Bio


Dr. Phadke is a general internist at the Hoover Pavillion, specializing in the management of chronic medical conditions in adult patients and preventive health. She precepts within the Stanford Internal Medicine East resident primary care clinic and teaches students during the internal medicine ambulatory clerkship.

Her administrative and scholarly focus include ambulatory care delivery system redesign and quality improvement to promote the quadruple aim. She serves as Medical Direction for Population Health in Primary Care and Director of Quality for the Division of Primary Care and Population Health. She holds administrative roles within various Stanford Improvement courses and the Stanford Advantage and Alliance Health Plans.

Clinical Focus


  • Internal Medicine

Academic Appointments


Administrative Appointments


  • Medical Director Population Health, Division of of Primary Care and Population Health, Stanford University School of Medicine (2017 - Present)
  • Director of Quality, Division of Primary Care and Population Health, Stanford University School of Medicine (2018 - Present)
  • Founding Director, Primary Care Performance Enhancement Program, Stanford University School of Medicine (2018 - Present)
  • Medical Director, Chronic DIsease Management, Stanford Health Plans (2019 - Present)

Boards, Advisory Committees, Professional Organizations


  • Member, American College of Physicians (2014 - Present)
  • Member, Society for General Internal Medicine (2014 - Present)

Professional Education


  • Fellowship: Palo Alto VA Healthcare System (2015) CA
  • Medical Education: Pritzker School of Medicine University of Chicago Registrar (2011) IL
  • Board Certification: American Board of Internal Medicine, Internal Medicine (2014)
  • Residency: Stanford University Internal Medicine Residency (2014) CA
  • Internship: Stanford University Internal Medicine Residency (2012) CA

2020-21 Courses


All Publications


  • Transforming Interprofessional Roles During Virtual Health Care: The Evolving Role of the Medical Assistant, in Relationship to National Health Profession Competency Standards. Journal of primary care & community health Rokicki-Parashar, J., Phadke, A., Brown-Johnson, C., Jee, O., Sattler, A., Torres, E., Srinivasan, M. 2021; 12: 21501327211004285

    Abstract

    INTRODUCTION: Medical assistants (MAs) were once limited to obtaining vital signs and office work. Now, MAs are foundational to team-based care, interacting with patients, systems, and teams in many ways. The transition to Virtual Health during the COVID-19 pandemic resulted in a further rapid and unique shift of MA roles and responsibilities. We sought to understand the impact of this shift and to place their new roles in the context of national professional competency standards.METHODS: In this qualitative, grounded theory study we conducted semi-structured interviews with 24 MAs at 10 primary care sites at a major academic medical center on their experiences during the shift from in-person to virtual care. MAs were selected by convenience sample. Coding was done in Dedoose version 8.335. Consensus-based inductive and deductive approaches were used for interview analysis. Identified MA roles were compared to national MA, Institute of Medicine, physician, and nursing professional competency domains.RESULTS: Three main themes emerged: Role Apprehension, Role Expansion, and Adaptability/Professionalism. Nine key roles emerged in the context of virtual visits: direct patient care (pre-visit and physical care), panel management, health systems ambassador, care coordination, patient flow coordination, scribing, quality improvement, and technology support. While some prior MA roles were limited by the virtual care shift, the majority translated directly or expanded in virtual care. Identified roles aligned better with Institute of Medicine, physician, and nursing professional competencies, than current national MA curricula.CONCLUSIONS: The transition to Virtual Health decreased MA's direct clinical work and expanded other roles within interprofessional care, notably quality improvement and technology support. Comparison of the current MA roles with national training program competencies identified new leadership and teamwork competencies which could be expanded during MA training to better support MA roles on inter-professional teams.

    View details for DOI 10.1177/21501327211004285

    View details for PubMedID 33764223

  • IT TAKES A VILLAGE: COMPARATIVE ANALYSIS OF STRATEGIES TO IMPROVE PROVIDER ENGAGEMENT FOR WEIGHT MANAGEMENT AT AN ACADEMIC MEDICAL CENTER Shah, S., Lu, C., Tsai, S. A., Reisenberg, A., Calugar, A., Filipowicz, H., Sharp, C., Phadke, A. SPRINGER. 2020: S667–S668
  • Qualitative Assessment of Rapid System Transformation to Primary Care Video Visits at an Academic Medical Center. Annals of internal medicine Srinivasan, M. n., Asch, S. n., Vilendrer, S. n., Thomas, S. C., Bajra, R. n., Barman, L. n., Edwards, L. M., Filipowicz, H. n., Giang, L. n., Jee, O. n., Mahoney, M. n., Nelligan, I. n., Phadke, A. J., Torres, E. n., Artandi, M. n. 2020

    Abstract

    The coronavirus disease 2019 pandemic spurred health systems across the world to quickly shift from in-person visits to safer video visits.To seek stakeholder perspectives on video visits' acceptability and effect 3 weeks after near-total transition to video visits.Semistructured qualitative interviews.6 Stanford general primary care and express care clinics at 6 northern California sites, with 81 providers, 123 staff, and 97 614 patient visits in 2019.Fifty-three program participants (overlapping roles as medical providers [n = 20], medical assistants [n = 16], nurses [n = 4], technologists [n = 4], and administrators [n = 13]) were interviewed about video visit transition and challenges.In 3 weeks, express care and primary care video visits increased from less than 10% to greater than 80% and from less than 10% to greater than 75%, respectively. New video visit providers received video visit training and care quality feedback. New system workflows were created to accommodate the new visit method.Nine faculty, trained in qualitative research methods, conducted 53 stakeholder interviews in 4 days using purposeful (administrators and technologists) and convenience (medical assistant, nurses, and providers) sampling. A rapid qualitative analytic approach for thematic analysis was used.The analysis revealed 12 themes, including Pandemic as Catalyst; Joy in Medicine; Safety in Medicine; Slipping Through the Cracks; My Role, Redefined; and The New Normal. Themes were analyzed using the RE-AIM (reach, effectiveness, adoption, implementation, and maintenance) framework to identify critical issues for continued program utilization.Evaluation was done immediately after deployment. Although viewpoints may have evolved later, immediate evaluation allowed for prompt program changes and identified broader issues to address for program sustainability.After pandemic-related systems transformation at Stanford, critical issues to sustain video visit long-term viability were identified. Specifically, technology ease of use must improve and support multiparty videoconferencing. Providers should be able to care for their patients, regardless of geography. Providers need decision-making support with virtual examination training and home-based patient diagnostics. Finally, ongoing video visit reimbursement should be commensurate with value to the patients' health and well-being.Stanford Department of Medicine and Stanford Health Care.

    View details for DOI 10.7326/M20-1814

    View details for PubMedID 32628536

  • Differences and Trends in DNR Among California Inpatients With Heart Failure. Journal of cardiac failure Phadke, A., Heidenreich, P. A. 2016; 22 (4): 312-315

    Abstract

    Do-not-resuscitate (DNR) orders reflect an important means of respecting patient autonomy while minimizing the risk of nonbeneficial interventions. We sought to clarify trends and differences in rates of DNR orders for patients hospitalized with heart failure.We used statewide data from California's Healthcare Cost and Utilization dataset (2007-2010) to determine trends in DNR orders within 24 hours of admission for patients with a primary discharge diagnosis of heart failure.Among 347,541 hospitalizations for heart failure, the rate of DNR order within 24 hours increased from 10.4% in 2007 to 11.3% in 2010 (P < .0001). After adjustment, DNR status correlated with older age, female gender, white race, frequent comorbidities (Charlson Score), and residence in higher income area (P < .0001). DNR use was more likely in hospitals with public or nonprofit financing or medical school affiliation, but not being a member of the Council on Teaching Hospitals (all P < .001).DNR order use among inpatients with heart failure is low but increasing slowly and varies by patient demographics and hospital characteristics.

    View details for DOI 10.1016/j.cardfail.2015.12.005

    View details for PubMedID 26700659