ADVANCED PRACTICE PROVIDER LEADERSHIP: THE EVOLUTION OF A WELL-DEFINED STRUCTURE

Even before the pandemic, many health systems and medical groups had begun to prioritize the integration, optimization, and engagement of their APP workforce as a strategy to enhance organizational performance and support the transition to value-based care.3 As one of the fastest-growing workforces...

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Bibliographic Details
Published in:Physician leadership journal 2021-05, Vol.8 (3), p.74-78
Main Authors: Noecker, Amy, Hartsell, Zachary, Anen, Trish
Format: Article
Language:English
Subjects:
Coronaviruses
COVID-19
Health care management
Leadership
Optimization
Orientations
Pandemics
Physicians
Responsibilities
Roles
Strategic planning
Workforce
Workforce planning
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Summary:Even before the pandemic, many health systems and medical groups had begun to prioritize the integration, optimization, and engagement of their APP workforce as a strategy to enhance organizational performance and support the transition to value-based care.3 As one of the fastest-growing workforces in healthcare, APPs constitute, on average, more than one-third of an organization's clinical workforce.4 This trend is an indicator that organizations have an opportunity to develop defined-care models and organizational structures to ensure that APPs are able to optimize patient care and support organizational goals in a cost-effective manner. Within the past decade, the growth of physician leadership roles has skyrocketed as the focus on population health, optimized models of care, and the transition from volume to value has intensified.7 Just as this "...environment presents outstanding opportunities for physicians to develop lasting improvements," so does it present natural opportunities for APP leaders who work alongside their physician counterparts to help align the APP workforce with these same organization-wide initiatives.7 "At Atrium Health, we are on a journey to be the best place to care for patients - a place where APPs and physicians thrive and find joy in their work. Since 2013, the Center for Advanced Practice has been driving education, innovation, and leadership of our 1,600 APPs - all thanks to the close partnership our APP leaders have with physician, nursing and other leaders across our entire team." - SullivanCotter's data show that top APP leaders have oversight ranging from 5 to 2,000 individuals with a median of 510.8 According to the data on more than 3,000 APP leaders, 38 percent of organ i zations have identified a top APP leader, with the most common title being director/senior director (71 percent), followed by vice president (8 percent), chief (5 percent), and associate chief nursing officer (5 percent).4,8 In SullivanCotter's experience, titles may vary to align with comparable leader titles and structure within the organization.
ISSN:2374-4030