1 building the dream team: managing a quality improvement collaborative jennifer lundblad, phd, mba...
TRANSCRIPT
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Building the Dream Team:Managing a Quality Improvement
Collaborative
Jennifer Lundblad, PhD, MBAPresident and CEO
Multi-State Learning CollaborativeAugust 7, 2008
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Presentation Outline
Description of a QI collaborative as an educational methodology to support quality improvement
Discussions of when and why collaboratives work
Lessons learned by Stratis Health in implementing collaboratives
Quality improvement collaboratives are a tool that can be used to help improve public health practice. This session will provide:
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Stratis Health
Independent, not-for-profit quality improvement organization founded in 1971
Mission: To lead collaboration and innovation in health care quality and safety, and serve as a trusted expert in facilitating improvement for people and communities
Work with both providers and consumers to improve health care
Funded by federal and state contracts, corporate, and foundation grants
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Stratis Health’s Approachto Improving Quality
Stratis Health carries out its work by serving as a:• Quality improvement expert and
clearinghouse• Educator and trainer• Facilitator and convener
• Data resource
• Consultant and supporter
QI Collaboratives are a tool frequently used by Stratis Health to drive and support improvement.
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Quality Improvement Collaboratives
Teams from participating organizations focused on similar goals work together to: Learn about theory and proven strategies for improving care Try out tools to help achieve improvement Make and refine plans for improvement for their
organizations Develop a network of colleagues at other organizations
pursuing similar work
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QI Collaboratives: Methodology
3-4 learning sessions over 12-18 months Typically facilitated by an external organization ‘Faculty’ experts help design and facilitate
Teams measure and share results to track progress Strong role for measurement and tracking Storyboard presentations at learning sessions
Proactive support between learning sessions Support, encouragement, and expertise offered through
regular conference calls, email, and Web site interaction with faculty experts from the collaborative
Final celebratory session (e.g., Outcomes Congress) Share learnings and disseminate results
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QI Collaboratives: Methodology (cont.)
In addition to the standard or core components to a collaborative, Stratis Health often includes the following: On-site technical assistant visits to
participating organizations Senior leader reports Peer mentoring support Partnering/co-sponsoring with other
organizations with shared goals
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QI Collaboratives: Methodology (cont.)
Pre-work: Get senior leader support, form team, assess current data
LS1: Define aims and measures, develop plans for tests of change, get ideas for improvement
LS2: Gather more ideas for change, gain deeper understanding of testing and implementation, identify and develop strategies to overcome barriers, learn from other teams
LS3: Understand what is working and what isn’t, plan for holding gains and spreading change, celebrate early results
Action periods between learning sessions: test changes and get feedback, conduct data collection and reporting
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Collaborative: Examples
The collaborative learning format has been used: Nationally, by the Institute for Healthcare
Improvement (IHI)» Branded as “Breakthrough Series”
Many other regional, state, and local organizations» In Minnesota, includes Stratis Health, VHA
Upper Midwest, Institute for Clinical Systems Improvement (ICSI)
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Collaborative: IHI Model
© 2002 Institute for Healthcare Improvement
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Action Research
The collaborative improvement model is based on Action Learning and Action Research The model is not a clinical trial, nor is it a
traditional quality improvement project. It is a collaborative model based on action learning, and action research theory and literature.
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Action Research (cont.)
Collaborative improvement model has its roots in action learning theory and principles. Action learning is: “An approach to working with and developing
people that uses work on actual project problems as the way to learn. Participants work in small groups to take action to solve their problem and learn how to learn from that action. Often a learning coach works with the group in order to help member learn how to balance their work with the learning from that work.” (Yorks, et. al, 1999)
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Action Research (cont.)
Model brings together a number of organizations that are focusing their improvement work in a shared area or with similar goals
Action learning projects usually meet three criteria (Yorks, et. al, 1999):
1)They are complex, overarching, and often cross-functional
2)They are problems, opportunities, or difficulties for which there is no single solution, and
3)They are actual problems, meaningful toparticipants, and for which participants aremotivated to act
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QI Collaboratives in Public Health
What problems or topics in public health practice lend themselves to the
Quality Improvement Learning Collaborative approach?
In health outcomes?
In capacity building?
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QI Collaboratives: Do they work?
Two Stratis Health (Minnesota) examples shared here: 22 small rural hospital immunization
improvement 63 home health agency re-hospitalization
reduction
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Immunizations 2003-2004 CAH Collaboration - All Hospitals Combined
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Cycle 1: 10/02-1/23 Cycle 2: 2/03-5/31 Cycle 3: 6/03-9/03 Cycle 4: 10/03-1/04
Pneumococcal Influenza
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Acute Care Hopitalization Scores Data Range: Baseline - November 2007
0
10
20
30
40
50
Month&Year
Acu
te C
are
Ho
spita
lizat
ion
Sco
res
(%)
MN HH Collaborative Agencies HH Compare State Average HH Compare National Average
Lo
we
r sc
ore
s a
re b
ett
er
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QI Collaboratives:Why do they work?
Learning sessions: Needs and values leveraged to make the case for change New knowledge and proficiencies are gained Motivation through positive peer pressure
Between session activities: Expert guidance to address systems and structure issues
and barriers Allow participants to try out new behaviors back on the job
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QI Collaboratives:Why do they work? (cont.)
Measurement: Ability for participants to benchmark their
processes and results against peers Collective results across the collaborative are
compelling and motivational Final celebratory session:
Engages senior administrative and/or clinical leadership
Leveraging management practices at the organizational level, while at the same time reinforcing motivation, systems, andwork unit climate at the group level.
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Stratis Health’s Lessons Learned
Senior Leader engagement Get commitment from senior leaders at participating organizations
early on Use multiple techniques to keep senior leaders involved and
interested» Professional and trade association meetings, progress reports, letters
Clarify Expectations of participating teams/organizations Lay out expectations for entire collaborative before
organizations agree to participate» Reinforce at every opportunity
Use clear and consistent language Ensure there is a shared understanding of tasks Include storyboard development early in the process
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Lessons Learned (cont.)
Reinforce Quality Improvement Structure Reinforce model for improvement and PDSA at each workshop Rapid tests of change using PDSA cycle can be difficult in small
organizations because of limited number of patients/clients
Support and Encourage Collaboration Participation Offer CEUs for conference calls and workshops Watch for leaders in the group and use their expertise Keep measurement and reporting tools simple Individual team/organization support between sessions is highly
valuable Offer template press releases about the collaborative for internal
and external information sharing
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Reflections on QI Collaborativesin Public Health
The characteristics of many public health issues match the action learning criteria (i.e., complex, no single solution, meaningful)
Public health has a strong foundation for cross-organization collaboration…shared structures and demands, similarities in services, community orientation.
Your ideas, questions,or comments?
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Contact and Resources
Jennifer Lundblad, PhD, MBAPresident and CEO(952) [email protected]
Institute for Health Care Improvement http://www.ihi.org/IHI/Topics/Improvement/SpreadingChanges/Li
terature/TheBreakthroughSeriesIHIsCollaborativeModelforAchievingBreakthroughImprovement.htm
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Stratis Health is a non-profit organization that leads collaboration and innovation in health care quality and safety, and serves as a trusted expert in facilitating improvement for
people and communities.