Practical Quality Improvement Strategies in a Busy Community Clinic

Transcription

1 Practical Quality Improvement Strategies in a Busy Community Clinic Jenny Bartlett-Prescott, MS Senior Director of Integrated Health Church Health Memphis, TN

2 Quality define it Fostering a culture of excellence Prioritizing person-centered, trusted care Engaging the larger community to serve our neighbors better Offering cost-effective services based on best practices and aligned with national standards

3 Key Factors Team-based solutions Judgment free zone Comparison data Data-based decision making

4 Pick Your Issue What matters most to your board? What matters most to your staff? What matters most to your patients? What matters most to your key stakeholders volunteers, donors, community partners? What processes or outcomes are critical to the success of your organization?

5 The Church Health Improvement Story Our issue: Hypertension control Our setting: Patient-centered medical home Good appointment access Super smart doctors Committed staff We love our patients and our patients love us

6 November 2012: Data Shock 35%

7 Stages of Data Grief 1. Denial The data is wrong. 2. Anger - The data is right but it s not MY problem! 3. Bargaining The data would be right if we could take out this bit here, tweak this range there 4. Depression - The data is right, but there s nothing we can do about it 5. Acceptance The data is right, and it s our responsibility to get working on improving it.

8 The Plan 1. Agree on an improvement plan framework 2. Transparent reporting 3. Team-based care AND responsibility for outcomes 4. Start with quick, easy wins 5. Continue to nurture a culture of improvement

9 Step One: ORGANIZING OUR WORK An improvement framework

10 Driver Diagram Secondary Driver #1 Primary Driver #1 Secondary Driver #2 Secondary Driver #3 OUTCOME Primary Driver #2 Secondary Driver #4 Secondary Driver #5 Secondary Driver #6 Primary Driver #3 Secondary Driver #7 Secondary Driver #8 Secondary Driver #9

11 HYPERTENSION DRIVER DIAGRAM

12 Step Two: STRETCH THE COMFORT ZONE Transparent reporting

13 % of Patients with BP < 140/90 Assigned patients seen 2 or more times during measurement period 100.0% 90.0% 80.0% Baseline (2012) Qtr (11/12-4/13) Qtr (11/12-6/13) Qtr (11/12-9/13) Year End 12/31/13 Year End 3/31/14 Year End 6/30/14 Year End 9/30/14 Year End 12/31/14 Year End 3/31/ % Healthy People 2020 goal 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% A B C D E CHC Total Provider Team

14 How to for Transparent Reporting Celebrate the Bright Spots Provider Champion Move through the Stages of Grief

15 Step Three: WE RE ALL IN THIS TOGETHER Team-based responsibility for outcomes

16 De-blaming the Physician 1. Physicians are achievement-oriented Proactively counter physician-blaming by self or others Celebrate improvement increases, not just top scores 2. Report on QI processes that are responsibilities of other team members 3. Name Physician teams and report by team names

17 Step Four: GRAB THE LOW-HANGING FRUIT FIRST Starting with quick wins

18 Where to begin? Look at your driver diagram: Which activities seem easiest to implement? Which activities seem to have the greatest impact? Keep it simple Start small

19 Model for Improvement What are we trying to accomplish? How will we know that a change is an improvement? What change can we make that will result in an improvement? Plan Act Do Study

20 Plan Act Do Study Plan Act Do Study Plan Act Do Study Plan Act Do Study Plan Act Do Study

21 Run Charts: change over time Measurement connected to change/improvement Meaningful Increments of Time (days, weeks, months, quarters, years)

22 CH Round One: Quick Wins 1. Correct Blood Pressure Measurement 2. ABC s of HTN patient education handout 3. Provider group discussions: Minimize therapeutic inertia Medication strategies Follow-up frequency 4. BP Checks at non Primary Care visits Dental, Optometry, Physical Therapy, Lab, Volunteer Specialists

23 Invite Failure Failure is a learning opportunity Judgment free zone Short cycle tests of change are key to maximize learning from failure

24 CH Round One: Quick Fails 1. BP Check visit trained front desk personnel to perform no charge BP Checks 2. Volunteer nurses calling patients overdue for HTN appointments 3. Goal setting by Medical Assistants engaging patients in setting behavior goals at HTN visit

25 Step Five: FOCUS ON THE LONG GAME Nurturing a culture of improvement

26 High Impact Leadership Person-centered: be consistently person-centered in word and deed Front-line engagement: be a regular, authentic presence at the front line and a visible champion of improvement Relentless focus: remain focused on vision and strategy Transparency: require transparency about results, progress, aims, and failures Boundarilessness: encourage and practice systems thinking and collaboration across boundaries Source: IHI White Paper on High Impact Leadership

27 CH Round Two: Second Wind 1. From Nov 2012 to Sep 2015 we were steadily improving CHC Overall 35% controlled to 55% controlled 2. Began to plateau all the low hanging fruit were picked! 3. Refer back to the improvement framework and select next steps.

28 CH Round Two: Next Steps 1. Getting patients back into clinic within 2-4 weeks. Nurse visits with medication adjustment 2. Patient engagement in health behaviors. Health educators embedded into primary care pods

29 Support Strategic Planning Build a driver diagram at the organizational level Use data to inform strategy decisions Strategy drives activities and measurements

30 Inform Board Conversations Educate your board on healthcare environment, challenges, opportunities Transparency in board discussions Develop a board-level dashboard

31 Dashboard Elements Financial Patient Experience Balanced Scorecard Workforce Quality

32 RESOURCES Institute for Healthcare Improvement Ihi.org Whiteboard videos excellent, easy introduction to improvement tools White papers, webinars, and weekly updates Baldrige Performance Excellence Program Nist.gov/baldrige The Improvement Guide: A practical approach to enhancing organizational performance (Langley et al) Nonprofit Sustainability: Making strategic decisions for financial viability (Bell, Masaoka, Zimmerman)

33 CONTACT INFORMATION: Jenny Bartlett-Prescott