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Developing Collaborative Care Teams

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Developing Collaborative Care Teams

Executive Summary

Healthcare organizations are increasingly adopting the usage of collaborative care teams

(CCTs) since they have been shown to increase patient satisfaction, decrease healthcare

spending, and enhance productivity. When hospitals use CCTs, healthcare personnel can better

coordinate their efforts to care for patients, and those patients report higher levels of satisfaction

with their treatment. The necessity for CCTs stems from the complicated nature of contemporary

healthcare, which often necessitates the engagement of several healthcare experts from various

disciplines. CCTs are intended to facilitate the collaboration of medical professionals from

multiple fields to devise and carry out treatment strategies specific to each patient's requirements.

CCTs also assist in mitigating the rising burden of chronic illness, which is becoming

more widespread in the United States. According to statistics provided by the Centers for

Disease Control and Prevention (CDC), roughly six out of ten individuals in the United States

live with at least one chronic illness, and four out of ten live with two or more chronic diseases.

CCTs have been shown to be successful in managing chronic medical conditions like

diabetes and cardiovascular disease, which are linked with significant healthcare expenditures

(Centers for Disease Control and Prevention, 2021). In addition, CCT implementation aligns

with the current trend toward value-based care, which places premiums on providing high-

quality and patient-centered treatment to enhance medical outcomes while cutting costs. As

healthcare payment models evolve to place a greater emphasis on value, hospitals implementing

CCTs will be in a stronger position to provide the kind of treatment that justifies the money spent

on it.
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In summary, healthcare facilities that aim to enhance patient outcomes, save healthcare

spending, and increase clinical staff satisfaction at work must adopt CCTs. With the increasing

complexity of healthcare, the rising prevalence of chronic illness, and the trend toward value-

based treatment, CCTs have emerged as a promising alternative for healthcare providers. By

adopting CCTs, hospitals may deliver better-coordinated treatment tailored to each patient's

specific requirements, leading to better patient outcomes and decreased healthcare expenditures.

Benefits of CCT to Patients

CCTs provide several advantages for patients, some of which include better health

outcomes, enhanced patient experience, and lower costs associated with healthcare. In addition,

research shows that patients receiving treatment from CCTs had better chronic disease

management, fewer hospitalizations and emergency department visits, and a higher quality of

life. Because of the collaborative nature of CCTs, patients benefit from a more all-encompassing

kind of therapy that considers their individual requirements across a broad spectrum of medical

specialties.

Moreover, CCTs may aid in bettering patients' access to and experience coordinated and

continuous treatment. Patients are less likely to encounter disorganized, ineffective treatment that

may drive up healthcare expenditures and worsen health outcomes when specialists fail to work

as a team (Dang & Fine, 2021). Moreover, CCTs may help eliminate healthcare inequities by

guaranteeing that all patients can access excellent and coordinated treatment regardless of

socioeconomic level. In addition, CCTs may improve patients' overall sense of well-being.

Individuals getting care from CCTs claim to feel more engaged in their treatment and have

improved communication with their medical professionals. Patient satisfaction and compliance
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with treatment programs may improve due to this enhanced level of interaction and

communication.

Benefits of CCT for Clinical Staff

CCTs provide various advantages to clinical professionals, such as enhanced work

satisfaction, less risk of burnout, and better patient outcomes. Research indicates that medical

workers engaged in CCTs report increased work satisfaction and a stronger feeling of

cooperation and collaboration than medical staff working in standard care models. As CCTs

include numerous practitioners who divide up patient care, they also serve to lighten the load for

individual healthcare practitioners. This teamwork increases the quality of treatment and

decreases the risk of errors being made for patients.

CCTs also encourage clinical personnel to continue their education and growth. When

doctors, nurses, and other medical professionals work together in multidisciplinary teams,

everyone benefits from the expertise and insights of everyone else. A nurse, for instance, may

pick up some pointers on the newest methods of diabetes control from an educator, while a

pharmacist would pick up some knowledge on drug interactions from a doctor. As a result of

working together across disciplines, medical personnel is more likely to embrace lifelong

learning and improve their expertise (Gabbay & Bailit, 2014). Moreover, CCTs aid in preventing

healthcare professional burnout. By dividing up patient care duties, medical staff may reduce the

likelihood of anyone getting burned out from taking on too much. As a result, hospitals may be

able to save money on replacing lost employees and minimize attrition.

In addition, CCTs encourage an attitude of constant refinement of the quality of services

provided. CCTs can identify areas that need improvement and establish plans to improve the

quality of care they deliver to patients because they monitor patient outcomes and share data
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amongst team members. This approach to offering treatment is especially vital in the current

landscape of the healthcare industry, which places an increasing focus on value-based healthcare

and better outcomes (Scott et l., 2016). In general, implementing CCTs may lead to higher work

satisfaction among clinical personnel, decreased burnout, and better patient outcomes.

Supportive and efficient healthcare environments may be developed with the aid of CCTs

because of their emphasis on teamwork and lifelong education.

Structure of CCT

CCTs often include a multidisciplinary team of healthcare practitioners, including

doctors, physicians, community health workers, and other medical practitioners. The structure of

CCTs may change to accommodate the requirements of individual patients and the healthcare

system as a whole. Nevertheless, the core team comprises a primary care clinician, a nursing care

manager, and a mental health expert (Bodenheimer, Willard-Grace, and Ghorob, 2014). The

team may sometimes comprise professionals such as nutritionists, chemists, and

physiotherapists. The level of participation that each provider will have in the care they give to

the patient will vary, based not just on the patient's requirements but also on the team's

objectives.

Along with the core teammates, CCTs may actively include patients and family members

in the treatment process. Care that is oriented on the needs of the patient and their family is

becoming more widely accepted as an industry standard. CCTs may ensure that treatment is

customized to each patient's specific requirements, preferences, and values while fostering a

sense of empowerment and engagement among patients and their families. The participation of

patients and members of their families in CCTs may take many different forms. Patients and

their loved ones may actively participate in their care by attending team meetings, contributing to
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treatment strategies, and offering feedback. Moreover, they may be provided guidance and

training in using the healthcare system and managing their health concerns.

Incorporating evidence-based procedures and protocols is another crucial part of CCT

design. The team should adhere to the established criteria and procedures for treating various

medical diseases to provide patients with the best treatment possible. This kind of treatment is

especially useful for individuals with complicated medical requirements who may need care

from numerous doctors. In general, CCTs should be organized in a way that encourages a team

effort amongst various healthcare professionals, the patient, and their family, as well as the use

of established best procedures and guidelines. This method encourages patient participation and

agency while ensuring patients get a high-quality treatment that sees every facet of their health.

Oversight and Assessment

As CCTs are a relatively new care delivery paradigm, monitoring and evaluating them

may be difficult. Team members must know their tasks to measure the CCT's success or failure.

Clinical team leaders and program directors are often responsible for monitoring CCT outcomes.

One of their responsibilities is ensuring the team gives patients the best treatment possible and

achieves the organization's stated goals.

The CCT's success may be tracked and monitored using a system set up by the clinical

team leader. Besides, this may entail scheduling frequent team meetings to review patient

outcomes, monitoring important performance metrics, and periodically evaluating the team's

efficiency. Moreover, the leader should give continuing training and assistance to team

teammates so that they have the understanding and skills necessary to complete their assigned
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duties successfully. The head of the clinical team should also pinpoint any instances where the

group may benefit from further training or funding to serve their patients better.

Operational or Financial Risks or Areas of Concern

The adoption of CCTs is not without its share of financial and operational concerns and

risks. Healthcare organizations must spend money on the infrastructure needed to facilitate

CCTs, such as integrated care systems, electronic medical records, and team member refresher

courses. Costs associated with establishing CCTs may be high; thus, healthcare providers should

consider the financial consequences before adopting this delivery model. While deciding how to

adopt CCTs, healthcare organizations must also think about several other issues. One of these

areas is provider buy-in, which is essential since some healthcare professionals could be reluctant

to collaborate with patients in a team-based treatment style. To overcome this issue, healthcare

organizations must involve practitioners early in the planning phase and give information and

training about the potential benefits of CCTs.

Another operational risk coupled with CCTs is the possibility for workflow interruptions

and difficulties in integrating the innovative model of care with the protocols and processes

already in place. This may cause some practitioners to take on more work and cause patients to

get confused. Also, it can be hard to figure out how much each team member should be involved,

especially when they have different medical backgrounds and expertise. To solve these issues,

the healthcare industry as a whole should have transparent channels of communication and

cooperation between staff, as well as well-defined roles and duties for all personnel.

From a financial point of view, there may be misgivings about reimbursement and how

well CCTs work for the finances. While CCTs have been found to enhance patient outcomes and

save healthcare costs over the long term, there may be initial and ongoing expenses related to
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installing and sustaining the model. Moreover, the collaborative approach to treatment offered by

CCTs may not always be reflected in payment models, posing monetary difficulties for

healthcare institutions. To reduce the likelihood of adverse events, healthcare providers should

coordinate with insurers and regulators to develop compensation models that encourage the use

of CCTs and reward teams for providing excellent care together.

Timeline for Implementation

The schedule for establishing CCTs will vary based on the individual demands of each

healthcare institution. Healthcare providers need to plan carefully and involve all of their

stakeholders to ensure that everyone on the team supports the treatment approach. The

deployment of CCTs often begins with a pilot phase during which the care model is put through

its paces and opportunities for improvement are uncovered. After implementing CCTs in a pilot

setting, healthcare providers should assess the results and make any required improvements

before expanding the program at a larger scale.

The schedule for establishing CCTs may also be affected by factors including finance,

technology, and available personnel. Healthcare providers need to ensure they are putting in the

time and effort to make CCTs a permanent part of their operations. Also, it could be beneficial

for healthcare firms to observe other businesses that have successfully adopted CCTs and look

for information and assistance from trade associations or governmental bodies. For CCTs to be

successfully implemented, the schedule for doing so must be reasonable and provide sufficient

time for planning, piloting, and assessment.

Conclusion

In conclusion, hospitals that care about patient outcomes, employee happiness, and

keeping healthcare costs down should adopt CCTs. The proposed paradigm of CCTs calls for
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interdisciplinary teams of medical experts to collaborate to create and carry out treatment

strategies focused on an individual patients. The oversight and assessment of CCTs will fall

under the purview of a specialized team, and any operational or financial concerns or risks

inherent in implementation will be meticulously addressed. If the CCT model of care is effective

during the pilot phase, it will be possible to implement it throughout our whole hospital, which

will improve the level of care that patients are offered.

References

Bodenheimer, T., Willard-Grace, R., & Ghorob, A. (2014). Expanding the roles of medical

assistants: who does what in primary care? Journal of Ambulatory Care Management,

37(3), 204-211.

Centers for Disease Control and Prevention. (2021). Chronic disease prevention and health

promotion. https://www.cdc.gov/chronicdisease/index.htm

Dang, S., & Fine, J. (2021). The role of collaborative care teams in managing chronic illness.

Journal of Health Care Finance, 48(4), 14–23.

Gabbay, R. A., & Bailit, M. H. (2014). Advancing the science of collaborative care: the ccm

framework. https://www.aafp.org/dam/AAFP/documents/patient_care/chronic_care/

CCMAdvanceScience.pdf
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Scott, J. G., Scott, R. G., Miller, W. L., Stange, K. C., Crabtree, B. F., & Jaén, C. R. (2016).

Transforming clinical practice by using a team approach to improve complex care.

Clinical Pediatrics, 55(5), 390–398.