PCMH: Next Steps for UMass Dept. of Family Medicine and Community Health
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1 PCMH: Next Steps for UMass Dept. of Family Medicine and Community Health Spring Retreat March 19, 2010 Ashland, MA
2 A PCMH provides Easy access to a PCP Who is working with a high-functioning team And a robust IT system To provide comprehensive care to Activated and informed patients and families.
3 Easy Access to a PCP Access Open access scheduling Customized communication Interactions Family-centered Personal attention Relationship is key
4 High-Functioning Team Nurse Care Co-ordinator Social Worker Mental Health Provider Nutritionist Pharmacists (Plus learners: students, residents)
5 Robust IT System EMR/Electronic Prescribing Decision Support Relevant, up-to-date info available at point-of-care Tracks Data Registry: Process and Outcomes Satisfaction: Patients, Staff and PCPs
6 A PCMH is a practice that: Offers enhanced access To a PCP who fosters a meaningful longitudinal relationship with patients/families. Applies the Chronic Care Model Features proactive practice teams Supports patient self-management Actively engages in continuous QI Tracks/reports data to facilitate this Provides/coordinates comprehensive care
7 How Connected Are You to Your Primary Care Physician? 7 Not surprisingly, those patients with the strongest relationships to specific primary care physicians were more likely to receive recommended tests, medication adherence and preventive care. In fact, this sense of connection with a single doctor had a greater influence on the kind of preventive care received than the patient s age, sex, race or ethnicity. Atlas, SJ Grant RW, et al. Ann Int Med 2009 :150 :
8 The Trusted Clinician Can be a Powerful Influence Source: Magee, J., Relationship Based health Care in the United States, United Kingdom, Canada, Germany, South Africa and Japan
9 Gap Analysis Our current practices provide some PCMH elements but none of us work in a true PCMH. How do we build a PCMH? Must be an incremental process If you ve seen one PCMH, Practices will choose to prioritize different elements Pace of change influenced by resources committed to it especially sense of urgency (or not)
10 Today s Exercise Imagine you are offered some additional resources earmarked for PCMH. Consider that the resources may be distributed into different buckets: Clinical Practice Education Research The resources are finite! What priorities would you establish?
11 Your Task Develop a proposal to promote PCMH through our department. Be specific: Change what, for whom, by when? How would you deploy resources? What is your strategic plan or tactic? Consider the department s 5 Priority Areas: Department organization and culture Education --- Clinical Service Community Health --- Research
12 Patient Centered Medical Home: Next Steps for the Department Patient Engagement and Activation
13 Two Cornerstones of PCMH 1. Patient-Centeredness (Engagement/Activation) 2. Quality Care (Improvement)
14 What is Patient Engagement? Provides patients/families/caregivers with choice in all matters and possesses an ongoing focus on consumer service, with bi-directional feedback planning and related activities [goal setting] focused on a patient s specific circumstances, wishes and needs Self management
15 Why Patient Engagement? 20.00% 10.00% 0.00% % % % % -22% ER Visits Hospital Admits -33% Control Engaged Change over 6 month Period Hibbard, et al Am J Man Care, Jan, 2009
16 Patients who are most activated or engaged reported x greater patient satisfaction than those who are least engaged 5 times more likely to report high quality of life scores Significantly higher physical and mental functional status scores Mosen, et al J Amb Care Manage, Jan-Mar, 2007
17 Patients who are engaged... Are more likely to make Exercise regularly, consume a good decisions about low-fat diet, eat more fruit and their health vegetables, and not smoke Hibbard, 2004 Lorig, 1999; Von Korff et al, 1997,1998
18 Use of Shared Decision- Making Aids Resulted in... More accurate perception of treatment benefits and harm Less uncertainty about the decision 25% reduction in preference-sensitive surgical treatments!!!! O Connor, 2001, Cochrane Reviews
19 Tactics for Engaging Patients Goal Setting Motivational Interviewing Coaching for Activation Patient-Centered Interviewing Shared Decision-Making Predictive Targeting
20 Tactics for Engaging Patients Goal Setting Motivational Interviewing Coaching for Activation Patient-Centered Interviewing Shared Decision-Making Predictive targeting Elicit, list (chart) and Revisit Document Confidence and Importance Rulers in chart Measure and Stage Review chief concerns barriers to adherence Provide written shared decisionmaking aids (and discuss) Outreach messaging, coaching for high risk patients
21 CHCs asked to define goals and identify outcome measures for PCMH 59 goals/outcomes identified 48 (74%) define % DM pts w/hba1c < (49%) chcs define % hypertensive pts w/ most recent bp<140/90 2 (2%) define pt experience (engagement) but don t yet have a measure
22 Web Resources Insigniahealth.com Patient Activation Measure (PAM) Coaching for Activation (CFA) Dartmouthatlas.org Shared decision-making and supply-sensitive care Healthdialog.com Shared decision-making Decisionaid.ohri.ca Shared decision-making
23 Reliability in Health Care* McGlynn et al. studied 13,000 US adults. Identified 439 indicators of quality care for preventive care, 30 acute and chronic conditions. Participants received only 54.9% of recommended care: Preventive: 54.9% Mammograms, Paps, Flu vaccines, Smoking status Acute: 53.5% HIV screening for pt with STI, prohylactic Antibx for hip surgery Chronic: 56.1% ASA for TIA, Controller meds for asthma, Tx high LDL in CAD Family Medicine and Community *N Engl Health J Med 2003;348:
24 Reliability in Health Care* Similar findings among children: Children received only 46.5 % of recommended care: Preventive 40.7 % Acute: 67.6 % Chronic: 53.4 % *N Engl J Med 2007;357:
25 A Challenge to PCPs For a typical panel of 2500 patients: It takes 7.4 hours per working day to fully satisfy USPSTF recommendations 1. It takes 10.6 hours per working day to provide care for the top ten chronic diseases 2. Acute care? Sleep? A life outside of work? 1. Am J Public Health. 2003;93: Ann Fam Med 2005;3:
26 Working Smarter, Not Harder Establish multi-disciplinary teams. All personnel working to the limits of their license and training. The patient as a resource: The patient is the key player Informed and activated patients may require less from the health care team
27
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