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Delivery System Design
presenterlocation
Event (LS#1 or an introduction)
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Informed,ActivatedPatient
ProductiveInteractions
Prepared,ProactivePractice Team
Functional and Clinical Outcomes
DeliverySystemDesign
Decision Support
ClinicalInformation
Systems
Self-Management
Support
Health System
Resources and Policies
Community
Health Care Organization
Chronic Care Model
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Delivery System Design
• Define roles and distribute tasks amongst team members.
• Use planned interactions to support evidence-based care.
• Provide clinical case management services.
• Ensure regular follow-up.
• Give care that patients understand and that fits their culture
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To improve outcomes in chronic illness
• Patients must be prescribed and taking proven therapies
• Patients must be managing their illness well
• Patient course must be followed for changes in status and reinforcement
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The problem• Patients are frustrated by waits and
discontinuities, often don’t receive proven services and often feel they are not heard.
• Providers feel they have little control over their work life, are stressed by demands for productivity despite older, sicker clientele and the reduced variability in their clinical day.
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What we know about primary care visits?
• 50-70% are largely informational or informative (including check-backs for chronic illness care) yet they are organized like acute visits
• US average is 16.3 minutes
• Patients are given an average of 20 seconds to tell their story before they are interrupted
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What we know about primary care visits? (cont.)
• When uninterrupted, 50% of patients finished their story in 60 seconds or less, 80% in 2 minutes or less.
• For the same set of patient characteristics, physicians varied the interval between visits from 4-20 weeks.
• Non-physician staff are generally more likely to adhere to protocols
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What we know about primary care visits? (cont.)
• For pediatric patients with asthma, continuity of care is associated with 50-60% reductions in ER use and hospitalizations
• The physician part of the visit is shorter when non-physician staff are used to their capacity.
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Old interaction vs. new interaction
Between doctor/NP/PA and patient
Between patient and care team
Face-to-face Multiple methods
Problem-initiated and focused
Based on care plan: “planned visit”
Topics are clinician’s concerns and treatment
Collaborative problem list, goals and plan
Ends with a prescription Ends with a shared plan of care
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•Assessment of self-management skills and confidence as well as clinical status•Tailoring of clinical management by stepped protocol•Collaborative goal-setting and problem-solving resulting in a shared care plan•Active, sustained follow-up
Informed,ActivatedPatient
ProductiveInteractions
PreparedPractice Team
How would I recognize aproductive interaction?
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Define roles and tasks
Distribute them among the team members.
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Care is a team sport
• Team development
• Review process for care
• Assign tasks, matching licensure and skills.
• Cross train staff
• Use protocols and standing orders
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Example of task distributionMicroalbuminuria testing
• Receptionist recognizes patient has diabetes, attaches req. to chart
• MA collects specimen
• RN reviews slip, recognizes out-of-range tests, orders confirmatory test, discusses possible need for ACE inhibitor
• MD discusses and prescribes ACE inhibitor
• RN calls pt. to check on med. adherence and side effects
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ROLE PRIMARY CARE PROVIDER
PRIMARY CARE NURSING STAFF
MEDICAL SPECIALIST
CLINICAL CARE MANAGER
RESOURCE COORDI-NATOR
CLERICAL STAFF
Roles in Team Care
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Use planned interactions to support evidence-based care
One-on-one, group, telephone, email, outreach….the possibilities are endless
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What is a Planned Visit?
• A Planned Visit is an encounter with the patient initiated by the practice to focus on aspects of care that typically are not delivered during an acute care visit.
• The provider’s objective is to deliver evidence-based clinical management and patient self-management support at regularly scheduled intervals without the “noise” inherent in the acute care visit.
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What does a Planned Visit look like?
• The provider team proactively calls in patients for a longer visit (20-40 minutes) to systematically review care priorities.
• Visits occur at regular intervals as determined by provider and patient.
• Team members have clear roles and tasks.
• Delivery of clinical management and patient self-management support are the key aspects of care.
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How do you do a Planned Visit?
You Plan It!
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Example: Polypharmacy in the elderly, Step 1
• Choose a patient sub-population, e.g., all patients >75 on five or more medications
• Have programming support person or pharmacy generate list of patients and medications
• MD reviews list for patients at highest risk (via evidence-based criteria)
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Step Two: Patient Outreach
• RN/LPN/MA checks to see if patient is on any registries
• Have receptionist call patient and explain the need for planned visit using script
• Allow patient to choose day and time for visit
• Ask patient to bring in bag of all medications they are taking (including OTCs and herbals)
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• RN/LPN/MA prints any relevant patient summaries from registries and attaches to front of chart
• MD reviews medications prior to visit, and consults with pharmacy as needed
Step Three: Preparing for the Visit
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• Review patient’s medication regimen
• Identify and eliminate unnecessary drugs
• Adjust remaining medications as needed
• Problem solve adherence issues with patient
• Create an patient action plan
• Schedule follow-up
Step Four: The Visit
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• Does not need to be in-person visit (use phone, email)
• Check adherence to action plan
• Problem solve as needed
• Schedule additional follow-up as needed
Step 5: Follow-up
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Group Visits: Introduction
• Patients brought in by clinically relevant groups
• Patients can receive:Specialty service as needed/availableOne-on-one with medical providerMedication counselingSelf-management support trainingSocial support
• Multiple Models for Group Visits
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Provide clinical case management services for
complex patients.Knowing who needs more support and
finding a way to deliver it.
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What is case management?
Many different things to different people
• Resource coordination
• Utilization management
• Follow-up
• Patient education
• Clinical management
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Case mgmt: Positive clinical trials
• clinically skilled case manager using protocols
• close linkages to primary care and specialty expertise
• close follow-up and strong self-management support
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Informed,ActivatedPatient
ProductiveInteractions
Prepared,ProactivePractice Team
Functional and Clinical Outcomes:decreased HbA1c
no increase in adverse eventsimproved self-reported health status
DeliverySystemDesign:
case mgmt.RN in clinic,
routine meetingswith PCP
Decision Support:Detailedmanage-
mentalgorithms,specialistconsult.
ClinicalInformation
Systemsdiabetes registry,
patient monitoring logs
Self-Management
Support:1:1 visits withtrained RN,
follow-upsupport,
pt. Ed class
Health System:Prudential JacksonvilleCommunity
Diabetes Nurse Case Management
Aubert et al Ann Int Med 1998;129:605
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Case mgmt: Negative clinical trials
• nurse or social worker without specific clinical experience or training
• no clear goals or protocols
• limited connection to primary care
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Patient/Caregiver Problem-Centered
Interactions
Case managerlinked to others
Increased hospitalizationNo change in functional status
DeliverySystemDesign
intensivecase mgmt(home visit
every 6 wks, monthly
phone calls)
Decision Support
no clinical guidelines
consult withgeriatrician
and team
ClinicalInformation
Systemsused a nursing documentation
program
Self-Management
Supporttrained to
emphasize patientstrengths
Health System
Resources and Policiesdeveloped a guidereferred patients
Community Health Care OrganizationRegional health system
Non-specific Nurse Case Management
Gagnon et al, JAGS 1999; 47:1118-1124
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Key changes for case management
• Develop patient selection criteria
• Determine availability of services
• If available, work together
• If not, review team roles and tasks and fill in gaps.
• Assure that patients receive CM services.
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Features of effective case management
• Regularly assess disease control, adherence, and self-management status
• Either adjust treatment or communicate need to physician immediately
• Provide self-management support• Provide more intense follow-up • Assist with navigation through the health
care process
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What do you do if you can’t hire a clinical case manager?
• Evidence suggests that non-professionals can be trained to perform follow-up and assessment.
• That alone when linked to a physician or nurse case manager has improved outcomes in depression and arthritis
• Automatic Voice Response telephone systems can perform this function.
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Ensure regular follow-up by the primary care team
The alternative to lost to follow-up…
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Making follow-up work for you• Develop process for follow-up
• Tailor follow-up to patient and provider needs
• Eliminate unnecessary follow-ups
• Schedule follow-up.
• Monitor for missed follow-up.
• Reach out to those not attending follow-ups.
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Follow-up could be…
• Face-to-face
• Clinical case manager
• Outreach worker
• In groups
• Phone
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•www.improvingchroniccare.org
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