Transcript Slide 1
Facilitating Change: Lessons from the TransforMED National Demonstration Project
AHRQ 2009 Annual Conference Sept. 14, 2009
Elizabeth E. Stewart, PhD
Independent Evaluation Team from Center for Research in Primary Care & Family Medicine
Evaluation Team Carlos R. Jaen, MD, PhD Paul A. Nutting, MD, MSPH Benjamin F. Crabtree, PhD William L. Miller, MD, MA Kurt C. Stange, MD, PhD Elizabeth E. Stewart, PhD
National Demonstration Project
o Two-year project intended to ‘test’ the new model of family medicine as outlined in the FFM report.
o AAFP provided funding; TransforMED was created to design and implement the project. o Independent evaluation team providing mixed-methods analysis for practice & patient outcomes.
NDP: Background & Timeline
500 practices applied 300 usable applications
NDP start: July 2006
18 randomized:
FACILIATED
36 practices selected 18 randomized:
SELF-DIRECTED
17 (F) practices finished
NDP finish: June 2008 Touchstone Group Begins
15 (SD) practices finished
Real Practices… Real Stories
Implementation Assistance
Self- Directed • List serve & website access • 1 final NDP Learning Session • Some $$ for self-organized retreat midway through NDP Facilitated • 6 practices/facilitator • Access to facilitator (site visits, phone calls, emails) • 4 NDP Learning Sessions • Monthly conference calls • Discounted technology • Access to national consultants • List serve & website access
Mixed Methods QUANTITATIVE
o o o o Patient Health Outcomes (medical chart audits) Practice Finances (surveys – limited) Clinician/Staff Satisfaction (surveys) Patient Perception of Care (surveys)
QAULITATIVE
o Field notes, interviews, observations, email communication logs, conference calls, Learning Sessions, facilitator debriefs, list serve, document of model components.
Access to Care & Information
• Health care for all • Same-day appointments • After-hours access coverage • Lab results highly accessible • Online patient services • e-Visits • Group visits
Practice Services
• Comprehensive care for both acute and chronic conditions • Prevention screening and services • Surgical procedures • Ancillary therapeutic & support services • Ancillary diagnostic services
Care Management
• Population management • Wellness promotion • Disease prevention • Chronic disease management • Care coordination • Patient engagement and education • Leverages automated technologies
Continuity of Care Services
• Community-based services • Collaborative relationships Hospital care Behavioral health care Maternity care Specialist care Pharmacy Physical Therapy Case Management
Practice-Based Care Team
• Provider leadership • Shared mission and vision • Effective communication • Task designation by skill set • Nurse Practitioner / Physician Assistant • Patient participation • Family involvement options
Practice Management
• Disciplined financial management • Cost-Benefit decision-making • Revenue enhancement • Optimized coding & billing • Personnel/HR management • Facilities management • Optimized office design/redesign • Change management
Health Information Technology
• Electronic medical record • Electronic orders and reporting • Electronic prescribing • Evidence-based decision support • Population management registry • Practice Web site • Patient portal
Quality and Safety
• Evidence-based best practices • Medication management • Patient satisfaction feedback • Clinical outcomes analysis • Quality improvement • Risk management • Regulatory compliance
A new way of thinking…
o o Transformation is more than a series of incremental changes; it requires requires
epic whole practice re-imagination and redesign.
Transformation to a PCMH requires substantial changes in the mental model of both physicians and practice staff .
o It is more than implementing sophisticated office systems… it is about adopting
substantially different approaches to patient care.
A new way of thinking…
o Physicians will need to move towards facilitated leadership skills and away from authoritative ones. o Physician-patient relationship will need more emphasis on partnership to achieve patients’ goals.
o Practice will need to change from a machine that processes patients for the doctors to a team that proactively manages a population of individual’s health.
What helps a practice transform?
“Core Structure” – includes ability to manage basic finances, clinical & practice operations during times of stability & modest change.
“Adaptive Reserve” - ability of practice to be resilient, to bend & survive under force. Facilitates adaptation during times of dramatic change.
What is Adaptive Reserve?
o • • Measured with the Clinician/Staff Questionnaire • Anonymous questionnaire - 3x during project Based on validated PSQ and ‘The Magnificent 7’ Represents the perceptions of those living in the practice o 89 questions total, pared down to 9 final categories through factor analysis:
Respectful Interaction Learning Culture Reflection Work Environment Communication Strong Leadership Sense making Diversity Mindfulness
Change in Adaptive Reserve*
*Adaptive reserve includes measures of leadership, sensemaking, diversity, mindfulness, communication, respectful interaction, learning culture, reflection and general work environment. Baseline vs. 28 months for facilitated group is statistically different. (p<0.01)
The Role of Facilitation
1. Consulting 2. Coaching 3. Facilitating Adaptive Reserve
Facilitation: Consultant
Huddles & Meetings Workflow analysis Metrics, PDSA cycles Specific projects HIT assistance – vendor liaison, implementation
Facilitation: Coach
Physicians
* Leadership
Practice Managers
* Project Mgt * Finances * Personnel/HR * Delegation * Finances * Time Mgt * Communication * Communication * Empowerment * Support
Staff:
Empowerment, task delegation
Facilitation: Adaptive Reserve
Rich & Lean Communication Conflict Resolution Intense Staff Retreats Coaching With Pre-Work & Follow-up Facilitated Learning Sessions w/other practices
Patient Outcomes Surveys
o o Mailed to cross-section of 120 pts/practice, 3x Based on multiple validated surveys and intended to measure 7 attributes of patient-centered primary care.* 1. Superb Access 2. Patient Engagement 3. Clinical Information Systems to Support Care 4. Care Coordination 5. Integrated & Comprehensive Team Care 6. Routine Patient Feedback to Doctors 7. Publicly available information • Also assess patient enablement & patient satisfaction .
*Commonwealth Fund
POS Core Elements to Measure
1) Patient Enablement (PEI) 2) Empathetic Care (CARE) 3) Comprehensive Care (CPCI) 4) Accumulated Knowledge(CPCI) 5) Inter Personal Com (CPCI) 6) Coordinated Care (CPCI) 7) Advocacy (CPCI) 8) Health Promotion (ACES) 9) Cultural Responsiveness 10) Family Context (CPCI) 11) Organizational Access 12) Community Context (CPCI) 13) Usual Provider Continuity
(CPCI)
14) Interpersonal treatment 15) Recommend Doctor 16) Rating of Doctor (1-10) 17) Med Home (PCPE) 18) Same Day Access Available 19) Overall health status (1-5)
Self-Directed Practices: Some Decreases
Baseline
Mean SD
9 months
Mean SD
28 months
Mean SD
Empathetic Care Comprehensive Care
.87
.84
Interpersonal Com.
.81
.20
.16
.84** 0.82
0.20
0.16
.84** .81** .20
.15
.18
.78** 0.18
.80
.18
Advocacy
.82
.16
.80* 0.16
.80* .16
Health Promotion
.14
.34
.24*** 0.34
.16
.31
Only showing core elements with significant changes from baseline: * = p <.05; ** = p <.01; *** = p <.001
Self-Directed Practices: Some Decreases
Community Context Interpersonal treatment Baseline
Mean SD .71
.91
.22
.17
9 months
Mean SD .67** 0.22
.89* .17
28 months
Mean .66** * SD .22
.91
.16
Recommend Doctor
.94
.15
.91* .15
.92
.14
Rating of Doctor Same Day Access Overall health status
.91
.41
3.38
.15
.48
.94
.88* .34* 3.44
.15
.48
.94
.88
.40
3.50* .15
.49
.92
Only showing core elements with significant changes from baseline: * = p <.05; ** = p <.01; *** = p <.001
No Significant Change in Facilitated Practices
• Facilitated practices showed relatively small, if any, changes in any of the 19 categories over time. • Despite tremendous changes going on at the practice, the core elements of the patient experience appeared unchanged. • This may suggest that facilitation had a buffering effect. Patients in the SD practices may have felt the chaos of change but pts in the facilitated practices did not.