1. The Model for Improvement Home Care Medication Reconciliation Pilot Dannie Currie, RN, MN, DHSA Safety Improvement Advisor Atlantic Node Safer Healthcare Now!

2. Model For Improvement * A simple yet powerful tool for accelerating improvement The model has been used very successfully by hundreds of health care organizations in many countries to improve many different health care processes and outcomes *Langley GL, Nolan KM, Nolan TW, Norman CL, Provost LP **The Plan-Do-Study-Act cycle was developed by W. E. Deming

3. Model For Improvement * The model has two parts: Three fundamental questions, Used to establish AIM; MEASURES, AND CHANGE IDEAS. The Plan-Do-Study-Act (PDSA) cycle** to test and implement changes in real work settings. The PDSA cycle guides the test of change to determine if the change is an improvement. *Langley GL, Nolan KM, Nolan TW, Norman CL, Provost LP **The Plan-Do-Study-Act cycle was developed by W. E. Deming

4. Action Oriented Trial and Learning Leadership Model For Improvement

5. To ensure a common understanding and focus by making explicit: –AIMS –Measurement targets –Changes –Timelines –Roles and Responsibilities To communicate effectively with senior leadership and other stakeholders Improvement Charters

6. Define and Review your system: - Who does the client see? - Who is needed to implement? - Who needs to know about the changes? - Who supports the changes? Work with those who will work with you Each member is a champion in their area Team

7. Executive Sponsor Team Leader Core Team members: consider including clinical, managerial, and quality support Ad Hoc Team members eg. Staff education, community pharmacist, IT support etc. Communication target groups Team Roles and Responsibilities

8. Team

9. Team Roles and Responsibilities

10. What are you going to do? How much? By when? Aim

11. Bold Aim, Firm Deadlines Align aim with strategic goals of the organization Write a clear and concise statement of aim Make the target for improvement bold and unambiguous Include deadline Include scope, boundaries, constraints and anything else that is needed to keep the team focused

12. Bold Aim, Firm Deadlines To Reduce Adverse Drug Events by having 100% of eligible clients, admitted to Home Care services from acute care hospitals, receive a BPMH within 24 hours and have Medication Discrepancies reconciled by the prescribing clinician within 5 days, by March 2009.

13. “Some is not a number. Soon is not a time” Donald Berwick, MD Institute for Healthcare Improvement Bold Aim, Firm Deadlines

14. Three Main Types : –Outcome Measures –Process Measures –Balancing Measures Measures

15. Model For Improvement Outcome measures: – Are driven by the specific objectives identified in the AIM statement, e.g. decrease # of medication discrepancies –Are understood from the consumer’s perspective eg. Reduced discrepancies Process measures –Indicate whether a specific change is having the intended effect, e.g. % of clients with a BPMH on admission –Indicate if process changes are leading to improvements

16. Balancing measures: –Are related measures to understand the impact of changes on the broader system, e.g resident/staff satisfaction –They can be the other effects of planned changes e.g. Increased admission time; decreased rework Model For Improvement

17. Measures Choose 2-6 measures that are useful and manageable Should be operationally defined e.g. rework Should be integrated into clinical documentation Include a balanced set of measures to avoid sub- optimization Purpose is for learning not judgment

18. Measures

19. 1.0 % of eligible clients with a BPMH (100%) p 2.0 Average time (minutes) to complete a BPMH (Set by Team) b 3.0 % with one discrepancy requiring clarification (Set by Team o 4.0 Type of discrepancy coded (100%) o Measures

20. 4.0 Type of Discrepancy Codes: A-1: Medication not currently prescribed A-2: No longer taking Medication as prescribed (commission) A-3: OTC not taken as directed A-4: Drug Allergy A-5: Drug Duplication; inadvertently Px more than 1 from same class A-6: Drug Interaction A-7: Drug Formulation ie sustained vs immediate release B-1: Difference in Dose C-1: Difference in Route D-1: Difference in Frequency E-1: Other: Measures

21. A general notion or approach to change that has been found to be useful in developing specific ideas for changes that lead to improvement. Creatively combing these change concepts with knowledge about the specific work can help generate ideas for tests of change. PDSAs are used to test the specific ideas. Change concepts are usually at a high level of abstraction, but evoke multiple ideas for a specific process. –Examples: Reduce handoffs Consider all parties as part of the same system Improve work flow Eliminate waste Berwick, Boushon,& Roessner, 2007 Change Concept

22. Aim: Assure customers do not leave bank cards behind Change Concept

23. Aim: Assure customers do not leave bank cards behind Idea: Beeping sound Concept: Use reminder s Change Concept

24. Aim: Assure customers do not leave bank cards behind Idea: Beeping sound Concept: Use reminder s Electric shock Voice reminders Siren Based on Edward DeBono’s Concept Fan Change Concept

25. Change Package Getting Started Kits Creative and Critical thinking Hunches Best practices Asking process users and subject matter experts for ideas Community of Practice Insight from research and benchmarking Change Ideas

27. While all changes do not lead to improvement, all improvement requires change. Berwick, Boushon,& Roessner, 2007 Change

28. Rapid Cycle Change Cycle- A structured trial of a process change. Plan- a specific planning phase Do- a time to try the change and observe what happens Study- an analysis of the results of the trial Act- devising next steps based on analysis One PDSA cycle should lead to the Plan of a subsequent cycle. Berwick, Boushon,& Roessner, 2007

29. AP SD AP SD AP SD AP SD Change Ideas Learning From Data Very Small test Follow up tests Wide Scale tests of change Implementation of Change Changes Result in Improvement Moving From Testing to Implementing

30. Initiation of Rapid Cycle tests is dependent on getting the first test of change started Do Not try to Perfect the change then implement…consider your work a masterpiece in progress Failure is a great Opportunity to plan to do better next time… Frequency of Testing determines the speed of the process improvement ie daily testing = improvement in weeks; weekly = improvement in 3-4 months Rapid Cycle Change

31. What are we trying to accomplish? How will we know that a change is an improvement? What changes can we make that will result in an improvement? ActPlan StudyDo Model for improvement Aims Measurement Langley, Nolan et al 1996 Change Ideas Trial & Learning

32. Acknowledgements Berwick, D.,Boushon, B., & Roessner, J.(2007). “The Improvement Model,: A Powerful Engine for Change” IHI Web Based Training at: http://www.ihi.org/IHI/Programs/AudioAndWebPrograms/GausModelforImprovement. htm?TabId=2 http://www.ihi.org/IHI/Programs/AudioAndWebPrograms/GausModelforImprovement. htm?TabId=2 Harris, B. (2007). Change Concepts. Murray, M (2006). “Small Steps, Big Changes” workshop. Reasear, R. (2007). Institute for Healthcare Improvement “Designing Reliability Into Healthcare Processes: Based on the work of the Institute for Healthcare Improvement Innovation”