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Transcript of Implementation Research: Lessons Learned in OKPRN James W. Mold, M.D., M.P.H. Department of Family...
![Page 1: Implementation Research: Lessons Learned in OKPRN James W. Mold, M.D., M.P.H. Department of Family and Preventive Medicine University of Oklahoma Health.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649eab5503460f94bb02bb/html5/thumbnails/1.jpg)
Implementation Research: Lessons Learned in OKPRN
James W. Mold, M.D., M.P.H.
Department of Family and Preventive Medicine
University of Oklahoma Health Sciences Center
Oklahoma City
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Objectives
Define quality improvement research Describe OKPRN Review what we have learned Discuss unanswered questions Speculate about next steps
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Oklahoma Physicians Resource/Research Network Established in 1994 (HRSA Grant) Emphasis on both resources and research
(More like R&D) Emphasis on information technologies
Now a 501c3 non-profit organization but closely aligned with the OU DFPM
110 practices; 235 clinician members Members care for 10% of the state’s pop.
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OKPRN Practices
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Basic Research
Human Research
Practice-and
Community-Based
Research
Practiceand
CommunityT1 T2 T3=QI
Not ready for humans Not ready for patients Not ready for practice
Cells Diseases People Practices
Bio
chem
istry
Cells/T
issues
Exp
. A
nim
als
Ph
ase I T
rials
Ph
ase II T
rials
Ph
ase III Trials
Meta-an
alysis G
uid
elines
Imp
lemen
tation
D
issemin
ation
Ph
ase IV
Trials
Co
st-effectiveness
Best P
ractices
Train
ing
Facilitatio
n
Re-en
gin
eering
What’s possible?
Can it work?
Will it work?
Is it worth it?
Diffu
sion
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Basic Research
Human Research
Practice- and
Community-Based
Research
Practiceand
Community
T1 T2 T3=QI
DisseminationResearch
ImplementationResearch
GuidelinesDevelopment
Meta-analyses;Systematic
Reviews
Not ready for humans Not ready for patients Not ready for practice
Cells Diseases People Practices
Research Pipeline
T=Translation
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OKPRN Practice-Based Research Studies
Patient access to computers and e-mail 1997 and 2007
Brown recluse spider bites Epidemiology and management
Night sweats Epidemiology, associations, and consequences
Peripheral neuropathy in older patients Epidemiology and consequences
Why older patients change doctors Diagnosing influenza Exemplar studies (discussed later)
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The Challenge It has been estimated to take an average of 17
years before 14% of biomedical innovations make it into generalized practice.
Primary care must convert to a model or models of care better suited to the current and emerging health needs of the population
Innovations are happening at an increasing rate
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Implementation Research Projects
Pneumococcal immunization Before - After
Diabetes care Prospective, uncontrolled Cluster RCT
Smoking during pregnancy Before - After
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Implementation Research Projects Mammography RCT
Cluster RCT
Preventive Services Delivery Cluster RCT
Prescription for Health (Unhealthy Behaviors) Phased/staggered Intervention in Practice Clusters
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How the Process Works For researchers and funders: Studies of specific
QI strategies; development of products (software, guidebooks)
For practices, these projects look like QI Clinician education (education, training, CME) Practice receives tangible support (e.g. facilitator, $$)
Funding sources: Agency for Healthcare Research and Quality, Oklahoma Foundation for Medical Quality, Robert Wood Johnson Foundation, QIO, Medicaid
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Which Practices Are Successful
The QI initiative is a high priority for the practice
The practice is able to change The practice is able to implement the
critical components of the new process
Solberg LI. Improving medical practice:A conceptual framework. Annals Fam. Med. 2007; 5(3): 251-256.
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Priority
Administration is behind it Clinicians are behind it Staff are behind it Competing priorities are less important than the
desired change and won’t interfere with it.
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Change Capacity
Shared quality of care mission Collaborative, cohesive environment Well-organized, non-chaotic Clear lines of authority/decision-making Well-developed QI process Regular QI meetings Stable workforce and administration Stable finances/financial management Effective policies and procedures
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Change Process Content
Care management capabilities Patient self-management support Capable staff Patient tracking and registry functions EHR functionality Decision support options Test and referral tracking Task management systems Performance Tracking/Reporting
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TimeThe time that it takes to implement an
innovation in committed practices depends upon:
1. The complexity of the intervention2. The magnitude of the changes required3. The number of people in the practice who must
change their methods
It generally takes about 6 months.
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Implementation Strategies Tested
Feedback Benchmarking Identification of exemplars/exemplar methods
Academic Detailing Literature review Exemplary practices (positive deviants)
Practice facilitation HIT support Local Learning Collaboratives
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Feedback and Benchmarking
Must be accurate and believable (trusted) Measures must be relevant/agreed upon Must be repeated at least monthly during
implementation
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Exemplars and Exemplar Practices
Okarche, Oklahoma 1998Okarche, Oklahoma 1998
““It doesn’t help when the QIO comes in, It doesn’t help when the QIO comes in, audits my charts, and tells me what a lousy audits my charts, and tells me what a lousy job I am doing. If they would tell me who is job I am doing. If they would tell me who is doing a good job, maybe I could talk with doing a good job, maybe I could talk with them and find out how to do it better.”them and find out how to do it better.”
Mark Gregory, M.D.Mark Gregory, M.D.
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What Mark Didn’t Say
If they would just tell me: What the literature says I should do. What the specialists say I should do. What the guidelines say I should do. What my academic colleagues say I should do. What CME resources are available.
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Performance DistributionsPerformance Distributions Virtually always presentVirtually always present Wider than you would expectWider than you would expect Within practices and between practicesWithin practices and between practices High performers are often High performers are often notnot the “usual the “usual
suspects”suspects” Highest performers in one area aren’t Highest performers in one area aren’t
necessarily the highest performers in other necessarily the highest performers in other areasareas Some true exemplars (quest for excellence) Some true exemplars (quest for excellence)
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0
10
20
30
40
50
60
70
80
90
100
Percent
E O J V U H W C L M A E G Y B S P D T Q R I N K
Clinician
CRC Screening
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0
10
20
30
40
50
60
70
80
90
100
Percent
J D H E P I G B L Q C F M A N K O
Clincian
Dtap#4
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No Show Rates
0
20
40
60
80
100
70 137 136 19 14 4 18 92 121 105
Number of Residencies
Percent
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CPCI Accumulated Knowledge
0
10
20
30
40
50
60
70
80
90
100
35 4 34 6 30 15 12 24 5 3 1 2 10 22 37 28 7 9 18 39 8 29 36 38
Clinician
Percent
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CPCI Comprehensiveness of Care
82
84
86
88
90
92
94
96
98
100
35 4 34 6 30 15 12 24 5 3 1 2 10 22 37 28 7 9 18 39 8 29 36 38
Clinician
Percent
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What’s the best way to …What’s the best way to … Manage laboratory test results?Manage laboratory test results? Deliver preventive services?Deliver preventive services? Improve my care for patients with Improve my care for patients with
diabetes?diabetes? Handle prescription refills?Handle prescription refills? Help patients remember to bring their Help patients remember to bring their
medications with them to appointments?medications with them to appointments? Help overweight patients lose weight and Help overweight patients lose weight and
keep it off?keep it off?
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What Do Exemplars Know? Principles Techniques Scripts
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From a High School Math Quiz
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Academic Detailing
Respectful sharing of information Discussion of current methods Discussion of how the principles and
techniques might apply within that practice Plan for improvement
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Practice Facilitation
One-half day per week for about 6 months
Relationship with clinicians and staff is key; takes several months
Key functions include: assessment and feedback, coaching, team-building, technical and hands-on, assistance, training, coordination of PDSA cycles, and cross-pollination
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PEAPEAPEAPEA
PEAPEA
OKPRNOKPRNBoard of DirectorsBoard of Directors
Dept. of Dept. of Family Family
and and Preventive Preventive MedicineMedicine
PEAPEA
*PEA = Practice Enhancement Assistant
NE OK
SW OK
NW OK
SE OK
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HIT Support
Generation of reports Template development Database development Implementation of registries Clinical decision support systems Communication systems
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Local Learning Collaboratives
One-hour lunch meetings every 1 – 2 months
Review performance data from all practices Share successes and failures Share anecdotes Share effective methods
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Performance Feedback
Academic Detailing
Facilitation
IT Support
Local Learning Collaboratives
Effective Implementation of Innovations in Primary Care
Practice Enhancement Assistant
Literature and Exemplar Methods
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Priority
Proposed effects of the QI Interventions on Change Elements
Change Capacity Change Process Content
Performance Feedback
Academic Detailing
Practice Facilitation
HIT SupportLocal Learning Collaboratives
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Disseminating the Implementation Process Longitudinal relationships Knowledge of local factors Travel time/cost Cross-practice collaboration
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It Takes a Village Primary care can no longer be practiced in
relative isolation from public health, mental health, social services, and community organizations
Obesity, lack of exercise, smoking, and abuse of alcohol account for 37% of all premature deaths.
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County Health Extension
Key functions: Performance monitoring/reporting Practice facilitation Local learning collaboratives HIT support PCMH capacities shared across practices
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County Health ExtensionClosing gaps: Public health Mental Health Social Services and Community Resources
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Cooperative Extension 1889: Dept of Agriculture began issuing Farmers’
Bulletins and the Yearbook of Agriculture; experimental farms issued research bulletins and “popular bulletins”; publications reached small proportion of farmers, many of whom distrusted “book farming”
1880 -1911: Widespread establishment of “farmers institutes” and even “mobile institutes” to reach more farmers
1906: S. A. Knapp hired the first county extension agent to develop a personal relationship with every farm family in the county and help them implement innovations
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Cooperative Extension 1889: Dept of Agriculture began issuing Farmers’
Bulletins and the Yearbook of Agriculture; experimental farms issued research bulletins and “popular bulletins”; publications reached small proportion of farmers, many of whom distrusted “book farming”
1880 -1911: Widespread establishment of “farmers institutes” and even “mobile institutes” to reach more farmers
1906: S. A. Knapp hired the first county extension agent to develop a personal relationship with every farm family in the county and help them implement innovations
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Cooperative Extension
Funding sources – 30% federal, 70% state and local Headquartered in the land-grant university Staffing – 1% federal, 32% university, 67% local in
nearly all of the 3,150 counties in the U.S.; plus more than 2 million volunteers
Goal is to maintain meaningful bi-directional communication between the university and the farmers and provide on-site training and assistance to farmers and farm families so they can stay abreast of advances in science
Taking the University to the People by Wayne D. Rasmussen; Iowa State University Press, 1989
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$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ The insurance companies alone (including
Medicare and Medicaid) are spending (mostly wasting) more than $5 billion a year on QI
Now add in the money spent by AHRQ, the NIH, the CDC, private foundations, advocacy organizations, professional associations, etc.
Pandemic influenza preparedness NHLBI asthma guidelines
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Community Care of NC Regional 501c3 organizations; owned and
run by primary care clinicians; supported by Medicaid care management funds ($3 PMPM); charged with improving quality of care for Medicaid patients.
ROI $2 for every $1 invested Saved the state $60 million in Medicaid costs in
2003 and $120 million in 2004
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Canadian County, Oklahoma Juvenile Justice System and community groups
anteed up $10,000 Matched through the Medicaid federal match to
pay for a ½ time care manager for children Linked to a matching contract with the OU DFPM
for $120,000 to improve well child care Drew the attention of a developmental
pediatrician, who obtain a grant from a foundation for $100,000 to improve developmental screening
Now approved by Medicaid as a HAN. Will receive $5 PMPM ($340,000 per year)
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The University of New Mexico HEROs Program Health Extension Rural Offices (HEROs) Mission:
Generate better health at lower cost Increase community capacity to address local
problems in order to reduce health disparities Activities
Tele-health projects Training Workforce development
County health report cards
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University of Wisconsin
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Questions??????