanced practice providers who are highly trained and qualified healthcare professionals that can help support traditional demands on oncologists' increased time in direct patient care. The purpose of this study was to detail and assess the creation of a privileging process for this group of medical professionals within an academic medical center. Obtaining the designation of limited oncology practice provider (LOPP) gives the right to modify chemotherapy orders and to order supportive care medications. Methods An interdisciplinary team developed a comprehensive training process inclusive of required educational domains, knowledge goals, and educational activities to become an LOPP. In 2018, five years after the implementation of the privileging process, a survey was distributed to assess perceptions of the training process and integration of LOPPs within oncology practice. Results Most oncologists noted that working with LOPPs is beneficial to oncology practice (94%) and that they make modifying chemotherapy orders more efficient (87%). Greater than 82% of LOPPs also reported that their privileges streamline the chemotherapy process and make them feel valuable. Conclusion The creation of the LOPP designation is an effective way to integrate nurse practitioners, physician assistants, and pharmacists within oncology practice. The inclusion of a focused privileging process ensures the safety of cancer care provided and has created a streamlined process for chemotherapy modifications and supportive care.

scholarly journals Productivity Assessment of Physician Assistants and Nurse Practitioners in Oncology in an Academic Medical Center

2012 ◽  
Vol 8 (3) ◽  
pp. 167-172 ◽  
Author(s):  
Marc Moote ◽  
Ron Nelson ◽  
Robin Veltkamp ◽  
Darrell Campbell
Keyword(s):  
Nurse Practitioners ◽  
Medical Center ◽  
Academic Medical Center ◽  
Physician Assistants ◽  
Economic Indicators ◽  
Productivity Measurement ◽  
Academic Medical ◽  
Relative Value ◽  
Productivity Assessment

Productivity measurement for physician assistants and nurse practitioners can be challenging. This study quantifies their productivity in oncology according to economic indicators such as charges and work relative value units.

Impact of Clinical Nurse Specialist Roles on COVID-19 Pandemic Care

2020 ◽  
Vol 14 (3) ◽  
pp. 141-146
Author(s):  
Kathleen Posa-Kearney ◽  
Samantha M. Aranda ◽  
Elizabeth M. Day ◽  
Erin Dowding ◽  
Kristen Fisher ◽  
...  
Keyword(s):  
Nurse Practitioners ◽  
Medical Center ◽  
Academic Medical Center ◽  
Nurse Specialist ◽  
Critical Care Nursing ◽  
Clinical Nurse ◽  
Certified Registered Nurse Anesthetists ◽  
Practice Nurses ◽  
Clinical Nurse Specialists ◽  
Academic Medical

Advanced practice nurses including nurse practitioners, clinical nurse specialists (CNS), certified registered nurse anesthetists, and certified nurse midwives contribute in many ways to improve care in the intensive care unit. This article reports on the roles of the CNS at an academic medical center and how they contribute to improving patient outcomes and support critical care nursing practice during the COVID-19 pandemic.

Primary Care Population Management for COVID-19 Patients

2020 ◽  
Author(s):  
MD Deborah Blazey-Martin ◽  
FNP Elizabeth Barnhart ◽  
Joseph Gillis ◽  
Gabriela Andujar Vazquez
Keyword(s):  
Primary Care ◽  
Nurse Practitioners ◽  
Medical Center ◽  
Academic Medical Center ◽  
Physician Assistants ◽  
Population Management ◽  
Severe Illness ◽  
Management Approach ◽  
Primary Care Population ◽  
At Home

Abstract BACKGROUND: Most patients infected with SARS-CoV-2 have mild to moderate symptoms manageable at home; however up to 20% develop severe illness requiring additional support. Primary care practices performing population management can use these tools to remotely assess and manage COVID-19 patients and identify those needing additional medical support before becoming critically ill.AIM: We developed an innovative population management approach for managing COVID-19 patients remotely.SETTING: Development, implementation, and evaluation took place in April 2020 within a large urban academic medical center primary care practice.PARTICIPANTS: Our panel consists of 40,000 patients. By April 27, 2020, 305 had tested positive for SARS-CoV-2 by RT-qPCR. Outreach was performed by teams of doctors, nurse practitioners, physician assistants, and nurses.PROGRAM DESCRIPTION: Our innovation includes an algorithm, an EMR component, and a twice daily population report for managing COVID-19 patients remotely.PROGRAM EVALUATION: Of the 305 patients with COVID-19 in our practice at time of submission, 196 had returned to baseline; 54 were admitted to hospitals, six of these died, and 40 were discharged.DISCUSSION: Our population management strategy helped us optimize at-home care for our COVID-19 patients and enabled us to identify those who require inpatient medical care in a timely fashion.

Efficient and Effective Models for Integrating Advanced Practice Professionals into Oncology Practice

2013 ◽  
pp. e377-e379
Author(s):  
Lawrence N. Shulman
Keyword(s):  
Health Care ◽  
Nurse Practitioners ◽  
Physician Assistants ◽  
Models Of Care ◽  
Advanced Practice ◽  
Practice Style ◽  
Oncology Care ◽  
Oncology Practice ◽  
Effective Models

Advanced practice professionals (APP), primarily nurse practitioners and physician assistants, are increasingly being integrated into oncology practices. The reasons are numerous, and models of care options are numerous as well. Models of care have developed without much forethought and are often the result of the relative interests of the physician, the APP, and the mutual “comfort” of practice style. The increasing complexity of oncology care, the pressures of the health care crisis and health care reform mean that it is necessary that we examine models of collaborative care in terms of both quality of care and productivity.

Scope of practice of advanced practice providers (APP) in US community oncology.

2019 ◽  
Vol 37 (15_suppl) ◽  
pp. 6646-6646
Author(s):  
Andrew Klink ◽  
Bela Bapat ◽  
Yolaine Smith ◽  
Chadi Nabhan ◽  
Bruce A. Feinberg
Keyword(s):  
Patient Education ◽  
Supportive Care ◽  
Nurse Practitioners ◽  
Systemic Therapy ◽  
Physician Assistants ◽  
Scope Of Practice ◽  
Advanced Practice ◽  
Bone Marrow Biopsies ◽  
Community Oncology ◽  
Eol Care

6646 Background: Oncology practices are increasingly employing nurse practitioners (NPs) and physician assistants (PAs) known collectively as advanced practice providers (APPs) to improve practice workflow, increase efficiency, and enable physicians to focus on complex patient care. Understanding variations in scope of practice for APPs may help establish a benchmark against which future changes are measured. Methods: US community physicians responded to a web-based survey from Sep to Nov 2018. Physicians were asked how frequently their APPs performed certain tasks on a 5-point scale (i.e., never, occasionally, sometimes, frequently, and always). Responses have been summarized using descriptive statistics. Results: In this study, 163 physicians were surveyed, most (81.0%, n = 132) used APPs in their practice. Among physicians using APPs, 91.7% (n = 121) used NPs and 49.2% (n = 65) used PAs. Most physicians stated that APPs were frequently/always involved in providing patient education (84.1%), ordering imaging and laboratory studies (68.9%), and/or making supportive care decisions (62.1%). Over 85% (57.6%-59.8% occasionally/sometimes; 28.0%-28.8% frequently/always) of physicians agreed that APPs discussed imaging reports and end of life (EOL) care (57.6% occasionally/sometimes, 28.8% frequently/always) with patients. Regarding procedures: 51.9% (28.0% occasionally/sometimes; 24.1% frequently/always) responded that APPs performed bone marrow biopsies and intrathecal chemotherapy. Regarding systemic therapy: 68.2% (58.3% occasionally/ sometimes; 9.8% frequently) allowed APPs to modify existing regimen e.g., dose/schedule change; 39.4% responded that APPs made decisions about new therapy selection. Conclusions: While substantial variation in the role of APPs in community oncology practices was observed, similar themes emerged. APPs appear to be integral in patient education, ordering laboratory and imaging studies, and discussing EOL care. Fewer are involved in managing and selecting supportive care and systemic therapy. Longitudinal and longer follow up are warranted to ascertain whether the scope of these practices change over time.

scholarly journals INNV-29. PROFESSIONAL PRACTICE MODEL FOR ADVANCED PRACTITIONERS IN NEURO ONCOLOGY

2020 ◽  
Vol 22 (Supplement_2) ◽  
pp. ii122-ii123
Author(s):  
Christina Cone ◽  
Mary Affronti
Keyword(s):  
Quality Improvement ◽  
Professional Practice ◽  
Nurse Practitioners ◽  
Delphi Study ◽  
Medical Center ◽  
Academic Medical Center ◽  
Physician Assistants ◽  
Professional Competencies ◽  
Practice Model ◽  
Study Results

Abstract BACKGROUND Neuro-oncology advanced practitioners (APs - nurse practitioners, physician assistants) require specialization beyond the scope of population-based generalist training and education. There are no specialty standards or certifications for neuro-oncology APs, no formal training programs, and no literature that addresses the competency requirements of neuro-oncology APs. The burden of AP turnover at an academic medical center ambulatory neuro-oncology practice was as high as 50%. This quality improvement project’s purpose was to develop a professional practice model (PPM) to support the professional development and retention of APs. METHODS Using the Focus, Analyze, Develop, Execute and Evaluate (FADE) quality improvement methodology the authors (1) reviewed literature and relevant professional organizations to identify possible professional competencies for neuro-oncology APs, (2) analyzed data to develop evidenced-based practice domains, (3) used purposive sampling to recruit a team of neuro-oncology experts, (4) conducted a Delphi study with the experts to gain consensus on practice domains and professional competencies, and finally (5) utilized the Delphi study results to create a PPM for neuro-oncology APs. RESULTS The authors recruited twenty-three participants (39% were physicians, 57% were APs, and 4% were administrators) for the Delphi study, which was executed via electronic transmission using Qualtrics. Participants reached consensus on six domains of practice (Medical Knowledge, Interprofessional Collaboration/Communication, System-based Practice, Professionalism, Practice-based learning, Patient/family-centered care) and fifty corresponding competency statements after two rounds of the Delphi. With the implementation of the PPM and the development of standardized onboarding, the AP turnover rate decreased from 50% to 12% in just two years. CONCLUSION This QI project successfully created a PPM for a neuro-oncology AP team. The PPM supports neuro-oncology APs by validating their unique skill set that combines several specialties. The PPM provided the framework to standardize orientation/training, evaluate performance, and promote job satisfaction and retention.

Characteristics of Postgraduate Physician Assistant Residency/fellowship Programs: A National Survey

2021 ◽  
Author(s):  
Vasco Kidd ◽  
Sarah Vanderlinden ◽  
Roderick Hooker
Keyword(s):  
Physician Assistant ◽  
Medical Center ◽  
Academic Medical Center ◽  
Postgraduate Education ◽  
Physician Assistants ◽  
Teaching Hospitals ◽  
Assigned Reading ◽  
Academic Medical ◽  
Wide Range ◽  
The Us

Abstract Introduction: The development of postgraduate programs for physician assistants (PAs) began in 1973 and by 2020 there were approximately 100 programs spread across a broad range of medical and surgical disciplines. An assessment of these programs was undertaken. Method: A non-experimental, descriptive research study was designed to obtain information on the characteristics of PA postgraduate education programs in the US. The source of information was from surveyed members of the Association of Postgraduate Physician Assistant Programs. Questions were drawn from consensus discussions. Programs that were operational in 2020 were eligible to participate. Results: Seventy-two programs were invited to the survey and 34 replied. They are geographically distributed across the US in 13 states. The respondents represent a wide range of medicine: surgery, emergency medicine, critical care, orthopaedics, hospitalist, psychiatry, oncology, primary care, pediatrics, and cardiology. Most programs are associated with an academic medical center. The curriculum includes bedside teaching, lectures, mentorship, assigned reading, procedures, simulation, and conferences. The PA fellow serves as house officer alongside physician residents and fellows. An average program length is 12 months and awards a certificate. Stipends for PA fellows are $50,000-80,000 (2020 dollars) and benefits include paid time off, health and liability insurance. About half of the programs bill for the services rendered by the PA. Over 90% of graduates are employed within two months of fellowship completion. Conclusion: A trend is underway in American medicine to include PAs in postgraduate education. PA fellowships occur across a broad spectrum of medical and surgical areas, as well as diverse institutions and organizations overseeing the programs. Most are in academic medical centers or teaching hospitals. This study expands information on PA fellowships and their operation.

Acute Care Nurse Practitioners: Creating and Implementing a Model of Care for an Inpatient General Medical Service

2002 ◽  
Vol 11 (5) ◽  
pp. 448-458 ◽  
Author(s):  
Jill N. Howie ◽  
Mitchel Erickson
Keyword(s):  
Acute Care ◽  
Nurse Practitioners ◽  
Medical Service ◽  
Medical Center ◽  
Academic Medical Center ◽  
Public Funding ◽  
General Medical Service ◽  
Care Nurse ◽  
Insurance Reimbursement ◽  
Academic Medical

Changes in medical education and healthcare reimbursement are recent threats to most academic medical centers’ dual mission of patient care and education. Financial pressures stem from reduced insurance reimbursement, capitation, and changes in public funding for medical residency education. Pressures for innovation result from increasing numbers of patients, higher acuity of patients, an aging population of patients with complex problems, and restrictions on residency workloads. A framework for addressing the need for innovation in the medical service at a large academic medical center is presented. The framework enables acute care nurse practitioners to provide inpatient medical management in collaboration with a hospitalist. The model’s development, acceptance, successes, pitfalls, and evaluation are described. The literature describing the use of nurse practitioners in acute care settings is reviewed.

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