Capture key takeaways from existing and emerging research to communicate to busy professionals.
Match professionals with colleagues and experts that can help answer their questions using our network of over 700 individuals.
Offer practice consulting and select learning management system services
Secure buy-in for adopting a collaborative model of care from key staff and leadership
Complete peer-reviewed assessment to get the right people at the table, take stock, and take action
Teach identified staff about interprofessional collaboration; introduce leadership and staff to key concepts regarding culture
Teach prospective facilitator(s) how to guide an interprofessional team and overcome conflict by prioritizing the patient’s goals
In order to maximize impact, the team must be formed based on a significant community/patient need. Individuals (administrative, clinical, non-clinical) with capacity to respond to the need should join the team
Topics may include: common language, scope of practice, turnover, shared decision making, collaborative care planning, culture change.
Establish and re-emphasize the team’s shared expectations for its members, practice conflict resolution, and address emergent issues
Assess outcomes, celebrate successes, identify ways to overcome barriers, and develop new priorities/plans to sustain interprofessional collaboration
Interprofessional collaboration is a process for communication and decision making that enables the separate and shared knowledge and skills of different care providers to synergistically influence the care provided through changed attitudes and behaviors, all the while emphasizing person-centered goals and values (Health Canada, 2010).
The Triple Aim is a framework developed by the Institute for Healthcare Improvement (IHI) that describes an approach to optimizing health system performance. IHI believes that new designs must be developed to simultaneously pursue three dimensions: improving the patient experience of care (including quality and satisfaction), improving the health of populations, and reducing the per capita cost of health care. Some experts add the goal of improving the work life of health care providers, including clinicians and staff, as a fourth goal to create the “Quadruple Aim.”
As a non-profit organization, we take pride in providing affordable services to our current and prospective partners. We offer a free initial consultation to learn more about the size, scope, and intensity of your needs in order to present you with a customized list of services for you to consider.
Education to Practice is a service provided by the Michigan Health Council (MHC). MHC is a Michigan-based 501(c)(3) non-profit organization dedicated to creating a culture of health with health professionals at the heart of the delivery system. Our mission is to build health professional capacity by offering innovative products and services across six domains of work. The domains are: pipeline K-12, clinical education, workforce capacity, interprofessional education and collaborative practice, primary care, and social determinants of health.
Vice President and COO
Director of Information Technology
and Developmental Specialist
My university’s health professions programs are very collaborative, but we needed help to better connect with our community partners. E2P facilitated a very focused workshop with three of our prospective clinical partners–two health departments and a health system–and faculty partners from nursing, public health, social work, and dental hygiene. We left with more consensus on how to structure practical interprofessional collaboration experiences and immediate action items. E2P cares a lot about sustaining teamwork because its the right thing to do to advance person-centered care, and it shows in the tough but important questions they posed to the group.
Julie Coon – Interim Associate Dean, Ferris State University College of Health Professions
My program’s partnership with E2P helped a Federally Qualified Health Center in Flint connect oral with physical health assessments during new patient visits, follow-up appointments, and care planning. Their team helped us win a $1.3 million federal grant for start-up funding, prepare the practice for the project by training facilitators and evaluators, and convene regular meetings to monitor progress.
Christine Farrell – Oral Health Director, Michigan Department of Health and Human Services
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