Nurse Practitioner and Physician Assistants thrive when Advanced Practice Provider (APP) models include a leadership structure. Doctors, nurses, nurse practitioners, and physician assistants are working collaboratively all over the United States to improve three critical needs in healthcare delivery. These needs are to increase access to care, improve the quality of care, and to reduce in the overall cost of care to the system. It has been a gift to observe the innovation and evolution of the nurse practitioner and physician assistant roles. A few of the healthcare settings that have reaped the benefit of adding the role of the nurse practitioner and physician assistant to the patient care team are hospital acute and critical care units as well as outpatient clinics. Healthcare is not an inherently nimble industry, especially in the hospital setting. However, through the efforts, hard work, and initiative of doctors, nurse practitioners, and physician assistants we are seeing a positive impact for the patient. The additional of leadership and a structure to recruit, retain, and optimize a sustainable environment is the key to success. Happy to discuss, Jill Gilliland, www.melnic.com
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• Acute Care
– Cardiology
– GI
– Hem Onc
– Nephrology
– Immunology
– Pulmonary
– Hospitalist
– ED
• Intensive Care
– PICU/CICU
• Surgery
– Thoracic
– Bariatric
– Surg Onc
– Vascular
– Solid Organ transplantation
– ENT
– Orthopedic
– Neurosurgery
– Cardiac Surgery
Carmel McComiskey, Director Advanced Practice UMMC
Unit-based Services Provided
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Basis for the Model
• Fragmented reporting Structures
• Lack of standardized process for hiring, credentialing and
orientation
• Multiple entry points into practice within the campus
• Variable scope of practice among NP
• Inefficiencies in addressing NP professional issues
• Difficulty with recruitment and retention
• Lack of centralized budgeting and resource utilization creating
duplication and waste
• Lack of a Professional ladder
• Role confusion
Basis For Model
Carmel McComiskey, Director Advanced Practice UMMC
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Blending of the NP/PA role into
the Academic Teaching Model
• Great challenges versus Great Variability
• How NP/PAs entered the system, through different
doors with different paths
• ‘Intern’ role that morphs into ‘fellow role’ as NP/PA
gains expertise
• Resident replacement role
• Lack of awareness of AC scope of practice
• NP/PAs practicing differently in different places
• Establishing financially independent NP/PA
practices within critical care areas
Blending of the NP/PA role into the
Academic Teaching Model
Carmel McComiskey, Director Advanced Practice UMMC
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Role of the Director of
Advanced Practice• Recruitment and Retention
• Professional support
• Mentoring Novice
• Clarification of the NP/PA Role
• System Wide NP/PA Team Building
• Communication and planning for NP/PA resources
• Managing Performance/Expectations
• Implement Billing
• Professional Development-Program Development
Role of the Director of Advanced Practice
Carmel McComiskey, Director Advanced Practice UMMC
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Scope of Problem at CMC in 2003
• Disconnected group
• Disparity (Pay, Travel/Ed support)
• Lack of APN/PA practice understanding by
nursing managers
• Increased complexity of practice (scope of
practice as well as BON rules & regs)
• Growing numbers of APNs/PAs
– Increasing cost without associated revenue
generation
Scope of Problem at CMC in 2003
Joe Don Cavender, ACNO Children’s Medical Center Dallas
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Plan
• Create a ‘service line’ for all APNs and PAs
• Director, APN Managers
– Director, Managers are all practicing APNs/PAs
• Budgeting all within a single cost center
• Standardization of support/compensation
• Creation of a “Sense of Community”
• Quantification of productivity
• Begin to explore opportunities for reimbursement
Plan-Children’s Medical Center Dallas
Joe Don Cavender, ACNO Children’s Medical Center Dallas
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Adding NPs to Inpatient Practices
Source Findings
Burns, et al., 2002 Per pt. savings $16,293.
Burns, et al., 2003 Over $3,000,000 in cost savings.
Butler et al., 2011 Increase in charge capture by 48%.
Chen et al., 2009 Total drug costs per patient for $208
Cowan, et al., 2006 Increased hospital profit by $952 per pt.
Ettner, et al., 2006 Net cost savings of $978 per patient.
Meyer, et al., 2005 Total cost decreased by $5039 per pt.
Russell, et al., 2002 Total cost savings of $2,467,328.
Sise et al., 2011 Decreased complications by 28.4%, LOS by 36.2%, costs of
care by 30.4%
April Kapu, Chief Advanced Practice Vanderbilt
Adding NPs to Inpatient Practices
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Length of Stay
• Description of service – gap solution
• Evidence supporting practice model in terms of cost savings
associated with quality.
• FTE requirement based on coverage, acuity and other
providers.
• Proforma of total expenses and gross collections. With ramp
up
• Estimated ROI related to specific quality measures and time
frame
• Potential challenges
• Overall anticipated impact
Vanderbilt-Business Case
April Kapu, Chief Advanced Practice Vanderbilt
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• National health initiatives have created the
optimal setting for NPs to showcase their
abilities and contributions.
• Structural empowerment provides the
environment and resources necessary for NPs
practice at the top of their license.
• NP associated outcomes quantified in terms of
dollars can make a powerful statement in the
valuation of NP practice.
Impact on Practice
April Kapu, Chief Advanced Practice Vanderbilt
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Define the Roles
APP Director Lead NP
Strategic Planning Team Planning
Organizational Representation of APP
Providers
Represents a team of NP/PAs who are
responsible for a patient focused
population
Manager responsibility for hiring Lead
NP/PAs, contributing to model
development, Lead mentoring
Manager responsibility for
hiring, orientation, annual appraisal,
corrective action, mentoring
Fiscal direction and accountability for
Salary, market analysis, salary equity,
professional advancement,
credentialing process, medical staff
office and risk, quality and safety
reporting
Local team responsibility for managing
moonlighting and allocation of
manpower within the teams
Utilization of the NP /PA Provider Role
across departments
Utilization of the NP/PA Provider Role
within teams
Carmel McComiskey, Director of Advanced Practice
University of Maryland
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At the Table
• CNO, CEO, CMO and APP Leadership
– APP Council Leaders: APP Council or Advisory
Group is step one to establishing an APP Structure
• Discuss roles, expectations, initiatives
– Billing
– Credentialing
– Recruitment and Retention
– Physician/Nursing buy-in, relationships
– Structure
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Essential Keys to Success
• Buy-in From the Top Down
– Agreement on resource support
– Agreement regarding APP Structure
• Role of Director of APPs
– 95% Administrative
• Structure of APPs
– Leads/Managers (unit/service line bases)
– NPs/PAs report to Leads/Managers
– Leads/Managers report to Director APP
• Seat at the table
– C-suite meeting
– Physician Executive Meetings
• Resourced: budget, assistants, hiring authority APPs
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Links to Presentations and Resources
• Advanced Practice (APN) Leadership Structure and Billing (Power Point Document)
• Advanced Practice (APN) Leadership Structure and Billing (PDF)
• Summary Creating an Advanced Practice Service Summary
• Advanced Practice Business Case Template
• Advanced Practice Value Proposition – Team Based Care- April N. Kapu, DNP, RN, ACNP-BC, FAANP
• Clinical Standard Work Pathways and Tools
• The Development of an APP Leadership Model in the Hospital Setting - Carmel A. McComiskey, DNP,
CRNP
• Evolving Roles of Advanced Practice Nurses and Structures that Work - Lindy Moake, RN, MSN, PCCNP
• Advanced Practice Providers Leading Process Improvement - Shari Simone, DNP, CPNP-AC, FCCM
Run presentation to activate links, or go to- to find all the resources
http://melnic.com/advanced-practice-nursing-pediatric-jobs.php