An Interactive, Case-Based Introduction to Quality Improvement in Integrated Care

1. Session # B2 October 16, 2015 An Interactive, Case-Based Introduction to Quality Improvement in Integrated Care Joe Grasso, PhD, VA Quality Scholar, Postdoctoral Research Fellow San Francisco VA Medical Center, University of California, San Francisco Andrew Pomerantz, MD, National Mental Health Director, Integrated Services Veterans Health Administration, Geisel School of Medicine at Dartmouth Collaborative Family Healthcare Association 17thAnnual Conference October 15-17, 2015 Portland, Oregon U.S.A.

2. Faculty Disclosure The presenters of this session • have NOT had any relevant financial relationships during the past 12 months.

3. Bibliography / References Akinci, F., & Patel, P.M. (2014). Quality improvement in health care delivery using the patient-centered medical home model. Hospital Topics. 92(4) 96-104 Maragakis, A., Snipes, C., Mazzucotelli, J., & Duarte, C. (2014). Using quality improvement to increase access to behavioral health care in federally qualified health centers. Journal of Primary Care and Community Health. Epub Peek, C.J., Cohen, D.J., & deGruy, F.V. (2014). Research and evaluation in the transformation of primary care. American Psychologist, 69(4), 430-42. Pomerantz, A.S., Shiner, B., Watts, B.V., Detzer, M.J., Kutter, C., Street, B., & Scott, D. (2010). The White River model of colocated collaborative care: A platform for mental and behavioral health care in the medical home. Family Systems and Health, 28(2), 114-29. Pomerantz, A.S., Cole, B.H., Watts, B.V., & Weeks, W.B. (2008). Improving efficiency and access to mental health care: Combining integrated care and advanced access. General Hospital Psychiatry. 30(6), 546-51. Wang, J.J., Winther, C.H., Cha, J., McCullough, C.M., Parsons, A.S., Singer, J., & Shih, S.C. (2014). Patient-centered medical home and quality measurement in small practices. American Journal of Managed Care. 20(6), 481-9.

4. Learning Assessment • A learning assessment is required for CE credit. • A question and answer period will be conducted at the end of this presentation.

5. Learning ObjectivesAt the conclusion of this session, the participant will be able to: • Explain why quality improvement (QI) is important to integrated care clinics • Describe the steps of the Plan, Do, Study, Act (PDSA) cycle • Demonstrate how QI can be used to affect change in integrated care • Apply the PDSA cycle to an issue affecting an integrated care setting

6. What is Quality Improvement? “the combined and unceasing efforts of everyone – healthcare professionals, patients, and their families, researchers, payers, planners, and educators – to make the changes that will lead to better outcomes (health), better system performance (care) and better professional development (learning).” Fundamentals of Health Care Improvement “Quality improvement (QI) consists of systematic and continuous actions that lead to measurable improvement in health care services and the health status of targeted patient groups.” US Health Resources and Services Administration (HRSA)

7. Examples of Quality Improvement • Projects that aim to: • Reduce patient wait times • Promote more appropriate care referrals • Enhance access to care • Improve adherence to clinic protocol • Reduce inefficiencies in clinic processes • Facilitate more effective care coordination

8. This Sounds Like Research... QI is not research. It differs in terms of: -Purpose -Sampling -Process -Intervention

9. But why should I care about QI? • Because we operate in medical settings that expect it • Because payment will be tied to it • Because administrators can be persuaded by it • Because it can result in improved quality of care • Efficiency • Effectiveness • Patient satisfaction

10. Change Concepts Eliminate waste Improve workflow Optimize inventory Change the work environment Interface between producer/consumer Focus on variation Error proofing Focus on the product or service Langley et al., 1996

11. LEAN Concepts

12. The PDSA cycle • Many different approaches to QI • Plan-Do-Study-Act (PDSA) among most frequently used in health care • PDSA focuses on small, iterative tests of change • Begins with developing objectives

13. First, what’s the problem and who’s involved? • Identify and describe a problem with the status quo • Determine who the key figures are involved in the problematic process • Often includes medical providers, allied health professionals, administrative staff, clinic leadership--- and patients! • Contact stakeholders and form a tentative team • Initially, team might notinclude all key figures • Buy-in from administrators is highly valuable!

14. Draft an Aim Statement • Specific • What are we trying to accomplish? • Measurable • How will we know we reached our goal? • Attainable • Is this a possible goal? • Relevant • Does this goal really matter? • Time-bound • By when would you like to accomplish this goal?

15. Example Aim….Is this SMART? Increase the number of patients in our primary care clinic Chronic Opioid Refill Program with an annual urine drug screen from 35% to 65% by April 2014.

16. BREAK FOR INTERACTIVE • Think of a problem at your site that might be amenable to a SMART goal • Briefly discuss each problem within your group and collectively pick one as your group’s example • Develop a SMART goal for your group’s example

17. Describe current context and process • What are we doing now? • How do we do it? • What are the major steps in the process? • Who is involved? • What do they do? • What is done well? • What could be done better?

18. Our local case study:Timely Access to MH Care at White River Junction (WRJ) VA • WRJ VA serves 13k primary care patients in a rural setting • Years of mental health (MH) staffing attrition and increasing MH referrals • EHR consult used for all MH referrals • By 2003, MH evaluation wait times = 6 weeks, MH no-show rate = 40% Pomerantz, Cole, Watts & Weeks, 2008

19. Plan • What are we trying to accomplish? (AIM) • How will we know that a change is an improvement? (MEASURE) • What changes can we make that will lead to improvement? (CHANGE) “By failing to prepare, you are preparing to fail.” -Benjamin Franklin

20. Plan:WRJ Case • AIM Statement: To reduce veteran wait time for MH intake to less than 14 days upon referral from primary care, and to ensure appropriate follow-up mental health treatment as designated by a MH clinician, within 6 months. • Measurement plan: VA EHR and scheduling software • Wait times • # of referrals to MH/# of individuals seen • Initial changes planned: • More appointment reminders • More group therapy • Revising referral guidelines Pomerantz, Cole, Watts & Weeks, 2008

21. Do • Designate a team leader or facilitator • Oversees the process • Ensures everyone is on the same page • Collects data (measurements & observations)

22. Do • Execute the plan • Make the change identified in plan • Runs over specified period of time • Relies on quality of the plan • Specifics: who, what, when, where • Data Collection • Gather measurements to assess change • Document unexpected and unintended events • Quantitative and qualitative observation

23. Do:WRJ Case • Psychiatrist designated as leader/facilitator for the group • Small tests of change included • Calling patients in advance of intake appointments • Making referral guidelines to MH more stringent • Increase reliance on group, rather than individual, therapies

24. Study • Was there a change in your target measure? • If yes, is the change sustained? • If not, why not? • Were there unintended consequences / unanticipated events? • Stakeholder feedback

25. Study:WRJ Case • Marginal reductions in wait times and no-show rates • Continued increase in patient volume negated these changes • Evident need for change in the broader system

26. Act • Based on the results, decide on the next steps • Same change? • Modify change? • Different change? • Incorporate information learned from previous cycle • Continue to gather data in the same format • Plan next change and make another prediction

27. Act:WRJ Case • Upon minimal improvement from previous changes, the QI team reviewed research literature and gathered information from primary care • Team found that collaborative services provided enhanced access, reduced no-shows • Focus groups were held to gain more input: • Patients most valued ease of access • Clinicians suggested that most patients needed MH triage, not long-term MH treatment • A new PDSA cycle was initiated to provide collaborative mental health services in primary care Pomerantz, Cole, Watts & Weeks, 2008

28. WRJ: An Integrated Care Approach • Primary Mental Health Care Clinic (PMHCC) created to provide walk-in, open access for brief, problem focused evaluation and treatment • Staffed by a therapist, who conducts initial intake, and psychiatrist, who adds biological assessment, completes treatment plan and provides medication management if indicated • Brief treatment provided in PMHCC but complex cases referred to specialty care Pomerantz, Cole, Watts & Weeks, 2008

29. WRJ: Case Results • From Q2 to Q4: • # of patients referred to MH service dropped 74% • No-show rates of patients referred to specialty care declined by 2/3 • Average wait time for intake valuation declined from 33 days to 19 minutes • 50% increase in referrals to clinic but a 74% decrease in referrals to specialty MH clinics Pomerantz, Cole, Watts & Weeks, 2008

30. BREAK FOR INTERACTIVE • Outline a potential PDSA cycle for your clinic’s identified program • Who will be involved? Who will lead? • How will you measures progress? • What intervention(s) you might do? • How often are you collecting and analyzing data? Who’s responsible for these processes? • If your intervention(s) don’t work, how might you decide what’s next to try? What other ideas might you have?

31. Troubleshooting • Are people even using your protocol/checklist/etc.? • Is data collection rapid enough? • Are you making work easier or harder? • Are the benefits observable to users? • Are the changes sustainable?

32. Key Takeaways • Prediction followed by reflection leads to learning • Know the ins and outs of your current processes • Use small tests of change directed at key steps in a process • Use feasible changes to be implemented quickly and measured over a short timeframe • Multiple change cycles are usually required

33. Questions? Insanity Doing the same thing over and over again and expecting different results

34. Participate in the research & evaluation track • Complete two sessions in the track, and the CFHA research committee would like to recognize your efforts with a certificate. • Please fill in your email on the guidebook app and/or attendance sheet to receive the certificate.

35. We need your feedback! • As many of you know this is a new component of CFHA conference and we need your feedback to allow us to improve our program and decide whether to continue to offer it in the future! • We have developed our own survey, here are the instructions to complete it: • Enter guidebook app • Click on this particular session (e.g., Unlocking Implementation in Primary Healthcare) • Scroll down past abstract and objectives • Click on Research Committee Survey • Complete the quick 5 questions Note: If you don’t have the app or would like to complete it in paper, ask one of the co-chairs: Drs. Polaha or Funderburk

36. Session Evaluation Please complete and return theevaluation form to the classroom monitor before leaving this session. Thank you!