dr. philip crowley, national director quality and patient safety division, hse
DESCRIPTION
General Praqctice, Quality and Safety the national contextTRANSCRIPT
National GP ConferenceKilkenny 19-11-12
Dr. Philip Crowley, National Director Quality Improvement
General Practice, Quality and safety the national
context
The challenges that face us
Funding cuts Ensuring a future general practice workforce Limited measurement of quality Media, trust and morale New divisions – focus vs integration Fire fighting (comfortable) Vs process, practice
and care improvement
HSE Health Policy Direction
Clinical Leadership
Primary Care Team Development
Involving service users and staff
Planning for the Future
Demographic changes
Adverse risk factor profiles
GP and staff manpower situation
Chronic disease - scale of the challenge
Population pyramids, 2011 and 2040
Source: CSO
Projected increase in GP Consultations
20% increase by 2015 33% increase by 2021 Estimated 20 million
consultations in general practice
1.9 million consultations take place in OPD
Source: ESRI
A National Survey of Chronic Disease Management in Irish General Practice
Darker C, Martin C, O’Dowd T, O’Kelly F, O’Kelly M, O’Shea B. IMJ.
Chronic disease - the potential
Structured DM programme 4.1% reduction in Stroke/PVD/MI in a 3 year
Reduce deaths by 10% in 10yrs; Leg amputations by 40% in 5 years; MI by 10% in 10 years
Heart Failure shared care model would prevent > 4,000 hospitalisations per year
Asthma management programme – decreased mortality and 50% reduction in hospitalisation
GP Trainees
60% of current GP Trainees are still undecided as to whether they will emigrate
12.3% of current trainees are definitely planning to emigrate.
25% are planning to definitely stay in Ireland.
The future has arrived
Demographic changes are here
Chronic disease management will swamp our existing health services
GP retention is crucial
Can we meet the future?
Irish GPs GP Training top class Increasing availability
of infrastructure Practice Nurses ICT Build resourcing
What Patients and Families want
Health professionals and managers who:●Listen●Believe, understand●Take concerns seriously
Solve the puzzle (why, when, how, by whom etc)●What preventive measures would have been taken●Trust professionals to put things right●To learn●To prevent re-occurrence of harm●Include patients in the process
So urc e : Ma rg a re t Murphy , O p e n Le c ture Ro ya l Co lle g e o f Phys ic ia ns (2 0 1 1 )
Adverse event -the second victim
Staff may experience Feelings of incompetence and
isolation Denial of responsibility –
discounting of importance of event Emotional distancing Overwhelming guilt Symptoms of Post Traumatic
Stress Disorder
(HSE/CIS 2013)
The ‘Kindness Paradox’
We frequently work under conditions no other workforce would tolerate
Why?
Compassion binds us
- but also blinds us
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Inhibitors of compassion
Personal
FatigueStress
Over-exposure Excess Demand
DepressionInjustice
InjuryTyranny/Bullying/Abuse
Tricky Challenges
1. Managing angry or dissatisfied patients
2. De-escalate volatile encounters
3. Deliver bad news
4. Enlisting patients into their own treatment
5. Engage de-motivated others16
Empathic Communication
increased adherence to treatment, and fewer malpractice complaints.
greater urgency in addressing problems such as cancer.
Patients' perceptions of empathy are positively related to more favourable health outcomes.
Neumann M, Edelhäuser F, Tauschel D et al. Empathy decline and its reasons: a systematic review of studies with medical students and residents. Acad Me d 2011;86:996-1009.
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We all need basic Heart Support Understand your role in care of suffering
Stay close to patients / mission
Refill the tanks - Take an occasional ‘ c a re p a us e ’
Avoid the angry trap “Little by little, your frustrations mount”.
Limit commitments but commit to work
Preserve personal and collegial relationships
Quality in Irish General Practice
CME network
Quality vocational training
ICGP Quality in Practice initiatives
Out of hours cover – integrating practices
Same day access, cervical screening and
immunisations
ICT penetration – disease registers?
Leadership – ICGP
Quality Improvement challenges
Lack of information, benchmarking Variability Isolated GPs Lack of use of guidelines and risk assessment tools Out of Hours cover and patient info Transitions of care Medication reconciliation and prescribing errors Premises and disability access
Opportunities to improve quality
Involve local community/patients
CHO + primary care network to engage with hospital trusts
Clinical leadership in CHOs
Work together to manage standards and share audit
Measuring performance – prescribing data: preventative inhalers, statin dosage, PPI duration, benzos and antibiotic use
Collaborative prescribing – community pharmacy partnership
ICT supported decision prompts, guidelines and risk tools
73% Reduction in Pressure Ulcers
0
5
10
15
20
25
February March April May June July August
Collaborative methodology
February
April JuneFinal Celebratory
Event
New QI Division
Quality Improvement Division
Partnering with
Patients
Capacity building
Strategy and
Innovation
Information Unit
Partnering with Staff
QI Networks
PriorityProgrammes
Quality Improvement
“We have two jobs: our job and the job of improving our job”
Donald Berwick
In conclusion
Irish general practice demonstrates high quality Central role of ICGP and clinical leaders in
general practice Lack of information on clinical care process Variation and outliers inevitable We need to work together to improve quality
through training, evidence use and acceptable performance measurement