Case Study Guidelines
The Case Study submission should be five pages. Charts, figures, tables, and references are not included in the page limit. The Case Study must be typed, double-spaced, and include a minimum of two peer reviewed references and may additionally include references from periodicals.
The Case Study will be evaluated on the depth and quality of the content including comprehension and application of applicable concepts, organization and development of the topic, writing and format, timeliness of submission, and citations and references. There is a specific due date for the Case Study in the syllabus; late submissions will be penalized.
The Case Study should address the following:
1. Project the possible and likely roles of Primary Care Advance Practice Providers (APPs as defined in the case study materials) to address the immediate challenges of COVID-19.
2. Once the immediate risks of COVID-19 have passed, will the projected increased need for APPs and roles identified in item 1 change? What changes do you project and why?
3. Determine the two greatest advantages and two greatest disadvantages of use of APPs to address COVID-19 in the short term and over the ensuing decade.
HSG Survey on Impact of COVID-19 Indicates Potential Hiring Surge of Advanced Practice Providers (APPs) by Healthcare Systems: National Healthcare Consulting Firm Redefines APPs as Non-Physician, Direct Care Providers in the Healthcare Office Setting
Publication info: PR Newswire ; New York [New York]01 July 2020.
ProQuest document link (Links to an external site.)
Abstract: None available.
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LOUISVILLE, Ky., July 1, 2020 /PRNewswire/ — The results of a COVID-19 Strategic Implication Survey recently conducted by a national healthcare consulting firm, HSG, reveal potential changes to recruitment and hiring practices at healthcare organizations across the country in light of the pandemic. With input from more than 50 trusted healthcare executives and employed provider group leaders, respondents weighed in to share their perspectives on COVID-19’s current and expected impact on recruitment strategies over the next two years. Nearly half (46%) of those who completed the survey believe that COVID-19 will change their recruitment and hiring practices.
HSG’s survey broke the categories for recruitment into five separate job types and asked executives to identify the likelihood of recruiting more or fewer workers in each. The job segments evaluated included Primary Care Advanced Practice Providers, Primary Care Physicians, Specialty Advanced Practice Providers, Medical Specialists, and Surgical Specialists. An overwhelming 89% of survey respondents indicated that they are likely to recruit more Primary Care Advanced Practice Providers (APPs) for their healthcare system than they had initially planned during the next two years. This data sharply contrasts with only 45% of executives planning to recruit more Primary Care Physicians than they had initially planned. Additional data revealed by HSG’s survey shows that executives plan to change their recruitment practices broadly across the spectrum. When asked about the recruitment of Medical Specialists and Surgical Specialists, 90% and 91% of respondents indicated that they will now hire fewer providers in those respective categories than planned initially. Forty percent of those surveyed revealed they will now hire more Specialty Advanced Practice Providers than initially planned.
Without a national naming convention for workers who augment physician capabilities in the traditional employed healthcare network setting, HSG defines APPs as non-physician, direct care providers in the healthcare setting comprised of Physician Assistants (PAs) and Advanced Practice Registered Nurses (APRNs), such as Nurse Practitioners (NPs), Certified Registered Nurse Anesthetists (CRNAs), Certified Nurse-Midwives (CNMs), and Clinical Nurse Specialists (CNSs). HSG defines who comprises the APP grouping to clearly indicate the included providers and allow healthcare organizations to make informed decisions when considering the addition of APPs to their care delivery models.
“Given the additional healthcare system financial strain due to the global pandemic impact, it comes as little surprise that healthcare executives are considering increased recruitment and utilization of APPs,” said Dr. Terrence R. McWilliams, Director and Chief Clinical Consultant at HSG.
“Healthcare systems started to contemplate this strategy when experts first predicted a physician shortage, which was exacerbated by the aging physician and patient population demographics. COVID-19 put a magnifying glass on the issue – and increased the early departure of some physicians who were near the end of their careers. This combination of factors forces action to be taken,” Dr. McWillams added.
Financial data reports from organizations such as the Medical Group Management Association (MGMA) support the shift to incorporate APPs as healthcare organizations move toward value-based care. There is a need to innovate care delivery models, regardless of the COVID-19 outbreak, to reflect the market’s changing demands. APPs can perform significant roles to enhance preventive and wellness care, care management services, patient education initiatives, patient satisfaction enhancement, and favorable clinical outcomes achievement. All of these functions contribute to success in a value-based care environment.
Additional details and survey data are available for download on HSG’s website. For more information on how healthcare systems and hospitals can address strategic concerns and incorporate APPs into current care delivery models, visit the APP Utilization section at hsgadvisors.com.
Case Study Guidelines