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Evidence-Based Quality Improvement(EBQI)
Amy N. Cohen, PhDDesert Pacific Mental Illness Research Education and Clinical Center (MIRECC)
Outline of Talk
Description of EBQI Building a local QI team EBQI methods and tools Example: EQUIP study
The Quality Problem
Routine practice fails to make use of research evidence and effective practices– particularly prevalent in mental health and
substance abuse– prevailing quality is poor to moderate
Quality improvement seeks to close this gap between research and practice
Total Quality Management (TQM) & Continuous Quality Improvement (CQI)
Structured organizational process for involving personnel in planning and executing a continuous flow of improvements to provide quality health care
Goal is to implement evidence-based practices However, strategies for changing organization and
provider behavior are typically based on intuition and anecdote, NOT evidence
Shojania KG, Grimshaw JM: Evidence-based quality improvement: the state of the science. Health Affairs. 2005; 24: 138-50.
Evidence-Based Quality Improvement (EBQI)
“Strategies for implementing evidence-based medicine require an evidence base of their own.” (Shojania & Grimshaw 2005)
In other words, QI strategies used to support implementation need to be evidence-based.
QI Assumptions
Improvement possible Process complex Teamwork essential Data required Blame removed
Steps to QI
Clear mission and goals Establish Team Problem Identification Quality Improvement Cycle
Clear Mission and Goals
Mission: What evidence-based care practice is to be implemented or improved
Goals: short-term and long-term
We want to improve X (amount) by X (date)
Team Establishment
Sponsorship Composition Facilitation Meeting time Duration Training Rewards
Team Formation
Small number Complementary skills Committed to common purpose Performance goals Mutually accountable
Problem Identification
Baseline data Brainstorm causes Specify focus Recognize complex Secure support and involvement
PDSA Cycle for Learning and Improvement
PlanAct
DoStudy
- Objective- Questions and predictions (Why?)- Plan to carry out the cycle(who, what, where, when)
- Carry out the plan- Document problems and unexpected observations- Begin analysis of the data
- Complete the analysis of the data - Compare data to predictions - Summarize what was learned
- What changes are to be made?
- Next cycle?
Repeated Use of the Cycle
Hunches Theories
Ideas
Changes That Result
in Improveme
nt
A P
S D
APS
D
A P
S DD S
P ADATA
QI Data Tools
1. Process Maps2. Cause & Effect diagrams (Fishbone)3. Check sheets (Tabulations)4. Histograms (Distributions)5. Scatter diagrams (Regression)6. Pareto charts7. Control charts
Used in PDSA cycles for data collection & analysis
Process Map
Most flow charts are made up of five main types of symbols:
Walk through the steps and document. Reality versus Ideal
Cause and Effect Diagram (Fishbone) Brainstorming stage
Cause and Effect Diagram (Fishbone)Organizing data
Policies Place
4 P’s
People Procedure
Check Sheets
Process Redesign (Act)
Explore redesign ideas– Automate steps– Insert technology, if applicable– Benchmark– Apply new management practices
Map new process & information flows Consider organizational context
– Stakeholder interests– Obtain input
QI Essentials
Good management Training Team work Measurement of performance Time Faith
Effective Teams Have
Supportive sponsor Orientation Sensible structure Clear mission and roles Staff support Access to information Shared expectations Useful tools and techniques
EBQI Example in VA:The EQUIP Experience
QI Intervention Example
EQUIP
Enhancing QUality of care In Psychosis– evidence-based quality improvement to implement
effective care in specialty mental health
– Alex Young, MD & Amy Cohen, PhD (Co-PIs)
EQUIP: Effective Schizophrenia Care
4 VISNs: intervention and control site in each VISN Each VISN asked to select 2 evidence-based care
targets for collaborative care model intervention– All selected Wellness & Supported Employment– Availability, quality, and utilization of these care
targets vary across sites
Evidence-based strategies were used to support implementation
EBQI Strategies in EQUIP
EBQI
Provider/patient education
Quality manager
QI Informatics support
Performance feedback
Leadership support
“infrastructure”“priority-setting”
Evidence base: • TMAP• EQUIP-1
Development of EQUIP QI teams
To foster a quality improvement (QI) environment in the intervention sites, we developed local QI teams
Site leadership identified team facilitators Local Recovery Coordinators (LRCs) were
identified as the most suitable for the role– Trained each at WLA VA over 2 days
Team-building at the sites
In pre-implementation interviews, key stakeholders asked if they would be interested in being part of a QI team
At sites A, B, & C, LRCs invited individuals to initial meetings (non-mandatory attendance)
At site D, LRC was brought into existing clinic team and all members of team constituted her QI team (mandatory attendance)
Teams met weekly or biweekly
Identification of quality problems
Teams engaged in their own version of the Deep Dive– 3 sites generated lists of possible problems to
address– 1 site had specific guidance from administrative
presence on the team
Teams determined priorities based on group consensus
Quality problems by site
Site A: non-recovery-oriented mental health treatment plans
Site B: lack of transitional housing (too big of a problem for small team), lack of recovery services in community
Site C: high rate of walk-in patients, low attendance at wellness groups
Site D: poor collaboration/coordination between mental health inpatient ward and outpatient clinic
Attempted solutions to quality problems
Site A: worked on replacing existing treatment plan with new recovery-oriented plan; faced extensive resistance
Site B: implemented recovery/wellness groups in homeless shelter that serves mostly vets
Site C: assessed reasons for walk-ins and educated patients about medication refills; created flyers about wellness groups & tracked # attending
Site D: gathered data about communication problems, created welcome packet for new residents on inpatient ward
Support from EQUIP research team
Monthly calls with LRCs Gaining support from local administration Helped at each PDSA step, as needed
– Reasonable goal – Causes/possible solutions to try– Measurement– Adopt, adapt, abandon
Sustainability
Teams are continuing to work together on quality problems in Sites B, C, and D– One of the most sustainable aspects of EQUIP– Team-building and QI processes were valuable for
staff morale
Team and project at Site A have been abandoned due to high resistance and LRC changing position
Conclusions
Providing special training for facilitators promoted investment in the QI endeavor
Support from local administration for QI teams is critical
Having sites see quality gap is motivation for endeavor/ provides value
After some initial resistance, most staff found the QI endeavor to be positive, rewarding, and morale-building
Web Sites Healthcare Change Focus
Cmwf.org Rwj.org Chcf.org Ihi.org Improvingchronicillnesscare.org improvehealthcarenow.com http://www1.va.gov/hsrd/QUERI/ Healthtransformation.net