Provider perspectives on essential functions for care management in the collaborative treatment of XXXX : the P.A.R.T.N.E.R. framework.

@entity1 @entity101 @entity102
BACKGROUND: Care management has become a widespread strategy for improving @entity102 care. However, primary care provider (PCP) participation in programs has been poor. Because the success of care management relies on provider engagement, understanding provider perspectives is necessary. OBJECTIVE: Our goal was to identify care management functions most valuable to PCPs in @entity101 treatment. DESIGN: Six focus groups were conducted to discuss current challenges in @entity101 care and identify specific functions of care management that would improve care. @entity1 : The study included 39 PCPs (participation rate: 83 %) representing six clinics, two of which care for large African American populations and four that are in underserved locations, in the greater Baltimore metropolitan area. APPROACH: This was a qualitative analysis of focus groups, using grounded theory and iterative coding. KEY RESULTS: Providers desired achieving blood pressure control more rapidly. Collaborating with care managers who obtain ongoing @entity1 data would allow treatment plans to be tailored to the changing life conditions of @entity1 . The P.A.R.T.N.E.R. framework summarizes the care management functions that providers reported were necessary for effective collaboration: Partner with @entity1 , providers, and the community; Arrange follow-up care; Resolve barriers to adherence; Track treatment response and progress; Navigate the health care system with @entity1 ; Educate @entity1 _ Engage @entity1 in self-management; Relay information between @entity1 and/or provider(s). CONCLUSIONS: The P.A.R.T.N.E.R. framework is the first to offer a checklist of care management functions that may promote successful collaboration with PCPs. Future research should examine the validity of this framework in various settings and for diverse @entity1 populations affected by @entity102 .
