#MEQAPI – Tweetchat Oct 19-2017 3:00ET #ChoosingWisely

Just a reminder, MEQAPI stands for Monitoring & Evaluation, Quality Assurance, and Process Improvement, and you can visit us at http://www.meqapi.org.

I want you to look at the following chart. It categorizes the current level of waste in the U.S. Healthcare system in billions of dollars, per year.

MEQAPI- Waste

The “good” news is that we aren’t missing too many opportunities to prevent illness – only $55 Billion dollars a year are lost because we didn’t effectively address a preventable illness.

The rest of the news is pretty appalling. We waste more on fraud and abuse than missed opportunities, and even knowing that medical prices in the U.S. are exorbitant, excessive prices are easily outstripped by how inefficiently we deliver care. And then there is oversupply. $210 Billion in oversupply is a stunning number, made even more ironic because even with that, we still had the $55 Billion worth of missed opportunities.

One component of a solution to bringing down these embarrassing numbers is to partner with patients in a value-based and patient-centered approach to using evidence-based medicine in a way that addresses the patients health goals.

Let’s unpack that jargon-stew.

  • Patient partnership: plainly put, if the patient isn’t part of the team, then chances are they won’t comply at a very high rate, and the care plan will address something other than what the patient sees as priorities. Priorities must be a joint effort, and not dictated by the physicians if we want the patients to comply with the plan and have a sense of ownership, and not left to the patient if we want the plan to be medically sound.
  • Value-based: The alternative option is Fee-for-Service, which prioritizes profit over patient well-being, and nothing will shut down patient trust and partnership faster than the thought that the selection of the care plan is about profits rather than health.
  • Patient-Centered:  IOM (Institute of Medicine) describes patientcentered care as: “Providing care that is respectful of, and responsive to,  individual patient preferences, needs and values, and ensuring that patient values guide all clinical decisions.”
  • Evidence-based medicine: This is about using things that work, and updating practice to stay in line with what we can prove is working. Masic et al, describe EBM is follows “… the conscientious, explicit, judicious and reasonable use of modern, best evidence in making decisions about the care of individual patients. EBM integrates clinical experience and patient values with the best available research information.

The American Board of Internal Medicine (ABIM) has launched the “Choosing Wisely” campaign as an attempt to move us down this path.

Choosing Wisely aims to promote conversations between clinicians and patients by helping patients choose care that is:

  • Supported by evidence
  • Not duplicative of other tests or procedures already received
  • Free from harm
  • Truly necessary

 

The following pertinent articles have been provided by Physician’s Weekly:

We will take a QI approach, and discuss the topic using each of the typical arms of the basic Quality Improvement Ishikawa diagram to guide and support discussion. An Ishikawa diagram will be provided ahead of time and during the chat.

ChoosingWisely

Participants will bring their own experiences, perspectives, and expectations to the discussion, but the topics might break down something along these lines:

    • Methods
      • Policies: office, organization, or national policies, including, etc
      • Workflow: how things are done including new patient onboarding, care provision, care coordination, ordering/prescribing, billing, patient transfer, etc.
      • Quality Improvement Policies
      • Subsidies and funding
      • Facility Policies
      • Specialty Policies
      • Employment policies
      • National and State Laws
      • Training
      • Navigable processes and policies
      • Patient Centeredness
      • Evidence Based Medicine
      • Value-based Care
    • Machines (incl equipment, EHR)
      • Personal Safety Equipment
      • Real Time Locator Systems (RTLS)
      • Med Equipment
      • Equip Ergonomics
      • Interoperability
      • EHR/Software
      • TeleHealth
      • Home Equipment
      • Access Control
      • Office Equipment
      • Product tracking
      • Outcomes tracking
    • People
      • Staffing: sufficient and qualified staff
      • Patients – objectives, attitudes, ability to cope, beliefs, power-distance, health literacy
      • Subject Experts
      • Malpractice suits
      • Role Models, celebrity influence
      • Peer support/conflict
      • Training
      • Vendors
      • Friends/Family
      • Patient participation
      • Attitudes/Bullying
    • Materials
      • Patients: as the “raw material” of the medical process. Patients may come with a range of attitudes, health problems, life situations, and ability to comply with treatment that are challenging and stressful.
      • Supplies: medical or office, inferior fax paper,
      • Data: ability to securely share with correct patient, specialist, lab, etc., and Access to Information
      • Patient self-care materials including checklists and how-to instructions, contact information for questions, and self-care consumables
      • Internet sources and access
      • Checklists, SoPs
      • Uniforms, footwear, personal protective equipment
      • Costed consumables
    • Measurement
      • Health outcomes
      • KPIs: operational metrics required by practice, local government, state, federal
      • Quality and safety metrics
      • Targets: set by practice, insurer, etc. as well as patient goals
      • Gini Index
      • Incentives and rewards
      • Adverse Eventss reporting
      • Effectiveness of measurement
      • Productivity Metrics
      • Patient Goals
    • Environment
      • Noise: distracting noises, sound levels too high, etc. due to computer systems
      • Space: Cramped, uncomfortable work space etc.
      • Time: Too little time per patient or order, too little time in a day, too many demands
      • Location: things where they should be on the screen, click distance, and location of workstation relative to point of care and patient
      • Control: the degree to which the individual can control their workload and how to accomplish it
      • Fairness: the perception that the burdens and rewards, the effort and outcomes are spread amongst stakeholders in an equitable way
      • Temperature: too cold, too hot, too variable
      • Interruptions
      • Political climate
      • Social norms and group identity
      • Electrical Power
      • Climate and weather
      • Income inequality
      • Time
      • Direct marketing to patients

Some of the authors of the works cited above may be responding to the following topics, and participants are invited to describe their experiences of medication errors, and offer their insights and observations.

Topics

  1. What METHODS increase or reduce risks related to achieving the aims of #ChoosingWisely
  2. What MACHINE factors increase or reduce risks related to achieving the aims of #ChoosingWisely
  3. What PEOPLE issues increase or reduce risks related to achieving the aims of #ChoosingWisely
  4. What MATERIALS increase or reduce risks related to achieving the aims of #ChoosingWisely
  5. What MEASUREMENT factors increase or reduce risks related to achieving the aims of #ChoosingWisely
  6. What ENVIRONMENTAL factors increase or reduce risks related to achieving the aims of #ChoosingWisely

Background

MEQAPI focuses on healthcare improvement, and in the spirit of shameless borrowing (and efficiency), takes existing perspectives from the IHI, AHRQ, and others.

To quote the IHI on what the Triple Aim encompasses:

The IHI Triple Aim is a framework developed by the Institute for Healthcare Improvement that describes an approach to optimizing health system performance. It is IHI’s belief that new designs must be developed to simultaneously pursue three dimensions, which we call the “Triple Aim”:

  • Improving the patient experience of care (including quality and satisfaction);
  • Improving the health of populations; and
  • Reducing the per capita cost of health care.

The six domains of care quality (STEEEP) mapped out by the Agency for Healthcare Research and Quality (AHRQ) are foundational to healthcare improvement. All care, and by inference quality measures, should be focused on being Safe, Timely, Effective, Efficient, Equitable, and Patient Centered.

The MEQAPI tweetchat aims to give voice to a broad range of stakeholders in healthcare improvement, and it embraces everyone from administrators to zoologists, and includes physicians, nurses, researchers, bed czars, cleaners, and yes, patients and care-givers.

http://www.meqapi.org

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#MEQAPI – Tweetchat Oct 12-2017 3:00ET Vaccine Refusal

Just a reminder, MEQAPI stands for Monitoring & Evaluation, Quality Assurance, and Process Improvement, and you can visit us at http://www.meqapi.org.

Last week we chatted about how antibiotic resistance is a threat that just keeps giving, and how vaccines can help to reduce the impact. Yet vaccine adoption has its own problems. Two medical causes of non-adoption are allergies to vaccine components, and compromised immune systems. However, the biggest obstacle to adoption is that there is an influential and vociferous anti-vaccine movement that results in vaccine Hesitancy in the public. Vaccine Hesitancy can be further divided into two main categories:

  1. Vaccine Refusal: includes people who are susceptible, but who themselves refuse to take vaccines at the prescribed times, or deny vaccines as guardians to minors or others.
  2. Vaccine Delay: includes those who are open to being vaccinated themselves or for vaccination of their dependents, but who wait until some time after the recommended time of inoculation. This may involve wanting single vaccines instead of the combination versions such as the Measles, Mumps and Rubella (MMR), and the Diphtheria, Tetanus, and Pertussis vaccine (DTaP).

McKee and Bohannon list four categories for vaccine refusal or delay:

  • Religious reasons,
  • Personal beliefs or philosophical reasons,
  • Safety concerns, and
  • Desire for more information from healthcare providers.

The sizable (and increasing) number of hesitant people raises fears of increased outbreaks, especially of the pathogens with high basic reproduction number, such as Measles, Diphtheria, and Rubella.

The risks are not unknown to healthcare professionals, and some practices  have “fired” patients who refuse vaccines, on the grounds that these patients present a real and significant risk to other patients that they might encounter in waiting rooms.

The following pertinent articles have been provided by Physician’s Weekly:

We will take a QI approach, and discuss the topic using each of the typical arms of the basic Quality Improvement Ishikawa diagram to guide and support discussion. An Ishikawa diagram will be provided ahead of time and during the chat.

Vaccine Hesitancy

Participants will bring their own experiences, perspectives, and expectations to the discussion, but the topics might break down something along these lines:

    • Methods
      • Policies: office, organization, or national policies, including, etc
      • Workflow: how things are done including new patient onboarding, care provision, care coordination, ordering/prescribing, billing, patient transfer, etc.
      • Quality Improvement Policies
      • Subsidies and funding
      • Facility Policies
      • Specialty Policies
      • Employment policies
      • National and State Laws
      • Training
      • Navigable processes and policies
      • Vaccine refusal laws
    • Machines (incl equipment, EHR)
      • Personal Safety Equipment
      • Real Time Locator Systems (RTLS)
      • Med Equipment
      • Equip Ergonomics
      • Interoperability
      • EHR/Software
      • TeleHealth
      • Home Equipment
      • Access Control
      • Office Equipment
      • Product tracking
    • People
      • Staffing: sufficient and qualified staff
      • Patients – objectives, attitudes, ability to cope, beliefs, power-distance, health literacy
      • Subject Experts
      • Malpractice suits
      • Role Models, celebrity influence
      • Peer support/conflict
      • Training
      • Vendors
      • Friends/Family
      • Crime and safety
      • Attitudes/Bullying
    • Materials
      • Patients: as the “raw material” of the medical process. Patients may come with a range of attitudes, health problems, life situations, and ability to comply with treatment that are challenging and stressful.
      • Supplies: medical or office, inferior fax paper,
      • Data: ability to securely share with correct patient, specialist, lab, etc., and Access to Information
      • Patient self-care materials including checklists and how-to instructions, contact information for questions, and self-care consumables
      • Internet sources and access
      • Checklists, SoPs
      • Uniforms, footwear, personal protective equipment
      • Costed consumables
      • Combo vaccines
      • “Show me a needle” advertising
    • Measurement
      • Health outcomes
      • KPIs: operational metrics required by practice, local government, state, federal
      • Quality and safety metrics
      • Targets: set by practice, insurer, etc. as well as patient goals
      • Gini Index
      • Incentives and rewards
      • Adverse Eventss reporting
      • Effectiveness of measurement
      • Productivity Metrics
      • Patient Goals
      • R0, outbreaks, and spread
    • Environment
      • Noise: distracting noises, sound levels too high, etc. due to computer systems
      • Space: Cramped, uncomfortable work space etc.
      • Time: Too little time per patient or order, too little time in a day, too many demands
      • Location: things where they should be on the screen, click distance, and location of workstation relative to point of care and patient
      • Control: the degree to which the individual can control their workload and how to accomplish it
      • Fairness: the perception that the burdens and rewards, the effort and outcomes are spread amongst stakeholders in an equitable way
      • Temperature: too cold, too hot, too variable
      • Interruptions
      • Political climate
      • Social norms and group identity
      • Electrical Power
      • Climate and weather
      • Income inequality
      • Time
      • Direct marketing to patients

Some of the authors of the works cited above may be responding to the following topics, and participants are invited to describe their experiences of medication errors, and offer their insights and observations.

Topics

  1. What METHODS increase or reduce risks related to Vaccine Hesitancy
  2. What MACHINE factors increase or reduce risks related to Vaccine Hesitancy
  3. What PEOPLE issues increase or reduce risks related to Vaccine Hesitancy
  4. What MATERIALS increase or reduce risks related to Vaccine Hesitancy
  5. What MEASUREMENT factors increase or reduce risks related to Vaccine Hesitancy
  6. What ENVIRONMENTAL factors increase or reduce risks related to Vaccine Hesitancy

Background

MEQAPI focuses on healthcare improvement, and in the spirit of shameless borrowing (and efficiency), takes existing perspectives from the IHI, AHRQ, and others.

To quote the IHI on what the Triple Aim encompasses:

The IHI Triple Aim is a framework developed by the Institute for Healthcare Improvement that describes an approach to optimizing health system performance. It is IHI’s belief that new designs must be developed to simultaneously pursue three dimensions, which we call the “Triple Aim”:

  • Improving the patient experience of care (including quality and satisfaction);
  • Improving the health of populations; and
  • Reducing the per capita cost of health care.

The six domains of care quality (STEEEP) mapped out by the Agency for Healthcare Research and Quality (AHRQ) are foundational to healthcare improvement. All care, and by inference quality measures, should be focused on being Safe, Timely, Effective, Efficient, Equitable, and Patient Centered.

The MEQAPI tweetchat aims to give voice to a broad range of stakeholders in healthcare improvement, and it embraces everyone from administrators to zoologists, and includes physicians, nurses, researchers, bed czars, cleaners, and yes, patients and care-givers.

http://www.meqapi.org

#MEQAPI – Tweetchat Oct 5-2017 3:00ET Antibiotic Resistance

Just a reminder, MEQAPI stands for Monitoring & Evaluation, Quality Assurance, and Process Improvement, and you can visit us at http://www.meqapi.org.

Antibiotic resistance is a threat that just keeps giving.

A recent WHO article on the state of antimicrobial research and drug-resistance suggests that antibiotic research and development is losing ground to superbugs, and projects that unless we increase the rate of antibiotics drug development and reduce the rate of resistance, we face a near future in which many infections will have no “last resort” drug left.

Antibiotic resistance is a multifactorial problem that has causes rooted in agricultural overuse, overprescription, and inappropriate use. Physicians routinely report that patients will demand antibiotics for viral or other conditions, and some patients even become violent when refused antibiotics. On the other side of the equation, some vendors have made over-the-counter antibiotic products such as topical creams and hand-cleaning products.

 

The following pertinent articles have been provided by Physician’s Weekly: (Please note the CME)

We will take a QI approach, and discuss the topic using each of the typical arms of the basic Quality Improvement Ishikawa diagram to guide and support discussion. An Ishikawa diagram will be provided ahead of time and during the chat.

Antibiotic Resistance

Participants will bring their own experiences, perspectives, and expectations to the discussion, but the topics might break down something along these lines:

    • Methods
      • Policies: office, organization, or national policies, including, etc
      • Workflow: how things are done including new patient onboarding, care provision, care coordination, ordering/prescribing, billing, patient transfer, etc.
      • Quality Improvement Policies
      • Subsidies and funding
      • Facility Policies
      • Specialty Policies
      • Employment policies
      • National and State Laws
      • Training
      • Navigable processes and policies
    • Machines (incl equipment, EHR)
      • Personal Safety Equipment
      • Real Time Locator Systems (RTLS)
      • Med Equipment
      • Equip Ergonomics
      • Interoperability
      • EHR/Software
      • TeleHealth
      • Home Equipment
      • Access Control
      • Office Equipment
      • Product tracking
    • People
      • Staffing: sufficient and qualified staff
      • Patients – objectives, attitudes, ability to cope, beliefs, power-distance, health literacy
      • Subject Experts
      • Malpractice suits
      • Role Models
      • Peer support/conflict
      • Training
      • Vendors
      • Friends/Family
      • Crime and safety
      • Attitudes/Bullying
    • Materials
      • Patients: as the “raw material” of the medical process. Patients may come with a range of attitudes, health problems, life situations, and ability to comply with treatment that are challenging and stressful.
      • Supplies: medical or office, inferior fax paper,
      • Data: ability to securely share with correct patient, specialist, lab, etc., and Access to Information
      • Patient self-care materials including checklists and how-to instructions, contact information for questions, and self-care consumables
      • Internet sources and access
      • Checklists, SoPs
      • Uniforms, footwear, personal protective equipment
      • Costed consumables
      • OTC products containing antibiotics
    • Measurement
      • Health outcomes
      • KPIs: operational metrics required by practice, local government, state, federal
      • Quality and safety metrics
      • Targets: set by practice, insurer, etc. as well as patient goals
      • Gini Index
      • Incentives and rewards
      • Adverse Eventss reporting
      • Effectiveness of measurement
      • Productivity Metrics
      • Patient Goals
    • Environment
      • Noise: distracting noises, sound levels too high, etc. due to computer systems
      • Space: Cramped, uncomfortable work space etc.
      • Time: Too little time per patient or order, too little time in a day, too many demands
      • Location: things where they should be on the screen, click distance, and location of workstation relative to point of care and patient
      • Control: the degree to which the individual can control their workload and how to accomplish it
      • Fairness: the perception that the burdens and rewards, the effort and outcomes are spread amongst stakeholders in an equitable way
      • Temperature: too cold, too hot, too variable
      • Interruptions
      • Political climate
      • Social norms and group identity
      • Electrical Power
      • Climate and weather
      • Income inequality
      • Potable water
      • Time
      • Direct marketing to patients

Some of the authors of the works cited above may be responding to the following topics, and participants are invited to describe their experiences of medication errors, and offer their insights and observations.

Topics

  1. What METHODS increase or reduce risks related to Antibiotic Resistance
  2. What MACHINE factors increase or reduce risks related to Antibiotic Resistance
  3. What PEOPLE issues increase or reduce risks related to Antibiotic Resistance
  4. What MATERIALS increase or reduce risks related to Antibiotic Resistance
  5. What MEASUREMENT factors increase or reduce risks related to Antibiotic Resistance
  6. What ENVIRONMENTAL factors increase or reduce risks related to Antibiotic Resistance

Background

MEQAPI focuses on healthcare improvement, and in the spirit of shameless borrowing (and efficiency), takes existing perspectives from the IHI, AHRQ, and others.

To quote the IHI on what the Triple Aim encompasses:

The IHI Triple Aim is a framework developed by the Institute for Healthcare Improvement that describes an approach to optimizing health system performance. It is IHI’s belief that new designs must be developed to simultaneously pursue three dimensions, which we call the “Triple Aim”:

  • Improving the patient experience of care (including quality and satisfaction);
  • Improving the health of populations; and
  • Reducing the per capita cost of health care.

The six domains of care quality (STEEEP) mapped out by the Agency for Healthcare Research and Quality (AHRQ) are foundational to healthcare improvement. All care, and by inference quality measures, should be focused on being Safe, Timely, Effective, Efficient, Equitable, and Patient Centered.

The MEQAPI tweetchat aims to give voice to a broad range of stakeholders in healthcare improvement, and it embraces everyone from administrators to zoologists, and includes physicians, nurses, researchers, bed czars, cleaners, and yes, patients and care-givers.

http://www.meqapi.org

#MEQAPI – Tweetchat Sep 21-2017 3:00ET Social Determinants of Health #SDoH

Just a reminder, MEQAPI stands for Monitoring & Evaluation, Quality Assurance, and Process Improvement, and you can visit us at http://www.meqapi.org.

While the public, and even most healthcare professionals, are easily agog over the latest wonder drug, the new  surgical robot, or the big-data analytical Watson thingamajig, we all know that actually, the biggest needle-movers in healthcare are typically far less flashy.

Soap, clean water, sewage disposal, vaccines, food purity, road markings, etc. have each saved more lives, and made a bigger contribution to quality of life than all the wonder drugs or the all the flashy gadgets put together (maybe except for penicillin).

Likewise, we can all hammer on about the fancy stuff in the hospital, but deep down we know that the social determinants of health (#SDoH) are by far the biggest obstacles and opportunities.  Low socio-economic status (SES), income inequality, female education, and beliefs are worth more than all the telemetry beds and surgical robots put together. Tobacco, ETOH, opioids, are deeply entangled with the social environment, and so too are root causes and contributory factors for cancer, stroke, and heart disease. #SDoH predict and drive obesity, T2D, and most things that put us in the hospital bed or the morgue.

Unless healthcare addresses #SDoH and faces the issues, we can never get beyond faint victories and lukewarm improvements.

The following pertinent articles have been provided by Physician’s Weekly: (Please note the CME)

We will take a QI approach, and discuss the topic using each of the typical arms of the basic Quality Improvement Ishikawa diagram to guide and support discussion. An Ishikawa diagram will be provided ahead of time and during the chat.

SDoH

Participants will bring their own experiences, perspectives, and expectations to the discussion, but the topics might break down something along these lines:

    • Methods
      • Policies: office, organization, or national policies, including MU, HIPAA, etc
      • Workflow: how things are done including new patient onboarding, care provision, care coordination, ordering/prescribing, billing, patient transfer, etc.
      • Quality Improvement Policies
      • Subsidies and funding
      • Facility Policies
      • Specialty Policies
      • Employment policies
      • National and State Laws
      • Training
      • Navigable processes and policies
    • Machines (incl equipment, EHR)
      • Personal Safety Equipment
      • Real Time Locator Systems (RTLS)
      • Med Equipment
      • Equip Ergonomics
      • Interoperability
      • EHR/Software
      • TeleHealth
      • Home Equipment
      • Access Control
      • Office Equipment
    • People
      • Staffing: sufficient and qualified staff
      • Patients – objectives, attitudes, ability to cope, beliefs, power-distance
      • Subject Experts
      • Malpractice suits
      • Role Models
      • Peer support/conflict
      • Training
      • Vendors
      • Friends/Family
      • Crime and safety
      • Attitudes/Bullying
    • Materials
      • Patients: as the “raw material” of the medical process. Patients may come with a range of attitudes, health problems, life situations, and ability to comply with treatment that are challenging and stressful.
      • Supplies: medical or office, inferior fax paper,
      • Data: ability to securely share with correct patient, specialist, lab, etc., and Access to Information
      • Patient self-care materials including checklists and how-to instructions, contact information for questions, and self-care consumables
      • Internet sources and access
      • Checklists, SoPs
      • Uniforms, footwear, personal protective equipment
      • Costed consumables
    • Measurement
      • Health outcomes
      • KPIs: operational metrics required by practice, local government, state, federal
      • Quality and safety metrics
      • Targets: set by practice, insurer, etc. as well as patient goals
      • Gini Index
      • Incentives and rewards
      • Adverse Eventss reporting
      • Effectiveness of measurement
      • Productivity Metrics
      • Patient Goals
    • Environment
      • Noise: distracting noises, sound levels too high, etc. due to computer systems
      • Space: Cramped, uncomfortable work space etc.
      • Time: Too little time per patient or order, too little time in a day, too many demands
      • Location: things where they should be on the screen, click distance, and location of workstation relative to point of care and patient
      • Control: the degree to which the individual can control their workload and how to accomplish it
      • Fairness: the perception that the burdens and rewards, the effort and outcomes are spread amongst stakeholders in an equitable way
      • Temperature: too cold, too hot, too variable
      • Interruptions
      • Political climate
      • Social norms and group identity
      • Electrical Power
      • Climate and weather
      • Income inequality
      • Potable water
      • Time

Some of the authors of the works cited above may be responding to the following topics, and participants are invited to describe their experiences of medication errors, and offer their insights and observations.

Topics

  1. What METHODS increase or reduce risks related to Social Determinants of Health #SDoH
  2. What MACHINE factors increase or reduce risks related to Social Determinants of Health #SDoH
  3. What PEOPLE issues increase or reduce risks related to Social Determinants of Health #SDoH
  4. What MATERIALS increase or reduce risks related to Social Determinants of Health  #SDoH
  5. What MEASUREMENT factors increase or reduce risks related to Social Determinants of Health #SDoH
  6. What ENVIRONMENTAL factors increase or reduce risks related to Social Determinants of Health #SDoH

Background

MEQAPI focuses on healthcare improvement, and in the spirit of shameless borrowing (and efficiency), takes existing perspectives from the IHI, AHRQ, and others.

To quote the IHI on what the Triple Aim encompasses:

The IHI Triple Aim is a framework developed by the Institute for Healthcare Improvement that describes an approach to optimizing health system performance. It is IHI’s belief that new designs must be developed to simultaneously pursue three dimensions, which we call the “Triple Aim”:

  • Improving the patient experience of care (including quality and satisfaction);
  • Improving the health of populations; and
  • Reducing the per capita cost of health care.

The six domains of care quality (STEEEP) mapped out by the Agency for Healthcare Research and Quality (AHRQ) are foundational to healthcare improvement. All care, and by inference quality measures, should be focused on being Safe, Timely, Effective, Efficient, Equitable, and Patient Centered.

The MEQAPI tweetchat aims to give voice to a broad range of stakeholders in healthcare improvement, and it embraces everyone from administrators to zoologists, and includes physicians, nurses, researchers, bed czars, cleaners, and yes, patients and care-givers.

http://www.meqapi.org

#MEQAPI – Tweetchat Sep 14-2017 3:00ET Rural Hospital Closures

Just a reminder, MEQAPI stands for Monitoring & Evaluation, Quality Assurance, and Process Improvement, and you can visit us at http://www.meqapi.org.

For many years there has been a steady reduction in rural hospitals and healthcare professionals (HCP) serving rural areas. This leveled off somewhat after the introduction of the Affordable Care Act (ACA), but did not stop altogether. Although it is too early to claim a trend, there are some signs that the process of depletion has resumed, and that we may be seeing an acceleration in closures of rural facilities.

In some zip codes in rural areas, there are now specialties with zero HCPs, and some services are simply not available inb that zip code. This is mainly specialty treatment, but even some primary care services, for women’s health especially, are no longer available in some places.

Hospital closures and service terminations have serious health implications for rural patients, and there are large health gradients and differences in morbidity and mortality rates if one sorts locations by how rural or urban they are. Rural populations have higher rates of preventable illness and death compared to their urban counterparts, and the less choice of facilities and fewer specialties on offer in a location, the higher the health gradient becomes.

The following interesting article has been provided by Physician’s Weekly:

This is an example of one of the many ripple effects of any closure, but in rural areas where the next facility may be some distance away, any closure has large downstream effects.

We will take a QI approach, and discuss the topic using each of the typical arms of the basic Quality Improvement Ishikawa diagram to guide and support discussion. An Ishikawa diagram will be provided ahead of time and during the chat.

Rural Closures

Participants will bring their own experiences, perspectives, and expectations to the discussion, but the topics might break down something along these lines:

    • Methods
      • Policies: office, organization, or national policies, including MU, HIPAA, etc
      • Workflow: how things are done including new patient onboarding, care provision, care coordination, ordering/prescribing, billing, patient transfer, etc.
      • Workload: demands of the job, and whether they exceed the resources and ability to meet the demand.
      • Insurance Models, payer systems
      • Vendor policies and processes
      • Subsidies and programs to retain HCPs
    • Machines (incl equipment, EHR)
      • Medical or office equipment
      • Home equipment specific to the patient condition
      • Integration/interoperation with other office or medical systems, or user personal health records
      • Medication dispensing systems
      • Personal Health Record and encounter planning systems
      • Transportation systems, incl. wheelchairs, lifts, ambulances, etc.
      • Access control
      • Telehealth
      • Ergonomics (right size, shape, location, etc)
      • WIFI and internet
      • Analytical software
      • Patient identification
      • HCP Identification
    • People
      • Staffing: sufficient and qualified staff
      • Training: base training, ongoing training, CME, and patient or carer training
      • Attitudes: staff attitudes to technology, adoption vs resistance, bullying
      • Fatigue (especially alert fatigue)
      • Values
      • Peer support
      • Friends and family
    • Materials
      • Patients: as the “raw material” of the medical process. Patients may come with a range of attitudes, health problems, life situations, and ability to comply with treatment that are challenging and stressful.
      • Supplies: medical or office, inferior fax paper,
      • Data: ability to securely share with correct patient, specialist, lab, etc
      • Patient self-care materials including checklists and how-to instructions, contact information for questions, and self-care consumables
      • Internet sources
      • Checklists, SoPs
      • Uniforms, footwear, personal protective equipment
      • Cost
    • Measurement
      • Health outcomes
      • KPIs: operational metrics required by practice, local government, state, federal
      • Quality and safety metrics
      • Targets: set by practice, insurer, etc. as well as patient goals
      • Incentives and rewards
      • Adverse Eventss reporting
      • Effectiveness of measurement
    • Environment
      • Noise: distracting noises, sound levels too high, etc. due to computer systems
      • Space: Cramped, uncomfortable work space etc.
      • Time: Too little time per patient or order, too little time in a day, too many demands
      • Location: things where they should be on the screen, click distance, and location of workstation relative to point of care and patient
      • Control: the degree to which the individual can control their workload and how to accomplish it
      • Fairness: the perception that the burdens and rewards, the effort and outcomes are spread amongst stakeholders in an equitable way
      • Temperature: too cold, too hot, too variable
      • Interruptions
      • Tax revenues

Some of the authors of the works cited above may be responding to the following topics, and participants are invited to describe their experiences of medication errors, and offer their insights and observations.

Topics

  1. What METHODS increase or reduce risks of Rural Hospital Closures or Service Termination
  2. What MACHINE factors increase or reduce risks of Rural Hospital Closures or Service Termination
  3. What PEOPLE issues increase or reduce risks of Rural Hospital Closures or Service Termination
  4. What MATERIALS increase or reduce risks of Rural Hospital Closures or Service Termination
  5. What MEASUREMENT factors increase or reduce risks of Rural Hospital Closures or Service Termination
  6. What ENVIRONMENTAL factors increase or reduce risks of Rural Hospital Closures or Service Termination

Background

MEQAPI focuses on healthcare improvement, and in the spirit of shameless borrowing (and efficiency), takes existing perspectives from the IHI, AHRQ, and others.

To quote the IHI on what the Triple Aim encompasses:

The IHI Triple Aim is a framework developed by the Institute for Healthcare Improvement that describes an approach to optimizing health system performance. It is IHI’s belief that new designs must be developed to simultaneously pursue three dimensions, which we call the “Triple Aim”:

  • Improving the patient experience of care (including quality and satisfaction);
  • Improving the health of populations; and
  • Reducing the per capita cost of health care.

The six domains of care quality (STEEEP) mapped out by the Agency for Healthcare Research and Quality (AHRQ) are foundational to healthcare improvement. All care, and by inference quality measures, should be focused on being Safe, Timely, Effective, Efficient, Equitable, and Patient Centered.

The MEQAPI tweetchat aims to give voice to a broad range of stakeholders in healthcare improvement, and it embraces everyone from administrators to zoologists, and includes physicians, nurses, researchers, bed czars, cleaners, and yes, patients and care-givers.

http://www.meqapi.org

#MEQAPI – Tweetchat Sep 7-2017 3:00ET Surgical Adverse Events

Just a reminder, MEQAPI stands for Monitoring & Evaluation, Quality Assurance, and Process Improvement, and you can visit us at http://www.meqapi.org.

Generally speaking, if somebody slices into you with a knife, burns holes in your body, or sticks something into you with the aim of tearing parts of you out, there would be a just cause to call the police, pick up a weapon, or run like heck. Yet every day, thousands of people are very happy that a surgeon is going to wield a scalpel, laser, or endoscope because there is goodwill and good odds that one will be better off as a result.

However, surgery is still a kind of violent assault on the body, and there is always a risk, a price to pay, and an off-chance of things going very wrong. There are many ways in which adverse surgical events can occur, many ways in which they manifest, and the effects can range from negligible to death.

We can usefully talk of an adverse event in which there was a risk or near miss, but in which the patient wasn’t reached. If the patient was reached, we can talk of an adverse incident, which may or may not result in harm. However, not everyone uses these terms in the same way, and the AHRQ talks ofNever Events as those errors that pose serious and unnecessary risk of great harm.

The term “Never Event” was first introduced in 2001 by Ken Kizer, MD, former CEO of the National Quality Forum (NQF), in reference to particularly shocking medical errors (such as wrong-site surgery) that should never occur. Over time, the list has been expanded to signify adverse events that are unambiguous (clearly identifiable and measurable), serious (resulting in death or significant disability), and usually preventable. The NQF initially defined 27 such events in 2002. The list has been revised since then, most recently in 2011, and now consists of 29 events grouped into 7 categories: surgical, product or device, patient protection, care management, environmental, radiologic, and criminal.

The general idea then, is to stop risks from becoming events, keep events from ever reaching a person, and keeping those that do from resulting in harm to the person.

The following pertinent articles have been provided by Physician’s Weekly:

 

We will take a QI approach, and discuss the topic using each of the typical arms of the basic Quality Improvement Ishikawa diagram to guide and support discussion. An Ishikawa diagram will be provided ahead of time and during the chat.

Adverse Surgical Events

Participants will bring their own experiences, perspectives, and expectations to the discussion, but the topics might break down something along these lines:

    • Methods
      • Policies: office, organization, or national policies, including MU, HIPAA, etc
      • Workflow: how things are done including new patient onboarding, care provision, care coordination, ordering/prescribing, billing, patient transfer, etc.
      • Workload: demands of the job, and whether they exceed the resources and ability to meet the demand.
      • Insurance Models, payer systems
      • Vendor policies and processes
    • Machines (incl equipment, EHR)
      • Medical or office equipment
      • Home equipment specific to the patient condition
      • Integration/interoperation with other office or medical systems, or user personal health records
      • Medication dispensing systems
      • Personal Health Record and encounter planning systems
      • Transportation systems, incl. wheelchairs, lifts, ambulances, etc.
      • Access control
      • Telehealth
      • Ergonomics (right size, shape, location, etc)
      • WIFI!
      • Analytical software
      • Patient identification
      • HCP Identification
    • People
      • Staffing: sufficient and qualified staff
      • Training: base training, ongoing training, CME, and patient or carer training
      • Attitudes: staff attitudes to technology, adoption vs resistance, bullying
      • Fatigue (especially alert fatigue)
      • Values
      • Peer support
      • Friends and family
    • Materials
      • Patients: as the “raw material” of the medical process. Patients may come with a range of attitudes, health problems, life situations, and ability to comply with treatment that are challenging and stressful.
      • Supplies: medical or office, inferior fax paper,
      • Data: ability to securely share with correct patient, specialist, lab, etc
      • Patient self-care materials including checklists and how-to instructions, contact information for questions, and self-care consumables
      • Internet sources
      • Checklists, SoPs
      • Uniforms, footwear, personal protective equipment
    • Measurement
      • Health outcomes
      • KPIs: operational metrics required by practice, local government, state, federal
      • Quality and safety metrics
      • Targets: set by practice, insurer, etc. as well as patient goals
      • Incentives and rewards
      • Adverse Eventss reporting
      • Effectiveness of measurement
    • Environment
      • Noise: distracting noises, sound levels too high, etc. due to computer systems
      • Space: Cramped, uncomfortable work space etc.
      • Time: Too little time per patient or order, too little time in a day, too many demands
      • Location: things where they should be on the screen, click distance, and location of workstation relative to point of care and patient
      • Control: the degree to which the individual can control their workload and how to accomplish it
      • Fairness: the perception that the burdens and rewards, the effort and outcomes are spread amongst stakeholders in an equitable way
      • Temperature: too cold, too hot, too variable
      • Interuptions

Some of the authors of the works cited above may be responding to the following topics, and participants are invited to describe their experiences of medication errors, and offer their insights and observations.

Topics

  1. What METHODS increase or reduce risks of Adverse Surgical Events
  2. What MACHINE factors increase or reduce risks of Adverse Surgical Events
  3. What PEOPLE issues increase or reduce risks of Adverse Surgical Events
  4. What MATERIALS increase or reduce risks of Adverse Surgical Events
  5. What MEASUREMENT factors increase or reduce risks of Adverse Surgical Events
  6. What ENVIRONMENTAL factors increase or reduce risks of Adverse Surgical Events

Background

MEQAPI focuses on healthcare improvement, and in the spirit of shameless borrowing (and efficiency), takes existing perspectives from the IHI, AHRQ, and others.

To quote the IHI on what the Triple Aim encompasses:

The IHI Triple Aim is a framework developed by the Institute for Healthcare Improvement that describes an approach to optimizing health system performance. It is IHI’s belief that new designs must be developed to simultaneously pursue three dimensions, which we call the “Triple Aim”:

  • Improving the patient experience of care (including quality and satisfaction);
  • Improving the health of populations; and
  • Reducing the per capita cost of health care.

The six domains of care quality (STEEEP) mapped out by the Agency for Healthcare Research and Quality (AHRQ) are foundational to healthcare improvement. All care, and by inference quality measures, should be focused on being Safe, Timely, Effective, Efficient, Equitable, and Patient Centered.

The MEQAPI tweetchat aims to give voice to a broad range of stakeholders in healthcare improvement, and it embraces everyone from administrators to zoologists, and includes physicians, nurses, researchers, bed czars, cleaners, and yes, patients and care-givers.

http://www.meqapi.org

#MEQAPI – Tweetchat Aug 31-2017 3:00ET Rehab and PTSD

Just a reminder, MEQAPI stands for Monitoring & Evaluation, Quality Assurance, and Process Improvement, and you can visit us at http://www.meqapi.org.

This week we cover a fascinating and complex question – Patient Rehabilitation, and then we make it even more complex by placing it in the context of Post Traumatic Stress Disorder (PTSD).

Once a patient has been stabilized after injury, there is typically a period (however brief) of recovery that includes re-adaptation to their lived environment. This applies whether we are thinking of a hernia repair and not making beds or pushing a broom for a few days, or the far more complex process of learning to cope with Activities of daily living (ADL) following an amputation, or if we are thinking of the extensive and often incomplete recovery from events such as brain injury (including surgery) that will require a hierarchical and far more comprehensive process to regain mastery of elements of Instrumental activities of daily living (IADLs).

Rehabilitation covers a broad terrain that can be as simple as getting around with an eye patch, a bandage, or a sling for a day or so, to lifelong coping with barriers and challenges from a Traumatic Brain Injury (TBI).

Seen in this hierarchical way, coping involves dealing with both physical and mental shocks, as well as the physical and mental effects of the shocks. A physical injury resulting in amputation, blindness, or loss of cognitive capacity or capability will often have mental effects such as anxiety, depression, or even complex syndromic outcomes such as PTSD.

In this context, we explore patient rehabilitation, and what helps or hinders rehabilitation.

 

We will take a QI approach, and discuss the topic using each of the typical arms of the basic Quality Improvement Ishikawa diagram to guide and support discussion. An Ishikawa diagram will be provided ahead of time and during the chat.

Rehab

Participants will bring their own experiences, perspectives, and expectations to the discussion, but the topics might break down something along these lines:

    • Methods
      • Policies: office, organization, or national policies related to workplace safety
      • Workflow: how things are done including transportation, care, drug prescription and fulfillment, and laboratory work
      • Workload: demands of the job, and whether they exceed the resources and ability to meet the demand.
      • Unofficial workarounds
      • Safety and quality training
      • Rehabilitative and accommodative funding, policies, laws, and training
      • Quality Improvement and incident reporting policies
    • Machines (equipment including EHR)
      • Medical or office equipment
      • Home equipment specific to the patient condition
      • Integration/interoperation with other office or medical systems, or user personal health records
      • Medication dispensing systems
      • Personal Health Record and encounter planning systems
      • Telehealth
      • Ergonomics (right size, shape, location, etc)
      • WIFI!
      • Habilitative and accomodative tools and equipment
    • People
      • Staffing: sufficient and qualified staff
      • Training: base training, ongoing training, CME, and patient or carer training
      • Attitudes: staff attitudes to technology, adoption vs resistance, bullying
      • Fatigue (especially alert fatigue)
      • Organizational, specialty, and personal values
      • Peer support and role models
      • Friends and family
      • Helpful Societies
    • Materials
      • Patients: as the “raw material” of the medical process. Patients may come with a range of attitudes, health problems, life situations, and ability to comply with treatment that are challenging and stressful.
      • Supplies: medical or office, inferior fax paper,
      • Data: ability to securely share with correct patient, specialist, lab, etc
      • Patient self-care materials including checklists and how-to instructions, contact information for questions, and self-care consumables
      • Internet sources
      • Checklists, SoPs
      • Uniforms, footwear, personal protective equipment
      • Data!
    • Measurement
      • Health outcomes
      • KPIs: operational metrics required by practice, local government, state, federal
      • Quality and safety metrics
      • Targets: set by practice, insurer, etc. as well as patient goals
      • Incentives and rewards
      • Adverse Effects and incident reporting
      • Effectiveness of measurement
    • Environment
      • Noise: distracting noises, sound levels too high, etc. due to computer systems
      • Space: Cramped, uncomfortable work space etc.
      • Time: Too little time per patient or order, too little time in a day, too many demands
      • Location: things where they should be on the screen, click distance, and location of workstation relative to point of care and patient
      • Control: the degree to which the individual can control their workload and how to accomplish it
      • Fairness: the perception that the burdens and rewards, the effort and outcomes are spread amongst stakeholders in an equitable way
      • Interruptions or interference

Some of the authors of the works cited above may be responding to the following topics, and participants are invited to describe their experiences of medication errors, and offer their insights and observations.

Topics

  1. What METHODS enhance or impede rehabilitation
  2. What MACHINE factors enhance or impede rehabilitation
  3. What PEOPLE issues enhance or impede rehabilitation
  4. What MATERIALS enhance or impede rehabilitation
  5. What MEASUREMENT factors enhance or impede rehabilitation
  6. What ENVIRONMENTAL factors enhance or impede rehabilitation

Background

MEQAPI focuses on healthcare improvement, and in the spirit of shameless borrowing (and efficiency), takes existing perspectives from the IHI, AHRQ, and others.

To quote the IHI on what the Triple Aim encompasses:

The IHI Triple Aim is a framework developed by the Institute for Healthcare Improvement that describes an approach to optimizing health system performance. It is IHI’s belief that new designs must be developed to simultaneously pursue three dimensions, which we call the “Triple Aim”:

  • Improving the patient experience of care (including quality and satisfaction);
  • Improving the health of populations; and
  • Reducing the per capita cost of health care.

The six domains of care quality (STEEEP) mapped out by the Agency for Healthcare Research and Quality (AHRQ) are foundational to healthcare improvement. All care, and by inference quality measures, should be focused on being Safe, Timely, Effective, Efficient, Equitable, and Patient Centered. To this model, we add “Affordability”, since perfect care that is umaffordable is as beyond reach as though it were far in the future.

The MEQAPI tweetchat aims to give voice to a broad range of stakeholders in healthcare improvement, and it embraces everyone from administrators to zoologists, and includes physicians, nurses, researchers, bed czars, cleaners, and yes, patients and care-givers.

http://www.meqapi.org