Organized, Evidence-based Care

Transcription

1 Organized, Evidence-based Care Planning Care for Individual Patients and Whole Populations MODERATOR: Nicole Van Borkulo, MEd, Practice Improvement Specialist, SNMHI, Qualis Health SPEAKERS: Ed Wagner, MD, MPH, Director and Senior Investigator, MacColl Institute for Healthcare Innovation, Group Health Research Institute Brian Austin, Associate Director, MacColl Institute for Healthcare Innovation, Group Health Research Institute Central City Concern: Krista Collins, Data Analyst Idaho State University Department of Family Medicine: John Holmes, PharmD

2 Delivering Organized, Evidence- Based Care: The Heart of the Medical Home Ed Wagner, MD, MPH, MACP and Brian Austin MacColl Institute for Healthcare Innovation Group Health Research Institute Safety Net Medical Home Initiative June 7, 2011

3 Understanding the origins of the Patient-Centered Medical Home 1. Pediatric Medical Home 2. The Centrality of Primary Care First-contact Care Responsibility over time Comprehensive Coordination across providers, settings and conditions 3. Redesigned Systems of Care (aka, the Chronic Care Model)

4 Medical home Chronic Care Model Duplicative, Complementary or Antagonistic? Both models advocate that every health care experience (visit, referral, admission, etc) connects the patient back to their PCP. Both emphasize and support patient role in decisionmaking and care Both the PCMH and CCM rest on the clinical evidence of practice changes that lead to improvements in patient care and outcomes. PMH underscores primary care s responsibility for access, continuity, comprehensiveness, and coordination CCM redesigns care delivery for planned, whole person care

5 Changing demography and practice content Proportion of Office Visits for Chronic Illness Care by Age All patients Chronic Problem, Routine 30% Chronic Problem, Flare-up 9% Age Age Age % 37% 42% 9% 10% 11% NAMCS, Advance Data No. 387, 2007

6 What do Chronically Ill Patients Need to Optimize Outcomes? A continuous healing relationship Clinical therapy that gets them safely to the therapeutic goals Effective self/family-management Services to meet major clinical and other needs, and coordination of those services Preventive interventions at recommended time Evidence-based monitoring and self-monitoring Follow-up tailored to severity

7 Patient Needs Practice Roles/Functions Drug therapy that gets them safely to the therapeutic target Effective self-management support Medication Management Self-management Support Preventive interventions at recommended time Visit Planning/Population Management Evidence-based monitoring and follow-up tailored to severity Follow-up/Care Management Coordinated services Care Coordination

8 Population Management Population management Maintain a database (Registry) that includes key information on important patient groups within a practice population. Monitor the database to identify and reach out to those needing service.

9 Medication Management Many chronic conditions treated by stepped care protocols that increase treatment intensity to reach goal. Clinical Inertia Treatment is often not changed in visits with individuals not achieving therapeutic goals. Medication Management Nurses or other care managers initiate and monitor, by telephone or brief visit, medication adjustment in patients not at goal. Requires agreement on and use of evidence-based protocols.

10 Clinical Inertia Patient has not reached treatment goal Patient is taking medications as prescribed Therapy (usually limited to drugs) has not been intensified First described by Phillips et al., Ann Int Med 2001

11 Care Management The provision of more intensive monitoring, clinical management, and self-management support to high risk patients. Usually provided by a nurse or other health professional.

12 Care Coordination Developing linkages and agreements with specialists and community resources Helping patients access outside resources Assuring timely flow of relevant information to and from referral sources

13 Three Areas of Emphasis in this Guide 1. Planned Care. 2. Decision Support. 3. Care Management.

14 The Importance of Planned Care Only half of recommended services are delivered Care is often reactive, even though many patient needs are predictable Planned Care creates an agenda for the encounter Planned Care can be delivered in patient- or provider-initiated visit, or even opportunistically

15 What is a Planned Visit? A Planned Visit is an encounter that uses patient data, team and practice organization, and decision support to assure a productive interaction. Can be patient-initiated or practice-initiated Pre-visit planning (huddle) assures that patient needs are met; post-visit huddle assures followup.

16 Steps for Planned Care 1. Identify the key clinical tasks associated with evidence-based care 2. Decide who on the team should do the task 3. Review patient data prior to the encounter to identify needed services 4. Structure the encounter so the relevant team members deliver all needed care

17 Decision Support Embed evidence-based guidelines into daily clinical practice. Integrate specialist expertise and primary care. Use proven provider education methods. Share guidelines and information with patients.

18 Decision Support Can be linked to ordering a clinical service or triggered via patient data Increasingly built into EMRs, making the right thing to do the easy thing to do. Meaningful Use core criteria place special emphasis on decision support mechanisms

19 Will greater sharing of care between primary and specialty care improve care for complex patients? Recent meta-analysis* of interventions to increase collaboration between primary and specialist physicians found consistently positive effects on patient outcomes in mental illness and diabetes. Effective interventions include: < interactive communication telephone, , videoconference < quality of information structured information, pathways to improve information quality < Needs assessment input based on initial and continuing identification and tracking of needs. It is not clear how this might work with the multi-problem patient. * Foy et al. Ann Int Med 2010; 152:

20 Care Management Usually provided by a nurse or other health professional. Care management is far more effective when the care manager: < is an integral member of the practice team < can influence medications < is supported by relevant medical specialist(s).

21 Relationship Between Care Coordination and Care Management Activities in Primary Care Logistical Clinical Care Management Medication mgmt Logistical Clinical Monitoring Clinical Follow-up Care Clinical Monitoring Care Coordination Logistical MacColl Institute for Healthcare Innovation, Group Health Research Institute 2011

22 Will care manager interventions be effective for multi-problem patients? Nurse and pharmacist care manager interventions improve outcomes in diabetes, depression, bipolar disorder, CHF, etc. Care managers in studies usually have experience and expertise in the targeted condition. Some care manager interventions now targeting complex patients with evidence of effectiveness e.g., TeamCare*,Guided Care. Integration of the care manager with primary care appears critical. *Katon et al., NEJM (27): p

23 Implementing Care Management 1. Decide which populations are to be managed 2. Choose which services are required 3. Develop and use a case identification strategy 4. Identify and train a clinical care manager 5. Create a support structure for the manager

24 A toolbox for improving care systems

25 What s in the Kit Step by step advice on Implementing the CCM Over 60 tools hyperlinked Additional resources cataloged A companion practice coaching manual is also available. Find it at:

26 To learn more: Thanks

27 Point-of-Care Reminders in a Paper-Based World Creating Delivery Systems that Drive Patient Care Krista Collins, Data Analyst

28 The Old Town Clinic FQHC and Safety Net clinic located in Portland, Oregon Part of Central City Concern, one of Portland s largest agencies serving single adults and families impacted by homelessness, poverty and addiction. The clinic sees 2,600 patients annually, with over 15,000 visits Of those, 40% of patients are uninsured, and the majority are < 100% FPL Up until May of 2011, the OTC did not have an EMR system in place for providing patient care

29 Without an EMR, we had to be creative And one very creative idea lead to an entirely new innovative process One Panel Manager created a handwritten form (called a Health Summary ) to summarize chronic disease prevention measures for each patient on her panel prior to their visit. The format was later standardized by one of our providers, who added several other crucial health measures to track. The OTC Operations Team coordinated with our IT dept to create an electronic version of this form. The modern day Health Summary - an electronic form printed before every GM appointment that summarizes a patient s recent lab results, imaging results and vitals at last visit.

30 Health Summary Highlights Focuses on populationspecific needs for OTC pts Lists last test date / last results Testing criteria displayed for reference Highlights pay for performance measures Printed prior to every GM visit

31 The Health Summary Who Makes it Happen? (Designed Delivery System) Health Assistant - Team Assistant enters data into CCCER (labs imported automatically); prints Health Summary before each session Panel Managers - Patient Care Coordinators Coordinates care of panels and supports the PCP in clinical care assessment (huddles) Medical Assistants facilitates communication with patient about needed tests, place orders schedules tests after visit Providers - The patient s PCP; oversees all clinical care with each patient and signs off on referrals /orders Medical Records Identifies records (mammograms, DEXA scans) and routes them from fax directly to Health Assistant The Health Summary From Start to Finish (Healthcare Organization) Health Assistant prints HS form & attaches it to the chart PM reviews during huddle prep and highlights next steps for provider Provider coordinates w MA to order tests / exams prior to appt MA talks w pt during check-in and arranges tests / orders if patient agrees HS is placed in chart and discarded only when a new form is printed

32 HBA1C Tests Performed 100% The Result Quick and Efficient Patient Data that Drives Patient Care 80% 60% 65% 64% 67% 71% 73% 71% 70% 40% 20% 0% If reminding providers is All that we need to do, then why wasn t there more of an improvement? Q Q Q Q Q Q Q1 2011

33 Important Lessons Learned Point of care reminders, while very helpful, for us only created a modest improvement in our measures POC Reminders don t reach patients that do not visit the clinic on a regular basis Tyranny of the urgent during appointments is still is an issue Every visit to the clinic-especially a medical home-is not created equal due to the variety of services offered Patients were visiting the clinic, but not necessarily for a PCP appt but for mental health, specialty visits (LAOC, OT, etc), thus bypassing the Health Summary process Definitions need to be established as to who can act on point-of-care reminders (e.g. if a MH clinician notices a pt needs an HBA1c, what do they do?) Patients with complex conditions often require more time for appointments Huddles are extremely vital in mitigating this issue, and organizing labs prior to the appt is essential. Entire team needs to commit to attending and acting on huddle this is now one of our team in process measures

34 The next steps for the OTC on improving patient-centered care: Proactive and Organized Outreach Accurate Panels / regimented cleaning process Data - Recording in-process measures that drive patient care and improvement Adapting our Health Summary to our new EMR we miss it! It is not enough to do your best; you must know what to do, and then do your best. Dr. W. Edwards Deming

35 ORGANIZED EVIDENCE-BASED CARE DIABETES EMR TEMPLATE John Holmes, PharmD Idaho State University Department of Family Medicine

36 CLINIC AND PATIENT DEMOGRAPHICS Family Medicine Residency Currently a residency 6-7 new resident providers every year Patients Mostly Caucasian About 30% have private health insurance About 35% have Medicare and 25% have Medicaid About 10% uninsured Pocatello, Idaho About 80,000 people in the greater Pocatello area Serve many patients from rural areas around Pocatello

37

38

39

40 OTHER CUSTOMIZED TEMPLATES Depression Congestive heart failure Asthma Back pain Osteoporosis Dyspepsia Headache Smoking Cessation Hypertension Dyslipidemia Obesity Metabolic syndrome Menopause Diabetes Preventive care

41 BENEFITS OF EMR TEMPLATES Standardized entry of data into the EMR Easily searchable data for QI initiatives diabetes eye exams, foot exams, etc. Patient-centered clinical decision support Aid providers in appropriately assessing, evaluating, and treating patients Significant role in FM residency program (training tool) Easily accessible provider and patient education materials Customization of templates Improved efficiency and quality of care

42 % OF ADULT PATIENTS WITH DIABETES AT GOAL HBA1C LEVELS 100% 90% 80% 70% 60% 50% 40% 30% 9% 7 - <9% <7% 20% 10% 0%

43 % OF DM PATIENTS WITH DOCUMENTED DIABETIC EYE AND FOOT EXAM 90% 80% 70% 60% 50% 40% 30% 20% Eye Exam Foot Exam 10% 0%

44 BARRIERS TO TEMPLATES Universal use Discuss new templates at department/resident meetings 1 EMR noon conference/month EMR committee Individual meetings with staff/providers if necessary Work flow issues Time intensive training Need to update templates frequently

45

46 SNMHI Sponsors and Co-Funders