MiPCT Webinar 2/5/2014
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MiPCT Demonstration Webinar 2/5/2014
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MiPCT Webinar 2/5/2014
- 1. MiPCT Demonstration Project Medical Network One February 5, 2014
- 2. Agenda Describe the team-based practice changes that lead to improved efficiency and quality of care Explain how to plan a team huddle 2 Illustrate the key attributes of a care team and how to develop a team in practice Outline 2014 Metrics
- 3. Care Model Prepared, proactive interdisciplinary care team Planned, coordinated, protocol-driven care Informed, activated patients Trained team Community collaboration . 3
- 4. Challenges to Developing Effective Teams Not trained together Hierarchy Asynchronous care Lack of continuity 4 Different disciplines Culture slow to change
- 5. What is a Team? Multidisciplinary Interdisciplinary Interprofessional 5
- 6. What is a Team? Membership defined by healthcare professional rather than patient, family, or caregiver 6 Task-oriented vs relationship-oriented Teams develop around the core principle of “trust”
- 7. Teamwork Model (Baker et al, 2005) Organization Team Individual 7
- 8. Team Structure Coordinating Team 8 Core Team Contingency Team
- 9. The Team “Bundle” Intervention Leadership Commitment • Practice level • Organization The Team Development Measure • Feedback to team with discussion • Target improvements 9 Intra-staff communication skills training Patient/case-focused care conferences or “huddles”
- 10. What have we learned about teams? Teams don’t just happen, formalized training is necessary Requires ongoing maintenance Huddle helps the team “practice” • Teams are a prerequisite for sustainable quality improvement 10 Clinical outcomes are better Organizational health improves
- 11. Team Practice Interventions That Make a Difference Protocol-Driven Standardized Processes Care Management Services Managing “Transitions” 11 Practice re-design Engagement of Patients and Families
- 12. Practice Re-Design: PCMH Inter-professional care teams 12 One-stop shop Multi-disciplinary care teams
- 13. Protocol-Driven Standardized Processes Immunizations Medication Management 13 Very Important Process (VIP) Disease-specific management
- 14. Immunization Pearls Educate team Provide standing orders Assign the role of immunization management to a nurse and provide appropriate training and resources 14 Agree on immunization protocol Measure and have a process for follow-up
- 15. Patient and Family Engagement Group visits: new patient and family orientation Quality improvement Project participation 15 Self-management : Disease Self-Management Program Patient Advisory Council
- 16. Huddle Board Components Metric 1: Metric 2 Metric 3 Daily Critical Communications Information Ideas in Motion When and Who Beginning or mid shift 5 minutes Lead by member of unit leadership team 16
- 17. Structured Huddles Action Plan Task Obtain team buy-in Order Huddle Board Select huddle metrics: Define huddle process: • Define time of day and frequency • Who will lead huddle • Expectations of staff—who will attend • Create agenda (in first huddles include overview of purpose of huddles and huddle process) Hang huddle board and fill in metrics Identify when huddles will begin Define process for changing huddle metrics Create evaluation process: how will I know if huddles are successful? 17 Responsibility Due Date
- 18. Selecting Metrics Must be specific and measureable – and feasible to monitor frequently Identify who will be collecting data and updating board 18 Should reflect improvement opportunities that have been identified by MiPCT, aligned MiPCT goals and objectives Define goal for metric – this will help you decide how long to keep metric going
- 19. A Healthcare Imperative “In medicine, as in any profession, we must grapple with systems, resources, circumstances, people-and our own shortcomings, as well. We face obstacles of seemingly endless variety. Yet somehow we must advance, we must refine, we must improve.” - Atul Gawande, Better: A Surgeon’s Notes on Performance 19
- 20. What Are We Measuring? Utilization (assessed at PO level) Exceed benchmark or % improvement over previous year Primary care sensitive ED visits (NYU algorithm) Asthma ED Visits for Previously Diagnosed Asthma* Ambulatory Care Sensitive Hospitalizations Hospital Readmissions Claims 20
- 21. What Are We Measuring? Clinical Quality Metrics (assessed at PO level) Exceed benchmark or % improvement over previous year Diabetes: Annual retinal eye exams Breast Cancer Screening Cervical Cancer Screening Well Child Visits - 15 months Well Child Visits - 3-6 years Adolescent immunizations Claims 21
- 22. What Are We Measuring? Clinical Quality Metrics (assessed at PO level) Exceed benchmark or % improvement over baseline Diabetes Control A1C < 8 Diabetes: Blood Pressure < 140/90 CVD: Blood Pressure < 140/90 Hypertension: Blood Pressure < 140/90 Tobacco Use Assessment Weight Assessment for Children and Adolescents Registry and Claims 22
- 23. What Are We Measuring? Process Measures (assessed at practice level) Depression Screening for Patients with Chronic Health Conditions Notification of hospital admissions and discharges Follow-Up Referrals to a Community-Based Program or Agency Self-Management Support Offered for Chronic Condition of Focus Registry, Claims and Quarterly MiPCT Report 23
- 24. What have we learned? Implement a “bundle” of improvement changes Interdisciplinary, interdependent team approach Planned, coordinated care Protocol-driven processes (standardization) Continually involve patients and caregivers 24 This model of care has features that produce better outcomes Patients and families need to be “partners”, not just “consumers”