A woman, Donna, sits across a desk from a hospital employee, who takes notes on a pad of paper.
WOMAN: Hi, Donna. How are you today?
DONNA: I'm doing well. Thank you.
WOMAN: What are your goals for the summer?
DONNA: Get my weight down more.
WOMAN: You've already lost 30 pounds, which is astounding. Now you're in control. It's not so overwhelming.
Uplifting music plays over a still image of the interaction. It partially fades, and white text appears.
ON SCREEN TEXT: Donna Manfretti was diagnosed
with severe Type 2 diabetes.
She needed help managing
Donna interviews next to a potted plant.
ON SCREEN TEXT: Donna Manfretti
DONNA: Probably, I think I would have died. I really do. That's how sick I was from it.
ON SCREEN TEXT: Noah Benedict
Rhode Island Primary Care, Chief Operating Officer
NOAH: I think about her case--it's amazing to know that just five to seven years ago, I probably wouldn't have been able to meet her needs. But because of this transformation here, within our own system of care, patients like her can have those needs addressed.
A sign on the exterior of a tan building reads "Associates in Primary Care Medicine, Family Medicine." An awning hangs over the doorway. It partially fades, and text appears.
ON SCREEN TEXT: Rhode Island Primary Care
Physician Corporation is an
association of independent practices,
connecting 160 physicians across the state.
Noah and four others sit and talk around a table in a conference room.
NOAH: Really, at Rhode Island Primary Care, what we've done is we've set up a core team of interdisciplinary team members that includes physicians, nurse care managers, psychologists, social workers, patient navigators.
Andrea interviews at her desk.
ON SCREEN TEXT: Andrea Galgay
Rhode Island Primary Network, Accountable Care Director
ANDREA: So you have to have a team of individuals that are working with you. Physicians can't do this alone. If you don't have clinical leadership buy in, you're not gonna go anywhere.
NOAH: In this type of interaction, engagement with providers doesn't happen overnight. It takes time; it takes trust; it takes successes; and it takes physician leadership.
In an examination room, Gregory uses an otoscope to examine a patient's ear. He interviews by the sink.
ON SCREEN TEXT: Dr. Gregory Steinmetz
GREGORY: We have a relationship with a patient like we do in the primary care office. They know they can trust you. They know we can kind of talk openly about things and try to get to the root of behaviors sometimes.
He listens to the patient's breathing with a stethoscope.
GREGORY: In the cases that we've had, that patients might rely more on us and go with the emergency room less. They may call us before they go to the hospital. They may be more empowered to deal with whatever their situation may be.
As he and his patient talk, the screen partially fades and text appears.
ON SCREEN TEXT: Shared data between
physicians and payers fueled
Rhode Island Primary Care's shift
into a value-based model, and helped
improve clinical practice.
NOAH: We've developed trust with payers at a level I never thought would exist. And it's because of the relationship. The relationship is everything. What we need to do is we need to immediately be accountable. And we need to think about how we're going to interact with the payer and how we're gonna transform our organization to better meet the needs of the patients.
Donna talks to the hospital employee.
DONNA: Without you, I could not have done this. And I would not have done it.
NOAH: I couldn't be more excited. We've never done better as it relates to managing our members.
Donna and the hospital employee pose for a picture.
NOAH: I do believe the sky is the limit as long as we continue down that path.
The image fades to the UnitedHealthcare Logo against a white background, then fades to black.
ON SCREEN TEXT: UnitedHealthcare®