This document discusses multisource feedback (MSF) and its use in physician assessment and revalidation. It provides evidence from various studies that MSF can reliably and validly assess physician competencies. However, it also notes limitations in terms of its ability to consistently change physician behavior and the high costs associated with MSF programs. Overall, the document presents both sides of the debate around using MSF as an essential component of physician revalidation.
Team Strategies and Tools to Enhance Performance and Patient Safety (TeamSTEPPS®) is an evidence based teamwork system aimed at optimizing patient care by improving communication and teamwork skills. TeamSTEPPS® has five key principles which are based on team structure and four teachable-learnable skills
Team Strategies and Tools to Enhance Performance and Patient Safety (TeamSTEPPS®) is an evidence based teamwork system aimed at optimizing patient care by improving communication and teamwork skills. TeamSTEPPS® has five key principles which are based on team structure and four teachable-learnable skills
Did the Affordable Care Act pave the way for a number of value based purchasing programs? What is the methodology for value based healthcare reform payment? We give you the answers here.
The Four Keys to Increasing Hospital Capacity Without ConstructionHealth Catalyst
Many health systems have a hospital capacity problem as demand for patient beds rises. When the supply of usable patient beds can’t meet demand, the negative impact on patients and staff can be significant.
Hospitals can solve capacity problems with four key concepts:
1. Using data, start with the problem and the ideal solution.
2. Be sure the analytics team works with teams throughout the organization—including leadership.
3. Have leaders spend time with the operations team to understand workflow.
4. Focus on the impact, not the tool.
There are many benefits that training can have on your organization, including lower workforce churn, increased employee productivity and greater income generation. However, the true ROI (Return on Investment) of training is often considered difficult and costly to define and capture.
This TMA World has developed a process that captures the positive impact of training, to ensure your organization achieves a return on investment.
Utilize the ASVAB CEP Test and Interpretation to assist your students with finding careers based on personality and intellect. There is no cost for the program.
As we come into 2016, we Are fighting nursing staffing shortages. There are aging baby boomers are retiring and entering the medicaid and medicare system at an astonishing rate and bottlenecks in nursing education are only adding to the constraint of the nursing talent pipeline. Whatever your reason, here are several ideas to think outside the box and fill your positions with quality nurses
Internship program development toolkit. To assist employers with creating a quality internship program, Intern In Michigan offers a Free and detailed toolkit equipped with usable templates, facts and legal information pertaining to offering internships.
A Nursing Leadership Guide: Communication, Teamwork, Mutual Support, Conflict...Ahmad Amirdash
This presentation is a short version that briefly explains Effective Communication for error reduction in healthcare. It utilizes proven tools such as TeamSTEPPS training, Conflict Resolution, Patient Safety, healthcare education, Comprehensive Unit-based Safety Program (CUSP), NSPG, AIDET training, Mutual support, and Quality Assurance.
Please note that you're welcome to use any slides as long as you reference my post when you do so to maintain the integrity of authorship
If interested in detailed answers, please email: aamirdash@yahoo.com
Thanks, Ahmad Amirdash.
The Partners for Change Outcome Management System: Duncan & Reese, 2015Barry Duncan
Despite overall psychotherapy efficacy (Lambert, 2013), many clients do not benefit (Reese, Duncan, Bohanske, Owen, & Minami, 2014), dropouts are a problem (Swift & Greenberg, 2012), and therapists vary significantly in success rates (Baldwin & Imel, 2013), are poor judges of negative outcomes (Chapman et al., 2012), and grossly overestimate their effectiveness (Walfish, McAlister, O'Donnell, & Lambert, 2012). Systematic client feedback offers one solution (Duncan, 2014). Several feedback systems have emerged (Castonguay, Barkham, Lutz, & McAleavey, 2013), but only two have randomized clinical trial support and are included in the Substance Abuse and Mental Health Administration’s National Registry of Evidence based Programs and Practices: The Outcome Questionnaire-45.2 System (Lambert, 2010) and the Partners for Change Outcome Management System (PCOMS; Duncan, 2012). This article presents the current status of the Partners for Change Outcome Management System, the psychometrics of the PCOMS measures, its empirical support, and its clinical and training applications. Future directions and implications of PCOMS research, training, and practice are detailed. Finally, we propose that systematic feedback offers a way, via large scale data collection, to re-prioritize what matters to psychotherapy outcome, reclaim our empirically validated core values and identity, and change the conversation from a medical model dominated discourse to a more scientific, relational perspective.
Did the Affordable Care Act pave the way for a number of value based purchasing programs? What is the methodology for value based healthcare reform payment? We give you the answers here.
The Four Keys to Increasing Hospital Capacity Without ConstructionHealth Catalyst
Many health systems have a hospital capacity problem as demand for patient beds rises. When the supply of usable patient beds can’t meet demand, the negative impact on patients and staff can be significant.
Hospitals can solve capacity problems with four key concepts:
1. Using data, start with the problem and the ideal solution.
2. Be sure the analytics team works with teams throughout the organization—including leadership.
3. Have leaders spend time with the operations team to understand workflow.
4. Focus on the impact, not the tool.
There are many benefits that training can have on your organization, including lower workforce churn, increased employee productivity and greater income generation. However, the true ROI (Return on Investment) of training is often considered difficult and costly to define and capture.
This TMA World has developed a process that captures the positive impact of training, to ensure your organization achieves a return on investment.
Utilize the ASVAB CEP Test and Interpretation to assist your students with finding careers based on personality and intellect. There is no cost for the program.
As we come into 2016, we Are fighting nursing staffing shortages. There are aging baby boomers are retiring and entering the medicaid and medicare system at an astonishing rate and bottlenecks in nursing education are only adding to the constraint of the nursing talent pipeline. Whatever your reason, here are several ideas to think outside the box and fill your positions with quality nurses
Internship program development toolkit. To assist employers with creating a quality internship program, Intern In Michigan offers a Free and detailed toolkit equipped with usable templates, facts and legal information pertaining to offering internships.
A Nursing Leadership Guide: Communication, Teamwork, Mutual Support, Conflict...Ahmad Amirdash
This presentation is a short version that briefly explains Effective Communication for error reduction in healthcare. It utilizes proven tools such as TeamSTEPPS training, Conflict Resolution, Patient Safety, healthcare education, Comprehensive Unit-based Safety Program (CUSP), NSPG, AIDET training, Mutual support, and Quality Assurance.
Please note that you're welcome to use any slides as long as you reference my post when you do so to maintain the integrity of authorship
If interested in detailed answers, please email: aamirdash@yahoo.com
Thanks, Ahmad Amirdash.
The Partners for Change Outcome Management System: Duncan & Reese, 2015Barry Duncan
Despite overall psychotherapy efficacy (Lambert, 2013), many clients do not benefit (Reese, Duncan, Bohanske, Owen, & Minami, 2014), dropouts are a problem (Swift & Greenberg, 2012), and therapists vary significantly in success rates (Baldwin & Imel, 2013), are poor judges of negative outcomes (Chapman et al., 2012), and grossly overestimate their effectiveness (Walfish, McAlister, O'Donnell, & Lambert, 2012). Systematic client feedback offers one solution (Duncan, 2014). Several feedback systems have emerged (Castonguay, Barkham, Lutz, & McAleavey, 2013), but only two have randomized clinical trial support and are included in the Substance Abuse and Mental Health Administration’s National Registry of Evidence based Programs and Practices: The Outcome Questionnaire-45.2 System (Lambert, 2010) and the Partners for Change Outcome Management System (PCOMS; Duncan, 2012). This article presents the current status of the Partners for Change Outcome Management System, the psychometrics of the PCOMS measures, its empirical support, and its clinical and training applications. Future directions and implications of PCOMS research, training, and practice are detailed. Finally, we propose that systematic feedback offers a way, via large scale data collection, to re-prioritize what matters to psychotherapy outcome, reclaim our empirically validated core values and identity, and change the conversation from a medical model dominated discourse to a more scientific, relational perspective.
> Why HEOR?
> Costs, Consequences and Perspectives
> Key Stakeholders in HEOR
> What is Health Economics and Pharmaco-economic Research?
> Economic Evaluations
> Incremental Cost Effectiveness Ratio (ICER)
> Concept of HRQoL
> Comparative Effectiveness Research (CER)
> Pragmatic Clinical Trials
> Observational Studies
> Systematic Reviews and Meta-Analysis
> Application of CER
> Health Technology Assessment (HTA)
> Real World Evidence (RWE)
> Patient Reported Outcomes (PROs)
> Patient Focused Drug Development (PFDD)
> Application of Health Economic Evaluations
> Challenges and Barriers
Understanding applicability, also referred to as relevance, the extent to which published results are likely to reflect expected outcomes when an intervention is applied broadly across populations.
Standardized Bedside ReportingOne of the goals of h.docxwhitneyleman54422
Standardized Bedside Reporting
One of the goals of healthcare is to ensure that the patients get the best service possible while not compromising on the satisfaction and goodwill of the nurses and other healthcare professionals. A key aspect of ensuring quality healthcare is the consistent handling of patient information from nurse to nurse during shifts; information handled wrongly can jeopardize the patients’ health (Baker, 2010). It is important to implement procedures that ensure consistent and smooth handling of patient information from nurse to nurse to increase patient safety and improve nurse satisfaction. This paper will explore the merits of standardized bedside reporting as opposed to board reporting in ensuring a positive outcome and consistent quality healthcare.
Change model overview
A key aspect in determining whether bedside shift reporting has any merits over board reporting is the John Hopkins Nursing Evidence-Based Practice Process (JHNEBP). The John Hopkins Nursing Evidence-Based Practice Process is a framework for guiding the translation and synthesis of evidence into valid healthcare practice. JHNEBP has three cornerstones that include research, education, and practice; the framework ensures that research evidence is the basis of clinical decision-making. (Dearholt & Dang, 2012) The implementation of the John Hopkins Nursing Evidence-Based Practice Process has three key phases, the first phase is the identification of an important question, the second phase involves the systematic review of research evidence, and the third phase is translating the results into action. Nurses should use the JHNEBP process because it provides a clear way for healthcare professionals to translate research results into healthcare practice.
Practice Question
The team includes several key stakeholders who will benefit greatly from my research. Among the team members include myself as ER nurse, charge nurse, ERT ( Emergency room tech), nurse case manager, nurse supervisor, physician and hospital manager.
The evidence-based practice question that the team members will explore is "Does the use of a standardized bedside report versus board reporting help increase patient safety, nurse satisfaction, and positive outcome?" The evidence-based practice question assesses the ability of bedside shift reporting to improve healthcare provision. The practice area of the question is clinical. The practice issue came about because of assessing risk management concerns in ensuring good health practices. To answer the question, the team members gathered evidence from patient preferences, peer-reviewed journals, and clinical guidelines. The team members searched peer-reviewed journal databases to gather relevant information from previous research that could affect the results.
Understanding the merits of bedside shift reporting as opposed to board reporting is important as most healthcare organization use either strategy in collecting and passin.
Dr Brent James: quality improvement techniques at the frontlineNuffield Trust
Dr Brent James, Intermountain Institute for Healthcare Delivery Research, presents to the Health Policy Summit 2015 on delivering quality improvement techniques at the frontline.
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
- ARTIFICIAL INTELLIGENCE AND ETHICS
- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
- ETHICAL CHALLENGES IN LIFE SCIENCES
- Prix Galien International Awards Ceremony
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
Anti ulcer drugs and their Advance pharmacology ||
Anti-ulcer drugs are medications used to prevent and treat ulcers in the stomach and upper part of the small intestine (duodenal ulcers). These ulcers are often caused by an imbalance between stomach acid and the mucosal lining, which protects the stomach lining.
||Scope: Overview of various classes of anti-ulcer drugs, their mechanisms of action, indications, side effects, and clinical considerations.
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
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- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
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5. Resolution
"Be it resolved that based on the evidence that MSF can lead to
changes in physicians' behaviour, that MSF should be an essential
component of any system of revalidation"
6. MSF – The
Scientific
Evidence
J O A N SA RG EA N T P H D
P RO F ES S O R A N D H EA D, D I V I S I O N O F M E D I C A L E D U C AT I O N
DA L H O U S I E U N I V E RS I T Y, H A L I FA X , N S , C A N A DA
I A M R A M O N T R EA L O C TO B E R 2 0 1 5
7. In Canada, PAR - Continued
Development of Suites of
Instruments
Anesthesia
Surgery,
Medicine, Pediatrics, Psychiatry
Episodic Care
Laboratory Medicine
Radiology
Family Medicine (Revised)
Anesthesia (In process of being revised)
7
8. Evidence in support of PAR
Each suite was examined for psychometric
properties -
◦ Descriptive data on each item
◦ Range, means (s.d.), unable to assess
◦ Reliability
◦ G-study/ Cronbach’s alpha
◦ Factor analysis
◦ Association between scores and
◦ Sociodemographic variables
◦ Rater familiarity
About 20 scientific publications
◦ Violato/Lockyer/Fidler and others
9. Validity
There is a body of evidence that is coherent (hangs together)
and that supports the use of the results of an assessment for
a particular purpose.
Items and scales are developed through focus groups with
targeted stakeholders
Items correlate in intended ways producing fairly robust
factors (scales)
Scores increased on 2nd iteration for colleague and co-
worker
10. Reliability
The results of the assessment would be the same if repeated under
similar circumstances.
◦ Stability of the instrument
Factor analysis/ Cronbach’s alpha for instruments and scales >0.8
G-studies: Ep2 approximately 0.7 for most instruments with 8 medical
colleagues & co-workers (15-40 items) and 25 patients with 15-40 items
Note - High stakes Ep2 > 0..8
10
11. Utility: Changes to practice
Changes contemplated or initiated based on feedback
(Violato et al, Acad Med, 1997; Hall et al, CMAJ 1999; Fidler
et al, Acad Med 1999; Sargeant 2003; Overeem 2007)
◦ About 50% of MDs report making changes in practice
◦ Changes: specific aspects of care; communication with
patients, colleagues and co-workers; stress management
◦ Changes requiring support or expenditures less likely
◦ Change is influenced by multiple factors; e.g, perceptions
of data credibility; fairness of process; specificity of data;
beliefs about change or ability to effect change
◦ Limitations: self-report
1
1
13. More evidence - Systematic review of
MSF studies (Violato et al 2014)
A systematic literature review for English-language
studies (1975 to 2012) was conducted.
Search parameters: multisource-feedback, 360-degree
evaluation, assessment of medical professionalism
48 studies (Canada, US, UK, NL, China and elsewhere
met the inclusion criteria)
14. Domains Assessed by MSF
•Professionalism
•Clinical competence
•Communication with patients and families
•Case and office management
•Collegial relationships
•Best for humanistic domains that can’t be assessed
in other ways (Archer et al 2005, 2006; Overeem
2010)
15. Conclusions
MSF has evidence of reliability, validity and feasibility and can
◦ assess core competencies of physicians
◦ identify strengths and weaknesses within competencies
◦ provide feedback for professional development
16. Validity-Recruiting reviewers
1. Ramsey e tal, JAMA 1993 – ratings similar for physician and
supervisor selected reviewers
2. Archer and McAvoy, Medical Education 2011 – ratings were higher
for physician-selected reviewers than referring-body selected
reviewers (high-stakes assessment)
1
6
17. Validity- factors influencing reviewers’
MSF assessments
Campbell et all. BMJ, 2011 -
◦ Country primary medical qualification
◦ Locum status
◦ Clinical specialty
◦ Contractual role
◦ Familiarity (% reporting ‘daily’ or ‘weekly’ contact ↑)
Sargeant et al, Acad Med 2003, Med Ed 2007 –
◦ Familiarity ↑
◦ Those less familiar selected “unable to assess” more frequently
◦ “ Raters default to ‘3’ (average) if they don’t know you”
◦ “need to be able to observe someone to assess them”
1
7
18. Factors influencing feedback
acceptance and use
Physicians are more satisfied with feedback that includes
narrative comments (Overeem et al., 2010)
Physicians need specific feedback to guide them in
improvement (Sargeant et al 2007, 2008)
◦ “being a ‘4’ doesn’t tell you what to do to improve”
◦ need narrative for specific guidance on “how” to improve
1
8
19. Factors influencing feedback
acceptance and use
Agreement with MSF report is positively correlated with
scores (Sargeant 2003, 2008)
Impacts of this -
◦ Low scores can cause distress and result in demotivation
(Sargeant 2008, Overeem 2010)
◦ Facilitated reflective feedback can enhance feedback
acceptance (Denisi, Kluger 2000; Goodstone, Diamante 1998;
Sargeant et al 2015)
1
9
22. Why PAR?
believe that all physicians can benefit from continuous
quality improvement
Wanted to build a culture of CQI
Did not want a hunt for “bad apples”
Public believed it was already being done
22
23. How does PAR work?
Every physician, once every 5 years
25 patients, 8 colleagues, 8 co-workers, self-assessment
Report gives results and comparisons; how to use results; how
to claim CPD credits
3-month follow-up feedback
23
30. Presentation of feedback
Sargeant et al, Academic Medicine 2003
◦ Physicians who receive high scores agree with colleague feedback; those who receive low
scores are neutral or disagree with results.
◦ Facilitation of feedback should be considered
Eva KW, Regehr G. Commentary. CMAJ, 2013
◦ “Cognitive dissonance is the discomfort created by trying to maintain 2 conflicting beliefs
at the same time”
◦ “Easier to question the data than to question oneself, this pair of conflicting beliefs will
often be resolved by discounting the feedback rather than altering one’s sense of self*”
*Eva KW, Armson H, Holmboe E, et al. Factors influencing responsiveness to feedback: on the
interplay between fear, confidence, and reasoning processes. Adv Health Sci Educ Theory
Pract 2012;17:15–26.)
31. Self selection of raters
Ramsey et al, JAMA 1993
– ratings similar for physician and supervisor selected reviewers
Archer and McAvoy, Medical Education 2011
– ratings were higher for physician selected reviewers than referring-
body selected reviewers (high-stakes assessment); self selection of
raters should end
32. Outcome
Violato, C, Lockyer, JM, Fidler H, British Medical Journal 2003
◦ “Many surgeons in this study used the feedback to
contemplate or initiate changes to their practice”.
Lockyer, J, Violato C, Fidler H, Teaching and Learning in Medicine
2003
◦ “Surgeons made few changes in practice in response to feedback data”
Ferguson et al, BMC Medical Education 2014
◦ systematic review found 16 studies in the World literature looking at MSF
and change in physician behavior - only one found a measurable
improvement.
33. PAR Feedback
% of respondents who report making at least one practice change
51% Jan to June 2013
48% July to Dec 2013
54% Jan to June 2014
62% July to Dec 2014
56% Jan to June 2015
34. Cost of PAR
$200 per physician; $40 per year
2013/2014 financial data - $600 to 700 per physician; $120 to $140 per
year
3x the cost!!!
35. Alberta survey - 2015
Sent surveys to all physicians/surgeons in Alberta (not provisional
licenses)
How good is existing program (PAR)?
2215 responses out of 9021 = 25% response rate
Previous CPSA record was Physician survey 2014 with RR of 14%.
Typically <10%
99% probability that these results are within 2.4% of actual true value
36. Please rate how successful the existing Physician Achievement Review (PAR)
Program is in assessing the following dimensions. (1-10 where 1=not at all,
5=fairly, and 10= extremely)
37. 303 Text responses: Substantially negative – we grouped into 8
key themes
“Too easy to cheat. Probably little use to 90% of profession”
“To me the PAR is an incredible waste of time and money. I do not know one MD
who actually pays it much attention, either filling it out or implementing changes”
“…Patients uniformly complain only about waiting times in parking and really have
little useful to say about the quality of care that is delivered. Comments from peers
as well as other physicians in the community are uniformly positive and there is
never anything in the way of constructive criticism or useful feedback…”
Irrelevant
Subjective, biased
Easy to cheat
Discriminatory
Confusing
Time-consuming
Repetitive
Waste of money
38. Why Canadian regulators would
consider abandoning Par
The impact on the physician is not what we hoped
After 15 years we don’t know that it improves care for patients
It costs too much money
Physicians do not like it
39. Questions
whose side are you on?
are you using MSF now?
what do you see as its strengths and weaknesses?
how do you see its role in assessment and revalidation?