Patient Satisfaction

I attend “clinic huddles” every chance I get - and - I heard this story from Dr. Scott McAfee at the Northshore clinic huddle a few weeks ago. I thought we all could benefit from it so I  asked him to recap  in an e-mail, which is below:
“I thought I would share with you a comment from one of my patients this morning and if you like share it with all staff. This is a woman who has been with Group Health through 3 children’s births, and her husband comes here as well who last year were planning on changing Health Care Plans.

For this visit, she was online last night wishing to secure message me about her issues and her husband mentioned to her that she should check availability and see if she could be seen today. She made the appointment and I saw her at 10:00 this morning. She needed to be seen and tests were ordered, and we began to talk about how Group Health has changed and she said that because of the changes her family of 5 were staying.

I mentioned we had been talking in a staff meeting about what was working and what was not working this morning and that we had 4 things working and 2 pages not working but that for the most part the not working things were “tweaks” to the major changes we have made.

Her unsolicited comment was “Add Patient Satisfaction to the side for things working, as we would not still be members without what you’ve done”.

It struck me that as elements of the system, which we all are, we often do not see what our patients feel. I found it very encouraging that our efforts are appreciated and are working.”

Your Stories: clinical pharmacist saves a life

A while back I sent out a blog post called  “Story Hunting” I got some amazing stories from doctors, nurses and clinical pharmacist.

Here’s a story that Sue Lasicka, Clinical Pharmacist at Factoria Medical Center sent in about saving a man’s life with an inhaler!

DW is a 62 year old male who has had asthma for many years. Initially, I was asked by his primary care physician to contact him regarding his elevated potassium levels, to see if we could identify a medication side effect. In my review, I noticed he was using a long acting beta agonist (salmetrol) without the benefit of any preventative steroids or quick acting bronchodilator medications.

We had several conversations regarding the newest warnings from the FDA regarding the safety of this medication, and the risk of travelling around the world without appropriate medications to prevent or treat an asthma attack.

Although he had tried steroid inhalers in the past, the side effects had bothered him. As a singer, he felt they irritated his throat, so he stopped using them.  He felt that using salmetrol to control his symptoms was effective. He did not carry a rescue inhaler because he did not have a flare up for many years.

Eventually I convinced him to allow me to mail him an albuterol inhaler to keep with him, just in case he were to have an asthma attack. He agreed to also monitor his peak flows as a precaution, but he didn’t feel it was necessary and didn’t do it regularly.

About 2 months after I sent him the inhaler, he called to thank me for it. He had been in Eastern Washington when he experienced a severe asthma attack. He felt that the albuterol I had sent him had saved his life.

Since then, we have found a steroid inhaler that he can tolerate and he uses it daily. When he measures his peak flows, his readings are excellent. He has not had an asthma attack since then.

While working with him closely on his asthma, we were also able to get a combination of medications to control his hypertension and maintain his electrolytes. He sends me his blood pressure readings along with his peak flow readings on a regular base.

Medical Home-patient experience

I wanted to post a synopsis of two conversations I had with a patient. She has been with GH for a long time before moving to the east coast to follow her husband in the military. Her conversations demonstrated to me that she felt home here for a long time.

She is pregnant and about 7 months along and called to ask some questions because she didn’t feel comfortable with her new doctor. Hadn’t developed the trust she had with her GH providers. She was very surprised I took her call and appreciative of the time I took with her. She said at that time she missed GH very much

The next call about two weeks later came and she was in tears, she said her doctor had laughed at her, didn’t take her seriously and it is the first time she had met a doctor who was only in it for the money. She never experienced anything like that from any of the providers at GH, always felt she was listened to and taken care of as a person first. She is bragging all over her town about GH and how great her old doctors were and could not wait to move back her.

I realized as I was talking to her this Medical Home is not that hard, very simple and we have been doing it for a long time. It is about making that connection between provider and patient that makes them feel special, cared for, and important. When things are done right it can make all the difference in the world to the patient. I want to applaud all the good work we have done, but also want to recognize that the physician-patient relationship is the centerpiece has been with a lot of us for a long time.

Drive-thru flu clinic

You may have heard by now, Burien did the first drive-thru flu clinic and served more than 300 people in one day! Check out this video that chief, Wellesley Chapman, sent over of the event.

What do you think of drive-thru flu clinics?

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Medical Home Works!

We asked our fabulous Burien RN, Sherrie Elmer, to share her thoughts on what Medical Home means for her and our patients. These are her words.

IS THIS THE RIGHT WORK?

This question has been asked of me since the recent changes made to the FP RN roles at the initiation of the Medical Home here at Burien. The changes that impact my role include Call Management, ED/UC discharge follow up, hospital dc f/u and, most importantly, Chronic Disease Management.

I have been with Group Health since 1991 and have worked as a Family Practice RN most of that time. I have worked as ‘triage nurse’, ‘injection nurse’, ‘IV nurse’, ‘educator nurse’ and ‘hand-maiden to the doctor nurse’. All have been legitimate use of my time.

THIS work, this new Chronic Disease Management nursing is absolutely the right work. It is so rewarding to know that our patients are getting the education and one-on-one attention that they need. And it is paying off!

I started CDM back in May. Skeptical, because I had worked a stint as Complex Case Manager and I knew this would be more telephone and less face to face work and not sure it would yield any benefit whatsoever. My providers were gung ho and very encouraging. They helped me by adopting the dot phrases that gave me definite goals, definite medication/titration orders and clearly written follow-up expectations. What a nice change! I felt empowered to go ahead and engage my patients in their care.

I started with 9 referrals to CDM in May, all diabetics. I recently completed and discharged all 9 of them. Of those 9 patients, all had A1Cs too high for their own good with varying reasons for this. They said, “No-one told me I had to increase my metformin”, and “I had a low blood sugar and I am afraid to go any higher on my insulin”, and “ I know I had to eat better, but I have been too busy to do it yet.”

Many of them, though they accepted that I would be calling them periodically, were busy, still. However, I persisted and they finally came to realize I wasn’t going away. They started calling me. Telling me their current blood sugars and engaging in healthier behavior. One gentleman gave up his cinnamon rolls and muffins he LOVED for breakfast. Just that. It was certainly reflective in his daily blood sugars and his A1C.

Seven of my original nine patients all succeeded in lowering their A1Cs. I keep track. I want to know if I am doing good or not. Yes. I am. A1Cs went from 11.6 to 7.4, from 7.4 to 6.4, from 10.1 to 7.3, from 8.8 to 7.4, from 7.8 to 6.8, from 10.9 to 9.0. There are a couple that didn’t follow up and were dropped from the list, there were some that initially refused, but in the end came to believe they needed to pay attention. I did that, with the help of my team. This is good work. Keep it up!

Sherrie Elmer, RN
Burien Medical Center
9/24/09

Myths and Realities of Meaningful Care Plans

Let’s clear the air right up front.  You do NOT have to use the infamous “.CHR…” dot-phrases if you don’t want to! No one is trying to turn you into a robot using the same cookie-cutter, boiler-plate lingo as everyone else.  Those dot-phrases were designed by your peers (docs, nurses, clinic staff) and were meant to be helpful (in fact many of your peers think they are).  You can customize them or ditch them as you see fit.  I don’t really care. As physicians we can use as much creativity as we like in our care plans.

But let’s think what our patients and their families want and need from us.  They want to know what medicines they are taking, in what doses, and for what reasons.  So we should all have the discipline to clean up our patients’ medication lists so that what gets printed in the After Visit Summary is accurate and makes sense to our patients.  Next, they want to know what some realistic goals and targets are for their main active problems.  They want to know what symptoms to look for, what to measure, and who to call if they have concerns.  They want to know their follow-up plan.  They want all this to be written in language that they can understand, and for it to be put in a standard place where they and their family to find the information.  And, by the way, they assume, quite reasonably, that if other doctors are seeing them for part of their care that we will all communicate well with each other so that everyone is working together to keep them healthy.  Now that’s a Collaborative Care Plan!

Let me tell you what I do as an endocrinologist seeing one of your patients who has diabetes among her various problems.  She might well have several other chronic problems she is dealing with.  Perhaps she sees Dr. Resnick for her mitral valve disease and Dr. Hsia for her ulcerative colitis.   Maybe you are Read more »

Much to celebrate: year one data published

American Journal of Managed Care published the one-year results of our medical home pilot  September 1 . Some of you may have heard, we’ve gotten great local and national press, including this stellar story on KING5 News yesterday: Play and Download Video.

 A large part of the success was in the partnership between the Group Health care-delivery system and Group Health Center for Health Studies, which will become Group Health Research Institute this month. As this and other Group Health research shows, our research is practical and can actually have immediate relevance. The effects of this research are not far removed; rather, they provide the evidence to continually improve our care to make it more coordinated and centered on patients.

 We should all be very proud of what we’ve accomplished and how we are transforming health care.  Certainly, our purchasers, national and state policy makers, and media are very interested in this.

The Heart of the Medical Home

From the point of view of our patients what’s not to like about the Medical Home?  The phones get answered promptly, you can often talk directly to the doctor or nurse who know you best, you can get questions answered, order your medicines and check your lab results on line. 

The Medical Home is a delivery system designed to support a continuous healing relationship between you and your doctor.  But for many people, especially those who have one or more chronic conditions to deal with, the heart of the Medical Home is having the time to sit down with the doctor who know you best to develop a Care Plan that meets your needs; a plan that sets realistic goals and targets to keep you healthy. 

 It tells you what medicines you are taking and why.  It tells you what to look for, what to measure, and who to call if you have questions and concerns; sometimes it’s your own doctor, sometimes it’s a nurse or clinical phamacist or a specialist who works closely with your own doctor.  You have a printed copy of your care plan when you leave your appointment.  It is written in language that you and your family can understand, and if you lose it you can see it on-line.  I can’t think of any patient who wouldn’t like to have that degree of respectful collaborative support.  It is the heart of what “good medicine” is.

But this is precisely why the creation of a Collaborative Care Plan is the hardest aspect of the Medical Home work to roll out and standardize.  Most doctors feel that they have been developing Care Plans (or Medical Treatment Plans) with their patients for years.  They don’t need some damned bureaucrat from on-high forcing them to use clunky new one-size-fits-all dot-phrases and stifling their creativity!  “Look,” they say, “My patients are used to the way I do it.  I’ve always done it this way.  I get great Patient Evaluation Scores!  Leave me alone!”

As I travel from clinic to clinic to sit down with dozens of committed, caring, competent physicians of all ages I am struck by the variety of styles that they use to communicate the heart of their care to their patients.  Physicians vary in their skill and facility in using our EPIC Electronic Medical Record - and this is NOT  always related to age!  I have seen plenty of “old dogs” learning new tricks of using customized dot-phrases to “blow in” paragraphs of advice on all sorts of topics.  Others are speedy typists (or accomplished Dragon users!) who create punchy, sparse lists of instructions directly into the After Visit Summary. 

There are also philosophical differences in the approaches that I see.  Some people are “Lumpers” and like to have all the patient instructions for all their medical problems lumped together in one place in the chart.  Others are “Splitters” - they like to put the specific instructions for each problem on the Problem List typed under that specific problem.  A few physicians still like to write their patient instructions by hand; considering this to be a personal touch that their patients value dearly.  And maybe they do.  But maybe there is something that those patients would come to value even more…

For someone like me who has experienced a huge variety of health care organizations in four  different countries over a thirty year period I can tell you that I have never seen an organization with as big a heart as Group Health.  Nothing else even comes close.  We care about keeping our patients healthy, and we support each other and challenge each other to strive to give our patients better and better care every day. 

To transform healthcare irrevocably for the better  requires us to work together for the common good that will help all of our patient.  Developing Care Plans in a consistent and reproducible way is at the heart of this transformation.  In another post, “Myths and Realities of Meaningful Care Plans” I will give you my take on what makes a collaborative care plan great.  I’d love to hear your thoughts on the subject.

A Precocious Toddler

Someone asked me the other day about how I thought the Medical Home roll out was going.  “Amazingly well,” I said.  “Like a precocious toddler.”  That brought a puzzled frown.  Here is what I meant.  The old adage says that you have to learn to crawl before you can walk and to walk before you can run.  In spreading the Medical Home throughout our organization we have broken it down into several key elements and have then broken those elements into even smaller steps… baby steps, you might say.  We hope that this makes it all seem more manageable and less intimidating.  We have identified specific processes and have figured out which person on the clinical team is the best person to do a particular process and what is the best way to ensure that it happens reproducibly every time.

The key elements of daily work in the Medical Home include figuring out the most respectful way to ensure that our patients get the care they want and need.  Can we improve how we answer the phones, respond to e-mails, prepare for their visit, help them develop meaningful care plans, and reach out to them when we see they have unmet needs?  And for each of these elements of patient care can we break it down into tasks and processes that we can agree to do in a standard way so that we can teach others to do it reproducibly?  The answer is, “Yes we can!”  Thoughtful, patient-centered care is growing throughout our primary care group in impressive ways.  Our baby steps are getting faster, are stumbling less often, and are growing in confidence.

And just like proud parents and pediatricians we want to assess how well our toddler is doing.  We need growth charts! Read more »

Story Hunting

The title just about sums it up.

I am searching for real examples of how you  and your team are keeping patients healthy and/or controlling costs. For example:

  • Stories about helping prevent hospital, ER or UC visits 
  • Helping a patient find the right medications
  • Or even you’ve seen a reduction in a patient’s visits to the ER/UC

These stories are for us and our leaders to use when talking about health care reform and are examples of how our investments in the medical home are paying off.

Share them on the blog or contact me directly: mccarthy.kx@ghc.org

Evolution of a Tier 1 Board

I would like to share an enlightening experience I had one recent morning on Workplace Rounds with our Primary Care leadership at Burien.

We spent about an hour in good discussion about the state of our clinic as represented graphically on our clinic level (tier 2) data board. These talks are always lively and, though I had initially dreaded them, they always lead to new insights and push our clinic group to improve our processes. I like these rounds.

Discussion continued in our East cluster while viewing our cluster (tier 1) board. It isn’t always clear to clinical staff like me just what we’re supposed to do with this kind of space. The stuff on the tier 2 boards is all data produced at the clinic level and is hard to adapt to daily flow.

But in clusters we don’t really collect data. We see patients, we put them in rooms, talk to them, examine them, do procedures on them, give them medications, make plans, and send them back into the world to do and feel better. But we don’t collect data. Or make charts. We’re too busy doing work as it arrives, and it arrives fast, like a giant game of Human Tetris that runs non-stop all day.

So we’d been reluctant to wrap our arms around using data to run our day. One morning our team stood at the board, which was plastered with charts about things like performance on colon cancer screening last month. We asked of each chart, “how does this help me do my work today?” If a chart wasn’t helpful, we marked it up to make it useful or took it down. It didn’t take long before we had nothing on our board.

Better!

But still not helpful in doing today’s work, so we made the blank board legitimately blank–and not just empty–by covering the space with white poster paper. We then added a question to the board: “How was your day?” The blank space now seemed a little more hopeful, a canvas instead of a wall. And people wrote about their days:

“I was behind all day and patients were mad at me.”

“Great day. Great teamwork.”

“Why was it so cold in here all day?”

This board became a place to describe the kinds of things that make days satisfying, great, or times of suffering and regret. It also became a place to stand and talk about those things, to celebrate the good and fix what was broken. And that process kind of helped us focus on doing better work “today,” but the days sometimes still got out of control: we got behind, rushed, frustrated, and our patients got to feeling the same way.

So around we came that day on Workplace Rounds, and we talked about the evolution of that board from useless data heap to blank space to a free-speech zone, graffiti-style problem solving space. But still, it wasn’t a real time board helping us problem-solve as problems appeared. And a good discussion started with this:

“Well, how do you know how you’re doing when you’re, say, halfway through the morning?”

“I just know. I know whether I’m okay or in terrible trouble. I feel it. Trouble is sometimes about being late, or a difficult visit I just had, or too much information coming too fast: pages, calls, questions, distractions. Does that make sense?”

“Sure. And if you’re in trouble, what do you do then?”

“I usually say, to no one in particular, ‘Wow, I’m really in trouble,’ and then I put my head down and go back to work. What else can you do?”

“Mmm. Yes. What else can you do?”

“I…I don’t know. I don’t really know how the board can help with that.”

And it sort of ended like that. No real idea of an answer, but my brain wouldn’t let go of the question. It felt like the awkward stage of learning something in which you think you might be near a breakthrough, or you might just as easily be deluding yourself and will never figure out what the heck you’re supposed to do.

Later that day our team talked and shared ideas about what a real time board might look like, one that helps you when the wheels fly off and you don’t know what to do but curse and keep driving on screeching rims. We settled on a simple experiment with two pieces of paper: one red, one green.

Here it is. We’ve posted four laminated cards made from contstruction paper I took from my kids. Each care team (dyad) has one, marked by a letter, posted where they’re visible to everyone, often. If things are going well, you show the green side. If things start falling apart, you flip it to red. There’s no clear definition of when you go to red. You call that on your own: could be about time, could be about workload, anything.

When you need help, you go red.

Amazingly, this simple agreement to use a visible symbol to represent if things are okay or not goes a long way to making things okay more often. On the occasions when things aren’t going smoothly, I flip to red, people see, and we can quickly talk about ways to get things back on track. We look for a catch up spot in the schedule, start a workup before I see the patient, call in flow staff backup, or shift a patient to another provider with an open appointment to prevent patients waiting too long. We improvise. Sometimes there’s no great answer and the solution is just to let patients know things are behind, and this seems to be appreciated.

Overall, the experiment seems successful. It helps bring a healthy perspective to what’s happening right now: Are we we doing what we’ve planned to do, and if not, how can we get back on track?

I still don’t think I totally get how I might use the cluster board to help me with my day as I move from room to office to room, doing work, Tetris-style, and trying to keep myself in the flow, giving patients the care and the time they deserve. If I had a tool to do that–respectful of workflow, time, and patient needs–I’d use it.

And if I find it, I’ll tell you.

Crossposted with photos at http://brntips.blogspot.com/2009/08/evolution-of-cluster-board.html

Medical Home panel leveling

RAM Blog

The pressure to do what is right for our future, right now never feels good.. Never. This last week, I helped present a deadline to have 70% of primary care panels open within a week. There is the business imperative as well as a sense that if we wait for this to happen “organically,” it may never happen. There are logical reasons to do this— doctors with large panels deserve and need a more manageable workload. The emotional attachment to what is known (their patients) is in conflict with both the real service we can reliably deliver to those patients and the real work relief inherent to the design of our medical home model. Sometimes we are our own worse enemies for good reasons.

While getting the business imperative, I have these problems with this part of the medical home:
1) If I have invested in the workup of hundreds of patients and build relationships with them, asking them to move to another doctor is a big deal for both them and me. Once done, I am open to see new patients which is an added workload when compared to simply taking care of my already worked up patients.
2) This process should make patients angry, especially when they see I remain open after chasing them away. Isn’t that bad for business? Doesn’t that reflect poorly on “my” business plan and commitment to them?
3) Even if the Factoria experience reassures me (patients and doctors hate this process but six months after it is done, everyone seems satisfied—even happy), what about the next year after this exercise is complete? What prevents the cycle from happening all over again? Surely that is crazy?

Worked up about this last week, I discussed these conflicts with a friend who owns a restaurant chain (a good guy by the way, who provides health insurance benefits for his employees), who does not get this care at Group Health (because it is too expensive—when it is competitive, he is ready), and he has medical problems that find him quite knowledgeable on a first-hand basis with how care is delivered in this State. I asked him if this process would drive him crazy. His answer (paraphrased below) astounded me:

“Randy, at the end of the day, you have to decide what you are selling—people or health care?. I have great employees. Think about Peggy (waitress I have known for years). Peggy is great for business and is proud of that. You like seeing Peggy, talking to her, interacting with her—but you don’t leave the restaurant when Peggy isn’t here. You walk away if I can’t deliver the bottom line ie a good meal and dining experience. I do my best to make sure that whoever is working in the restaurant will do a good job achieving this goal and I am guessing that is what the training and processes at Group Health try to do.”

Ouch!
I am working actively with my leadership partners and medical staff on these conflicts inherent to the evolving medical home and the changes that brings. We will use real data and experience from those who have done this to guide the answers.

Owing the Medical Home in Burien

I shared Burien’s work on a couple of projects this week at the South Mini-Forum, and thought I would write a bit about it as well.

Through this process of launching the Medical Home at Group Health, Burienites (BRNites?) have sought effective ways to implement the creative piloting work our sister clinics and Primary Care Leadership Team. Excellent processes create solid standard work. Because of this, we enjoy the work, and we have excelled.

I think one of the reasons we’ve been able to sustain our enthusiasm is that we’ve explored ways to own the work and make the individual campaigns our own. Simply “receiving” the campaigns as orders in notebooks risks creating a culture of apathy (BRNouts!), staff who ace the checklists but don’t feel energized by the effort.

So, how do we take very good ideas and faithfully put them to work at Burien while maintaining our sense of uniqueness, our sense that Burien is unique? It isn’t easy! Or fast. Or linear. But owning the work is powerful, and worth the effort.

An example.

We’re in the midst of launching the Prepared Visit effort. Goals: capitalize on opportunities to close care gaps, improve outcomes, and unburden our patients and ourselves.

When I look at the work from the perspective of various stakeholders, it’s a winner all around: it looks pulls us out of the “tyrrany of the urgent,” and helps us plan thoughtful care for our patients. But it is more work for our flowstaff, who are already heavily burdened with the daily demands of rooming patients, eliciting their concerns, reconciling their medications, making endless calls, handling provider requests, and moving information though our system. This doesn’t begin to describe the amazing load of work our nursing staff accomplishes, and it is done with such efficiency and grace that it is largely invisible to me.

The idea of loading another task, and no small task, onto our flowstaff seemed like a guaranteed loser if handled poorly. More work? With what time? It seemed sure to feel bad all around if the work was introduced to flowstaff by boss-types who don’t do the job and can’t relate–really–to what another task means.

So we floated the Prepared Visit idea to a few of our excellent flowstaff, medical assistants with experience, smarts, and credibility among their peers. We asked these opinion leaders for their help: try out the work of preparing for visits before we launched clinic-wide, and share their experience. My medical assistant, Cheryl Rogers, took on the project with enthusiasm. I showed her a checklist five minutes before the end of a workday, and by the time she left she had already prepped one patient for the following day. Her response to the concept was enthusiastic: it was work, but it was worth it. She could see the payoff: preparation would improve patient care and lessen the burden of low-yield outreach letters and calls, work that consumes hours of her precious time every week.

The result. Cheryl and I have done more unscheduled pap smears in the last week than we scheduled in the last six months. And well-child checks. And colon cancer screens. Tetanus shots. Mammograms. Blood tests. Unbelievable, and very satisfying. And our patients like it–surprise. I’ve started running the checklist on my own with patients who send email.

By the time we had our launch event last week, everybody already knew about the project. They had watched their respected peers dive into the work and talk about it. And though we don’t officially launch the project until next week, all of our flowstaff are already doing pre-visit checklists for our patients.

If you ask me, that’s a successful launch. We’re doing standard work (that we didn’t have to create de novo), and we own the work because we presented it in a respectful way, engaging opinion leaders and allowing them to drive the process.

We are very fortunate at Burien to have a engaged, capable, and creative staff who crave meaningful work that matters to patients. Harness that spirit–rather than squash it–and we’ll continue to lead the way in creating a model of what Primary Care really should be.

Crossposted at http://brntips.blogspot.com/

New York Times

If you haven’t seen it, grab a copy of The New York Times today (7/7/09) and read about Group Health and our famous Dr. Harry Shriver at the Factoria Medical Center.

http://www.nytimes.com/2009/07/07/health/policy/07coop.html?ref=todayspaper

The story relates how electronic medical records and a collaborative model of primary care have “made Group Health a prototype for a political compromise that could unclog health care negotiations in the Senate and lead to a bipartisan deal.”

The story continues: “After a month of brainstorming, including briefings from Group Health executives, the Senate Finance Committee seems poised to propose private-sector insurance cooperatives-instead of a new government health plan-as its primary mechanism for stoking competition and slowing the growth of medical costs.”

The article questions whether or not the consumer governance model has an impact on the success of Group Health, but states “There is much about the Group Health model that Congress and the White House would like to replicate.”

The Pulitzer-Prize winning journalist Kevin Sack spent two days at Group Health to gather research for his story. He toured Factoria Medical Center’s medical home, talked with Matt Handley, MD, about electronic medical records, and visited Eric Larson, MD, and his team at the Group Health Center for Health Studies. Sack met with Trustee Jerry Campbell and active consumers, Tom Brewer, Jean Muir, Stuart Grover, Judith Smith and Aubrey Davis.

At Factoria, Sack observed Dr. Shriver in practice and met with him one-on-one. Dr. Shriver described how he has been reenergized by the practices of the medical home, which give him more quality time with patients. Dr. Shriver’s quote in the story: “I surprise my patients by asking, ‘Is there anything else you want to talk about today?’ They’ve never heard a doctor say that,” made the “Quote of the Day,” for the online version of this story.

Dr. Harry Shriver featured photo in July 7, New York Times article

Dr. Harry Shriver featured photo in July 7, New York Times article

It’s more than a green dot

As the physician pacesetter for the Chronic Disease Management process I’ve struggled a bit with having a clear and cogent explanation of what is really different about the new workflows for the providers.  The questions I get fall into a couple of broad categories: “How is this really different from what I do already?”; and “What value does all this stuff bring to me and my patients?”.  While I have a response to these that makes sense to me, I really appreciate hearing from folks who do the real work day in and day out confirm the value of this work to their teams and their patients.  The following is from Dr Kim Waarvick at Family Health describing how he feels about the Chronic Disease workflows and how he uses them:

“While it’s nice to have a green dot next to your name, it’s not the reason why I’ve worked so hard. I really believe that doing treatment plans for our chronic disease patients, over time, will result in patients with better controlled chronic diseases and fewer adverse health outcomes.    I don’t have hardcore direct evidence to back up that belief, but it is one of those things that makes a lot of intuitive sense to me, and they certainly don’t hurt anything, and they are not that hard to do (maybe with the exception of the asthma ones, which aren’t difficult really, but take me a good 10 minutes to do).

 I feel that making an attempt to do as many of these written plans as possible on our “simplest” chronic disease patients, our most complicated patients, and all of our chronic disease patients in between, will very likely result in healthier panels over time.  I realize that we doctors are extremely busy and harried. We absolutely must continually try to avoid doing unnecessary work that clearly makes no difference to our patients.  But I feel that spending too much mental energy to triage our efforts in doing these plans for only our most ill patients in order to have to most “bang for the buck” for our efforts misses the point substantially.   

The point being that every chronic disease patient of ours has a clear plan with the treatment goals, their current plan for therapy to achieve those goals, and plan for follow-up testing and care.  And now, better than ever, we have ways to measure if we are making a difference by way of our own internal tracking mechanisms, HEDIS scores, etc.  So, I suppose 2+ years from now, I’ll see if my instincts were right about this one. 

Doing these on my  more stable patients simply helped me get more familiar and faster using the dot phrases, and so I felt less intimidated when my more complicated ones came in to use the treatment plans.  This was advice given to me by Dr. McCulloch himself on the day he visited our clinic to discuss these treatment plans with us, and I took that advice to heart.  Of course, I agree that we should refer to the Pharmacist or RN only those patients who are “unstable” as we have defined it, I’m just talking specifically about the treatment plans.

So, in the end, I think what a lot of us probably already know and think, but may not want to say out loud: that the success or failure of a lot of these standard work type initiatives for the doctors, ie, an AVS for every single patient, and now these plans, depends less on the tools themselves (which of course are very important), but the mindset of the physician deciding whether or not to take the time to do them.  Do we really believe that, in the short term and even more importantly over time, this work will make a positive difference for our patients whom we care so much about?  I personally believe so.  But it seems that maybe that feeling is not shared among all members of our group here.  I’ll try to think more of how we can change that, and I’ll let you know if I come up with anything I can share.  But in the meantime, in my own cluster,  I’m going to try to focus more on talking about the intent and confidence I have behind the treatment plans, rather than the pure nuts and bolts of doing them in EPIC, as that is what has worked for me in my own mind at least these past few weeks of doing them.”

Patient Appeals in the Medical Home

I recently reviewed the chart of a patient unhappy with their shared costs of a Sinus CT (just short of $1,000).

While we focus on many technical aspects of implementing the medical home (time to make phone calls, nurses to check testing before the visit), it is my fervent prayer that the time with patients this should help us achieve will prevent what I saw in this patient’s care. I believe the care was less than optimal and that the Medical Home will help our clinicians have the time to do the right thing: give considered (and good!) advice, bring the patient into the conversation with “informed consent” which would in time include the shared costs.

No small thing.

  • The patient has chronic facial pain characterized by her as chronic sinusitis.
  • Her snapshot identifies “chronic sinusitis” but the associated comments identify that it is probably not the correct diagnosis. No alternative is suggested.
  • She would not have had the sinus CT (her third in three years) had she been aware of the $800 charge to her as she knew that the previous CT’s were normal (as was the third).
  • She is aware that the two ENT and one Neurological evaluation by our consultants all concluded that the source of her pain was not from sinus disease and in fact, was elusive in its cause.
  • She characterized their consultations as having “done nothing” for her.
  • She had the impression that the pattern with two different doctors in the three years was of initial intensive testing followed by minimal testing and her conclusion was that the doctors were being advised to minimize care with her to “save money.”

A huge value to our patients, and to ourselves in the medical home will be the needed time in the visit and elsewhere, to build confidence, clarify misperceptions, be honest, and develop good care plans. That time is what makes the patient-centric model whose nucleus is the doctor-patient relationship possible. We own the construction of building the capacity to have that time with the medical home work we are learning now; we own the commitment to the personal skill development needed to provide that welcoming clinical environment –for each challenged and challenging patient.

Medical Home in the media

Check out the latest article on Group Health’s Medical Home in July’s Seattle Business magazine and Seattle magazine’s “Top Doctor” editions. The writer does a great job of capturing Group Health’s medical home by quoting Drs Harry Shriver and Susan Spencer, as well as Janet Nolte, RN, and medical center leader Alicia Eng, RN.

 The article isn’t available online yet,  so please go to the blog’s downloads page and click on the PDF. Or, the link below will take you to the downloadable PDF.

http://ghmedicalhome.org/?page_id=98

Inspirational Video

Sometimes we need a little reminder of the amazing work we are doing with the medical home. Here is an inspirational video I made for the Primary Care Forum last week. I wanted to share this with everyone who couldn’t make it. Please share with others! You all are amazing!

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If you are reading this post via e-mail go to the blog to see the video:www.ghmedicalhome.org

Medical home as evolution

It is not uncommon for me to hear, especially from my “older” peers, that the Medical Home is bringing us back to the Family Practice we all had years ago. I feel a strong emotional bond to the sentiment. As I participate in rolling out the Medical Home however, I find myself thinking this is a little sloppy; what we are developing is very different from what we used to do.

A recent Annals of Family Practice article discussed the “national conversation” and identified principles of any Medical Home. The easy stuff is what I think the emotional bond is about–”primary care principles,” relationship-centered care, evidence based guidelines for example. What is in my mind different, is the reliance on technology, innovation, and a chronic care model working with populations.

Put another way, what I lived in my “Medical Home” of the 1980’s included the following: I would delay a vacation to deliver a baby; I did home visits, and hospital visits, and nursing home visits, and emergency room visits. I gave my back line number to many patients. I brought up death and dying and learned to be OK with tears. I developed experience and training from my consultants like setting fractures, trigger point injections, and assessing ADHD on my own. I built my own “home” around my energy, interests, and skill.

Our Medical Home at Group Health is oriented to care in a very different way than what I describe above. When I observe the population served and the goals to be achieved, it is clear that the times and needs are different. Most of those services are delivered in teams and not by one person. It is as if I lived and developed my model in a world of competing hunter-gatherers. The world today is recognizing the value of farming and organizing resources in a community with structure, goals, needs, and priorities. As a species, our civilization reflects the strength of this level of organization and I believe that is the evolution we are experiencing nationally and again, in primary care at Group Health.

It clearly will deliver better outcomes for more people (like farming!). It will be delivering care in a less heroic mind set; while I might miss that, my health, my priorities, and my family welcome the teaming and technology concepts that guide the Medical Home.

Behind the Scenes: Planning for the Outreach RPIW

It’s Sunday and I am spending my afternoon doing odds and ends in preparation for tomorrow’s Rapid Process Improvement Workshop in Factoria-practicing my teaching module, double checking the detailed facilitator agenda to make sure I know where I am supposed to be and when I’m supposed to be there, re-thinking my questions for visioning. My co-facilitators are doing the exact same thing. More than anything, when I walk in that room tomorrow I want to be prepared.

This is the final RPIW in a series of workshops defined by the Medical Home Value Stream in 2008. I have had the privilege of being involved in some way or another in six of these events over the last 15 months, starting with Call Management and ending with this week’s event, Outreach. When I’m one of the facilitators I arrive at these events with six to seven weeks of intensive preparation behind me (with the help of my wonderful colleagues, of course) and a level of energy and optimism that I always hope will carry us though the momentous task ahead.

For those of you that have participated in an improvement event anywhere in the organization you know how much work they are. I heard one leader jokingly refer to an RPIW as a ‘week long prison sentence’. But I’m certain he was only kidding…The team members always amaze me with their dedication, energy and willingness to put old thinking behind and embrace a new way of doing improvement. By day five I can honestly say that everyone is usually amazed by the sheer volume of work they have completed, the level of improvement they have achieved and how quickly they came together as a team. They are totally exhausted and totally proud. And they should be!

 One thing that is not always clear is what goes on ‘behind the scenes’. It would be nice if we facilitators could show up on day one and just wing it. Maybe someday, as we progress in our lean learning and have really good data about our processes, our organization will be able to run events like that. We will have the experience and expertise to do improvement more quickly. But we are not there yet. So, what happens before those front-line team members enter the room Monday morning? A LOT!

 The facilitators spend a couple weeks doing intensive data collection, which during the assessment phase, typically means going on a whole lot of process walks. This is where we go and directly observe the work being done to obtain as much data about the process as possible. We ask lots of questions and document everything. What is the process? How long does it take? Who does it? How much variation is there? How much waste? Where are the opportunities? Then we map it all out and get clear about the facts. What does the data tell us?

 We get clear on scope and process boundaries and being working with our sponsors and process owners to decide if this process is the right candidate for an RPIW. If we have a ‘go’ decision we begin the planning process. We spend around four weeks in planning. This involves even more intensive data collection, more process walks, tons of logistical preparation, bringing together the sponsors and appropriate managers to prepare for what they would like the team to accomplish during the week. What do the sponsors expect? What does the data tell us is possible? How far do we think the team will take this improvement? We have to be prepared for any scenario and we need our sponsors and management guidance team to be prepared too. We have all kinds of meetings, we work with process owners to select team members to participate and prepare for upcoming improvements. After all, the process owners are the ones responsible for implementing the improved process. They have a critical role in all of this.

 We interview our patients to find out  directly from them what they need and want out of the process. What are their requirements? We also interview our stakeholders. They have an important voice, too. We line up the appropriate content experts to be ‘on call’ during the week if the team needs them. We spend time selecting the appropriate technical training modules. We arrange process walks so that team members can go and ‘see for themselves’. We hope to be prepared well enough that we can get out of the way and the let the front line team members do what they are there for—improve their own processes on behalf of our patients. So, we plan and plan and plan. And then come Monday, we DO. Of course, even though there is a ton of ‘doing’ all week, we constantly are checking and adjusting as well.

 Why do we all–sponsors, management guidance team, process owners, front line staff and facilitators–do this crazy amount of work? Why do we take time out of our already busy jobs, time out of clinic, time away from our families and colleagues to do these five-day events? Why does this work matter?

 It matters to our patients. They deserve the best healthcare at the best price. Affordable excellence. That is what we are going for. Whether we are reducing telephone wait times, improving care for chronic diseases, giving our patients multiple ways to connect with their care teams, or figuring out the best and most reliable methods to help patients be informed about all of their healthcare needs, this is our ultimate goal.

 So, I’ll see some of you tomorrow morning in Factoria for another RPIW. If I’m not too busy I’ll try to post live from the event and let you know how it’s going. But even if you don’t hear from me you can be pretty sure that our amazing team members are creating tremendous improvement on behalf of our patients.

 

 

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