Walking the Talk

Page 115

CHAPTER 4: MAKING IT HAPPEN

In some settings, where dedicated care teams are not yet the norm, narrowly constructed care teams have been set up to support patients with specific health needs. In Kazakhstan, for example, pregnant women are supported by a multidisciplinary team that includes social workers and psychologists in addition to health professionals; financial incentives help reinforce strong team performance, as evidenced by maternal and newborn health outcomes (Sukhanberdiyev and Tikhonova 2017). Multidisciplinary care teams are the preferred standard of care for the human immunodeficiency virus (HIV). In the United States, the inclusion of pharmacists, care coordinators, social workers, nurses, and non-HIV primary care providers within the team has been associated with higher adherence to antiretroviral therapy (Horberg et al. 2012), while extensive international evidence associates inclusion of a pharmacist specifically with better adherence and clinical outcomes (Saberi et al. 2012). In the long run, these teams would ideally be “de-verticalized” from a single disease area/health need and integrated with generalist primary care for all health needs across the life course.

From fragmentation to people-centered integration Empanelment to dedicated care teams: A strong foundation for care continuity The literature distinguishes between three types of care continuity (Haggerty et al. 2003): ++

Informational continuity refers to the providers’ accumulated understanding of patient history, values, and preferences. Such information can be vested in provider memory, written or electronic medical records, or some combination of the two—but it must be easily accessible and applicable at the point of care.

++

Management continuity refers to the coherent and coordinated planning and execution of patient care for complex or chronic disease.

++

Relational continuity refers to established interpersonal relationships between specific providers or care teams and the patients they serve (Haggerty et al. 2003).

Empanelment to dedicated care teams provides a strong foundation for all three types of care coordination and continuity. The effects span patients’

91


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What will the World Bank do?

6min
pages 219-221

Recommendations for donors and the international health community

1min
page 218

References

50min
pages 182-208

Recommendations for countries

9min
pages 213-217

human capital

1min
page 179

Conclusions

1min
page 180

Notes

1min
page 181

Building skills for multisectoral action among PHC practitioners

3min
pages 174-175

Financing multisectoral engagement

5min
pages 176-178

From fragility to resilience

11min
pages 168-173

A partnership to support primary health care

2min
page 167

From inequities to fairness and accountability

5min
pages 164-166

mechanisms and team-based care models

9min
pages 159-163

From fragmentation to people-centered integration

1min
page 158

resource allocation

10min
pages 153-157

revenue?

3min
pages 151-152

From dysfunctional gatekeeping to quality, comprehensive care for all

1min
page 150

Priority Reform 3: Fit-for-purpose financing for public-health-enabled primary care

1min
page 149

Social and practical support for a resilient health workforce

1min
page 148

From inequities to fairness and accountability

9min
pages 140-144

From fragility to resilience

5min
pages 145-147

practice

5min
pages 137-139

From fragmentation to people-centered integration

3min
pages 135-136

Priority Reform 2: The fit-for-purpose multiprofessional health workforce

1min
page 127

From dysfunctional gatekeeping to quality, comprehensive care for all

13min
pages 128-134

From fragility to resilience

3min
pages 125-126

From inequities to fairness and accountability

7min
pages 121-124

4.1 Why team-based care?

13min
pages 108-114

From fragmentation to people-centered integration

9min
pages 115-119

sharing in primary health care

2min
page 120

and priority reforms

2min
pages 106-107

3.8 What has to change: Sectoral silos inhibit collaboration

2min
page 96

References

11min
pages 98-104

Foundations for change: Enabling multisectoral action in PHC

8min
pages 92-95

Shift 4: From fragility to resilience

3min
pages 86-87

3.4 What has to change: Discontinuous delivery

4min
pages 81-82

health care inequities

3min
pages 84-85

Shift 3: From inequities to fairness and accountability

1min
page 83

Shift 2: From fragmentation to people-centered integration

3min
pages 79-80

Shift 1: From dysfunctional gatekeeping to quality comprehensive care for all

2min
page 76

Implications for primary health care

7min
pages 63-66

by income group and geographic location, 1950–2100

3min
pages 53-54

Policy recommendations

1min
page 30

1 Key recommendations for fit-for-purpose primary

1min
page 29

quality gaps

4min
pages 77-78

1.1 Defining primary health care

4min
pages 43-44

What the World Bank and its partners will do

1min
page 31
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