advanced practice providers: enhancing their roles ... · © 2016 mmic/umia. all rights reserved...
TRANSCRIPT
© 2016 MMIC/UMIA. All rights reserved
Advisory Notice
This presentation has been abridged from a variety of
sources and is intended for informational and advisory
purposes only for MMIC/UMIA policyholders.
MMIC/UMIA does not undertake to establish any
standards of medical practice. This presentation is
provided as guidance relating to risk management and
claim prevention. Specific legal advice should be
obtained from a qualified attorney, when necessary.
© 2016 MMIC/UMIA. All rights reserved
Learning objectives
• List the professional liability risks involved in
employing advanced practice providers (APPs).
• Name the most common contributing factors in
professional liability cases involving APPs.
• Implement strategies to mitigate risk and enhance
patient safety.
© 2016 MMIC/UMIA. All rights reserved
Introduction
Lessons Learned
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© 2016 MMIC/UMIA. All rights reserved
• 55-year-old man was examined by PA
• Complained of shortness of breath, fatigue
and lower extremity swelling
• History of asthma, high cholesterol,
hypertension and diabetes
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• PA noted high BP, elevated blood sugar
and abnormal CXR
• Diagnosis: acute heart failure and
unstable diabetes
• Changed: heart, diabetes and
hypertension meds
• Added a diuretic
• Ordered baseline labs and a follow-up visit
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• One week later, reexamined by same PA
• Somewhat improved, but still short of
breath
• No lab results present in medical record
• Repeat CXR showed improvement
• Diagnosis: pulmonary-related
• PA discontinued diuretic and ordered
asthma medication
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• Two days later, the man collapsed at home
• Ambulance called; CPR initiated
• Coded in ED; ventricular arrhythmia
• Died in ED due to ischemic heart disease
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• Family filed a malpractice claim
• Alleged PA failed to timely diagnose
and treat cardiac condition
• Experts were critical
• Case closed with payment
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What you’ll learn about APPs
PART ONEEmployment trends
PART TWOProfessional liability risk
PART THREEReducing risk
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APP employment trends
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© 2016 MMIC. All rights reserved
APP employment today
Clinics Employing APPsMGMA Survey, 2014
35% have NPs
30% have PAs
Source: http://www.forbes.com/sites/brucejapsen/2015/07/15/nurse-practitioners-
physician-assistants-more-in-demand-than-most-doctors/#772bcd5d3610
100 Best Jobs of 2016US News & World Report
PAs rank 5th
NPs rank 6th
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Emerging employment trends
2015 2022
Bureau of Labor Statistics
Projected growth by 2022
PAs 38%
NPs 34%
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Emerging employment trends
All occupations 11%
Physicians/Surgeons 14%
All healthcare jobs 19%
2015 2022
Bureau of Labor Statistics
Projected growth by 2022
PAs 38%
NPs 34%
© 2016 MMIC/UMIA. All rights reserved
PA specialty areas
Source: AAPA PAs in Healthcare Annual Survey 2013
38%
26%
18%
15%
11%
3%
2%
1.5%
General Medicine
Surgery
Other
Internal Medicine
Emergency Medicine
Pediatrics
OB/Gyn
Occupational Medicine
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• Regulated by state medical or PA boards
• Cannot practice independently
• Rural clinic designation
• Written agreement outlines scope
of practice
PA practice
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NP specialty areas
Source: AANP NP Facts July 2015
55%
19%
8%
5%
5%
4%
3%
1%
1%
Family Medicine
Adult Medicine
Acute Care
Pediatrics
Women's Health
Psych/Mental Health
Gerontology
Oncology
Neonatology
© 2016 MMIC/UMIA. All rights reserved
• Governed by state nursing boards
• Many states allow independent practice
– No physician supervision required
• Some states have reduced or
restricted practice
– Collaborative practice agreement
– Delegation and supervision required
NP practice
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State practice models for NPs
(as of Nov. 2015)
Full practice
Reduced practice
Restricted practice
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Emerging trends for APPs
Increased
employment
in clinics and
hospitals
Increased
involvement in
pre- and
post-op care
Increased
management
of patients
in LTC
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Perfect storm and perfect opportunity
Insured population
Population with chronic conditions
Demand for access
Demand for efficiency
Physician shortage
Mandate to reduce costs
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8.0% 7.7% 7.9% 8.6% 8.0%
0%
5%
10%
15%
20%
2010 2011 2012 2013 2014
MMIC claims involving APPS
NPs PAs Total
MMIC APP claims per year
MMIC N=186 (APP) of 2,340 PL cases asserted 2010-2014
7.9% average
APPs and Professional Liability Risk
© 2016 MMIC/UMIA. All rights reserved
© 2016 MMIC/UMIA. All rights reserved
Elements of a malpractice claim
• Duty
• Breach of duty
• Existence of an injury
• Injury caused by breach of duty
Professional
Negligence
Failure to meet thestandard of care
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Theories of potential liability
Direct
liability Vicarious
liability
Vicarious
liability
Negligent
credentialing
Negligent
credentialing
Negligent
supervision
Negligent
supervision
APP
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• Physician employer
• Facility employer
• Locum tenens
Employment model may affect risk
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Digging deeper, seeing farther
Analysis of our coded claims:
• Identifies signals of vulnerability
• Identifies opportunities to improve safety
• Catalyzes change for optimal risk reduction
Since 2013, MMIC has partnered with
Harvard-based CRICO Strategies for
data analytics
• Risk intelligence tool
• Comparative benchmarking data
Comparative Benchmarking System (CBS)300,000+ claims
Represents ~30% of National Practitioner Data Bank
400+ hospitals, 165k+ physicians, 8k+ cases per year
Membership
Copyrighted by and used with permission of The Risk
Management Foundation of the Harvard Medical
Institutions, Inc., all rights reserved.
© 2016 MMIC/UMIA. All rights reserved
Unique on the surface
Adverse event
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… common
factors below
Common underlying
themes
• Initial misinterpretation
of scan
• Lack of communication
among providers
• Failure to respond
to repeated symptoms
• Diagnostic focus
too narrow
• Lack of patient assessment
Adverse event
© 2016 MMIC/UMIA. All rights reserved
Top allegations – all vs. APPs
MMIC N=2,340 PL cases asserted 2010–2014
0%
5%
10%
15%
20%
25%
30%
35%
40%
All Cases
All Cases Total Incurred
© 2016 MMIC/UMIA. All rights reserved
Top allegations – all vs. APPs
0%
5%
10%
15%
20%
25%
30%
35%
40%
Cases involving APPs
NPs PAs Total Incurred
MMIC N=186 PL cases asserted 2010-2014 involving APPsMMIC N=2,340 PL cases asserted 2010–2014
0%
5%
10%
15%
20%
25%
30%
35%
40%
All Cases
All Cases Total Incurred
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35%
24%
18%
10%
6%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Diagnosis-
related
Medical
Treatment
Surgical
Treatment
Medication-
related
Safety &
Security
NPs PAs
Top major allegation categories involving APPs
MMIC N=186 PL cases, asserted 1/1/2010–12/31/2014
NPs
43% PAs
57%
APP Cases
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APP cases: settings and responsible services
0%
5%
10%
15%
20%
25%
30%
Responsible Services
NPs PAs
MMIC N=186 Asserted 2010-2014
Settings
ED
17%
Outpatient
51%
Inpatient
32%
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Contributing factors
Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Contributing factors are
those underlying issues
“under the iceberg”
from which we extract
common themes.
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
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Clinical judgment
Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2% 74%of APP cases involve issues with
clinical judgmentMMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
© 2016 MMIC/UMIA. All rights reserved
Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Clinical judgmentClinical judgment factors* % APP
Patient assessment issues 72%
Selection/mgmt. of therapy 30%
Failure/delay in obtaining
consult/referral14%
Occur early in the
diagnostic processMMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
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Patient assessment issues* % NPs % PAs
Failure/delay
in ordering
diagnostic tests
14% 31%
Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Clinical judgmentClinical judgment factors* % APP
Patient assessment issues 72%
Selection/mgmt. of therapy 30%
Failure/delay in obtaining
consult/referral14%
Occur early in the
diagnostic processMMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
© 2016 MMIC/UMIA. All rights reserved
Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Technical skill
Less about
technical skill
factors
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
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Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Technical skill
Technical performance % cases*
Known risk of procedure 60%
Poor technique 18%
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
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Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Communication
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
© 2016 MMIC/UMIA. All rights reserved
Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
CommunicationCommunication % NPs % PAs
With patient and family 7% 11%
With other providers 10% 7%
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
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Communication % NPs % PAs
With patient and family 7% 11%
With other providers 10% 7%
Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Communication
With other providers - especially
• Regarding patient condition
• Failure to read record
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
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Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Behavior-related
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
© 2016 MMIC/UMIA. All rights reserved
Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Behavior-related
Behavior-related % cases*
Patient factors 20%
Provider factors 2%
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
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Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Administrative
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
© 2016 MMIC/UMIA. All rights reserved
Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Administrative
Administrative % cases*
Staff issues 10%
Policy issues 8%
Ethical 3%
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
© 2016 MMIC/UMIA. All rights reserved
Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Clinical environment
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
© 2016 MMIC/UMIA. All rights reserved
Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Clinical environment
Clinical environment
Workflow/workload
- Weekend/nightshift/holiday
- Busy-ness factors
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
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Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Supervision
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
© 2016 MMIC/UMIA. All rights reserved
Factors * % APP % MMIC
Clinical judgment 74% 59%
Technical skill 32% 47%
Communication 31% 30%
Behavior-related 22% 30%
Administrative 21% 20%
Clinical environment 11% 6%
Supervision 7% 2%
Supervision
Supervision factors
Supervision – nursing, staff, other
Signing off without review of or
participation in care.
MMIC N=186 PL cases asserted 2010-2014
*A case will often have multiple factors identified.
= statistically significant (p < 0.05)
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Team-related vulnerabilities
Clinical judgment
Too much responsibility
No clinical guidelines,
care protocols, or
clinical decision support
Lack of mentoring
and collaboration
opportunities
Communication
Hierarchical,
unsafe culture
Lack of teamwork
skills and tools
Lack of empathy training
Lack of patient
engagement
Administrative
Inadequate physician
oversight due to lack of
role clarity
Lack of mentoring/
collaboration
opportunities
Lack of policies and
procedures
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Reducing risk
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© 2016 MMIC/UMIA. All rights reserved
Reducing risk: focus on three
Policy and
oversight
1Culture and
experience
2Tools and
training
3
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Implement an
APP policy• Roles and responsibilities
• Identification of team
• Scope of practice and
delegation
• State regulations
• Prescribing authority
• Supervision and oversight
• Consultation
triggers/parameters
1 policy and
oversight
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© 2016 MMIC/UMIA. All rights reserved
1 policy and
oversight
Evaluate
credentials and
competency
• Verify licensure, credentials
and prior experience
• Conduct background
investigation and reference
checks
• Assess competency
• Use skills checklists
• Provide orientation
© 2016 MMIC/UMIA. All rights reserved
© 2016 MMIC/UMIA. All rights reserved
1 policy and
oversight
Ensure oversight • Medical record review
• Consultation
triggers/parameters
• Case reviews
• Patient complaint reviews
• Mentoring relationships
• Metrics to evaluate
performance
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© 2016 MMIC/UMIA. All rights reserved
Promote a safe
and collaborative
culture
• Encourage error reporting
• Give honest feedback
• Encourage and honor
requests for assistance
• Assess patient safety
culture
culture and
experience2
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© 2016 MMIC/UMIA. All rights reserved
culture and
experience2
Make provider
well-being a priority
• Include it in your
mission statement
• Measure well-being
• Provide education
and tools
• Encourage self-care
• Promote resiliency tools
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© 2016 MMIC/UMIA. All rights reserved
culture and
experience2
Enhance
communication
among members of
the health care team
• Critical language policy
• Communication tools
(e.g., SBAR, handoff tools)
• Communication triggers
• Teamwork training
• Huddles
• Clinic/department/
facility meetings
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© 2016 MMIC/UMIA. All rights reserved
Provide education
and training
• Team-based care
• Clinical topics
• Effective communication
• Reducing risk
• Empathy training
tools and training3
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© 2016 MMIC/UMIA. All rights reserved
tools and training3
Use clinical
and diagnostic
decision support and
other HIT tools
• Patient care protocols
• Clinical guidelines and
order sets
• Diagnostic decision
support (e.g., Isabel)
• Test management and
follow-up care tracking
• Patient population
management
• Medication management
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© 2016 MMIC/UMIA. All rights reserved
tools and training3
Enhance
communication
skills for
patient interactions
• Health literacy tools
• Communication triggers
• Shared decision-making
model to enhance
engagement
• Apology and
communication process
• Empathetics
• Pulse 360
© 2016 MMIC/UMIA. All rights reserved
© 2016 MMIC/UMIA. All rights reserved
Closing thoughts
Making a difference
© 2016 MMIC/UMIA. All rights reserved
© 2016 MMIC/UMIA. All rights reserved
Resources
Nurse Practitioners
• American Association of Nurse Practitioners http://www.aanp.org
• American Association of Nurse Practitioners State Practice Environment map http://www.aanp.org/legislation-regulation/state-legislation-regulation/state-practice-environment
• Barton Associates NP Scope of Practice Law Guide http://www.bartonassociates.com/nurse-practitioners/nurse-practitioner-scope-of-practice-laws
Physician Assistants
• American Academy of Physician Assistants - https://www.aapa.org
• National Commission on Certification of Physician Assistants State Licensing Boards links http://www.nccpa.net/StateBoards
• Barton Associates PA Scope of Practice Law Guide http://www.bartonassociates.com/nurse-practitioners/physician-assistant-scope-of-practicelaws/?utm_medium=social&utm_campaign=PA+Wheel&utm_source=Facebook