PHYSICIAN EXECUTIVE MBA

 

Organizational Action Projects

During their Organizational Action Project (OAP) PEMBA participants design a project that will improve both patient and organizational outcomes. They work with a faculty advisor and their own corporate team to implement it, with deliverables scheduled throughout the program year.

Similar to a thesis, the project is graded independently of all other assignments, and our students report significant impact to efficiency and patient care through through their OAPs.

Leading Change in Emergency Department Chest Pain Care

CHALLENGE: Chest pain is a common reason people seek emergency medical care, resulting in about eight million emergency department (ED) visits in the United States each year. Many of those patients are hospitalized for comprehensive—and expensive—testing, even if they are at very low risk for life-threatening acute coronary syndrome (ACS) based on their history, electrocardiogram (ECG) findings, and cardiac biomarkers. Over-testing of ED patients with chest pain can lead to hospital crowding and inefficiency, while harming patient outcomes.

PROJECT: Leon Adelman, emergency medicine physician and director of clinical operations at the Inova Alexandria (Va.) Hospital (IAH) Emergency Department recognized that a standard, evidence-based approach to chest pain evaluation was needed to accurately determine whether a patient was at very low risk for acute coronary syndrome (and thus, safely could be discharged without further cardiac testing). Using the modeling tools learned in the PEMBA program—and the input and guidance of his UT PEMBA mentor and advisor Jody Crane—Adelman focused his Organizational Action Project on designing and implementing a ED Low Risk Chest Pain Initiative (LRCP) at IAH. He led an IAH LRCP team charged with improving the quality, consistency, and efficiency of the process for chest pain evaluation at the hospital.

Read more

Leading Change in Emergency Department Chest Pain Care

CHALLENGE: Chest pain is a common reason people seek emergency medical care, resulting in about eight million emergency department (ED) visits in the United States each year. Many of those patients are hospitalized for comprehensive—and expensive—testing, even if they are at very low risk for life-threatening acute coronary syndrome (ACS) based on their history, electrocardiogram (ECG) findings, and cardiac biomarkers. Over-testing of ED patients with chest pain can lead to hospital crowding and inefficiency, while harming patient outcomes.

PROJECT: Leon Adelman, emergency medicine physician and director of clinical operations at the Inova Alexandria (Va.) Hospital (IAH) Emergency Department recognized that a standard, evidence-based approach to chest pain evaluation was needed to accurately determine whether a patient was at very low risk for acute coronary syndrome (and thus, safely could be discharged without further cardiac testing). Using the modeling tools learned in the PEMBA program—and the input and guidance of his UT PEMBA mentor and advisor Jody Crane—Adelman focused his Organizational Action Project on designing and implementing a ED Low Risk Chest Pain Initiative (LRCP) at IAH. He led an IAH LRCP team charged with improving the quality, consistency, and efficiency of the process for chest pain evaluation at the hospital.

PROCESS: The IAH LRCP team followed the model outlined in John Kotter’s popular “8-Step Process of Leading Change.” Here’s a quick overview of how the team employed Kotter’s approach to address the challenge and create a low-risk chest pain pathway.

1. Create a sense of urgency. Adelman and his team used existing research to illustrate how improvements in laboratory testing and clinical decision-making algorithms for chest pain have outpaced changes in practice, leading to excessive admission rates and variation. They also conducted a thorough review of journal articles, best practices currently used by leading medical institutions, and American Heart Association guidelines, as well as discussions with national chest pain experts, to make a compelling case for how consistently adhering to best-evidence practice can improve chest pain care quality, safety, and efficiency, while decreasing costs.

2. Build a guiding coalition. The LRCP initiative was incorporated into the Alexandria-Springfield Emergency Physicians (ASE) Clinical Operations Council, which provided key support to the project. Council member Darren Morris, emergency physician and assistant director of the Virginia Hospital Center in Arlington, Va., served as project co-leader with Adelman.

3. Form a strategic vision and initiatives. The LRCP team crafted a vision based on the premise that using an algorithmic approach to chest pain would help IAH clinicians better protect patients from missed myocardial infarctions, or heart attacks; help protect providers from litigation; increase efficiency; and decrease costs. After a literature and best practice review, the team created a new evidence-based ED chest pain pathway based on the HEART (history, electrocardiogram results, age, risk factors, and troponin) Score. The guidelines are designed as single-page graphic pathways to walk a provider through the steps of evaluation and treatment.

4. Enlist a Volunteer Army: Involving key stakeholders—such as IAH ED providers, cardiologists, administrators, hospitalists, and nurses—early in the process helped build buy-in. The team educated stakeholders about the issue, answered questions, and provided multiple avenues for feedback. In addition, the IAH ED providers and cardiologists participated in drafting the new evidence-based chest pain pathway.

5. Enable action by removing barriers. Educational tools—including pocket cards that providers can carry with them during a shift, mandatory online learning modules, informational posters in the ED, and staff meeting presentations—helped build the knowledge and consensus needed for full integration of the new pathway. In addition, cardiologists agreed to see all insured LRCP referrals within 3 days and a new 24/7 voicemail-based ED cardiology referral system was created.

6. Generate short term wins. When compared with the six months prior to the LRCP Initiative, the first three months’ post-pathway launch showed improvements in key metrics.

7. Sustain acceleration. The subsequent three-month period showed mixed results, likely due to incomplete integration of the pathway into provider workflow and challenges in obtaining process measures integral to driving continuous improvement.

8. Institute change. Based on the initial improvements, the team partnered with Inova’s Quality and Informatics Departments to better integrate the LRCP Pathway into ED clinician workflow via the Epic EMR (electronic medical record) system. Epic data will drive a continuous improvement process based on individualized transparent performance feedback.

RESULTS: The IAH ED LRCP Pathway was adopted in November 2016 by all EDs in the Inova Health System, a network of hospitals and other health care facilities located throughout Northern Virginia and the Washington, D.C. metro area. Patient data collected during the first several months of implementation clearly demonstrated that the new evidence-based ED chest pain pathway improved safety, quality, and efficiency of IAH ED chest pain evaluations. From Sept. 2016 to June 2017, for example, the percentage of Inova patients presenting with chest pain who received a HEART score increased from 1.1 percent to 32.4 percent. During that same period, the percentage of patients with a primary diagnosis of chest pain who returned to the emergency department within 30 days decreased from 9.1 percent to 4.4 percent. Next steps include EMR optimization, implementing data-driven improvement strategies, and application of the LRCP model to other common ED conditions.


Restructuring a Growing OB/GYN Practice

CHALLENGE: Expanding any medical practice involves more than a few growing pains. While the addition of new physicians typically produces long-term benefits—such as lightening patient loads for current providers—short-term challenges can sabotage success. For Women’s Specialty Care (WSC), a Knoxville, Tennessee, obstetrics/gynecology practice located at the main University of Tennessee Medical Center campus, the decision to add four new physicians in 2015 was made, in part, to adopt a variation of the laborist, or obstetrics hospitalist, model.

The OB/GYN hospitalist approach ensures that a fully trained OB/GYN will be physically available—with no assigned tasks or responsibilities elsewhere—to manage patients who present to labor and delivery. Since WSC is aligned with a teaching hospital (the University of Tennessee Graduate School of Medicine) the laborist-like model also made it possible for four physicians in the practice to incorporate academic goals with the Department of Obstetrics and Gynecology.

Read more

Restructuring a Growing OB/GYN Practice

CHALLENGE: Expanding any medical practice involves more than a few growing pains. While the addition of new physicians typically produces long-term benefits—such as lightening patient loads for current providers—short-term challenges can sabotage success. For Women’s Specialty Care (WSC), a Knoxville, Tennessee, obstetrics/gynecology practice located at the main University of Tennessee Medical Center campus, the decision to add four new physicians in 2015 was made, in part, to adopt a variation of the laborist, or obstetrics hospitalist, model.

The OB/GYN hospitalist approach ensures that a fully trained OB/GYN will be physically available—with no assigned tasks or responsibilities elsewhere—to manage patients who present to labor and delivery. Since WSC is aligned with a teaching hospital (the University of Tennessee Graduate School of Medicine) the laborist-like model also made it possible for four physicians in the practice to incorporate academic goals with the Department of Obstetrics and Gynecology.

While the new model produced immediate benefits (such as consistent coverage in labor and delivery), it also presented challenges in five areas:

  • Location: There was an initial concern that more space would be needed to accommodate the new providers at the practice’s main office on the UT Medical Center campus. WSC physicians also provide care at four satellite locations.
  • Technology: Reliance on outdated processes and computers—which, already was causing delays and frustrations—increased with the addition of more providers.
  • Furnishings and Flow: The office furnishings and work flow—both essentially the same as when the practice was founded in 2004—needed updating to keep pace with the growth.
  • Schedules: Negotiations were needed to determine a balanced coverage schedule.
  • Marketing: An updated marketing strategy was needed to attract new patients.

PROJECT: To meet the current challenges—and position the practice for future growth—WSC obstetrician/gynecologist and Medical Director Jaclyn van Nes created workable solutions using lean methodologies and marketing techniques. Her Organizational Action Project systematically addressed each challenge facing the growing practice.

PROCESS: First, van Nes used a sticky note board to map out a workable daily schedule, incorporating all five locations staffed by WSC providers. Since all provider contract requirements could be met within the schedule and the existing space, she determined there was no immediate need for additional space.

Next, van Nes performed a lean manufacturing workflow analysis to identify inefficiencies (such as using paper encounter forms before entering information into electronic medical records, or EMR) and find ways to minimize or eliminate any “double work” currently performed in the practice. Van Nes presented her findings to the office staff, information technology department, and hospital administration. As a result, the office team leader developed a much faster and essentially paperless check-in process, decreasing check-in times from 2 to 5 minutes per patient to approximately 15 seconds. In addition, patient forms were added to the practice website, saving time by allowing patients to fill out required forms in advance of their visit. The office also was equipped with more user-friendly laptops. Finally, due to the workflow analysis results and technology upgrades, more than half of the providers now use digital—not paper—documentation, significantly reducing the workload for the nursing staff.

Van Nes then conducted a patient flow analysis (PFA) at the practice’s main office to help identify inefficiencies and improve care delivery processes. Using the PFA results and the office floor plan, the office layout was redesigned to improve efficiency and accommodate additional physicians and patients. In addition, a portable lab kit was prepared to allow for lab draws in patient rooms and the storage closet was organized for better inventory management. Finally, new signs, office flooring, and furnishings were installed.

The final two challenges were addressed by creating a rotating call and clinic schedule (agreed upon by all providers) and by making research-driven marketing decisions (including updates to the WSC website and a new campaign promoting labor and delivery).

RESULTS: The practice restructuring project resulted in better quality of life for the physicians, the ability to see more patients more efficiently, and overall work and patient flow improvement at WSC. In addition, the practice is well positioned for future growth and is attracting new patients through its retooled and research-based marketing efforts.


Connecting rural community hospitals to advanced critical care expertise.

CHALLENGE: Small community hospitals in rural South Carolina offer personalized, close-to-home care, yet commonly don’t have specialists on staff to meet the needs of critically ill patients. Physician specialists, such as intensivists (board-certified physicians who provide special care for critically ill patients) and pulmonologists, primarily are located in the state’s larger suburban and urban population centers. Lack of local access to critical care expertise often means that patients requiring intensive care-level treatment have to be transported to hospitals outside of their communities. The distance between home and hospital creates an extra financial burden (due to factors such as transportation and lodging expenses and lost work days) for patient families and can be stressful for patients who are receiving treatment in unfamiliar surroundings.

Read more

Connecting rural community hospitals to advanced critical care expertise.

CHALLENGE: Small community hospitals in rural South Carolina offer personalized, close-to-home care, yet commonly don’t have specialists on staff to meet the needs of critically ill patients. Physician specialists, such as intensivists (board-certified physicians who provide special care for critically ill patients) and pulmonologists, primarily are located in the state’s larger suburban and urban population centers. Lack of local access to critical care expertise often means that patients requiring intensive care-level treatment have to be transported to hospitals outside of their communities. The distance between home and hospital creates an extra financial burden (due to factors such as transportation and lodging expenses and lost work days) for patient families and can be stressful for patients who are receiving treatment in unfamiliar surroundings.

PROJECT: Dr. Tallulah Holmstrom, Chief Medical Officer of CMO of Carolina Pines Regional Medical Center in Hartsville, S.C. and KershawHealth in Camden, S.C., and her leadership team recognized that existing telehealth technologies could provide the connection needed to help patients in a rural community hospital receive critical care close to home. Using the modeling tools learned in the PEMBA program—and the input and guidance of her UT PEMBA mentor and advisor Dr. Erin Atchley—Holmstrom focused her Organizational Action Project on establishing a Tele-ICU program at KershawHealth. A Tele-ICU uses an off-site command center in which a critical care team (including intensivist physicians and critical care nurses) is connected with patients in distant intensive care units (ICUs) to exchange health information through real-time audio, visual, and electronic means. The initial goals of Holmstrom’s project included increasing successful outcomes for critically ill patients, reducing length of stay, and improving hospital financial performance.

PROCESS: Since establishing a successful and sustainable Tele-ICU program at KershawHealth would require hospital-wide buy-in and collaboration, Holmstrom and her team followed John Kotter’s eight-step Change Management Model to implement the change. Data demonstrating how critically ill patients in community hospitals benefit from having 24/7 access to an intensivist helped create a sense of urgency among the KershawHealth management team and staff.

The KershawHealth team then partnered with the Medical University of South Carolina (MUSC), a member of the South Carolina Telehealth Alliance (SCTA), and with Advanced ICU Care, a leading national provider of Tele-ICU monitoring services. Building a guiding coalition enabled KershawHealth to cost-effectively leverage state-of-the-art technology and world class clinicians to collaborate with hospital staff. Instead of “reinventing the wheel,” KershawHealth was positioned to match its unique needs with existing telehealth best practices.

The result of this collaboration was a vision for change in which KershawHealth (in partnership with MUSC Health) would provide Tele-ICU monitoring by highly trained intensivist physicians and critical care specialists 24 hours a day, 7 days a week. Patient rooms would be equipped with two-way video access to allow face-to-face consultations between the bedside and Advanced ICU Care team. Additional Tele-ICU services included continuous monitoring of patient vital signs, medications, labs and clinical status. Algorithms built into the monitoring technology serve as an early warning system, detecting potential problems and prompting intervention, if needed.

In communicating the Tele-ICU vision to key stakeholders (including critical care nurses and patient families), Holmstrom’s team made it clear that the Tele-ICU would complement—not replace—the onsite care directly provided by KershawHealth physicians and nurses. Medical staff received reassurance that Tele-Health would provide additional support and resources designed to enhance patient safety and improve outcomes, while families took comfort in knowing that critically ill patients would be monitored around the clock by an intensivist physician.

Results: In 2016, KershawHealth became the first hospital in the MUSC Health network to implement a Tele-ICU program with 24/7 intensivist monitoring. On a personal level—for both medical staff and patient families—the extra layer of care provides priceless peace of mind. KershawHealth physicians take comfort in knowing that their critically ill patients are continuously monitored by specialists. Critical care nurses appreciate the additional care and support provided by the Tele-ICU specialists and monitoring. Patient families know that any potentially problematic changes in their loved one’s condition will be detected and addressed immediately.

Now a physician can hit a button and, within a 30-second notice, have a telehealth, board-certified, real-live critical care intensivist help co-manage the patient, Holmstrom says. It’s an opportunity for the healthcare system to remove disparities in care by bringing additional expertise right into a community hospital room and deliver the same outcomes as the patient would have received at a bigger medical system elsewhere.

The measurable results of implementing the Tele-ICU protocol have been just as impressive. Tele-ICU data collected at KershawHealth through the first quarter of 2017 showed:
• The ICU length of stay was cut from a baseline of 3.8 days to 2.3 days.

• The overall length of stay was consistently less than predicted, with 2,953 total hospital days saved and 979 ICU days saved—for a total financial savings equivalent to $1.9 million.

• The ICU mortality percentage dropped from a baseline of 6.1 percent to 2.3 percent.

• Thirty total lives were saved (based on predicted mortality using APACHE scoring).

• Total benefit program costs equal $1,538,322 in year one.

• The financial benefit per patient was $2,331 in year one.

In addition, using the Tele-ICU likely will extend the practice life of some KershawHealth physicians, adds Holmstrom, thanks to the additional specialty support they are receiving.

Want to produce measurable results for your organization?

To learn how the University of Tennessee Physician Executive MBA program can help you achieve your goals, contact us at pemba@utk.edu or +1 (865) 974-1772.