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Teams
Operational, Clinical, and Teamwork Overview
Mike Davies, MD FACPMark Murray and Associates
Burning Questions
• How many support staff are needed in our practice?– How many will improve production?– How many will improve outcomes?– How many do other practices have?
• If we decide to hire, what professional types of person is best?– RN/LPN/MA/Other?– Social worker, case manager, other?
• Other burning questions?
Related Questions
• What is our current team number and composition?
• Are we clear about our mission and goals?• Are we working together as smoothly and
efficiently as we could?• Are we providing the right care for our
patients?• Is working with this team any fun?• Do we get the job done well?
Let’s get to the burning questions..
• What kind? (Who ARE support staff?)
• How many?
• US Government (excellent data)
• US Military (excellent data)
• US Private Practice (survey data – fair data)
• US HMO (excellent data)
Who are Support Staff?
• Medical Clerks• RN’s • LPN’s • Medical Assistants • Health Technicians
• Pharmacists (including PharmD’s)?
• Case Managers?• Social Workers?• Billing• Others?
What are Support Staff Duties?
• Check in/out patients & Schedule• Example Nursing Duties
– VS; Prevention & Chronic Disease screening, information, care
– Nursing evaluations; injections; office procedures
• Independent Follow-up clinics– BP; DM; Cholesterol; Anticoagulation
• Telephone calls
Are These Support Staff Duties?
• Phlebotomy
• Billing (and other business office functions)
• Support for specialty or mental health clinics
• Other professionals not working directly with providers – i.e. dieticians, social workers
• Pharmacy prescription filling duties
Team Composition and NumberLarge Govt. Healthcare US
• Adult Primary Care Tending toward Geriatric Practice
• 1100 Sites of Care• ~4300 Providers
– 2864 MD– 1393 Non-MD Providers (NP, PA)
• ~8,200 Support Staff FTEE• Pro-Rated to time spent in clinic managing the
panel of assigned patients
Bottom Line Average US Govt. Healthcare
RN/Provider 0.6
LPN/Provider 0.5
Clerk/Provider 0.6
MA/Provider 0.2
Pharm/Provider 0.15
Support/Provider 2.1
US Military
• US Military Primary Care = 2.7-2.8 support staff/provider FTEE– 0.5 RN
– 1.8 LPN
– 0.5 Clerk
FTEE MGMA Safety NetProvider** 1 1**
RN 0.51 0.3
LVN 0.63 0
MA 0.53 1
Med. Receptioinist
0.85 1
Case Manager 0 0.3
Clinical Support Staff/FTEE Pro.
1.67 1.6
Medical Record 0.4 0.3
Gen. Admin 0.25 0.17
2.52/Provider FTEE
2.6/ProviderFTEE
MGMA
Specialty RN LPN NA Clerk Total Ratio
Multi-Specialty 0.4 0.6 0.9 0.4 2.3
Medicine Single Specialty 0.6 0.5 0.9 0.4 2.4
Surgery Single Specialty 0.4 0.6 0.9 0.4 2.3
Cardiology 0.4 0.4 0.6 0.6 2
OB/GYN 0.5 0.9 0.9 0.7 3
Psychiatry 0 0 1 0.2 1.2
HMO Team Composition
FTEE Team Role
6 Physician
2.5 Nurse Practitioner
11.5 Medical Assistant/Support Staff
3 RN/Extended Role LVN
0.5 Exempt Manager
1.0 Behavior Health Med Specialist
1.0 Health Educator
0.5 Physical Therapist
2.8/FTEEOverall
Team Composition and Number Summary
• Large Govt. US = 2.1 staff/PCP– (RN, LPN, Clerk, Pharmacist)
• MGMA = 2.52– (RN, LVN, MA, Receptionist)
• Safety Net = 2.6– (RN, MA, Receptionist, Case Mgr.)
• US Military = 2.7-2.8– (RN, LPN, Clerk)
• US HMO = 2.8 staff/PCP– (RN, LVN, MA)
Pro
du
ctiv
ity
# On Team
What Is the Right Number?
Advanced Access
Support Staff per Provider
4
3
2
1
Nov 1998 Jan 2000
Wisconsin F.P. Group
3.18 baseline
2.69
Who?
RN Team Member
Fee for Service Capitated
Workload (Burnout)
Less Less
Doc Visit # Less Less
Intensity of Doc Visit
Less Less
Net Revenue Less (Unless replaced)
More
Clinical Care Better Better
LPN Team Member
Fee for Service Capitated
Workload (Burnout)
Less Less
Doc Visit # No Change No Change
Intensity of Visit Same or Less Same or Less
Net Revenue Same Same or Slightly more
Clinical Care Better Better
RN/LPN Comparison
RN Fee for Service
Capitated
Workload (Burnout)
Less Less
Doc Visit #
Less Less
Intensity of Doc Visit
Less Less
Net Revenue
Less (Unless replaced)
More
Clinical Care
Better Better
LVN Fee for Service
Capitated
Workload (Burnout)
Less Less
Doc Visit # No Change No Change
Intensity of Visit
Same or Less
Same or Less
Net Revenue
Same Same or Slightly more
Clinical Care
Better Better
Why Choose RN Based Team?
• If you are:– Thinking of moving to Alternative Pay– Have so much work you can’t possibly do it– Want to improve clinical care
Now let’s step back….
What is the big picture here?
What is a Care Team?An integrated group of professional and
clerical staff whose processes and skills enable them to care for the needs of a patient population over time.
What is a Care Team?
• Cares for a defined population of patients• Measures process and outcomes for feed-
forward and feedback• Matches the activities to customer
demand (uses the data to improve individual and population care)
Batalden, Nelson, et al. Continually improving the health and value of health care for a population of patients; the panel management process. Quality Management in Health Care, 1997, 5 (3). 41-51
Population
Provider initiated returns (Internal
Demand)
Daily walk-ins (External Demand)
Seasonal Variation
Rx refill habits
High Utilizers
Self Care
Pt. Psychosocial and Cultural needs
Top 10 Diagnosis
Patient Demographics
Daily Phone Calls
Total number of patients
NurseReception
Team (2.5X FTEE)
Provider
NurseReception
Team (2.5x FTEE)
Provider
360 Patients are Over 65
60 Patients had more than 10 Office
Visits Last Year
130 are Clinically Depressed
228 have Hypertension
160 have Heart Disease
248 have Arthritis
113 have Asthma
66 have Diabetes
Panel Size 2000
39% of Capacity is Physician Time39% of Capacity is MA Time22% of Capacity is RN Time
Demand Capacity
Basic Team Duties• Clinical – WHAT to do
– What are the main population needs?– What protocols and guidelines do we need?– What is the work?
• Operational – HOW to do it.– Process mapping and redesign– Space/staff use and redesign– Who will do the work?
• How “good” is the overall teamwork?– Putting it all together
Operational and Clinical TeamsC
linic
al T
eam
s: W
hat
to
do
?
Operational Teams: How to do it?
Close to Agreement
Far from agreement on HOW to do it (how to
implement guidelines, how to support provider’s
efficiency)
XX
XX
Far from agreement on WHAT to do (what
prevention and chronic disease guidelines to
implement)
Operational Teams
This is about efficiency, reliability, and safety
Flow Through the Office
Check-in to Nurse
Nurse to Room
Dr. in to Dr. out
Check-out to leave
Synchronization Point
System
How Processes Support Flow
1
P r o c es s
1
P r o c es s
1
P r o c es s
Check-in to Nurse
Nurse to Room
Dr. in to Dr. out
Check-out to leave
1
P r o c es s
1
P r o c es s
1
P r o c es s
1
P r o c es s
1
P r o c es s
1
P r o c es s
Process
What are Some Clinic Processes?
documentation medication refills lab review messages referrals forms management
How Tasks Support Processes
Physician ordersconsult
Clerk calls tomake appointment
Clerk gives appointmentreminder and directions
to patient
4 minutes
5 minutes
Check-in to Nurse
Nurse to Room
Dr. in to Dr. out
Check-out to leave
Task
TasksMake Appointment
Give Directions
Specialist Referral Process
Physician ordersconsult
Clerk calls tomake appointment
Clerk gives appointmentreminder and directions
to patient
4 minutes
5 minutes
Task
How Tasks Support ProcessesSpecialist Referral Process:
Task: Call to make appointment
Task: Give directionsfor specialist
Provider Roles (continuum)…
• MD with non-consistent nurse and clerical staffing
• MD with consistent nurse staffing, but inconsistent clerical staff
• MD with consistent nurse and clerical staffing
• Group of providers with consistent RN, MA, and clerical staff
Better!
Clerical Staff Roles: (continuum)
• Scheduler at front desk or in central area
• Schedules and takes messages for many
• Scheduler accountable to a group of providers
• Scheduler actually co-located with the providers and patients they support
Better!
Nursing Roles: (Continuum)
• Phone calls, rooming, paperwork, triage, scheduling
• Nurse offers advice over the phone or through e-mail
• Nurse manages populations of patients
Better!
What are the attributes of a Care Team?
• Proactive vs. reactive
• Communicative vs. isolated
• Accountable to each other, and to the patient
• Uses measures for feedback
• Delivers high quality chronic, acute, and preventive care
Attributes continued…….• Cross-trained versus territorial
• Integrated versus separated
• Continuous flow versus flow based on urgency
• All staff work to highest level of training, experience, and licensure
Flow Through the Office
Clinical Teams
This is about doing the right thing right!
Clinical Teams
• Refers to the “what” we provide for our patients
• Depends on disease burden and evidence
• Good clinical teams use every team member to the greatest extent of their license
360 Patients are Over 65
60 Patients had more than 10 Office
Visits Last Year
130 are Clinically Depressed
228 have Hypertension
160 have Heart Disease
248 have Arthritis
113 have Asthma
66 have Diabetes
Panel Size 2000
ICD 9 Diagnosis401 Essential Hypertension
250 Diabetes Mellitus
272 Disorders of Lipid Metabolism
465 Upper Resp. Infection….
V70 General Medical Exam
780 General Symptoms
473 Chronic Sinusitis
724 ….Back Disorders…
462 Acute Pharyngitis
477 Allergic Rhinitis
Chronic Dz Clinical Goals
Diagnosis Protocol? Our Outcomes BenchmarkHTN
DM Hgb A1c
DM Foot
DM Eye
DM Lipids
CVD Lipids
MDD New Meds
CHF Weight
CAP - Culture
Chronic Dz Clinical Goals
Diagnosis Protocol? Our Outcomes BenchmarkHTN 75%<140/90
DM Hgb A1c <12% > 9DM Foot 85%DM Eye 80%DM Lipids >80% LDL<120
CVD Lipids <20% LDL>100
MDD New Meds >77% CHF Weight >95%CAP - Culture 92%
Prevention Clinical Goals
Prevention Protocol? Results Benchmark
Flu shot
Colon Ca
Breast Ca
Cervical Ca
Pneumo. V.
MDD Screen
SUD Screen
Tob. Counsel
Prevention Clinical Goals
Prevention Protocol? Results Benchmark
Flu shot >90%
Colon Ca >75%
Breast Ca >90%
Cervical Ca >90%
Pneumo. V. >87%
MDD Screen >95%
SUD Screen >95%
Tob. Counsel >93%
Firm A Medical Outcomes: Baseline Through February '03
0%
10%
20%
30%
40%
50%
60%
70%
80%
Month
% A
t G
oal
A1c < 7.5
LDL cholesterol <100
BP < 140/90
All Outcomesp < .01
Clinical Quality IndicatorsPrimary Care Dx Management
58% 57%
47%
61% 60%
54%
63% 64%
52%
66%
72%
58%
69%66%
59%
74%70%
66%
74%
69%65%
77%
71% 70%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
% LDL < 100 % HgbA1c < 7.5 % BP< 140/90
Oct to Mar FY 02 Ap to Sept FY 02 Oct to Mar FY 03 Ap to Sept FY 03 Oct to Mar FY 04 Ap to Sept FY 04 Oct to Mar FY 05 Ap to Sept FY 05
Oct 01 to Sept 05
Results:Improvement in CRC screening
0%
20%
40%
60%
80%
100%
2003-2005 CRC Screening
% c
ompl
ete
Stage IV CRC from Charleston VAMC Tumor Registry
through April 1, 2005
0
1
2
3
4
5
6
7
2003 2004 2005
Stage IV
Teamwork
It matters! A lot!
Home Team
Operational Improvement Clinical
Team
Teamwork!
Airplane Accidents
• In an analysis of 35,000 reports of incidents over 7.5 years, almost 50% resulted from a flight crew error, and an additional 35% were attributed to air traffic controller error
• Communication was a significant factor in about ½ of the human errors.
How Hazardous Is Health Care?(Leape)
1
10
100
1,000
10,000
100,000
1 10 100 1,000 10,000 100,000 1,000,000 10,000,000
Number of encounters for each fatality
To
tal
liv
es
lo
st
pe
r y
ea
r
REGULATEDDANGEROUS(>1/1000)
ULTRA-SAFE(<1/100K)
HealthCare
Mountain Climbing
Bungee Jumping
Driving
Chemical Manufacturing
Chartered Flights
Scheduled Airlines
European Railroads
Nuclear Power
Errors
• JCAHO Data of 2034 Sentinel Events – Majority resulted in death– Communication root cause in 60%
• VA Data of 10,000 near misses– Communication root cause in 55%
It’s all about communication…..………in a certain way
Communication Example
• Canadians:– Please divert your course 15 degrees to
the south to avoid a collision.
• Americans:– Recommend you divert your course 15
degrees to the north to avoid a collision.
An Actual Radio Conversation between US Naval Ship & Canadian Authorities off the Newfoundland Coast October 1995
• Canadians:– Negative, you will have to divert your course 15 degrees
south to avoid a collision.
• Americans:– This is the Captain of a US Navy ship.
I say again, divert your course.
• Canadians:– No, I say again, you divert YOUR course.
• Americans:– This is the Aircraft Carrier USS Lincoln, the 2nd largest
ship in the Atlantic Fleet. We are accompanied by 3 destroyers, 3 cruisers, and numerous support vessels. I DEMAND that you change your course 15 degrees north, I say again, that’s one-five degrees north, or counter-measures will be undertaken to ensure the safety of this ship.
• Canadians:
– This is a lighthouse. Your call.
An Actual Radio Conversation between US Naval Ship & Canadian Authorities off the Newfoundland Coast October 1995
Engagement
• Challenge• Authority• Autonomy• Stimulation• Access to information• Growth opportunities
• 20% highly engaged• 40% moderately• 20% unengaged
• Sr. Mgr 53% engaged• Directors 25%• Supervisors 18%• Non mgt 12 to 14%
• Higher in nonprofit sector
28
56
16
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q.27 Cooperation and teamwork
% Favorable % Neutral % Unfavorable
Cooperation and Teamwork
Results are shown from most to least favorable
Most Important Reasons People Leave
• 1. Lack of Respect
• 2. Not listened to
• 3. Not involved
• 4. No opportunity to increase responsibility
• 5. Can’t make an impact
• 6. Pay
Do patients notice good teams?
From John H. Wasson MD - Dartmouth
Perfect Care (Patient Perspective) Correlated with Teamwork (Clinical Staff Perspective) for Ten Office
Practices
0
10
20
30
40
50
60
70
80
90
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5
Rating of Teamwork In Office Practices (5 is Best)
% R
ati
ng o
f P
erf
ect
Care
by P
ati
ents
U
sin
g T
hese O
ffice P
racti
ces
R=.77; p=.01
From John Wasson
Surgery Service Story
Young, et al. Best Practices For Managing Surgery Services: The Role of Coordination.Health Care Management Review 22 (4), p 72 – 81.
Surgery Service O:E Ratio
00.20.40.60.8
11.21.41.61.8
1 2 3
Best-Middle-Worst of 44 ServicesMorbidity Mortality
Well Functioning Teams Have:
• Leadership and direction
• Common aim
• Population of patients identified
• Shared work and process
• Shared information
• Flexibility
Team Performance Curve
Pe
rform
an
ce
E ffectiveness
Work Group
Pseudo-T eam
PotentialT eam
RealT eam
High-perform ing T eam
Source: “The Wisdom of Teams” Katzenbach/Smith
Defining an Ideal Place to Work!
E m p lo yee
M anagem ent
J o b O ther Em p lo yees
Trust the people you work for
Be proud of what you do Enjoy the people you work with
Staff Turnover 2002-2003
0.00%5.00%
10.00%15.00%20.00%25.00%30.00%35.00%40.00%
J -02 F-02 M-02 A-02 M-02 J -02 J -02 A-02 S-02 O-02 N-02 D-02 J -03 F-03 M-03 A-03 M-03 J -03 J -03 A-03 S-03 O-03 N-03 D-03
13 M
onth
Rol
ling
Aver
age
Voluntary Involuntary
Summary
• We know typical support staff numbers
• We know typical support staff composition
• We can probably markedly improve efficiency
• We can discover population needs
• We know a key difference between good and great teams is teamwork!
Next 18 months…
• Improve operational teams (LS 3)– Through “office efficiency” change ideas– Flow mapping & Task analysis– Measure lead time and cycle time
• Improve clinical teams (LS 4)– Identify and improve chronic disease care– Identify and improve prevention care
• Improve teamwork (Throughout)– Improve individual and team functioning
Homework
• Measure lead time (operational)
• Discover top 10 diagnosis (clinical)
• Talley chronic disease and prevention protocols (clinical)
• “Take the test” page 3-11. Record answers on page 16 (teamwork)
• Read championship teams introduction
• DO module 1 and 2 in the book