Certificate Program in Practice-Based Research Methods · 2017-07-19 · Certificate Program in...
Transcript of Certificate Program in Practice-Based Research Methods · 2017-07-19 · Certificate Program in...
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Certificate Program in Practice-Based Research MethodsUTILIZING QUALITY IMPROVEMENT FOR PBRN RESEARCHSession 7 - January 12, 2017 Chester H. Fox MD, FAAFP, FNKF
Professor of Family MedicineJacobs School of Medicine and Biomedical
SciencesUniversity at Buffalo, The State University of
New York
Mary A. Dolansky, RN, PhD, FAAN
Associate ProfessorFrances Payne Bolton School of
NursingCase Western Reserve University
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Utilizing QI for PBRN Research:
Chet Fox MDMary Dolansky RN, PhD
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CONCEPTUAL MODELTHE CHRONIC CARE MODEL
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PRINCIPLES OF PRAGMATIC CLINICAL TRIALSIMPROVING CARE IN THE REAL WORLD
CLINICALLY RELEVANT ALTERNATIVES
DIVERSE STUDY POPULATION
HETEROGENEOUS PRACTICE SETTINGS
DATA COLLECTED ON A BROAD RANGE OF OUTCOMES
Tunis SR, Stryer DB, Clancy CM. Practical clinical trials: increasing the value of clinical research for decision making in clinical and health policy. JAMA. Sep 24 2003;290(12):1624-1632.
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Why This Kind of Study Is needed?
PEOPLE GET ONLY 50% OF EVIDENCE-BASED PREVENTIVE AND CHRONIC DISEASE CARE
IT TAKES 7.9 HOURS/PATIENT/YEAR TO COMPLETE PREVENTIVE SCREENINGS
IT TAKES 3.6 HOURS/DAY FOR STABLE PATIENTS AND 10.6 HOURS/DAY FOR COMPLEX PATIENTS TO DO CHRONIC DISEASE MANAGEMENT
IT TAKES 17 YEARS FROM EVIDENCE IN THE LITERATURE TO BECOME ROUTINE CARE
McGlynn EA, Asch SM, Adams J, et al. The quality of health care delivered to adults in the United States. New England Journal of Medicine. 2003;348(26):2635-
2645. Yarnall KS, Pollak KI, Ostbye T, Krause KM, Michener JL.
Primary care: is there enough time for prevention? Am J Public Health. 2003;93(4):635-641.
Ostbye T, Yarnall KS, Krause KM, et al. Is there time for management of patients with chronic diseases in primary care? Annals of Family Medicine. 2005;3(3):209-214.
Balas EA, Boren SA. Managing clinical knowledge for health care improvement. Yearbook of medical informatics. 2000;2000:65-70.
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PRINCIPLES OF QUALITY IMPROVEMENTThe Model for Improvement
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METHODS THAT WORK
PRACTICE FACILITATION
ACADEMIC DETAILING/ MENTORING
AUDIT AND FEEDBACK
COLLABORATIVE LEARNING
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PRACTICE FACILIATION
DEVELOPS LONG-TERM RELATIONSHIP WITH PRACTICE
WORKS INTEGRALLY WITH PRACTICE TO SET UP EFFICIENT SYSTEMS FOR QI AND POPULATION MANAGEMENT
WORKS WITH AND TRAINS STAFF IN EFFECTIVE TEAM MEETINGS
HELPS SET UP EFFICIENT WORK FLOWS TO INTEGRATE INTO ROUTINE CARE
HELPS PREPARE NECESSARY DATA AND REPORTS SO PEOPLE CAN KNOW HOW THEY ARE DOING
CROSS POLLINATE IDEAS THAT WORK
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Academic Detailing/Mentoring
Academic DetailingExperienced MD Champions
educate practice champions
Academic mentoringOn-going relationship and
support of practice champions
Purpose: Clinician buy-in To support efficiency instead of
the dreaded “One More Thing”
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Audit and Feedback
Two FormsPre-post change over
time
Benchmarking compared to other practice sites or clinicians
0%
5%
10%
15%
20%
25%
30%
1 18 23 15 25 31 28 22 13 11 16 32 35 24 2 10 20 19
% B
P N
ot
at G
oal
Clinic ID
Average:
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Collaborative Learning
Video In-personWebinar Small group Large groupMixed; Practice
managers, staff and clinicians
Specialized: just staff; just clinicians etc
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Key Elements of Success
Goals: Clear, easily measurable and
feasible Not too many
Resources: Time and personnel to do the
project
Data at the point of care and population reports
Clinician Champions Site coordinator for local
accountability Shared learning abilities
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Develop the One page value proposition using the 5R approach
PCORI grant as example
Requirements
Resources Roles ResponsibilitiesRespect
Practices must have ½ time behavioral health specialist who can see Medicare and fill out integration forms
$150,000 per practice site over 5 years
PCP, BH specialist, facilitator
Complete web based training and give all necessary research data
This is attitudinal and underlies the project
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Decision support plan
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Point of Care Decision Support example
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TRANSLATE CKD Overview of a
Pragmatic Clinical TrialComparative Effectiveness Trial
Computer Decision Support alone vs. Computer Decision Support + Virtual Facilitation
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TRANSLATE CKD StudyPoint of Care Decision Support
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Versus Facilitated Decision SupportTRANSLATE
TargetReminderAdministrative Buy-
InNetwork
Information SystemSite Coordinator
Local Clinician Champion
Audit and Feedback
Team ApproachEducation
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Study Outcome Measures
Treatment Recommendation
Goal Measurement
Control blood pressure 130 Means of last three systolic BP; will be based on last one or two if fewer than three available
Control HbA1C <7.0 Last HbA1c;
Control LDL <100 Mean of last two LDL; last LDL if only one is available
Use ACE/ARB Documentation in EHR/pharmacy of prescription; yes/no for each time period
Refer to Nephrologist (GFR < 30)
Referral documented, if applicable
Eliminate smoking Yes/no for each time period
Eliminate NSAID/Cox-2 use
Yes/no for each time period
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Preliminary Results
35 Practices10 States21,105 patientsData
available for 3 years
Pre- post in intervention practices improves:Dx of CKD: 34%-44%Use of ACE/ARB: 46%-
51%Referral to Nephrology
for CKD stage 4: 29%-34%
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Dissemination of Results
6 peer reviewed publications20 national presentationsTRANSLATE scoring framework used as a
model of practice transformation for CMS 685 million dollar transforming clinical practice initiative
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Qualitative Methods
Surveys (conducted at baseline) Physician InterviewsAnalysis of all communications between
facilitators and practice (emails, phone calls, meeting notes, etc.)
TRANSLATE rubric scoringSite visits**
**Planned in original design, but not conducted
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Baseline Physician Interview Themes
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Quality Improvement:Operations & Research
Mary A. Dolansky, PhD, RN, FAANAssociate ProfessorVA Quality Scholar Senior FellowDirector of the QSEN InstituteDirector of Interprofessional Integration VA Center of Excellence in Primary [email protected]
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Objective:
Differentiate between Quality Improvement and Improvement Science
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What is Quality?IOM’s Six Aims for Improvement
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QualityIOM’s Six Aims for Improvement1. Safe: Care in healthcare facilities should be as
safe as at home*3rd leading cause of death
2. Effective: Care should be science based and evidence based
3. Efficient: Care and service should be cost effective
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IOM’s Six Aims for Improvement (cont.)
4. Timely: No waits or delays should occur in receiving care
5. Patient centered: System of care revolves around patient- appropriate
6. Equitable: Disparities in care should be eradicated- Geographic
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What is QI?
The combined and unceasing efforts of everyone- health care professionals, patients and their families, researchers, payers, planners, educators– to make changes that will lead to better patient outcomes, better system performance and better professional development.
Batalden & Davidoff 2007
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History1. Origins in manufacturing 1980’sDeeming, Shewhart, Donabedian
2. 1993 HMO Group conference on Total Quality Management
3. Emphasis on links between improvement, change & learning
4. 1st projects: breast cancer & asthmaMammography Quality Standard, 1992
Breast Cancer Surveillance Consortium
Luce, J., Bindman, A., Lee, P. (1994) . Brief history of quality improvement in the US.
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What is QI
Systematic - data guided activityDynamic interventionDesigned to bring immediate improvement
to a local context
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The Model for Improvement
Identifying an area for improvementProposing specific changesTesting the changesEvaluating the success of the changesMultiple pilot studies
Other models:Six SigmaLeanJuran
Nolan and Nolan, 2000
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QI Dimensions
Philosophy- Culture- Learning Organization
Practical problem solving (tool)- An evidenced –based management style (local level)
An application of a theory-driven science of system change (science- Implementation science)
Lynn, J, et al. (2007). The Ethics of Using Quality Improvement MethodsIn Health Care. Annals of Internal Medicine, 146, 666-673.
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QI Dimensions
Philosophy- Culture- Learning Organization
Practical problem solving (tool)- An evidenced –based management style (local level)
An application of a theory-driven science of system change (science)
Lynn, J, et al. (2007). The Ethics of Using Quality Improvement MethodsIn Health Care. Annals of Internal Medicine, 146, 666-673.
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QI Philosophy
Personal level
Organizational levelCulture
Learning Organization
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QI Dimensions
Philosophy- Culture- Learning Organization
Practical problem solving (tool)- An evidenced –based management style (local level)
An application of a theory-driven science of system change (science)
Lynn, J, et al. (2007). The Ethics of Using Quality Improvement MethodsIn Health Care. Annals of Internal Medicine, 146, 666-673.
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QI: Theory of Profound Knowledge
1) Knowledge of a system
2) Knowledge of variation
3) Knowledge of psychologyChange management
4) Theory of knowledge ---PDSABatalden & Stoltz, 1993 & Batalden & Davidoff, 2003
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Knowledge of a system
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Knowledge of VariationKnowledge of Variation
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Psychology of ChangeChange Innovation
EducationReminder- Cue to actionChampion modelAudit and feedbackCollaborative
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Theory of Knowledge
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Using Sequential PDSA Cycles to Build Knowledge
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Product: Story Board
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Publication
Squire Guidelines
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QI Dimensions
Philosophy- Culture- Learning Organization
Practical problem solving (tool)- An evidenced –based management style (local level)
An application of a theory-driven science of system change (science)
Lynn, J, et al. (2007). The Ethics of Using Quality Improvement MethodsIn Health Care. Annals of Internal Medicine, 146, 666-673.
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2010Improvement Science
A field of research focused on healthcare improvement. The primary goal of this scientific field is to determine which improvement strategies work as we strive to assure effective and safe patient care.
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Improvement KnowledgeBatalden & Stoltz, 1993 & Batalden & Davidoff, 2003
1) Knowledge of a system
2) Knowledge of variation
3) Knowledge of psychologyChange management
4) Theory of knowledge PDSA
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Knowledge of a SystemTheoretical Domains Framework
Cane, O’Connor, & Michie (2012)
SCIENCE
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Systems Thinking Scalehttp://fpb.case.edu/systemsthinking/index.shtm inking Scale
SCIENCE
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Knowledge of Variation
SCIENCE
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Knowledge of Psychology/Change Management
Implementation Interventions
EducationReminder- Cue to actionChampion modelAudit and feedbackCollaborative
SCIENCE
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Effectiveness of Knowledge of Psychology/Change management Interventions(Bero et al., 1998, Grimshaw et al., 2001)
Little or no effectEducational materialsDidactic educational meetings
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Sometimes Effective
Audit and feedbackLocal opinion leadersLocal consensus processesPatient mediated interventions
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Generally Effective
Educational outreach visitsReminders Interactive educational meetingsMultifaceted interventions including two or more
of:Audit and feedbackRemindersLocal consensus processesSocial marketing
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Theory of Knowledge
SCIENCE
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Other Uses in Science
QualitativeQI
RCT
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CEP, Ottawa Health
Research Institute /
University of Ottawa
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Topic for Discussion
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organizations
IHI.org
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organizations
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Summary
What is QualityWhat is QIPhilosophy, Local application, Science
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Questions
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The End