Skip to main content

Table 3 Setting, patient population and characteristics of health coaching in the intervention clinics

From: Comparing the implementation of team approaches for improving diabetes care in community health centers

Clinic Setting Provider organization Health coach Team composition Panel size (Overall diabetics at clinic) Main patient population Workflow
1. Urban 2 clinics with ~5 clinicians serving low-income families MA Team of 2 clinicians and 2 MA 119 (139) Latino MA panel management based on the Teamlet Model1. No home visits. Combining regular MA work with health coaching. MA sees 4 patients per day for health coaching on alternate days.
2. Urban 7 clinics with ~50 clinicians serving low-income families MA Team of 6 clinicians and 4 MA. NS (367) Recent Chinese immigrants MA works on weekly rotating schedule as health coach. Sees ~12 patients per day typically in post-visits to clinician. No home visits.
3. Small community 7 clinics with ~40 clinicians serving low-income families. CHW Team of 2 clinicians and 1 CHW 118 (334) Latino CHW works mainly office-based via panel management in Teamlet Model. Sees 6-8 patients per day.
4. Small community 2 clinics with ~5 clinicians serving low-income families. CHW Team of 3 clinicians and 2 CHW 137 (143) Latino CHW does office-based visits and post-visits based on Teamlet Model. Started small-scale home visits, planning 3-4 joint visits per day by 2 CHW.
5. Suburban 7 clinics with ~40 clinicians serving low-income families. CHW Team of 3 clinicians and 1CHW. 84 (377) Latino CHW works community-based with home visits of 25-30 minutes during 4 days per week. One day office-based for follow-up phone calls. Separate from clinic workflow.
  1. MA: Medical Assistant; CHW: Community Health Worker; NS: No Specified Patient Panel.
  2. 1Teamlet Model refers to a small team comprised of a clinician and a MA as “health coach” as an extension of the traditional clinician visit, by introducing visits with MAs to provide chronic disease self-management support.
\