Business of Medicine

Michigan cardiologist Dinesh M. Shah, MD, has paid the United States $2 million to resolve claims he violated the False Claims Act by knowingly billing federal health care programs for diagnostic tests that were unnecessary or not performed, the Department of Justice announced.

The settlement resolves allegations that, from 2006 to 2017, Dr. Shah and his practice, Michigan Physicians Group (MPG), of which he is sole owner, billed Medicare, Medicaid, and TRICARE for unnecessary diagnostic tests, including ankle brachial index and toe brachial index tests that were routinely performed on patients without first being ordered by a physician and without regard to medical necessity.

The prosecutors also alleged that Dr. Shah was routinely ordering, and MPG was providing, unnecessary nuclear stress tests to some patients.

“Subjecting patients to unnecessary testing in order to fill one’s pockets with taxpayer funds will not be tolerated. Such practices are particularly concerning because overuse of some tests can be harmful to patients,” acting U.S. Attorney Saima Mohsin said in the news release. “With these lawsuits and the accompanying resolution, Dr. Shah and Michigan Physicians Group are being held to account for these exploitative and improper past practices.”

In addition to the settlement, Dr. Shah and MPG entered into an Integrity Agreement with the Office of Inspector General for the Department of Health & Human Services, which will provide oversight of Dr. Shah and MPG’s billing practices for a 3-year period.

There was “no determination of liability” with the settlement, according to the Department of Justice. Dr. Shah’s case was sparked by two whistleblower lawsuits filed by Arlene Klinke and Khrystyna Malva, both former MPG employees.

The settlement comes after a years-long investigation by the HHS acting on behalf of TRICARE, a health care program for active and retired military members. Allegations that William Beaumont Hospital in Royal Oak, Mich., paid eight physicians excessive compensation to increase patient referrals led to an $84.5 million settlement in 2018.

Dr. Shah was one of three private practice cardiologists who denied involvement in the scheme but were named in the settlement, according to Crain’s Detroit Business.

A version of this article first appeared on Medscape.com.

Michigan cardiologist Dinesh M. Shah, MD, has paid the United States $2 million to resolve claims he violated the False Claims Act by knowingly billing federal health care programs for diagnostic tests that were unnecessary or not performed, the Department of Justice announced.

The settlement resolves allegations that, from 2006 to 2017, Dr. Shah and his practice, Michigan Physicians Group (MPG), of which he is sole owner, billed Medicare, Medicaid, and TRICARE for unnecessary diagnostic tests, including ankle brachial index and toe brachial index tests that were routinely performed on patients without first being ordered by a physician and without regard to medical necessity.

The prosecutors also alleged that Dr. Shah was routinely ordering, and MPG was providing, unnecessary nuclear stress tests to some patients.

“Subjecting patients to unnecessary testing in order to fill one’s pockets with taxpayer funds will not be tolerated. Such practices are particularly concerning because overuse of some tests can be harmful to patients,” acting U.S. Attorney Saima Mohsin said in the news release. “With these lawsuits and the accompanying resolution, Dr. Shah and Michigan Physicians Group are being held to account for these exploitative and improper past practices.”

In addition to the settlement, Dr. Shah and MPG entered into an Integrity Agreement with the Office of Inspector General for the Department of Health & Human Services, which will provide oversight of Dr. Shah and MPG’s billing practices for a 3-year period.

There was “no determination of liability” with the settlement, according to the Department of Justice. Dr. Shah’s case was sparked by two whistleblower lawsuits filed by Arlene Klinke and Khrystyna Malva, both former MPG employees.

The settlement comes after a years-long investigation by the HHS acting on behalf of TRICARE, a health care program for active and retired military members. Allegations that William Beaumont Hospital in Royal Oak, Mich., paid eight physicians excessive compensation to increase patient referrals led to an $84.5 million settlement in 2018.

Dr. Shah was one of three private practice cardiologists who denied involvement in the scheme but were named in the settlement, according to Crain’s Detroit Business.

A version of this article first appeared on Medscape.com.

Michigan cardiologist Dinesh M. Shah, MD, has paid the United States $2 million to resolve claims he violated the False Claims Act by knowingly billing federal health care programs for diagnostic tests that were unnecessary or not performed, the Department of Justice announced.

The settlement resolves allegations that, from 2006 to 2017, Dr. Shah and his practice, Michigan Physicians Group (MPG), of which he is sole owner, billed Medicare, Medicaid, and TRICARE for unnecessary diagnostic tests, including ankle brachial index and toe brachial index tests that were routinely performed on patients without first being ordered by a physician and without regard to medical necessity.

The prosecutors also alleged that Dr. Shah was routinely ordering, and MPG was providing, unnecessary nuclear stress tests to some patients.

“Subjecting patients to unnecessary testing in order to fill one’s pockets with taxpayer funds will not be tolerated. Such practices are particularly concerning because overuse of some tests can be harmful to patients,” acting U.S. Attorney Saima Mohsin said in the news release. “With these lawsuits and the accompanying resolution, Dr. Shah and Michigan Physicians Group are being held to account for these exploitative and improper past practices.”

In addition to the settlement, Dr. Shah and MPG entered into an Integrity Agreement with the Office of Inspector General for the Department of Health & Human Services, which will provide oversight of Dr. Shah and MPG’s billing practices for a 3-year period.

There was “no determination of liability” with the settlement, according to the Department of Justice. Dr. Shah’s case was sparked by two whistleblower lawsuits filed by Arlene Klinke and Khrystyna Malva, both former MPG employees.

The settlement comes after a years-long investigation by the HHS acting on behalf of TRICARE, a health care program for active and retired military members. Allegations that William Beaumont Hospital in Royal Oak, Mich., paid eight physicians excessive compensation to increase patient referrals led to an $84.5 million settlement in 2018.

Dr. Shah was one of three private practice cardiologists who denied involvement in the scheme but were named in the settlement, according to Crain’s Detroit Business.

A version of this article first appeared on Medscape.com.

Every day Melissa Fulton, RN, MSN, FNP, APRN-C, shows up to work, she’s ready for another fight. An advanced practice nurse who specializes in multiple sclerosis care, Ms. Fulton said she typically spends more than a third of her time battling it out with insurance companies over drugs she knows her patients need but that insurers don’t want to cover. Instead, they want the patient to first receive less expensive and often less efficacious drugs, even if that goes against recommendations and, in some cases, against the patient’s medical history.

The maddening protocol – familiar to health care providers everywhere – is known as “step therapy.” It forces patients to try alternative medications – medications that often fail – before receiving the one initially prescribed. The process can take weeks or months, which is time that some patients don’t have. Step therapy was sold as a way to lower costs. However, beyond the ethically problematic notion of forcing sick patients to receiver cheaper alternatives that are ineffective, research has also shown it may actually be more costly in the long run.

Ms. Fulton, who works at Saunders Medical Center in Wahoo, Neb., is a veteran in the war against step therapy. She is used to pushing her appeals up the insurance company chain of command, past nonmedical reviewers, until her patient’s case finally lands on the desk of someone with a neurology background. She said that can take three or four appeals – a judge might even get involved – and the patient could still lose. “This happens constantly,” she said, “but we fight like hell.”

Fortunately, life may soon get a little easier for Ms. Fulton. In late March, a bill to restrict step therapy made it through the Nebraska state legislature and is on its way to the governor’s desk. The Step Therapy Reform Act doesn’t outright ban the practice; however, it will put guardrails in place. It requires that insurers respond to appeals within certain time frames, and it creates key exemptions.

When the governor signs off, Nebraska will join more than two dozen other states that already have step therapy restrictions on the books, according to Hannah Lynch, MPS, associate director of federal government relations and health policy at the National Psoriasis Foundation, a leading advocate to reform and protect against the insurance practice. “There’s a lot of frustration out there,” Ms. Lynch said. “It really hinders providers’ ability to make decisions they think will have the best outcomes.”

Driven by coalitions of doctors, nurses, and patients, laws reining in step therapy have been adopted at a relatively quick clip, mostly within the past 5 years. Recent additions include South Dakota and North Carolina, which adopted step therapy laws in 2020, and Arkansas, which passed a law earlier this year.

Ms. Lynch attributed growing support to rising out-of-pocket drug costs and the introduction of biologic drugs, which are often more effective but also more expensive. Like Nebraska’s law, most step therapy reform legislation carves out exemptions and requires timely appeals processes; however, many of the laws still have significant gaps, such as not including certain types of insurance plans.

Ideally, Ms. Lynch said, the protections would apply to all types of health plans that are regulated at the state level, such as Medicaid, state employee health plans, and coverage sold through state insurance exchanges. Closing loopholes in the laws is a top priority for advocates, she added, pointing to work currently underway in Arkansas to extend its new protections to Medicaid expansion patients.

“With so many outside stakeholders, you have to compromise – it’s a give and take,” Ms. Lynch said. Still, when it comes to fighting step therapy, she says, “Any protection on the books is always our first goal when we go into a state.”

Putting patients first

Lisa Arkin, MD, a pediatric dermatologist at the University of Wisconsin–Madison, said she finds herself “swimming upstream every day in the fight with insurance.” Her patients are typically on their second or third stop and have more complex disorders. Dr. Arkin said that the problem with step therapy is that it tries to squeeze all patients into the same box, even if the circumstances don’t fit.

Her state passed restrictions on step therapy in 2019, but the measures only went into effect last year. Under the Wisconsin law, patients can be granted an exemption if an alternative treatment is contraindicated, likely to cause harm, or expected to be ineffective. Patients can also be exempt if their current treatment is working.

Dr. Arkin, an outspoken advocate for curbing step therapy, says the Wisconsin law is “very strong.” However, because it only applies to certain health plans – state employee health plans and those purchased in the state’s health insurance exchange – fewer than half the state’s patients benefit from its protections. She notes that some of the most severe presentations she treats occur in patients who rely on Medicaid coverage and already face barriers to care.

“I’m a doctor who puts up a fuss [with insurers], but that’s not fair – we shouldn’t have to do that,” Dr. Arkin said. “To me, it’s really critical to make this an even playing field so this law affords protection to everyone I see in the clinic.”

Major medical associations caution against step therapy as well. The American Society of Clinical Oncology and the American Medical Association have called out the risks to patient safety and health. In fact, in 2019, after the Centers for Medicare & Medicaid Services gave new authority to Medicare Advantage plans to start using step therapy, dozens of national medical groups called out the agency for allowing a practice that could potentially hurt patients and undercut the physician-patient decision-making process.

Last year, in a new position paper from the American College of Physicians, authors laid out recommendations for combating step therapy’s side effects. These recommendations included making related data transparent to the public and minimizing the policy’s disruptions to care. Jacqueline W. Fincher, MD, MACP, a member of the committee that issued the position paper and who is a primary care physician in Georgia, said such insurance practices need to be designed with “strong input from frontline physicians, not clipboard physicians.

“What we want from insurers is understanding, transparency, and the least burdensome protocol to provide patients the care they need at a cost-effective price they can afford,” said Dr. Fincher, who is also the current president of the ACP. “The focus needs to be on what’s in the patient’s best interest.”
 

Every year a new fight

“We all dread January,” said Dr. Fincher. That is the worst month, she added, because new health benefits go into effect, which means patients who are responding well to certain treatments may suddenly face new restrictions.

Another aggravating aspect of step therapy? It is often difficult – if not impossible – to access information on specific step therapy protocols in a patient’s health plan in real time in the exam room, where treatment conversations actually take place. In a more patient-centered world, Dr. Fincher said, she would be able to use the electronic health record system to quickly identify whether a patient’s plan covers a particular treatment and, if not, what the alternatives are.

Georgia’s new step therapy law went into effect last year. Like laws in other states, it spells out step therapy exemptions and sets time frames in which insurers must respond to exceptions and appeals. Dr. Fincher, who spoke in favor of the new law, said she’s “happy for any step forward.” Still, the growing burden of prior authorization rules are an utter “time sink” for her and her staff.

“I have to justify my decisions to nondoctors before I even get to a doctor, and that’s really frustrating,” she said. “We’re talking about people here, not widgets.”

Advocates in Nevada are hoping this is the year a step therapy bill will make it into law in their state. As of March, one had yet to be introduced in the state legislature. Tom McCoy, director of state government affairs at the Nevada Chronic Care Collaborative, said existing Nevada law already prohibits nonmedical drug switching during a policy year; however, insurers can still make changes the following year.

A bill to rein in step therapy was proposed previously, Mr. McCoy said, but it never got off the ground. The collaborative, as well as about two dozen organizations representing Nevada providers and patients, are now calling on state lawmakers to make the issue a priority in the current session.

“The health plans have a lot of power – a lot,” Mr. McCoy said. “We’re hoping to get a [legislative] sponsor in 2021 ... but it’s also been a really hard year to connect legislators with patients and doctors, and being able to hear their stories really does make a difference.”

In Nebraska, Marcus Snow, MD, a rheumatologist at Nebraska Medicine, in Omaha, said that the state’s new step therapy law will be a “great first step in helping to provide some guardrails” around the practice. He noted that turnaround requirements for insurer responses are “sorely needed.” However, he said that, because the bill doesn’t apply to all health plans, many Nebraskans still won’t benefit.

Dealing with step therapy is a daily “headache” for Dr. Snow, who says navigating the bureaucracy of prior authorization seems to be getting worse every year. Like his peers around the country, he spends an inordinate amount of time pushing appeals up the insurance company ranks to get access to treatments he believes will be most effective. But Snow says that, more than just being a mountain of tiresome red tape, these practices also intrude on the patient-provider relationship, casting an unsettling sense of uncertainty that the ultimate decision about the best course of action isn’t up to the doctor and patient at all.

“In the end, the insurance company is the judge and jury of my prescription,” Dr. Snow said. “They’d argue I can still prescribe it, but if it costs $70,000 a year – I don’t know who can afford that.”

Ms. Lynch, at the National Psoriasis Foundation, said their step therapy advocacy will continue to take a two-pronged approach. They will push for new and expanded protections at both state and federal levels. Protections are needed at both levels to make sure that all health plans regulated by all entities are covered. In the U.S. Senate and the House, step therapy bills were reintroduced this year. They would apply to health plans subject to the federal Employee Retirement Income Security Act, which governs employer-sponsored health coverage, and could close a big gap in existing protections. Oregon, New Jersey, and Arizona are at the top of the foundation’s advocacy list this year, according to Ms. Lynch.

“Folks are really starting to pay more attention to this issue,” she said. “And hearing those real-world stories and frustrations is definitely one of the most effective tools we have.”

A version of this article first appeared on Medscape.com.

Every day Melissa Fulton, RN, MSN, FNP, APRN-C, shows up to work, she’s ready for another fight. An advanced practice nurse who specializes in multiple sclerosis care, Ms. Fulton said she typically spends more than a third of her time battling it out with insurance companies over drugs she knows her patients need but that insurers don’t want to cover. Instead, they want the patient to first receive less expensive and often less efficacious drugs, even if that goes against recommendations and, in some cases, against the patient’s medical history.

The maddening protocol – familiar to health care providers everywhere – is known as “step therapy.” It forces patients to try alternative medications – medications that often fail – before receiving the one initially prescribed. The process can take weeks or months, which is time that some patients don’t have. Step therapy was sold as a way to lower costs. However, beyond the ethically problematic notion of forcing sick patients to receiver cheaper alternatives that are ineffective, research has also shown it may actually be more costly in the long run.

Ms. Fulton, who works at Saunders Medical Center in Wahoo, Neb., is a veteran in the war against step therapy. She is used to pushing her appeals up the insurance company chain of command, past nonmedical reviewers, until her patient’s case finally lands on the desk of someone with a neurology background. She said that can take three or four appeals – a judge might even get involved – and the patient could still lose. “This happens constantly,” she said, “but we fight like hell.”

Fortunately, life may soon get a little easier for Ms. Fulton. In late March, a bill to restrict step therapy made it through the Nebraska state legislature and is on its way to the governor’s desk. The Step Therapy Reform Act doesn’t outright ban the practice; however, it will put guardrails in place. It requires that insurers respond to appeals within certain time frames, and it creates key exemptions.

When the governor signs off, Nebraska will join more than two dozen other states that already have step therapy restrictions on the books, according to Hannah Lynch, MPS, associate director of federal government relations and health policy at the National Psoriasis Foundation, a leading advocate to reform and protect against the insurance practice. “There’s a lot of frustration out there,” Ms. Lynch said. “It really hinders providers’ ability to make decisions they think will have the best outcomes.”

Driven by coalitions of doctors, nurses, and patients, laws reining in step therapy have been adopted at a relatively quick clip, mostly within the past 5 years. Recent additions include South Dakota and North Carolina, which adopted step therapy laws in 2020, and Arkansas, which passed a law earlier this year.

Ms. Lynch attributed growing support to rising out-of-pocket drug costs and the introduction of biologic drugs, which are often more effective but also more expensive. Like Nebraska’s law, most step therapy reform legislation carves out exemptions and requires timely appeals processes; however, many of the laws still have significant gaps, such as not including certain types of insurance plans.

Ideally, Ms. Lynch said, the protections would apply to all types of health plans that are regulated at the state level, such as Medicaid, state employee health plans, and coverage sold through state insurance exchanges. Closing loopholes in the laws is a top priority for advocates, she added, pointing to work currently underway in Arkansas to extend its new protections to Medicaid expansion patients.

“With so many outside stakeholders, you have to compromise – it’s a give and take,” Ms. Lynch said. Still, when it comes to fighting step therapy, she says, “Any protection on the books is always our first goal when we go into a state.”

Putting patients first

Lisa Arkin, MD, a pediatric dermatologist at the University of Wisconsin–Madison, said she finds herself “swimming upstream every day in the fight with insurance.” Her patients are typically on their second or third stop and have more complex disorders. Dr. Arkin said that the problem with step therapy is that it tries to squeeze all patients into the same box, even if the circumstances don’t fit.

Her state passed restrictions on step therapy in 2019, but the measures only went into effect last year. Under the Wisconsin law, patients can be granted an exemption if an alternative treatment is contraindicated, likely to cause harm, or expected to be ineffective. Patients can also be exempt if their current treatment is working.

Dr. Arkin, an outspoken advocate for curbing step therapy, says the Wisconsin law is “very strong.” However, because it only applies to certain health plans – state employee health plans and those purchased in the state’s health insurance exchange – fewer than half the state’s patients benefit from its protections. She notes that some of the most severe presentations she treats occur in patients who rely on Medicaid coverage and already face barriers to care.

“I’m a doctor who puts up a fuss [with insurers], but that’s not fair – we shouldn’t have to do that,” Dr. Arkin said. “To me, it’s really critical to make this an even playing field so this law affords protection to everyone I see in the clinic.”

Major medical associations caution against step therapy as well. The American Society of Clinical Oncology and the American Medical Association have called out the risks to patient safety and health. In fact, in 2019, after the Centers for Medicare & Medicaid Services gave new authority to Medicare Advantage plans to start using step therapy, dozens of national medical groups called out the agency for allowing a practice that could potentially hurt patients and undercut the physician-patient decision-making process.

Last year, in a new position paper from the American College of Physicians, authors laid out recommendations for combating step therapy’s side effects. These recommendations included making related data transparent to the public and minimizing the policy’s disruptions to care. Jacqueline W. Fincher, MD, MACP, a member of the committee that issued the position paper and who is a primary care physician in Georgia, said such insurance practices need to be designed with “strong input from frontline physicians, not clipboard physicians.

“What we want from insurers is understanding, transparency, and the least burdensome protocol to provide patients the care they need at a cost-effective price they can afford,” said Dr. Fincher, who is also the current president of the ACP. “The focus needs to be on what’s in the patient’s best interest.”
 

Every year a new fight

“We all dread January,” said Dr. Fincher. That is the worst month, she added, because new health benefits go into effect, which means patients who are responding well to certain treatments may suddenly face new restrictions.

Another aggravating aspect of step therapy? It is often difficult – if not impossible – to access information on specific step therapy protocols in a patient’s health plan in real time in the exam room, where treatment conversations actually take place. In a more patient-centered world, Dr. Fincher said, she would be able to use the electronic health record system to quickly identify whether a patient’s plan covers a particular treatment and, if not, what the alternatives are.

Georgia’s new step therapy law went into effect last year. Like laws in other states, it spells out step therapy exemptions and sets time frames in which insurers must respond to exceptions and appeals. Dr. Fincher, who spoke in favor of the new law, said she’s “happy for any step forward.” Still, the growing burden of prior authorization rules are an utter “time sink” for her and her staff.

“I have to justify my decisions to nondoctors before I even get to a doctor, and that’s really frustrating,” she said. “We’re talking about people here, not widgets.”

Advocates in Nevada are hoping this is the year a step therapy bill will make it into law in their state. As of March, one had yet to be introduced in the state legislature. Tom McCoy, director of state government affairs at the Nevada Chronic Care Collaborative, said existing Nevada law already prohibits nonmedical drug switching during a policy year; however, insurers can still make changes the following year.

A bill to rein in step therapy was proposed previously, Mr. McCoy said, but it never got off the ground. The collaborative, as well as about two dozen organizations representing Nevada providers and patients, are now calling on state lawmakers to make the issue a priority in the current session.

“The health plans have a lot of power – a lot,” Mr. McCoy said. “We’re hoping to get a [legislative] sponsor in 2021 ... but it’s also been a really hard year to connect legislators with patients and doctors, and being able to hear their stories really does make a difference.”

In Nebraska, Marcus Snow, MD, a rheumatologist at Nebraska Medicine, in Omaha, said that the state’s new step therapy law will be a “great first step in helping to provide some guardrails” around the practice. He noted that turnaround requirements for insurer responses are “sorely needed.” However, he said that, because the bill doesn’t apply to all health plans, many Nebraskans still won’t benefit.

Dealing with step therapy is a daily “headache” for Dr. Snow, who says navigating the bureaucracy of prior authorization seems to be getting worse every year. Like his peers around the country, he spends an inordinate amount of time pushing appeals up the insurance company ranks to get access to treatments he believes will be most effective. But Snow says that, more than just being a mountain of tiresome red tape, these practices also intrude on the patient-provider relationship, casting an unsettling sense of uncertainty that the ultimate decision about the best course of action isn’t up to the doctor and patient at all.

“In the end, the insurance company is the judge and jury of my prescription,” Dr. Snow said. “They’d argue I can still prescribe it, but if it costs $70,000 a year – I don’t know who can afford that.”

Ms. Lynch, at the National Psoriasis Foundation, said their step therapy advocacy will continue to take a two-pronged approach. They will push for new and expanded protections at both state and federal levels. Protections are needed at both levels to make sure that all health plans regulated by all entities are covered. In the U.S. Senate and the House, step therapy bills were reintroduced this year. They would apply to health plans subject to the federal Employee Retirement Income Security Act, which governs employer-sponsored health coverage, and could close a big gap in existing protections. Oregon, New Jersey, and Arizona are at the top of the foundation’s advocacy list this year, according to Ms. Lynch.

“Folks are really starting to pay more attention to this issue,” she said. “And hearing those real-world stories and frustrations is definitely one of the most effective tools we have.”

A version of this article first appeared on Medscape.com.

Every day Melissa Fulton, RN, MSN, FNP, APRN-C, shows up to work, she’s ready for another fight. An advanced practice nurse who specializes in multiple sclerosis care, Ms. Fulton said she typically spends more than a third of her time battling it out with insurance companies over drugs she knows her patients need but that insurers don’t want to cover. Instead, they want the patient to first receive less expensive and often less efficacious drugs, even if that goes against recommendations and, in some cases, against the patient’s medical history.

The maddening protocol – familiar to health care providers everywhere – is known as “step therapy.” It forces patients to try alternative medications – medications that often fail – before receiving the one initially prescribed. The process can take weeks or months, which is time that some patients don’t have. Step therapy was sold as a way to lower costs. However, beyond the ethically problematic notion of forcing sick patients to receiver cheaper alternatives that are ineffective, research has also shown it may actually be more costly in the long run.

Ms. Fulton, who works at Saunders Medical Center in Wahoo, Neb., is a veteran in the war against step therapy. She is used to pushing her appeals up the insurance company chain of command, past nonmedical reviewers, until her patient’s case finally lands on the desk of someone with a neurology background. She said that can take three or four appeals – a judge might even get involved – and the patient could still lose. “This happens constantly,” she said, “but we fight like hell.”

Fortunately, life may soon get a little easier for Ms. Fulton. In late March, a bill to restrict step therapy made it through the Nebraska state legislature and is on its way to the governor’s desk. The Step Therapy Reform Act doesn’t outright ban the practice; however, it will put guardrails in place. It requires that insurers respond to appeals within certain time frames, and it creates key exemptions.

When the governor signs off, Nebraska will join more than two dozen other states that already have step therapy restrictions on the books, according to Hannah Lynch, MPS, associate director of federal government relations and health policy at the National Psoriasis Foundation, a leading advocate to reform and protect against the insurance practice. “There’s a lot of frustration out there,” Ms. Lynch said. “It really hinders providers’ ability to make decisions they think will have the best outcomes.”

Driven by coalitions of doctors, nurses, and patients, laws reining in step therapy have been adopted at a relatively quick clip, mostly within the past 5 years. Recent additions include South Dakota and North Carolina, which adopted step therapy laws in 2020, and Arkansas, which passed a law earlier this year.

Ms. Lynch attributed growing support to rising out-of-pocket drug costs and the introduction of biologic drugs, which are often more effective but also more expensive. Like Nebraska’s law, most step therapy reform legislation carves out exemptions and requires timely appeals processes; however, many of the laws still have significant gaps, such as not including certain types of insurance plans.

Ideally, Ms. Lynch said, the protections would apply to all types of health plans that are regulated at the state level, such as Medicaid, state employee health plans, and coverage sold through state insurance exchanges. Closing loopholes in the laws is a top priority for advocates, she added, pointing to work currently underway in Arkansas to extend its new protections to Medicaid expansion patients.

“With so many outside stakeholders, you have to compromise – it’s a give and take,” Ms. Lynch said. Still, when it comes to fighting step therapy, she says, “Any protection on the books is always our first goal when we go into a state.”

Putting patients first

Lisa Arkin, MD, a pediatric dermatologist at the University of Wisconsin–Madison, said she finds herself “swimming upstream every day in the fight with insurance.” Her patients are typically on their second or third stop and have more complex disorders. Dr. Arkin said that the problem with step therapy is that it tries to squeeze all patients into the same box, even if the circumstances don’t fit.

Her state passed restrictions on step therapy in 2019, but the measures only went into effect last year. Under the Wisconsin law, patients can be granted an exemption if an alternative treatment is contraindicated, likely to cause harm, or expected to be ineffective. Patients can also be exempt if their current treatment is working.

Dr. Arkin, an outspoken advocate for curbing step therapy, says the Wisconsin law is “very strong.” However, because it only applies to certain health plans – state employee health plans and those purchased in the state’s health insurance exchange – fewer than half the state’s patients benefit from its protections. She notes that some of the most severe presentations she treats occur in patients who rely on Medicaid coverage and already face barriers to care.

“I’m a doctor who puts up a fuss [with insurers], but that’s not fair – we shouldn’t have to do that,” Dr. Arkin said. “To me, it’s really critical to make this an even playing field so this law affords protection to everyone I see in the clinic.”

Major medical associations caution against step therapy as well. The American Society of Clinical Oncology and the American Medical Association have called out the risks to patient safety and health. In fact, in 2019, after the Centers for Medicare & Medicaid Services gave new authority to Medicare Advantage plans to start using step therapy, dozens of national medical groups called out the agency for allowing a practice that could potentially hurt patients and undercut the physician-patient decision-making process.

Last year, in a new position paper from the American College of Physicians, authors laid out recommendations for combating step therapy’s side effects. These recommendations included making related data transparent to the public and minimizing the policy’s disruptions to care. Jacqueline W. Fincher, MD, MACP, a member of the committee that issued the position paper and who is a primary care physician in Georgia, said such insurance practices need to be designed with “strong input from frontline physicians, not clipboard physicians.

“What we want from insurers is understanding, transparency, and the least burdensome protocol to provide patients the care they need at a cost-effective price they can afford,” said Dr. Fincher, who is also the current president of the ACP. “The focus needs to be on what’s in the patient’s best interest.”
 

Every year a new fight

“We all dread January,” said Dr. Fincher. That is the worst month, she added, because new health benefits go into effect, which means patients who are responding well to certain treatments may suddenly face new restrictions.

Another aggravating aspect of step therapy? It is often difficult – if not impossible – to access information on specific step therapy protocols in a patient’s health plan in real time in the exam room, where treatment conversations actually take place. In a more patient-centered world, Dr. Fincher said, she would be able to use the electronic health record system to quickly identify whether a patient’s plan covers a particular treatment and, if not, what the alternatives are.

Georgia’s new step therapy law went into effect last year. Like laws in other states, it spells out step therapy exemptions and sets time frames in which insurers must respond to exceptions and appeals. Dr. Fincher, who spoke in favor of the new law, said she’s “happy for any step forward.” Still, the growing burden of prior authorization rules are an utter “time sink” for her and her staff.

“I have to justify my decisions to nondoctors before I even get to a doctor, and that’s really frustrating,” she said. “We’re talking about people here, not widgets.”

Advocates in Nevada are hoping this is the year a step therapy bill will make it into law in their state. As of March, one had yet to be introduced in the state legislature. Tom McCoy, director of state government affairs at the Nevada Chronic Care Collaborative, said existing Nevada law already prohibits nonmedical drug switching during a policy year; however, insurers can still make changes the following year.

A bill to rein in step therapy was proposed previously, Mr. McCoy said, but it never got off the ground. The collaborative, as well as about two dozen organizations representing Nevada providers and patients, are now calling on state lawmakers to make the issue a priority in the current session.

“The health plans have a lot of power – a lot,” Mr. McCoy said. “We’re hoping to get a [legislative] sponsor in 2021 ... but it’s also been a really hard year to connect legislators with patients and doctors, and being able to hear their stories really does make a difference.”

In Nebraska, Marcus Snow, MD, a rheumatologist at Nebraska Medicine, in Omaha, said that the state’s new step therapy law will be a “great first step in helping to provide some guardrails” around the practice. He noted that turnaround requirements for insurer responses are “sorely needed.” However, he said that, because the bill doesn’t apply to all health plans, many Nebraskans still won’t benefit.

Dealing with step therapy is a daily “headache” for Dr. Snow, who says navigating the bureaucracy of prior authorization seems to be getting worse every year. Like his peers around the country, he spends an inordinate amount of time pushing appeals up the insurance company ranks to get access to treatments he believes will be most effective. But Snow says that, more than just being a mountain of tiresome red tape, these practices also intrude on the patient-provider relationship, casting an unsettling sense of uncertainty that the ultimate decision about the best course of action isn’t up to the doctor and patient at all.

“In the end, the insurance company is the judge and jury of my prescription,” Dr. Snow said. “They’d argue I can still prescribe it, but if it costs $70,000 a year – I don’t know who can afford that.”

Ms. Lynch, at the National Psoriasis Foundation, said their step therapy advocacy will continue to take a two-pronged approach. They will push for new and expanded protections at both state and federal levels. Protections are needed at both levels to make sure that all health plans regulated by all entities are covered. In the U.S. Senate and the House, step therapy bills were reintroduced this year. They would apply to health plans subject to the federal Employee Retirement Income Security Act, which governs employer-sponsored health coverage, and could close a big gap in existing protections. Oregon, New Jersey, and Arizona are at the top of the foundation’s advocacy list this year, according to Ms. Lynch.

“Folks are really starting to pay more attention to this issue,” she said. “And hearing those real-world stories and frustrations is definitely one of the most effective tools we have.”

A version of this article first appeared on Medscape.com.

From The Ohio State University College of Medicine Department of Family and Community Medicine, Columbus, OH (Candy Magaña, Jná Báez, Christine Junk, Drs. Ahmad, Conroy, and Olayiwola); The Ohio State University College of Medicine Center for Primary Care Innovation and Transformation (Candy Magaña, Jná Báez, and Dr. Olayiwola); and The Ohio State University Wexner Medical Center (Christine Harsh, Erica Esposito).

Much has been discussed about the growing crisis of professional dissatisfaction among physicians, with increasing efforts being made to incorporate physician wellness into health system strategies that move from the Triple to the Quadruple Aim.¹ For many years, our health care system has been focused on improving the health of populations, optimizing the patient experience, and reducing the cost of care (Triple Aim). The inclusion of the fourth aim, improving the experience of the teams that deliver care, has become paramount in achieving the other aims.

An area often overlooked in this focus on wellness, however, is the importance of the earliest days of employment to shape and predict long-term career contentment. This is a missed opportunity, as data suggest that organizations with standardized onboarding programs boast a 62% increased productivity rate and a 50% greater retention rate among new hires.^2,3 Moreover, a study by the International Institute for Management Development found that businesses lose an estimated $37 billion annually because employees do not fully understand their jobs.⁴ The report ties losses to “actions taken by employees who have misunderstood or misinterpreted company policies, business processes, job function, or a combination of the three.” Additionally, onboarding programs that focus strictly on technical or functional orientation tasks miss important opportunities for culture integration during the onboarding process.⁵ It is therefore imperative to look to effective models of employee onboarding to develop systems that position physicians and practices for success.

Challenges With Traditional Physician Onboarding

In recent years, the Department of Family and Community Medicine at The Ohio State University College of Medicine has experienced rapid organizational change. Like many primary care systems nationwide responding to disruption in health care and changing demands on the clinical workforce, the department has hired new leadership, revised strategic priorities, and witnessed an influx of faculty and staff. It has also planned an expansion of ambulatory services that will more than double the clinical workforce over the next 3 years. While an exciting time, there has been a growing need to align strategy, culture, and human capital during these changes.

As we entered this phase of transformation, we recognized that our highly individualized, ad hoc orientation system presented shortcomings. During the act of revamping our physician recruitment process, stakeholder workgroup members specifically noted that improvement efforts were needed regarding new physician orientation, as no consistent structures were previously in place. New physician orientation had been a major gap for years, resulting in dissatisfaction in the first few months of physician practice, early physician turnover, and staff frustration. For physicians, we continued to learn about their frustration and unanswered questions regarding expectations, norms, structures, and processes.

Many new hires were left with a kind of “trial by fire” entry into their roles. On the first day of clinic, a new physician would most likely need to simultaneously see patients, learn the nuances of the electronic health record (EHR), figure out where the break room was located, and quickly learn population health issues for the patients they were serving. Opportunities to meet key clinic site leadership would be at random, and new physicians might not have the opportunity to meet leadership or staff until months into their tenure; this did not allow for a sense of belonging or understanding of the many resources available to them. We learned that the quality of these ad hoc orientations also varied based on the experience and priorities of each practice’s clinic and administrative leaders, who themselves felt ill-equipped to provide a consistent, robust, and confidence-building experience. In addition, practice site management was rarely given advance time to prepare for the arrival of new physicians, which resulted in physicians perceiving practices to be unwelcoming and disorganized. Their first days were often spent with patients in clinic with no structured orientation and without understanding workflows or having systems practice knowledge.

Institutionally, the interview process satisfied some transfer of knowledge, but we were unclear of what was being consistently shared and understood in the multiple ambulatory locations where our physicians enter practice. More importantly, we knew we were missing a critical opportunity to use orientation to imbue other values of diversity and inclusion, health equity, and operational excellence into the workforce. Based on anecdotal insights from employees and our own review of successful onboarding approaches from other industries, we also knew a more structured welcoming process would predict greater long-term career satisfaction for physicians and create a foundation for providing optimal care for patients when clinical encounters began.

Reengineering Physician Onboarding

In 2019, our department developed a multipronged approach to physician onboarding, which is already paying dividends in easing acculturation and fostering team cohesion. The department tapped its Center for Primary Care Innovation and Transformation (PCIT) to direct this effort, based on its expertise in practice transformation, clinical transformation and adaptations, and workflow efficiency through process and quality improvement. The PCIT team provides support to the department and the entire health system focused on technology and innovation, health equity, and health care efficiency.⁶ They applied many of the tools used in the Clinical Transformation in Technology approach to lead this initiative.⁷

The PCIT team began identifying key stakeholders (department, clinical and ambulatory leadership, clinicians and clinical staff, community partners, human resources, and resident physicians), and then engaging those individuals in dialogue surrounding orientation needs. During scheduled in-person and virtual work sessions, stakeholders were asked to provide input on pain points for new physicians and clinic leadership and were then empowered to create an onboarding program. Applying health care quality improvement techniques, we leveraged workflow mapping, current and future state planning, and goal setting, led by the skilled process improvement and clinical transformation specialists. We coordinated a multidisciplinary process improvement team that included clinic administrators, medical directors, human resources, administrative staff, ambulatory and resident leadership, clinical leadership, and recruitment liaisons. This diverse group of leadership and staff was brought together to address these critical identified gaps and weaknesses in new physician onboarding.

Through a series of learning sessions, the workgroup provided input that was used to form an itemized physician onboarding schedule, which was then leveraged to develop Plan-Do-Study-Act (PDSA) cycles, collecting feedback in real time. Some issues that seem small can cause major distress for new physicians. For example, in our inaugural orientation implementation, a physician provided feedback that they wanted to obtain information on setting up their work email on their personal devices and was having considerable trouble figuring out how to do so. This particular topic was not initially included in the first iteration of the Department’s orientation program. We rapidly sought out different ways to embed that into the onboarding experience. The first PDSA involved integrating the university information technology team (IT) into the process but was not successful because it required extra work for the new physician and reliance on the IT schedule. The next attempt was to have IT train a department staff member, but again, this still required that the physician find time to connect with that staff member. Finally, we decided to obtain a useful tip sheet that clearly outlined the process and could be included in orientation materials. This gave the new physicians control over how and when they would work on this issue. Based on these learnings, this was incorporated as a standing agenda item and resource for incoming physicians.

Essential Elements of Effective Onboarding

The new physician onboarding program consists of 5 key elements: (1) 2-week acclimation period; (2) peer learning and connection; (3) training before beginning patient care; (4) standardization, transparency, and accountability in all processes; (5) ongoing feedback for continued program improvement with individual support (Figure).

The program begins with a 2-week period of intentional investment in individual success, during which time no patients are scheduled. In week 1, we work with new hires to set expectations for performance, understand departmental norms, and introduce culture. Physicians meet formally and informally with department and institutional leadership, as well as attend team meetings and trainings that include a range of administrative and compliance requirements, such as quality standards and expectations, compliance, billing and coding specific to family medicine, EHR management, and institutionally mandated orientations. We are also adding implicit bias and antiracism training during this period, which are essential to creating a culture of unity and belonging.

During week 2, we focus on clinic-level orientation, assigning new hires an orientation buddy and a department sponsor, such as a physician lead or medical director. Physicians spend time with leadership at their clinic as they nurture relationships important for mentorship, sponsorship, and peer support. They also meet care team members, including front desk associates, medical assistants, behavioral health clinicians, nutritionists, social workers, pharmacists, and other key colleagues and care team members. This introduces the physician to the clinical environment and physical space as well as acclimates the physician to workflows and feedback loops for regular interaction.

When physicians ultimately begin patient care, they begin with an expected productivity rate of 50%, followed by an expected productivity rate of 75%, and then an expected productivity rate of 100%. This steady increase occurs over 3 to 4 weeks depending on the physician’s comfort level. They are also provided monthly reports on work relative value unit performance so that they can track and adapt practice patterns as necessary.More details on the program can be found in Appendix 1.

Takeaways From the Implementation of the New Program

Give time for new physicians to focus on acclimating to the role and environment.

The initial 2-week period of transition—without direct patient care—ensures that physicians feel comfortable in their new ecosystem. This also supports personal transitions, as many new hires are managing relocation and acclimating themselves and their families to new settings. Even residents from our training program who returned as attending physicians found this flexibility and slow reentry essential. This also gives the clinic time to orient to an additional provider, nurture them into the team culture, and develop relationships with the care team.

Cultivate spaces for shared learning, problem-solving, and peer connection.

Orientation is delivered primarily through group learning sessions with cohorts of new physicians, thus developing spaces for networking, fostering psychological safety, encouraging personal and professional rapport, emphasizing interactive learning, and reinforcing scheduling blocks at the departmental level. New hires also participate in peer shadowing to develop clinical competencies and are assigned a workplace buddy to foster a sense of belonging and create opportunities for additional knowledge sharing and cross-training.

Strengthen physician knowledge base, confidence, and comfort in the workplace before beginning direct patient care.

Without fluency in the workflows, culture, and operations of a practice, the urgency to have physicians begin clinical care can result in frustration for the physician, patients, and clinical and administrative staff. Therefore, we complete essential training prior to seeing any patients. This includes clinical workflows, referral processes, use of alternate modalities of care (eg, telehealth, eConsults), billing protocols, population health training, patient resources, office resources, and other essential daily processes and tools. This creates efficiency in administrative management, increased productivity, and better understanding of resources available for patients’ medical, social, and behavioral needs when patient care begins.

Embrace standardization, transparency, and accountability in as many processes as possible.

Standardized knowledge-sharing and checklists are mandated at every step of the orientation process, requiring sign off from the physician lead, practice manager, and new physicians upon completion. This offers all parties the opportunity to play a role in the delivery of and accountability for skills transfer and empowers new hires to press pause if they feel unsure about any domain in the training. It is also essential in guaranteeing that all physicians—regardless of which ambulatory location they practice in—receive consistent information and expectations. A sample checklist can be found in Appendix 2.

Commit to collecting and acting on feedback for continued program improvement and individual support.

As physicians complete the program, it is necessary to create structures to measure and enhance its impact, as well as evaluate how physicians are faring following the program. Each physician completes surveys at the end of the orientation program, attends a 90-day post-program check-in with the department chair, and receives follow-up trainings on advanced topics as they become more deeply embedded in the organization.

Lessons Learned

Feedback from surveys and 90-day check-ins with leadership and physicians reflect a high degree of clarity on job roles and duties, a sense of team camaraderie, easier system navigation, and a strong sense of support. We do recognize that sustaining change takes time and our study is limited by data demonstrating the impact of these efforts. We look forward to sharing more robust data from surveys and qualitative interviews with physicians, clinical leadership, and staff in the future. Our team will conduct interviews at 90-day and 180-day checkpoints with new physicians who have gone through this program, followed by a check-in after 1 year. Additionally, new physicians as well as key stakeholders, such as physician leads, practice managers, and members of the recruitment team, have started to participate in short surveys. These are designed to better understand their experiences, what worked well, what can be improved, and the overall satisfaction of the physician and other members of the extended care team.

What follows are some comments made by the initial group of physicians that went through this program and participated in follow-up interviews:

“I really feel like part of a bigger team.”

“I knew exactly what do to when I walked into the exam room on clinic Day 1.”

“It was great to make deep connections during the early process of joining.”

“Having a buddy to direct questions and ideas to is amazing and empowering.”

“Even though the orientation was long, I felt that I learned so much that I would not have otherwise.”

“Thank you for not letting me crash and burn!”

“Great culture! I love understanding our values of health equity, diversity, and inclusion.”

In the months since our endeavor began, we have learned just how essential it is to fully and effectively integrate new hires into the organization for their own satisfaction and success—and ours. Indeed, we cannot expect to achieve the Quadruple Aim without investing in the kind of transparent and intentional orientation process that defines expectations, aligns cultural values, mitigates costly and stressful operational misunderstandings, and communicates to physicians that, not only do they belong, but their sense of belonging is our priority. While we have yet to understand the impact of this program on the fourth aim of the Quadruple Aim, we are hopeful that the benefits will be far-reaching.

It is our ultimate hope that programs like this: (1) give physicians the confidence needed to create impactful patient-centered experiences; (2) enable physicians to become more cost-effective and efficient in care delivery; (3) allow physicians to understand the populations they are serving and access tools available to mitigate health disparities and other barriers; and (4) improve the collective experience of every member of the care team, practice leadership, and clinician-patient partnership.

Corresponding author: J. Nwando Olayiwola, MD, MPH, FAAFP, The Ohio State University College of Medicine, Department of Family and Community Medicine, 2231 N High St, Ste 250, Columbus, OH 43210; [email protected].

Financial disclosures: None.

Keywords: physician onboarding; Quadruple Aim; leadership; clinician satisfaction; care team satisfaction.

From The Ohio State University College of Medicine Department of Family and Community Medicine, Columbus, OH (Candy Magaña, Jná Báez, Christine Junk, Drs. Ahmad, Conroy, and Olayiwola); The Ohio State University College of Medicine Center for Primary Care Innovation and Transformation (Candy Magaña, Jná Báez, and Dr. Olayiwola); and The Ohio State University Wexner Medical Center (Christine Harsh, Erica Esposito).

Much has been discussed about the growing crisis of professional dissatisfaction among physicians, with increasing efforts being made to incorporate physician wellness into health system strategies that move from the Triple to the Quadruple Aim.¹ For many years, our health care system has been focused on improving the health of populations, optimizing the patient experience, and reducing the cost of care (Triple Aim). The inclusion of the fourth aim, improving the experience of the teams that deliver care, has become paramount in achieving the other aims.

An area often overlooked in this focus on wellness, however, is the importance of the earliest days of employment to shape and predict long-term career contentment. This is a missed opportunity, as data suggest that organizations with standardized onboarding programs boast a 62% increased productivity rate and a 50% greater retention rate among new hires.^2,3 Moreover, a study by the International Institute for Management Development found that businesses lose an estimated $37 billion annually because employees do not fully understand their jobs.⁴ The report ties losses to “actions taken by employees who have misunderstood or misinterpreted company policies, business processes, job function, or a combination of the three.” Additionally, onboarding programs that focus strictly on technical or functional orientation tasks miss important opportunities for culture integration during the onboarding process.⁵ It is therefore imperative to look to effective models of employee onboarding to develop systems that position physicians and practices for success.

Challenges With Traditional Physician Onboarding

In recent years, the Department of Family and Community Medicine at The Ohio State University College of Medicine has experienced rapid organizational change. Like many primary care systems nationwide responding to disruption in health care and changing demands on the clinical workforce, the department has hired new leadership, revised strategic priorities, and witnessed an influx of faculty and staff. It has also planned an expansion of ambulatory services that will more than double the clinical workforce over the next 3 years. While an exciting time, there has been a growing need to align strategy, culture, and human capital during these changes.

As we entered this phase of transformation, we recognized that our highly individualized, ad hoc orientation system presented shortcomings. During the act of revamping our physician recruitment process, stakeholder workgroup members specifically noted that improvement efforts were needed regarding new physician orientation, as no consistent structures were previously in place. New physician orientation had been a major gap for years, resulting in dissatisfaction in the first few months of physician practice, early physician turnover, and staff frustration. For physicians, we continued to learn about their frustration and unanswered questions regarding expectations, norms, structures, and processes.

Many new hires were left with a kind of “trial by fire” entry into their roles. On the first day of clinic, a new physician would most likely need to simultaneously see patients, learn the nuances of the electronic health record (EHR), figure out where the break room was located, and quickly learn population health issues for the patients they were serving. Opportunities to meet key clinic site leadership would be at random, and new physicians might not have the opportunity to meet leadership or staff until months into their tenure; this did not allow for a sense of belonging or understanding of the many resources available to them. We learned that the quality of these ad hoc orientations also varied based on the experience and priorities of each practice’s clinic and administrative leaders, who themselves felt ill-equipped to provide a consistent, robust, and confidence-building experience. In addition, practice site management was rarely given advance time to prepare for the arrival of new physicians, which resulted in physicians perceiving practices to be unwelcoming and disorganized. Their first days were often spent with patients in clinic with no structured orientation and without understanding workflows or having systems practice knowledge.

Institutionally, the interview process satisfied some transfer of knowledge, but we were unclear of what was being consistently shared and understood in the multiple ambulatory locations where our physicians enter practice. More importantly, we knew we were missing a critical opportunity to use orientation to imbue other values of diversity and inclusion, health equity, and operational excellence into the workforce. Based on anecdotal insights from employees and our own review of successful onboarding approaches from other industries, we also knew a more structured welcoming process would predict greater long-term career satisfaction for physicians and create a foundation for providing optimal care for patients when clinical encounters began.

Reengineering Physician Onboarding

In 2019, our department developed a multipronged approach to physician onboarding, which is already paying dividends in easing acculturation and fostering team cohesion. The department tapped its Center for Primary Care Innovation and Transformation (PCIT) to direct this effort, based on its expertise in practice transformation, clinical transformation and adaptations, and workflow efficiency through process and quality improvement. The PCIT team provides support to the department and the entire health system focused on technology and innovation, health equity, and health care efficiency.⁶ They applied many of the tools used in the Clinical Transformation in Technology approach to lead this initiative.⁷

The PCIT team began identifying key stakeholders (department, clinical and ambulatory leadership, clinicians and clinical staff, community partners, human resources, and resident physicians), and then engaging those individuals in dialogue surrounding orientation needs. During scheduled in-person and virtual work sessions, stakeholders were asked to provide input on pain points for new physicians and clinic leadership and were then empowered to create an onboarding program. Applying health care quality improvement techniques, we leveraged workflow mapping, current and future state planning, and goal setting, led by the skilled process improvement and clinical transformation specialists. We coordinated a multidisciplinary process improvement team that included clinic administrators, medical directors, human resources, administrative staff, ambulatory and resident leadership, clinical leadership, and recruitment liaisons. This diverse group of leadership and staff was brought together to address these critical identified gaps and weaknesses in new physician onboarding.

Through a series of learning sessions, the workgroup provided input that was used to form an itemized physician onboarding schedule, which was then leveraged to develop Plan-Do-Study-Act (PDSA) cycles, collecting feedback in real time. Some issues that seem small can cause major distress for new physicians. For example, in our inaugural orientation implementation, a physician provided feedback that they wanted to obtain information on setting up their work email on their personal devices and was having considerable trouble figuring out how to do so. This particular topic was not initially included in the first iteration of the Department’s orientation program. We rapidly sought out different ways to embed that into the onboarding experience. The first PDSA involved integrating the university information technology team (IT) into the process but was not successful because it required extra work for the new physician and reliance on the IT schedule. The next attempt was to have IT train a department staff member, but again, this still required that the physician find time to connect with that staff member. Finally, we decided to obtain a useful tip sheet that clearly outlined the process and could be included in orientation materials. This gave the new physicians control over how and when they would work on this issue. Based on these learnings, this was incorporated as a standing agenda item and resource for incoming physicians.

Essential Elements of Effective Onboarding

The new physician onboarding program consists of 5 key elements: (1) 2-week acclimation period; (2) peer learning and connection; (3) training before beginning patient care; (4) standardization, transparency, and accountability in all processes; (5) ongoing feedback for continued program improvement with individual support (Figure).

The program begins with a 2-week period of intentional investment in individual success, during which time no patients are scheduled. In week 1, we work with new hires to set expectations for performance, understand departmental norms, and introduce culture. Physicians meet formally and informally with department and institutional leadership, as well as attend team meetings and trainings that include a range of administrative and compliance requirements, such as quality standards and expectations, compliance, billing and coding specific to family medicine, EHR management, and institutionally mandated orientations. We are also adding implicit bias and antiracism training during this period, which are essential to creating a culture of unity and belonging.

During week 2, we focus on clinic-level orientation, assigning new hires an orientation buddy and a department sponsor, such as a physician lead or medical director. Physicians spend time with leadership at their clinic as they nurture relationships important for mentorship, sponsorship, and peer support. They also meet care team members, including front desk associates, medical assistants, behavioral health clinicians, nutritionists, social workers, pharmacists, and other key colleagues and care team members. This introduces the physician to the clinical environment and physical space as well as acclimates the physician to workflows and feedback loops for regular interaction.

When physicians ultimately begin patient care, they begin with an expected productivity rate of 50%, followed by an expected productivity rate of 75%, and then an expected productivity rate of 100%. This steady increase occurs over 3 to 4 weeks depending on the physician’s comfort level. They are also provided monthly reports on work relative value unit performance so that they can track and adapt practice patterns as necessary.More details on the program can be found in Appendix 1.

Takeaways From the Implementation of the New Program

Give time for new physicians to focus on acclimating to the role and environment.

The initial 2-week period of transition—without direct patient care—ensures that physicians feel comfortable in their new ecosystem. This also supports personal transitions, as many new hires are managing relocation and acclimating themselves and their families to new settings. Even residents from our training program who returned as attending physicians found this flexibility and slow reentry essential. This also gives the clinic time to orient to an additional provider, nurture them into the team culture, and develop relationships with the care team.

Cultivate spaces for shared learning, problem-solving, and peer connection.

Orientation is delivered primarily through group learning sessions with cohorts of new physicians, thus developing spaces for networking, fostering psychological safety, encouraging personal and professional rapport, emphasizing interactive learning, and reinforcing scheduling blocks at the departmental level. New hires also participate in peer shadowing to develop clinical competencies and are assigned a workplace buddy to foster a sense of belonging and create opportunities for additional knowledge sharing and cross-training.

Strengthen physician knowledge base, confidence, and comfort in the workplace before beginning direct patient care.

Without fluency in the workflows, culture, and operations of a practice, the urgency to have physicians begin clinical care can result in frustration for the physician, patients, and clinical and administrative staff. Therefore, we complete essential training prior to seeing any patients. This includes clinical workflows, referral processes, use of alternate modalities of care (eg, telehealth, eConsults), billing protocols, population health training, patient resources, office resources, and other essential daily processes and tools. This creates efficiency in administrative management, increased productivity, and better understanding of resources available for patients’ medical, social, and behavioral needs when patient care begins.

Embrace standardization, transparency, and accountability in as many processes as possible.

Standardized knowledge-sharing and checklists are mandated at every step of the orientation process, requiring sign off from the physician lead, practice manager, and new physicians upon completion. This offers all parties the opportunity to play a role in the delivery of and accountability for skills transfer and empowers new hires to press pause if they feel unsure about any domain in the training. It is also essential in guaranteeing that all physicians—regardless of which ambulatory location they practice in—receive consistent information and expectations. A sample checklist can be found in Appendix 2.

Commit to collecting and acting on feedback for continued program improvement and individual support.

As physicians complete the program, it is necessary to create structures to measure and enhance its impact, as well as evaluate how physicians are faring following the program. Each physician completes surveys at the end of the orientation program, attends a 90-day post-program check-in with the department chair, and receives follow-up trainings on advanced topics as they become more deeply embedded in the organization.

Lessons Learned

Feedback from surveys and 90-day check-ins with leadership and physicians reflect a high degree of clarity on job roles and duties, a sense of team camaraderie, easier system navigation, and a strong sense of support. We do recognize that sustaining change takes time and our study is limited by data demonstrating the impact of these efforts. We look forward to sharing more robust data from surveys and qualitative interviews with physicians, clinical leadership, and staff in the future. Our team will conduct interviews at 90-day and 180-day checkpoints with new physicians who have gone through this program, followed by a check-in after 1 year. Additionally, new physicians as well as key stakeholders, such as physician leads, practice managers, and members of the recruitment team, have started to participate in short surveys. These are designed to better understand their experiences, what worked well, what can be improved, and the overall satisfaction of the physician and other members of the extended care team.

What follows are some comments made by the initial group of physicians that went through this program and participated in follow-up interviews:

“I really feel like part of a bigger team.”

“I knew exactly what do to when I walked into the exam room on clinic Day 1.”

“It was great to make deep connections during the early process of joining.”

“Having a buddy to direct questions and ideas to is amazing and empowering.”

“Even though the orientation was long, I felt that I learned so much that I would not have otherwise.”

“Thank you for not letting me crash and burn!”

“Great culture! I love understanding our values of health equity, diversity, and inclusion.”

In the months since our endeavor began, we have learned just how essential it is to fully and effectively integrate new hires into the organization for their own satisfaction and success—and ours. Indeed, we cannot expect to achieve the Quadruple Aim without investing in the kind of transparent and intentional orientation process that defines expectations, aligns cultural values, mitigates costly and stressful operational misunderstandings, and communicates to physicians that, not only do they belong, but their sense of belonging is our priority. While we have yet to understand the impact of this program on the fourth aim of the Quadruple Aim, we are hopeful that the benefits will be far-reaching.

It is our ultimate hope that programs like this: (1) give physicians the confidence needed to create impactful patient-centered experiences; (2) enable physicians to become more cost-effective and efficient in care delivery; (3) allow physicians to understand the populations they are serving and access tools available to mitigate health disparities and other barriers; and (4) improve the collective experience of every member of the care team, practice leadership, and clinician-patient partnership.

Corresponding author: J. Nwando Olayiwola, MD, MPH, FAAFP, The Ohio State University College of Medicine, Department of Family and Community Medicine, 2231 N High St, Ste 250, Columbus, OH 43210; [email protected].

Financial disclosures: None.

Keywords: physician onboarding; Quadruple Aim; leadership; clinician satisfaction; care team satisfaction.

From The Ohio State University College of Medicine Department of Family and Community Medicine, Columbus, OH (Candy Magaña, Jná Báez, Christine Junk, Drs. Ahmad, Conroy, and Olayiwola); The Ohio State University College of Medicine Center for Primary Care Innovation and Transformation (Candy Magaña, Jná Báez, and Dr. Olayiwola); and The Ohio State University Wexner Medical Center (Christine Harsh, Erica Esposito).

Much has been discussed about the growing crisis of professional dissatisfaction among physicians, with increasing efforts being made to incorporate physician wellness into health system strategies that move from the Triple to the Quadruple Aim.¹ For many years, our health care system has been focused on improving the health of populations, optimizing the patient experience, and reducing the cost of care (Triple Aim). The inclusion of the fourth aim, improving the experience of the teams that deliver care, has become paramount in achieving the other aims.

An area often overlooked in this focus on wellness, however, is the importance of the earliest days of employment to shape and predict long-term career contentment. This is a missed opportunity, as data suggest that organizations with standardized onboarding programs boast a 62% increased productivity rate and a 50% greater retention rate among new hires.^2,3 Moreover, a study by the International Institute for Management Development found that businesses lose an estimated $37 billion annually because employees do not fully understand their jobs.⁴ The report ties losses to “actions taken by employees who have misunderstood or misinterpreted company policies, business processes, job function, or a combination of the three.” Additionally, onboarding programs that focus strictly on technical or functional orientation tasks miss important opportunities for culture integration during the onboarding process.⁵ It is therefore imperative to look to effective models of employee onboarding to develop systems that position physicians and practices for success.

Challenges With Traditional Physician Onboarding

In recent years, the Department of Family and Community Medicine at The Ohio State University College of Medicine has experienced rapid organizational change. Like many primary care systems nationwide responding to disruption in health care and changing demands on the clinical workforce, the department has hired new leadership, revised strategic priorities, and witnessed an influx of faculty and staff. It has also planned an expansion of ambulatory services that will more than double the clinical workforce over the next 3 years. While an exciting time, there has been a growing need to align strategy, culture, and human capital during these changes.

As we entered this phase of transformation, we recognized that our highly individualized, ad hoc orientation system presented shortcomings. During the act of revamping our physician recruitment process, stakeholder workgroup members specifically noted that improvement efforts were needed regarding new physician orientation, as no consistent structures were previously in place. New physician orientation had been a major gap for years, resulting in dissatisfaction in the first few months of physician practice, early physician turnover, and staff frustration. For physicians, we continued to learn about their frustration and unanswered questions regarding expectations, norms, structures, and processes.

Many new hires were left with a kind of “trial by fire” entry into their roles. On the first day of clinic, a new physician would most likely need to simultaneously see patients, learn the nuances of the electronic health record (EHR), figure out where the break room was located, and quickly learn population health issues for the patients they were serving. Opportunities to meet key clinic site leadership would be at random, and new physicians might not have the opportunity to meet leadership or staff until months into their tenure; this did not allow for a sense of belonging or understanding of the many resources available to them. We learned that the quality of these ad hoc orientations also varied based on the experience and priorities of each practice’s clinic and administrative leaders, who themselves felt ill-equipped to provide a consistent, robust, and confidence-building experience. In addition, practice site management was rarely given advance time to prepare for the arrival of new physicians, which resulted in physicians perceiving practices to be unwelcoming and disorganized. Their first days were often spent with patients in clinic with no structured orientation and without understanding workflows or having systems practice knowledge.

Institutionally, the interview process satisfied some transfer of knowledge, but we were unclear of what was being consistently shared and understood in the multiple ambulatory locations where our physicians enter practice. More importantly, we knew we were missing a critical opportunity to use orientation to imbue other values of diversity and inclusion, health equity, and operational excellence into the workforce. Based on anecdotal insights from employees and our own review of successful onboarding approaches from other industries, we also knew a more structured welcoming process would predict greater long-term career satisfaction for physicians and create a foundation for providing optimal care for patients when clinical encounters began.

Reengineering Physician Onboarding

In 2019, our department developed a multipronged approach to physician onboarding, which is already paying dividends in easing acculturation and fostering team cohesion. The department tapped its Center for Primary Care Innovation and Transformation (PCIT) to direct this effort, based on its expertise in practice transformation, clinical transformation and adaptations, and workflow efficiency through process and quality improvement. The PCIT team provides support to the department and the entire health system focused on technology and innovation, health equity, and health care efficiency.⁶ They applied many of the tools used in the Clinical Transformation in Technology approach to lead this initiative.⁷

The PCIT team began identifying key stakeholders (department, clinical and ambulatory leadership, clinicians and clinical staff, community partners, human resources, and resident physicians), and then engaging those individuals in dialogue surrounding orientation needs. During scheduled in-person and virtual work sessions, stakeholders were asked to provide input on pain points for new physicians and clinic leadership and were then empowered to create an onboarding program. Applying health care quality improvement techniques, we leveraged workflow mapping, current and future state planning, and goal setting, led by the skilled process improvement and clinical transformation specialists. We coordinated a multidisciplinary process improvement team that included clinic administrators, medical directors, human resources, administrative staff, ambulatory and resident leadership, clinical leadership, and recruitment liaisons. This diverse group of leadership and staff was brought together to address these critical identified gaps and weaknesses in new physician onboarding.

Through a series of learning sessions, the workgroup provided input that was used to form an itemized physician onboarding schedule, which was then leveraged to develop Plan-Do-Study-Act (PDSA) cycles, collecting feedback in real time. Some issues that seem small can cause major distress for new physicians. For example, in our inaugural orientation implementation, a physician provided feedback that they wanted to obtain information on setting up their work email on their personal devices and was having considerable trouble figuring out how to do so. This particular topic was not initially included in the first iteration of the Department’s orientation program. We rapidly sought out different ways to embed that into the onboarding experience. The first PDSA involved integrating the university information technology team (IT) into the process but was not successful because it required extra work for the new physician and reliance on the IT schedule. The next attempt was to have IT train a department staff member, but again, this still required that the physician find time to connect with that staff member. Finally, we decided to obtain a useful tip sheet that clearly outlined the process and could be included in orientation materials. This gave the new physicians control over how and when they would work on this issue. Based on these learnings, this was incorporated as a standing agenda item and resource for incoming physicians.

Essential Elements of Effective Onboarding

The new physician onboarding program consists of 5 key elements: (1) 2-week acclimation period; (2) peer learning and connection; (3) training before beginning patient care; (4) standardization, transparency, and accountability in all processes; (5) ongoing feedback for continued program improvement with individual support (Figure).

The program begins with a 2-week period of intentional investment in individual success, during which time no patients are scheduled. In week 1, we work with new hires to set expectations for performance, understand departmental norms, and introduce culture. Physicians meet formally and informally with department and institutional leadership, as well as attend team meetings and trainings that include a range of administrative and compliance requirements, such as quality standards and expectations, compliance, billing and coding specific to family medicine, EHR management, and institutionally mandated orientations. We are also adding implicit bias and antiracism training during this period, which are essential to creating a culture of unity and belonging.

During week 2, we focus on clinic-level orientation, assigning new hires an orientation buddy and a department sponsor, such as a physician lead or medical director. Physicians spend time with leadership at their clinic as they nurture relationships important for mentorship, sponsorship, and peer support. They also meet care team members, including front desk associates, medical assistants, behavioral health clinicians, nutritionists, social workers, pharmacists, and other key colleagues and care team members. This introduces the physician to the clinical environment and physical space as well as acclimates the physician to workflows and feedback loops for regular interaction.

When physicians ultimately begin patient care, they begin with an expected productivity rate of 50%, followed by an expected productivity rate of 75%, and then an expected productivity rate of 100%. This steady increase occurs over 3 to 4 weeks depending on the physician’s comfort level. They are also provided monthly reports on work relative value unit performance so that they can track and adapt practice patterns as necessary.More details on the program can be found in Appendix 1.

Takeaways From the Implementation of the New Program

Give time for new physicians to focus on acclimating to the role and environment.

The initial 2-week period of transition—without direct patient care—ensures that physicians feel comfortable in their new ecosystem. This also supports personal transitions, as many new hires are managing relocation and acclimating themselves and their families to new settings. Even residents from our training program who returned as attending physicians found this flexibility and slow reentry essential. This also gives the clinic time to orient to an additional provider, nurture them into the team culture, and develop relationships with the care team.

Cultivate spaces for shared learning, problem-solving, and peer connection.

Orientation is delivered primarily through group learning sessions with cohorts of new physicians, thus developing spaces for networking, fostering psychological safety, encouraging personal and professional rapport, emphasizing interactive learning, and reinforcing scheduling blocks at the departmental level. New hires also participate in peer shadowing to develop clinical competencies and are assigned a workplace buddy to foster a sense of belonging and create opportunities for additional knowledge sharing and cross-training.

Strengthen physician knowledge base, confidence, and comfort in the workplace before beginning direct patient care.

Without fluency in the workflows, culture, and operations of a practice, the urgency to have physicians begin clinical care can result in frustration for the physician, patients, and clinical and administrative staff. Therefore, we complete essential training prior to seeing any patients. This includes clinical workflows, referral processes, use of alternate modalities of care (eg, telehealth, eConsults), billing protocols, population health training, patient resources, office resources, and other essential daily processes and tools. This creates efficiency in administrative management, increased productivity, and better understanding of resources available for patients’ medical, social, and behavioral needs when patient care begins.

Embrace standardization, transparency, and accountability in as many processes as possible.

Standardized knowledge-sharing and checklists are mandated at every step of the orientation process, requiring sign off from the physician lead, practice manager, and new physicians upon completion. This offers all parties the opportunity to play a role in the delivery of and accountability for skills transfer and empowers new hires to press pause if they feel unsure about any domain in the training. It is also essential in guaranteeing that all physicians—regardless of which ambulatory location they practice in—receive consistent information and expectations. A sample checklist can be found in Appendix 2.

Commit to collecting and acting on feedback for continued program improvement and individual support.

As physicians complete the program, it is necessary to create structures to measure and enhance its impact, as well as evaluate how physicians are faring following the program. Each physician completes surveys at the end of the orientation program, attends a 90-day post-program check-in with the department chair, and receives follow-up trainings on advanced topics as they become more deeply embedded in the organization.

Lessons Learned

Feedback from surveys and 90-day check-ins with leadership and physicians reflect a high degree of clarity on job roles and duties, a sense of team camaraderie, easier system navigation, and a strong sense of support. We do recognize that sustaining change takes time and our study is limited by data demonstrating the impact of these efforts. We look forward to sharing more robust data from surveys and qualitative interviews with physicians, clinical leadership, and staff in the future. Our team will conduct interviews at 90-day and 180-day checkpoints with new physicians who have gone through this program, followed by a check-in after 1 year. Additionally, new physicians as well as key stakeholders, such as physician leads, practice managers, and members of the recruitment team, have started to participate in short surveys. These are designed to better understand their experiences, what worked well, what can be improved, and the overall satisfaction of the physician and other members of the extended care team.

What follows are some comments made by the initial group of physicians that went through this program and participated in follow-up interviews:

“I really feel like part of a bigger team.”

“I knew exactly what do to when I walked into the exam room on clinic Day 1.”

“It was great to make deep connections during the early process of joining.”

“Having a buddy to direct questions and ideas to is amazing and empowering.”

“Even though the orientation was long, I felt that I learned so much that I would not have otherwise.”

“Thank you for not letting me crash and burn!”

“Great culture! I love understanding our values of health equity, diversity, and inclusion.”

In the months since our endeavor began, we have learned just how essential it is to fully and effectively integrate new hires into the organization for their own satisfaction and success—and ours. Indeed, we cannot expect to achieve the Quadruple Aim without investing in the kind of transparent and intentional orientation process that defines expectations, aligns cultural values, mitigates costly and stressful operational misunderstandings, and communicates to physicians that, not only do they belong, but their sense of belonging is our priority. While we have yet to understand the impact of this program on the fourth aim of the Quadruple Aim, we are hopeful that the benefits will be far-reaching.

It is our ultimate hope that programs like this: (1) give physicians the confidence needed to create impactful patient-centered experiences; (2) enable physicians to become more cost-effective and efficient in care delivery; (3) allow physicians to understand the populations they are serving and access tools available to mitigate health disparities and other barriers; and (4) improve the collective experience of every member of the care team, practice leadership, and clinician-patient partnership.

Corresponding author: J. Nwando Olayiwola, MD, MPH, FAAFP, The Ohio State University College of Medicine, Department of Family and Community Medicine, 2231 N High St, Ste 250, Columbus, OH 43210; [email protected].

Financial disclosures: None.

Keywords: physician onboarding; Quadruple Aim; leadership; clinician satisfaction; care team satisfaction.

From Adelante Healthcare, Mesa, AZ (Dr. Chin), University Hospitals of Cleveland, Cleveland, OH (Drs. Delozier, Bascug, Levine, Bejanishvili, and Wynbrandt and Janet C. Peachey, Rachel M. Cerminara, and Sharon M. Darkovich), and Houston Methodist Hospitals, Houston, TX (Dr. Bhakta).

Abstract

Background: Resident physicians play an active role in the reporting of errors that occur in patient care. Previous studies indicate that residents significantly underreport errors in patient care.

Methods: Fifty-four of 80 eligible residents enrolled at University Hospitals–Regional Hospitals (UH-RH) during the 2018-2019 academic year completed a survey assessing their knowledge and experience in completing Patient Advocacy and Shared Stories (PASS) reports, which serve as incident reports in the UH health system in reporting errors in patient care. A series of interventions aimed at educating residents about the PASS report system were then conducted. The 54 residents who completed the first survey received it again 4 months later.

Results: Residents demonstrated greater understanding of when filing PASS reports was appropriate after the intervention, as significantly more residents reported having been involved in a situation where they should have filed a PASS report but did not (P = 0.036).

Conclusion: In this study, residents often did not report errors in patient care because they simply did not know the process for doing so. In addition, many residents often felt that the reporting of patient errors could be used as a form of retaliation.

Keywords: resident physicians; quality improvement; high-value care; medical errors; patient safety.

Resident physicians play a critical role in patient care. Residents undergo extensive supervised training in order to one day be able to practice medicine in an unsupervised setting, with the goal of providing the highest quality of care possible. One study reported that primary care provided by residents in a training program is of similar or higher quality than that provided by attending physicians.¹

Besides providing high-quality care, it is important that residents play an active role in the reporting of errors that occur regarding patient care as well as in identifying events that may compromise patient safety and quality.² In fact, increased reporting of patient errors has been shown to decrease liability-related costs for hospitals.³ Unfortunately, physicians, and residents in particular, have historically been poor reporters of errors in patient care.⁴ This is especially true when comparing physicians to other health professionals, such as nurses, in error reporting.⁵

Several studies have examined the involvement of residents in reporting errors in patient care. One recent study showed that a graduate medical education financial incentive program significantly increased the number of patient safety events reported by residents and fellows.⁶ This study, along with several others, supports the concept of using incentives to help improve the reporting of errors in patient care for physicians in training.^7-10 Another study used Quality Improvement Knowledge Assessment Tool (QIKAT) scores to assess quality improvement (QI) knowledge. The study demonstrated that self-assessment scores of QI skills using QIKAT scores improved following a targeted intervention.¹¹ Because further information on the involvement and attitudes of residents in reporting errors in patient care is needed, University Hospitals of Cleveland (UH) designed and implemented a QI study during the 2018-2019 academic year. This prospective study used anonymous surveys to objectively examine the involvement and attitudes of residents in reporting errors in patient care.

Methods

The UH health system uses Patient Advocacy and Shared Stories (PASS) reports as incident reports to not only disclose errors in patient care but also to identify any events that may compromise patient safety and quality. Based on preliminary review, nurses, ancillary staff, and administrators file the majority of PASS reports.

The study group consisted of residents at University Hospitals–Regional Hospitals (UH-RH), which is comprised of 2 hospitals: University Hospitals–Richmond Medical Center (UH-RMC) and University Hospitals –Bedford Medical Center (UH-BMC). UH-RMC and UH-BMC are 2 medium-sized university-affiliated community hospitals located in the Cleveland metropolitan area in Northeast Ohio. Both serve as clinical training sites for Case Western Reserve University School of Medicine and Lake Erie College of Osteopathic Medicine, the latter of which helped fund this study. The study was submitted to the Institutional Review Board (IRB) of University Hospitals of Cleveland and granted “not human subjects research” status as a QI study.

Surveys

UH-RH offers residency programs in dermatology, emergency medicine, family medicine, internal medicine, orthopedic surgery, and physical medicine and rehabilitation, along with a 1-year transitional/preliminary year. A total of 80 residents enrolled at UH-RH during the 2018-2019 academic year. All 80 residents at UH-RH received an email in December 2018 asking them to complete an anonymous survey regarding the PASS report system. The survey was administered using the REDCap software system and consisted of 15 multiple-choice questions. As an incentive for completing the survey, residents were offered a $10 Amazon gift card. The gift cards were funded through a research grant from Lake Erie College of Osteopathic Medicine. Residents were given 1 week to complete the survey. At the end of the week, 54 of 80 residents completed the first survey.

Following the first survey, efforts were undertaken by the study authors, in conjunction with the quality improvement department at UH-RH, to educate residents about the PASS report system. These interventions included giving a lecture on the PASS report system during resident didactic sessions, sending an email to all residents about the PASS report system, and providing residents an opportunity to complete an optional online training course regarding the PASS report system. As an incentive for completing the online training course, residents were offered a $10 Amazon gift card. As before, the gift cards were funded through a research grant from Lake Erie College of Osteopathic Medicine.

A second survey was administered in April 2019, 4 months after the first survey. To determine whether the intervention made an impact on the involvement and attitudes of residents in the reporting errors in patient care, only residents who completed the first survey were sent the second survey. The second survey consisted of the same questions as the first survey and was also administered using the REDCap software system. As an incentive for completing the survey, residents were offered another $10 Amazon gift card, again were funded through a research grant from Lake Erie College of Osteopathic Medicine. Residents were given 1 week to complete the survey.

Analysis

Chi-square analyses were utilized to examine differences between preintervention and postintervention responses across categories. All analyses were conducted using R statistical software, version 3.6.1 (R Foundation for Statistical Computing).

Results

A total of 54 of 80 eligible residents responded to the first survey (Table). Twenty-nine of 54 eligible residents responded to the second survey. Postintervention, significantly more residents indicated being involved in a situation where they should have filed a PASS report but did not (58.6% vs 53.7%; P = 0.036). Improvement was seen in PASS knowledge postintervention, where fewer residents reported not knowing how to file a PASS report (31.5% vs 55.2%; P = 0.059). No other improvements were significant, nor were there significant differences in responses between any other categories pre- and postintervention.

Discussion

Errors in patient care are a common occurrence in the hospital setting. Reporting errors when they happen is important for hospitals to gain data and better care for patients, but studies show that patient errors are usually underreported. This is concerning, as data on errors and other aspects of patient care are needed to inform quality improvement programs.

This study measured residents’ attitudes and knowledge regarding the filing of a PASS report. It also aimed to increase both the frequency of and knowledge about filing a PASS report with interventions. The results from each survey indicated a statistically significant increase in knowledge of when to file a PASS report. In the first survey, 53.7% of residents responded they they were involved in an instance where they should have filed a PASS report but did not. In the second survey, 58.5% of residents reported being involved in an instance where they should have filed a PASS report but did not. This difference was statistically significant (P = 0.036), sugesting that the intervention was successful at increasing residents’ knowledge regarding PASS reports and the appropriate times to file a PASS report.

The survey results also showed a trend toward increasing aggregate knowledge level of how to file PASS reports on the first survey and second surveys (from 31.5% vs 55.2%. This demonstrates an increase in knowledge of how to file a PASS report among residents at our hospital after the intervention. It should be noted that the intervention that was performed in this study was simple, easy to perform, and can be completed at any hospital system that uses a similar system for reporting patient errors.

Another important trend indicating the effectiveness of the intervention was a 15% increase in knowledge of what the PASS report acronym stands for, along with a 13.1% aggregate increase in the number of residents who filed a PASS report. This indicated that residents may have wanted to file a PASS report previously but simply did not know how to until the intervention. In addition, there was also a decrease in the aggregate percentages of residents who had never filed a PASS report and an increase in how many PASS reports were filed.

While PASS reports are a great way for hospitals to gain data and insight into problems at their sites, there was also a negative view of PASS reports. For example, a large percentage of residents indicated that filing a PASS report would not make any difference and that PASS reports are often used as a form of retaliation, either against themselves as the submitter or the person(s) mentioned in the PASS report. More specifically, more than 50% of residents felt that PASS reports were sometimes or often used as a form of retaliation against others. While many residents correctly identified in the survey that PASS reports are not equivalent to a “write-up,” it is concerning that they still feel there is a strong potential for retaliation when filing a PASS report. This finding is unfortunate but matches the results of a multicenter study that found that 44.6% of residents felt uncomfortable reporting patient errors, possibly secondary to fear of retaliation, along with issues with the reporting system.¹²

It is interesting to note that a minority of residents indicated that they feel that PASS reports are filed as often as they should be (25.9% on first survey and 24.1% on second survey). This is concerning, as the data gathered through PASS reports is used to improve patient care. However, the percentage reported in our study, although low, is higher than that reported in a similar study involving patients with Medicare insurance, which showed that only 14% of patient safety events were reported.¹³ These results demonstrate that further interventions are necessary in order to ensure that a PASS report is filed each time a patient safety event occurs.

Another finding of note is that the majority of residents also feel that the process of filing a PASS report is too time consuming. The majority of residents who have completed a PASS report stated that it took them between 10 and 20 minutes to complete a PASS report, but those same individuals also feel that it should take < 10 minutes to complete a PASS report. This is an important issue for hospital systems to address. Reducing the time it takes to file a PASS report may facilitate an increase in the amount of PASS reports filed.

We administered our surveys using email outreach to residents asking them to complete an anonymous online survey regarding the PASS report system using the REDCap software system. Researchers have various ways of administering surveys, ranging from paper surveys, emails, and even mobile apps. One study showed that online surveys tend to have higher response rates compared to non-online surveys, such as paper surveys and telephone surveys, which is likely due to the ease of use of online surveys.¹⁴ At the same time, unsolicited email surveys have been shown to have a negative influence on response rates. Mobile apps are a new way of administering surveys. However, research has not found any significant difference in the time required to complete the survey using mobile apps compared to other forms of administering surveys. In addition, surveys using mobile apps did not have increased response rates compared to other forms of administering surveys.¹⁵

To increase the response rate of our surveys, we offered gift cards to the study population for completing the survey. Studies have shown that surveys that offer incentives tend to have higher response rates than surveys that do not.¹⁶ Also, in addition to serving as a method for gathering data from our study population, we used our surveys as an intervention to increase awareness of PASS reporting, as reported in other studies. For example, another study used the HABITS questionnaire to not only gather information about children’s diet, but also to promote behavioral change towards healthy eating habits.¹⁷

This study had several limitations. First, the study was conducted using an anonymous online survey, which means we could not clarify questions that residents found confusing or needed further explanation. For example, 17 residents indicated in the first survey that they knew how to PASS report, but 19 residents indicated in the same survey that they have filed a PASS report in the past.

A second limitation of the study was that fewer residents completed the second survey (29 of 54 eligible residents) compared to the first survey (54 of 80 eligible residents). This may have impacted the results of the analysis, as certain findings were not statistically significant, despite trends in the data.

A third limitation of the study is that not all of the residents that completed the first and second surveys completed the entire intervention. For example, some residents did not attend the didactic lecture discussing PASS reports, and as such may not have received the appropriate training prior to completing the second survey.

The findings from this study can be used by the residency programs at UH-RH and by residency programs across the country to improve the involvement and attitudes of residents in reporting errors in patient care. Hospital staff need to be encouraged and educated on how to better report patient errors and the importance of reporting these errors. It would benefit hospital systems to provide continued and targeted training to familiarize physicians with the process of reporting patient errors, and take steps to reduce the time it takes to report patient errors. By increasing the reporting of errors, hospitals will be able to improve patient care through initiatives aimed at preventing errors.

Conclusion

Residents play an important role in providing high-quality care for patients. Part of providing high-quality care is the reporting of errors in patient care when they occur. Physicians, and in particular, residents, have historically underreported errors in patient care. Part of this underreporting results from residents not knowing or understanding the process of filing a report and feeling that the reports could be used as a form of retaliation. For hospital systems to continue to improve patient care, it is important for residents to not only know how to report errors in patient care but to feel comfortable doing so.

Corresponding author: Andrew J. Chin, DO, MS, MPH, Department of Internal Medicine, Adelante Healthcare, 1705 W Main St, Mesa, AZ 85201; [email protected].

Financial disclosures: None.

Funding: This study was funded by a research grant provided by Lake Eric College of Osteopathic Medicine to Andrew J. Chin and Anish Bhakta.

From Adelante Healthcare, Mesa, AZ (Dr. Chin), University Hospitals of Cleveland, Cleveland, OH (Drs. Delozier, Bascug, Levine, Bejanishvili, and Wynbrandt and Janet C. Peachey, Rachel M. Cerminara, and Sharon M. Darkovich), and Houston Methodist Hospitals, Houston, TX (Dr. Bhakta).

Abstract

Background: Resident physicians play an active role in the reporting of errors that occur in patient care. Previous studies indicate that residents significantly underreport errors in patient care.

Methods: Fifty-four of 80 eligible residents enrolled at University Hospitals–Regional Hospitals (UH-RH) during the 2018-2019 academic year completed a survey assessing their knowledge and experience in completing Patient Advocacy and Shared Stories (PASS) reports, which serve as incident reports in the UH health system in reporting errors in patient care. A series of interventions aimed at educating residents about the PASS report system were then conducted. The 54 residents who completed the first survey received it again 4 months later.

Results: Residents demonstrated greater understanding of when filing PASS reports was appropriate after the intervention, as significantly more residents reported having been involved in a situation where they should have filed a PASS report but did not (P = 0.036).

Conclusion: In this study, residents often did not report errors in patient care because they simply did not know the process for doing so. In addition, many residents often felt that the reporting of patient errors could be used as a form of retaliation.

Keywords: resident physicians; quality improvement; high-value care; medical errors; patient safety.

Resident physicians play a critical role in patient care. Residents undergo extensive supervised training in order to one day be able to practice medicine in an unsupervised setting, with the goal of providing the highest quality of care possible. One study reported that primary care provided by residents in a training program is of similar or higher quality than that provided by attending physicians.¹

Besides providing high-quality care, it is important that residents play an active role in the reporting of errors that occur regarding patient care as well as in identifying events that may compromise patient safety and quality.² In fact, increased reporting of patient errors has been shown to decrease liability-related costs for hospitals.³ Unfortunately, physicians, and residents in particular, have historically been poor reporters of errors in patient care.⁴ This is especially true when comparing physicians to other health professionals, such as nurses, in error reporting.⁵

Several studies have examined the involvement of residents in reporting errors in patient care. One recent study showed that a graduate medical education financial incentive program significantly increased the number of patient safety events reported by residents and fellows.⁶ This study, along with several others, supports the concept of using incentives to help improve the reporting of errors in patient care for physicians in training.^7-10 Another study used Quality Improvement Knowledge Assessment Tool (QIKAT) scores to assess quality improvement (QI) knowledge. The study demonstrated that self-assessment scores of QI skills using QIKAT scores improved following a targeted intervention.¹¹ Because further information on the involvement and attitudes of residents in reporting errors in patient care is needed, University Hospitals of Cleveland (UH) designed and implemented a QI study during the 2018-2019 academic year. This prospective study used anonymous surveys to objectively examine the involvement and attitudes of residents in reporting errors in patient care.

Methods

The UH health system uses Patient Advocacy and Shared Stories (PASS) reports as incident reports to not only disclose errors in patient care but also to identify any events that may compromise patient safety and quality. Based on preliminary review, nurses, ancillary staff, and administrators file the majority of PASS reports.

The study group consisted of residents at University Hospitals–Regional Hospitals (UH-RH), which is comprised of 2 hospitals: University Hospitals–Richmond Medical Center (UH-RMC) and University Hospitals –Bedford Medical Center (UH-BMC). UH-RMC and UH-BMC are 2 medium-sized university-affiliated community hospitals located in the Cleveland metropolitan area in Northeast Ohio. Both serve as clinical training sites for Case Western Reserve University School of Medicine and Lake Erie College of Osteopathic Medicine, the latter of which helped fund this study. The study was submitted to the Institutional Review Board (IRB) of University Hospitals of Cleveland and granted “not human subjects research” status as a QI study.

Surveys

UH-RH offers residency programs in dermatology, emergency medicine, family medicine, internal medicine, orthopedic surgery, and physical medicine and rehabilitation, along with a 1-year transitional/preliminary year. A total of 80 residents enrolled at UH-RH during the 2018-2019 academic year. All 80 residents at UH-RH received an email in December 2018 asking them to complete an anonymous survey regarding the PASS report system. The survey was administered using the REDCap software system and consisted of 15 multiple-choice questions. As an incentive for completing the survey, residents were offered a $10 Amazon gift card. The gift cards were funded through a research grant from Lake Erie College of Osteopathic Medicine. Residents were given 1 week to complete the survey. At the end of the week, 54 of 80 residents completed the first survey.

Following the first survey, efforts were undertaken by the study authors, in conjunction with the quality improvement department at UH-RH, to educate residents about the PASS report system. These interventions included giving a lecture on the PASS report system during resident didactic sessions, sending an email to all residents about the PASS report system, and providing residents an opportunity to complete an optional online training course regarding the PASS report system. As an incentive for completing the online training course, residents were offered a $10 Amazon gift card. As before, the gift cards were funded through a research grant from Lake Erie College of Osteopathic Medicine.

A second survey was administered in April 2019, 4 months after the first survey. To determine whether the intervention made an impact on the involvement and attitudes of residents in the reporting errors in patient care, only residents who completed the first survey were sent the second survey. The second survey consisted of the same questions as the first survey and was also administered using the REDCap software system. As an incentive for completing the survey, residents were offered another $10 Amazon gift card, again were funded through a research grant from Lake Erie College of Osteopathic Medicine. Residents were given 1 week to complete the survey.

Analysis

Chi-square analyses were utilized to examine differences between preintervention and postintervention responses across categories. All analyses were conducted using R statistical software, version 3.6.1 (R Foundation for Statistical Computing).

Results

A total of 54 of 80 eligible residents responded to the first survey (Table). Twenty-nine of 54 eligible residents responded to the second survey. Postintervention, significantly more residents indicated being involved in a situation where they should have filed a PASS report but did not (58.6% vs 53.7%; P = 0.036). Improvement was seen in PASS knowledge postintervention, where fewer residents reported not knowing how to file a PASS report (31.5% vs 55.2%; P = 0.059). No other improvements were significant, nor were there significant differences in responses between any other categories pre- and postintervention.

Discussion

Errors in patient care are a common occurrence in the hospital setting. Reporting errors when they happen is important for hospitals to gain data and better care for patients, but studies show that patient errors are usually underreported. This is concerning, as data on errors and other aspects of patient care are needed to inform quality improvement programs.

This study measured residents’ attitudes and knowledge regarding the filing of a PASS report. It also aimed to increase both the frequency of and knowledge about filing a PASS report with interventions. The results from each survey indicated a statistically significant increase in knowledge of when to file a PASS report. In the first survey, 53.7% of residents responded they they were involved in an instance where they should have filed a PASS report but did not. In the second survey, 58.5% of residents reported being involved in an instance where they should have filed a PASS report but did not. This difference was statistically significant (P = 0.036), sugesting that the intervention was successful at increasing residents’ knowledge regarding PASS reports and the appropriate times to file a PASS report.

The survey results also showed a trend toward increasing aggregate knowledge level of how to file PASS reports on the first survey and second surveys (from 31.5% vs 55.2%. This demonstrates an increase in knowledge of how to file a PASS report among residents at our hospital after the intervention. It should be noted that the intervention that was performed in this study was simple, easy to perform, and can be completed at any hospital system that uses a similar system for reporting patient errors.

Another important trend indicating the effectiveness of the intervention was a 15% increase in knowledge of what the PASS report acronym stands for, along with a 13.1% aggregate increase in the number of residents who filed a PASS report. This indicated that residents may have wanted to file a PASS report previously but simply did not know how to until the intervention. In addition, there was also a decrease in the aggregate percentages of residents who had never filed a PASS report and an increase in how many PASS reports were filed.

While PASS reports are a great way for hospitals to gain data and insight into problems at their sites, there was also a negative view of PASS reports. For example, a large percentage of residents indicated that filing a PASS report would not make any difference and that PASS reports are often used as a form of retaliation, either against themselves as the submitter or the person(s) mentioned in the PASS report. More specifically, more than 50% of residents felt that PASS reports were sometimes or often used as a form of retaliation against others. While many residents correctly identified in the survey that PASS reports are not equivalent to a “write-up,” it is concerning that they still feel there is a strong potential for retaliation when filing a PASS report. This finding is unfortunate but matches the results of a multicenter study that found that 44.6% of residents felt uncomfortable reporting patient errors, possibly secondary to fear of retaliation, along with issues with the reporting system.¹²

It is interesting to note that a minority of residents indicated that they feel that PASS reports are filed as often as they should be (25.9% on first survey and 24.1% on second survey). This is concerning, as the data gathered through PASS reports is used to improve patient care. However, the percentage reported in our study, although low, is higher than that reported in a similar study involving patients with Medicare insurance, which showed that only 14% of patient safety events were reported.¹³ These results demonstrate that further interventions are necessary in order to ensure that a PASS report is filed each time a patient safety event occurs.

Another finding of note is that the majority of residents also feel that the process of filing a PASS report is too time consuming. The majority of residents who have completed a PASS report stated that it took them between 10 and 20 minutes to complete a PASS report, but those same individuals also feel that it should take < 10 minutes to complete a PASS report. This is an important issue for hospital systems to address. Reducing the time it takes to file a PASS report may facilitate an increase in the amount of PASS reports filed.

We administered our surveys using email outreach to residents asking them to complete an anonymous online survey regarding the PASS report system using the REDCap software system. Researchers have various ways of administering surveys, ranging from paper surveys, emails, and even mobile apps. One study showed that online surveys tend to have higher response rates compared to non-online surveys, such as paper surveys and telephone surveys, which is likely due to the ease of use of online surveys.¹⁴ At the same time, unsolicited email surveys have been shown to have a negative influence on response rates. Mobile apps are a new way of administering surveys. However, research has not found any significant difference in the time required to complete the survey using mobile apps compared to other forms of administering surveys. In addition, surveys using mobile apps did not have increased response rates compared to other forms of administering surveys.¹⁵

To increase the response rate of our surveys, we offered gift cards to the study population for completing the survey. Studies have shown that surveys that offer incentives tend to have higher response rates than surveys that do not.¹⁶ Also, in addition to serving as a method for gathering data from our study population, we used our surveys as an intervention to increase awareness of PASS reporting, as reported in other studies. For example, another study used the HABITS questionnaire to not only gather information about children’s diet, but also to promote behavioral change towards healthy eating habits.¹⁷

This study had several limitations. First, the study was conducted using an anonymous online survey, which means we could not clarify questions that residents found confusing or needed further explanation. For example, 17 residents indicated in the first survey that they knew how to PASS report, but 19 residents indicated in the same survey that they have filed a PASS report in the past.

A second limitation of the study was that fewer residents completed the second survey (29 of 54 eligible residents) compared to the first survey (54 of 80 eligible residents). This may have impacted the results of the analysis, as certain findings were not statistically significant, despite trends in the data.

A third limitation of the study is that not all of the residents that completed the first and second surveys completed the entire intervention. For example, some residents did not attend the didactic lecture discussing PASS reports, and as such may not have received the appropriate training prior to completing the second survey.

The findings from this study can be used by the residency programs at UH-RH and by residency programs across the country to improve the involvement and attitudes of residents in reporting errors in patient care. Hospital staff need to be encouraged and educated on how to better report patient errors and the importance of reporting these errors. It would benefit hospital systems to provide continued and targeted training to familiarize physicians with the process of reporting patient errors, and take steps to reduce the time it takes to report patient errors. By increasing the reporting of errors, hospitals will be able to improve patient care through initiatives aimed at preventing errors.

Conclusion

Residents play an important role in providing high-quality care for patients. Part of providing high-quality care is the reporting of errors in patient care when they occur. Physicians, and in particular, residents, have historically underreported errors in patient care. Part of this underreporting results from residents not knowing or understanding the process of filing a report and feeling that the reports could be used as a form of retaliation. For hospital systems to continue to improve patient care, it is important for residents to not only know how to report errors in patient care but to feel comfortable doing so.

Corresponding author: Andrew J. Chin, DO, MS, MPH, Department of Internal Medicine, Adelante Healthcare, 1705 W Main St, Mesa, AZ 85201; [email protected].

Financial disclosures: None.

Funding: This study was funded by a research grant provided by Lake Eric College of Osteopathic Medicine to Andrew J. Chin and Anish Bhakta.

From Adelante Healthcare, Mesa, AZ (Dr. Chin), University Hospitals of Cleveland, Cleveland, OH (Drs. Delozier, Bascug, Levine, Bejanishvili, and Wynbrandt and Janet C. Peachey, Rachel M. Cerminara, and Sharon M. Darkovich), and Houston Methodist Hospitals, Houston, TX (Dr. Bhakta).

Abstract

Background: Resident physicians play an active role in the reporting of errors that occur in patient care. Previous studies indicate that residents significantly underreport errors in patient care.

Methods: Fifty-four of 80 eligible residents enrolled at University Hospitals–Regional Hospitals (UH-RH) during the 2018-2019 academic year completed a survey assessing their knowledge and experience in completing Patient Advocacy and Shared Stories (PASS) reports, which serve as incident reports in the UH health system in reporting errors in patient care. A series of interventions aimed at educating residents about the PASS report system were then conducted. The 54 residents who completed the first survey received it again 4 months later.

Results: Residents demonstrated greater understanding of when filing PASS reports was appropriate after the intervention, as significantly more residents reported having been involved in a situation where they should have filed a PASS report but did not (P = 0.036).

Conclusion: In this study, residents often did not report errors in patient care because they simply did not know the process for doing so. In addition, many residents often felt that the reporting of patient errors could be used as a form of retaliation.

Keywords: resident physicians; quality improvement; high-value care; medical errors; patient safety.

Resident physicians play a critical role in patient care. Residents undergo extensive supervised training in order to one day be able to practice medicine in an unsupervised setting, with the goal of providing the highest quality of care possible. One study reported that primary care provided by residents in a training program is of similar or higher quality than that provided by attending physicians.¹

Besides providing high-quality care, it is important that residents play an active role in the reporting of errors that occur regarding patient care as well as in identifying events that may compromise patient safety and quality.² In fact, increased reporting of patient errors has been shown to decrease liability-related costs for hospitals.³ Unfortunately, physicians, and residents in particular, have historically been poor reporters of errors in patient care.⁴ This is especially true when comparing physicians to other health professionals, such as nurses, in error reporting.⁵

Several studies have examined the involvement of residents in reporting errors in patient care. One recent study showed that a graduate medical education financial incentive program significantly increased the number of patient safety events reported by residents and fellows.⁶ This study, along with several others, supports the concept of using incentives to help improve the reporting of errors in patient care for physicians in training.^7-10 Another study used Quality Improvement Knowledge Assessment Tool (QIKAT) scores to assess quality improvement (QI) knowledge. The study demonstrated that self-assessment scores of QI skills using QIKAT scores improved following a targeted intervention.¹¹ Because further information on the involvement and attitudes of residents in reporting errors in patient care is needed, University Hospitals of Cleveland (UH) designed and implemented a QI study during the 2018-2019 academic year. This prospective study used anonymous surveys to objectively examine the involvement and attitudes of residents in reporting errors in patient care.

Methods

The UH health system uses Patient Advocacy and Shared Stories (PASS) reports as incident reports to not only disclose errors in patient care but also to identify any events that may compromise patient safety and quality. Based on preliminary review, nurses, ancillary staff, and administrators file the majority of PASS reports.

The study group consisted of residents at University Hospitals–Regional Hospitals (UH-RH), which is comprised of 2 hospitals: University Hospitals–Richmond Medical Center (UH-RMC) and University Hospitals –Bedford Medical Center (UH-BMC). UH-RMC and UH-BMC are 2 medium-sized university-affiliated community hospitals located in the Cleveland metropolitan area in Northeast Ohio. Both serve as clinical training sites for Case Western Reserve University School of Medicine and Lake Erie College of Osteopathic Medicine, the latter of which helped fund this study. The study was submitted to the Institutional Review Board (IRB) of University Hospitals of Cleveland and granted “not human subjects research” status as a QI study.

Surveys

UH-RH offers residency programs in dermatology, emergency medicine, family medicine, internal medicine, orthopedic surgery, and physical medicine and rehabilitation, along with a 1-year transitional/preliminary year. A total of 80 residents enrolled at UH-RH during the 2018-2019 academic year. All 80 residents at UH-RH received an email in December 2018 asking them to complete an anonymous survey regarding the PASS report system. The survey was administered using the REDCap software system and consisted of 15 multiple-choice questions. As an incentive for completing the survey, residents were offered a $10 Amazon gift card. The gift cards were funded through a research grant from Lake Erie College of Osteopathic Medicine. Residents were given 1 week to complete the survey. At the end of the week, 54 of 80 residents completed the first survey.

Following the first survey, efforts were undertaken by the study authors, in conjunction with the quality improvement department at UH-RH, to educate residents about the PASS report system. These interventions included giving a lecture on the PASS report system during resident didactic sessions, sending an email to all residents about the PASS report system, and providing residents an opportunity to complete an optional online training course regarding the PASS report system. As an incentive for completing the online training course, residents were offered a $10 Amazon gift card. As before, the gift cards were funded through a research grant from Lake Erie College of Osteopathic Medicine.

A second survey was administered in April 2019, 4 months after the first survey. To determine whether the intervention made an impact on the involvement and attitudes of residents in the reporting errors in patient care, only residents who completed the first survey were sent the second survey. The second survey consisted of the same questions as the first survey and was also administered using the REDCap software system. As an incentive for completing the survey, residents were offered another $10 Amazon gift card, again were funded through a research grant from Lake Erie College of Osteopathic Medicine. Residents were given 1 week to complete the survey.

Analysis

Chi-square analyses were utilized to examine differences between preintervention and postintervention responses across categories. All analyses were conducted using R statistical software, version 3.6.1 (R Foundation for Statistical Computing).

Results

A total of 54 of 80 eligible residents responded to the first survey (Table). Twenty-nine of 54 eligible residents responded to the second survey. Postintervention, significantly more residents indicated being involved in a situation where they should have filed a PASS report but did not (58.6% vs 53.7%; P = 0.036). Improvement was seen in PASS knowledge postintervention, where fewer residents reported not knowing how to file a PASS report (31.5% vs 55.2%; P = 0.059). No other improvements were significant, nor were there significant differences in responses between any other categories pre- and postintervention.

Discussion

Errors in patient care are a common occurrence in the hospital setting. Reporting errors when they happen is important for hospitals to gain data and better care for patients, but studies show that patient errors are usually underreported. This is concerning, as data on errors and other aspects of patient care are needed to inform quality improvement programs.

This study measured residents’ attitudes and knowledge regarding the filing of a PASS report. It also aimed to increase both the frequency of and knowledge about filing a PASS report with interventions. The results from each survey indicated a statistically significant increase in knowledge of when to file a PASS report. In the first survey, 53.7% of residents responded they they were involved in an instance where they should have filed a PASS report but did not. In the second survey, 58.5% of residents reported being involved in an instance where they should have filed a PASS report but did not. This difference was statistically significant (P = 0.036), sugesting that the intervention was successful at increasing residents’ knowledge regarding PASS reports and the appropriate times to file a PASS report.

The survey results also showed a trend toward increasing aggregate knowledge level of how to file PASS reports on the first survey and second surveys (from 31.5% vs 55.2%. This demonstrates an increase in knowledge of how to file a PASS report among residents at our hospital after the intervention. It should be noted that the intervention that was performed in this study was simple, easy to perform, and can be completed at any hospital system that uses a similar system for reporting patient errors.

Another important trend indicating the effectiveness of the intervention was a 15% increase in knowledge of what the PASS report acronym stands for, along with a 13.1% aggregate increase in the number of residents who filed a PASS report. This indicated that residents may have wanted to file a PASS report previously but simply did not know how to until the intervention. In addition, there was also a decrease in the aggregate percentages of residents who had never filed a PASS report and an increase in how many PASS reports were filed.

While PASS reports are a great way for hospitals to gain data and insight into problems at their sites, there was also a negative view of PASS reports. For example, a large percentage of residents indicated that filing a PASS report would not make any difference and that PASS reports are often used as a form of retaliation, either against themselves as the submitter or the person(s) mentioned in the PASS report. More specifically, more than 50% of residents felt that PASS reports were sometimes or often used as a form of retaliation against others. While many residents correctly identified in the survey that PASS reports are not equivalent to a “write-up,” it is concerning that they still feel there is a strong potential for retaliation when filing a PASS report. This finding is unfortunate but matches the results of a multicenter study that found that 44.6% of residents felt uncomfortable reporting patient errors, possibly secondary to fear of retaliation, along with issues with the reporting system.¹²

It is interesting to note that a minority of residents indicated that they feel that PASS reports are filed as often as they should be (25.9% on first survey and 24.1% on second survey). This is concerning, as the data gathered through PASS reports is used to improve patient care. However, the percentage reported in our study, although low, is higher than that reported in a similar study involving patients with Medicare insurance, which showed that only 14% of patient safety events were reported.¹³ These results demonstrate that further interventions are necessary in order to ensure that a PASS report is filed each time a patient safety event occurs.

Another finding of note is that the majority of residents also feel that the process of filing a PASS report is too time consuming. The majority of residents who have completed a PASS report stated that it took them between 10 and 20 minutes to complete a PASS report, but those same individuals also feel that it should take < 10 minutes to complete a PASS report. This is an important issue for hospital systems to address. Reducing the time it takes to file a PASS report may facilitate an increase in the amount of PASS reports filed.

We administered our surveys using email outreach to residents asking them to complete an anonymous online survey regarding the PASS report system using the REDCap software system. Researchers have various ways of administering surveys, ranging from paper surveys, emails, and even mobile apps. One study showed that online surveys tend to have higher response rates compared to non-online surveys, such as paper surveys and telephone surveys, which is likely due to the ease of use of online surveys.¹⁴ At the same time, unsolicited email surveys have been shown to have a negative influence on response rates. Mobile apps are a new way of administering surveys. However, research has not found any significant difference in the time required to complete the survey using mobile apps compared to other forms of administering surveys. In addition, surveys using mobile apps did not have increased response rates compared to other forms of administering surveys.¹⁵

To increase the response rate of our surveys, we offered gift cards to the study population for completing the survey. Studies have shown that surveys that offer incentives tend to have higher response rates than surveys that do not.¹⁶ Also, in addition to serving as a method for gathering data from our study population, we used our surveys as an intervention to increase awareness of PASS reporting, as reported in other studies. For example, another study used the HABITS questionnaire to not only gather information about children’s diet, but also to promote behavioral change towards healthy eating habits.¹⁷

This study had several limitations. First, the study was conducted using an anonymous online survey, which means we could not clarify questions that residents found confusing or needed further explanation. For example, 17 residents indicated in the first survey that they knew how to PASS report, but 19 residents indicated in the same survey that they have filed a PASS report in the past.

A second limitation of the study was that fewer residents completed the second survey (29 of 54 eligible residents) compared to the first survey (54 of 80 eligible residents). This may have impacted the results of the analysis, as certain findings were not statistically significant, despite trends in the data.

A third limitation of the study is that not all of the residents that completed the first and second surveys completed the entire intervention. For example, some residents did not attend the didactic lecture discussing PASS reports, and as such may not have received the appropriate training prior to completing the second survey.

The findings from this study can be used by the residency programs at UH-RH and by residency programs across the country to improve the involvement and attitudes of residents in reporting errors in patient care. Hospital staff need to be encouraged and educated on how to better report patient errors and the importance of reporting these errors. It would benefit hospital systems to provide continued and targeted training to familiarize physicians with the process of reporting patient errors, and take steps to reduce the time it takes to report patient errors. By increasing the reporting of errors, hospitals will be able to improve patient care through initiatives aimed at preventing errors.

Conclusion

Residents play an important role in providing high-quality care for patients. Part of providing high-quality care is the reporting of errors in patient care when they occur. Physicians, and in particular, residents, have historically underreported errors in patient care. Part of this underreporting results from residents not knowing or understanding the process of filing a report and feeling that the reports could be used as a form of retaliation. For hospital systems to continue to improve patient care, it is important for residents to not only know how to report errors in patient care but to feel comfortable doing so.

Corresponding author: Andrew J. Chin, DO, MS, MPH, Department of Internal Medicine, Adelante Healthcare, 1705 W Main St, Mesa, AZ 85201; [email protected].

Financial disclosures: None.

Funding: This study was funded by a research grant provided by Lake Eric College of Osteopathic Medicine to Andrew J. Chin and Anish Bhakta.

The U.S. Senate voted mostly along party lines Wednesday to confirm Vice Adm. Vivek H. Murthy, MD, MBA, to serve as the 21st Surgeon General of the United States.

Seven Republicans – Bill Cassidy (La.), Susan Collins (Maine), Roger Marshall (Kan.), Susan Murkowski (Alaska), Rob Portman (Ohio), Mitt Romney (Utah), and Dan Sullivan (Alaska) – joined all the Democrats and independents in the 57-43 vote approving Dr. Murthy’s nomination.

Dr. Murthy, 43, previously served as the 19th Surgeon General, from December 2014 to April 2017, when he was asked to step down by President Donald J. Trump.

Surgeons General serve 4-year terms.

During his first tenure, Dr. Murthy issued the first-ever Surgeon General’s report on the crisis of addiction and issued a call to action to doctors to help battle the opioid crisis.

When Dr. Murthy was nominated by President-elect Joseph R. Biden Jr. in December, he was acting as cochair of the incoming administration’s COVID-19 transition advisory board.

Early in 2020, before the COVID-19 pandemic hit, Dr. Murthy published a timely book: “Together: The Healing Power of Human Connection in a Sometimes Lonely World”.

He earned his bachelor’s degree from Harvard and his MD and MBA degrees from Yale. He completed his internal medicine residency at Brigham and Women’s Hospital in Boston, where he also served as a hospitalist, and later joined Harvard Medical School as a faculty member in internal medicine.

He is married to Alice Chen, MD. The couple have two children.
 

A version of this article first appeared on WebMD.com.

The U.S. Senate voted mostly along party lines Wednesday to confirm Vice Adm. Vivek H. Murthy, MD, MBA, to serve as the 21st Surgeon General of the United States.

Seven Republicans – Bill Cassidy (La.), Susan Collins (Maine), Roger Marshall (Kan.), Susan Murkowski (Alaska), Rob Portman (Ohio), Mitt Romney (Utah), and Dan Sullivan (Alaska) – joined all the Democrats and independents in the 57-43 vote approving Dr. Murthy’s nomination.

Dr. Murthy, 43, previously served as the 19th Surgeon General, from December 2014 to April 2017, when he was asked to step down by President Donald J. Trump.

Surgeons General serve 4-year terms.

During his first tenure, Dr. Murthy issued the first-ever Surgeon General’s report on the crisis of addiction and issued a call to action to doctors to help battle the opioid crisis.

When Dr. Murthy was nominated by President-elect Joseph R. Biden Jr. in December, he was acting as cochair of the incoming administration’s COVID-19 transition advisory board.

Early in 2020, before the COVID-19 pandemic hit, Dr. Murthy published a timely book: “Together: The Healing Power of Human Connection in a Sometimes Lonely World”.

He earned his bachelor’s degree from Harvard and his MD and MBA degrees from Yale. He completed his internal medicine residency at Brigham and Women’s Hospital in Boston, where he also served as a hospitalist, and later joined Harvard Medical School as a faculty member in internal medicine.

He is married to Alice Chen, MD. The couple have two children.
 

A version of this article first appeared on WebMD.com.

The U.S. Senate voted mostly along party lines Wednesday to confirm Vice Adm. Vivek H. Murthy, MD, MBA, to serve as the 21st Surgeon General of the United States.

Seven Republicans – Bill Cassidy (La.), Susan Collins (Maine), Roger Marshall (Kan.), Susan Murkowski (Alaska), Rob Portman (Ohio), Mitt Romney (Utah), and Dan Sullivan (Alaska) – joined all the Democrats and independents in the 57-43 vote approving Dr. Murthy’s nomination.

Dr. Murthy, 43, previously served as the 19th Surgeon General, from December 2014 to April 2017, when he was asked to step down by President Donald J. Trump.

Surgeons General serve 4-year terms.

During his first tenure, Dr. Murthy issued the first-ever Surgeon General’s report on the crisis of addiction and issued a call to action to doctors to help battle the opioid crisis.

When Dr. Murthy was nominated by President-elect Joseph R. Biden Jr. in December, he was acting as cochair of the incoming administration’s COVID-19 transition advisory board.

Early in 2020, before the COVID-19 pandemic hit, Dr. Murthy published a timely book: “Together: The Healing Power of Human Connection in a Sometimes Lonely World”.

He earned his bachelor’s degree from Harvard and his MD and MBA degrees from Yale. He completed his internal medicine residency at Brigham and Women’s Hospital in Boston, where he also served as a hospitalist, and later joined Harvard Medical School as a faculty member in internal medicine.

He is married to Alice Chen, MD. The couple have two children.
 

A version of this article first appeared on WebMD.com.

Recently, we had the opportunity to take part in a major EHR conversion project. During this “go-live,” 5 hospitals and approximately 300 ambulatory service and physician practice locations made the transition, consolidating over 100 disparate electronic systems and dozens of interfaces into one world-class medical record.

If you’ve ever been part of such an event, you know it is anything but simple. On the contrary, it requires an enormous financial investment along with years of planning, hours of meetings, and months of training. No matter how much preparation goes into it, there are sure to be bumps along the way. It is a traumatic and stressful time for all involved, but the end result is well worth the effort. Still, there are lessons to be learned and wisdom to be gleaned, and this month we’d like to share a few that we found most important. We believe that many of these are useful lessons even to those who will never live through a go-live.
 

Safety always comes first

Patient safety is a term so often used that it has a tendency to be taken for granted. Health systems build processes and procedures to ensure safety – some even win awards and recognition for their efforts. But the best (and safest) health care institutions build patient safety into their cultures. More than just being taught to use checklists or buzzwords, the staff at these institutions are encouraged to put the welfare of patients first, making all other activities secondary to this pursuit. We had the opportunity to witness the benefits of such a culture during this go-live and were incredibly impressed with the results.

To be successful in an EHR transition of any magnitude, an organization needs to hold patient safety as a core value and provide its employees with the tools to execute on that value. This enables staff to prepare adequately and to identify risks and opportunities before the conversion takes place. Once go-live occurs, staff also must feel empowered to speak up when they identify problem areas that might jeopardize patients’ care. They also must be given a clear escalation path to ensure their voices can be heard. Most importantly, everyone must understand that the electronic health record itself is just one piece of a major operational change.

As workflows are modified to adapt to the new technology, unsafe processes should be called out and fixed quickly. While the EHR may offer the latest in decision support and system integration, no advancement in technology can make up for bad outcomes, nor justify processes that lead to patient harm.
 

Training is no substitute for good support

It takes a long time to train thousands of employees, especially when that training must occur during the era of social distancing in the midst of a pandemic. Still, even in the best of times, education should be married to hands-on experience in order to have a real impact. Unfortunately, this is extremely challenging.

Trainees forget much of what they’ve learned in the weeks or months between education and go-live, so they must be given immediately accessible support to bridge the gap. This is known as “at-the-elbow” (ATE) support, and as the name implies, it consists of individuals who are familiar with the new system and are always available to end users, answering their questions and helping them navigate. Since health care never sleeps, this support needs to be offered 24/7, and it should also be flexible and plentiful.

There are many areas that will require more support than anticipated to accommodate the number of clinical and other staff who will use the system, so support staff must be nimble and available for redeployment. In addition, ensuring high-quality support is essential. As many ATE experts are hired contractors, their knowledge base and communications skills can vary widely. Accountability is key, and end users should feel empowered to identify gaps in coverage and deficits in knowledge base in the ATE.

As employees become more familiar with the new system, the need for ATE will wane, but there will still be questions that arise for many weeks to months, and new EHR users will also be added all the time. A good after–go-live support system should remain available so clinical and clerical employees can get just-in-time assistance whenever they need it.
 

Users should be given clear expectations

Clinicians going through an EHR conversion may be frustrated to discover that the data transferred from their old system into the new one is not quite what they expected. While structured elements such as allergies and immunizations may transfer, unstructured patient histories may not come over at all.

There may be gaps in data, or the opposite may even be true: an overabundance of useless information may transfer over, leaving doctors with dozens of meaningless data points to sift through and eliminate to clean up the chart. This can be extremely time-consuming and discouraging and may jeopardize the success of the go-live.

Providers deserve clear expectations prior to conversion. They should be told what will and will not transfer and be informed that there will be extra work required for documentation at the outset. They may also want the option to preemptively reduce patient volumes to accommodate the additional effort involved in preparing charts. No matter what, this will be a heavy lift, and physicians should understand the implications long before go-live to prepare accordingly.
 

Old habits die hard

One of the most common complaints we’ve heard following EHR conversions is that “things just worked better in the old system.” We always respond with a question: “Were things better, or just different?” The truth may lie somewhere in the middle, but there is no question that muscle memory develops over many years, and change is difficult no matter how much better the new system is. Still, appropriate expectations, access to just-in-time support, and a continual focus on safety will ensure that the long-term benefits of a patient-centered and integrated electronic record will far outweigh the initial challenges of go-live.

Dr. Notte is a family physician and chief medical officer of Abington (Pa.) Hospital–Jefferson Health. Dr. Skolnik is professor of family and community medicine at Sidney Kimmel Medical College, Philadelphia, and associate director of the family medicine residency program at Abington Hospital–Jefferson Health. They have no conflicts related to the content of this piece.

Recently, we had the opportunity to take part in a major EHR conversion project. During this “go-live,” 5 hospitals and approximately 300 ambulatory service and physician practice locations made the transition, consolidating over 100 disparate electronic systems and dozens of interfaces into one world-class medical record.

If you’ve ever been part of such an event, you know it is anything but simple. On the contrary, it requires an enormous financial investment along with years of planning, hours of meetings, and months of training. No matter how much preparation goes into it, there are sure to be bumps along the way. It is a traumatic and stressful time for all involved, but the end result is well worth the effort. Still, there are lessons to be learned and wisdom to be gleaned, and this month we’d like to share a few that we found most important. We believe that many of these are useful lessons even to those who will never live through a go-live.
 

Safety always comes first

Patient safety is a term so often used that it has a tendency to be taken for granted. Health systems build processes and procedures to ensure safety – some even win awards and recognition for their efforts. But the best (and safest) health care institutions build patient safety into their cultures. More than just being taught to use checklists or buzzwords, the staff at these institutions are encouraged to put the welfare of patients first, making all other activities secondary to this pursuit. We had the opportunity to witness the benefits of such a culture during this go-live and were incredibly impressed with the results.

To be successful in an EHR transition of any magnitude, an organization needs to hold patient safety as a core value and provide its employees with the tools to execute on that value. This enables staff to prepare adequately and to identify risks and opportunities before the conversion takes place. Once go-live occurs, staff also must feel empowered to speak up when they identify problem areas that might jeopardize patients’ care. They also must be given a clear escalation path to ensure their voices can be heard. Most importantly, everyone must understand that the electronic health record itself is just one piece of a major operational change.

As workflows are modified to adapt to the new technology, unsafe processes should be called out and fixed quickly. While the EHR may offer the latest in decision support and system integration, no advancement in technology can make up for bad outcomes, nor justify processes that lead to patient harm.
 

Training is no substitute for good support

It takes a long time to train thousands of employees, especially when that training must occur during the era of social distancing in the midst of a pandemic. Still, even in the best of times, education should be married to hands-on experience in order to have a real impact. Unfortunately, this is extremely challenging.

Trainees forget much of what they’ve learned in the weeks or months between education and go-live, so they must be given immediately accessible support to bridge the gap. This is known as “at-the-elbow” (ATE) support, and as the name implies, it consists of individuals who are familiar with the new system and are always available to end users, answering their questions and helping them navigate. Since health care never sleeps, this support needs to be offered 24/7, and it should also be flexible and plentiful.

There are many areas that will require more support than anticipated to accommodate the number of clinical and other staff who will use the system, so support staff must be nimble and available for redeployment. In addition, ensuring high-quality support is essential. As many ATE experts are hired contractors, their knowledge base and communications skills can vary widely. Accountability is key, and end users should feel empowered to identify gaps in coverage and deficits in knowledge base in the ATE.

As employees become more familiar with the new system, the need for ATE will wane, but there will still be questions that arise for many weeks to months, and new EHR users will also be added all the time. A good after–go-live support system should remain available so clinical and clerical employees can get just-in-time assistance whenever they need it.
 

Users should be given clear expectations

Clinicians going through an EHR conversion may be frustrated to discover that the data transferred from their old system into the new one is not quite what they expected. While structured elements such as allergies and immunizations may transfer, unstructured patient histories may not come over at all.

There may be gaps in data, or the opposite may even be true: an overabundance of useless information may transfer over, leaving doctors with dozens of meaningless data points to sift through and eliminate to clean up the chart. This can be extremely time-consuming and discouraging and may jeopardize the success of the go-live.

Providers deserve clear expectations prior to conversion. They should be told what will and will not transfer and be informed that there will be extra work required for documentation at the outset. They may also want the option to preemptively reduce patient volumes to accommodate the additional effort involved in preparing charts. No matter what, this will be a heavy lift, and physicians should understand the implications long before go-live to prepare accordingly.
 

Old habits die hard

One of the most common complaints we’ve heard following EHR conversions is that “things just worked better in the old system.” We always respond with a question: “Were things better, or just different?” The truth may lie somewhere in the middle, but there is no question that muscle memory develops over many years, and change is difficult no matter how much better the new system is. Still, appropriate expectations, access to just-in-time support, and a continual focus on safety will ensure that the long-term benefits of a patient-centered and integrated electronic record will far outweigh the initial challenges of go-live.

Dr. Notte is a family physician and chief medical officer of Abington (Pa.) Hospital–Jefferson Health. Dr. Skolnik is professor of family and community medicine at Sidney Kimmel Medical College, Philadelphia, and associate director of the family medicine residency program at Abington Hospital–Jefferson Health. They have no conflicts related to the content of this piece.

Recently, we had the opportunity to take part in a major EHR conversion project. During this “go-live,” 5 hospitals and approximately 300 ambulatory service and physician practice locations made the transition, consolidating over 100 disparate electronic systems and dozens of interfaces into one world-class medical record.

If you’ve ever been part of such an event, you know it is anything but simple. On the contrary, it requires an enormous financial investment along with years of planning, hours of meetings, and months of training. No matter how much preparation goes into it, there are sure to be bumps along the way. It is a traumatic and stressful time for all involved, but the end result is well worth the effort. Still, there are lessons to be learned and wisdom to be gleaned, and this month we’d like to share a few that we found most important. We believe that many of these are useful lessons even to those who will never live through a go-live.
 

Safety always comes first

Patient safety is a term so often used that it has a tendency to be taken for granted. Health systems build processes and procedures to ensure safety – some even win awards and recognition for their efforts. But the best (and safest) health care institutions build patient safety into their cultures. More than just being taught to use checklists or buzzwords, the staff at these institutions are encouraged to put the welfare of patients first, making all other activities secondary to this pursuit. We had the opportunity to witness the benefits of such a culture during this go-live and were incredibly impressed with the results.

To be successful in an EHR transition of any magnitude, an organization needs to hold patient safety as a core value and provide its employees with the tools to execute on that value. This enables staff to prepare adequately and to identify risks and opportunities before the conversion takes place. Once go-live occurs, staff also must feel empowered to speak up when they identify problem areas that might jeopardize patients’ care. They also must be given a clear escalation path to ensure their voices can be heard. Most importantly, everyone must understand that the electronic health record itself is just one piece of a major operational change.

As workflows are modified to adapt to the new technology, unsafe processes should be called out and fixed quickly. While the EHR may offer the latest in decision support and system integration, no advancement in technology can make up for bad outcomes, nor justify processes that lead to patient harm.
 

Training is no substitute for good support

It takes a long time to train thousands of employees, especially when that training must occur during the era of social distancing in the midst of a pandemic. Still, even in the best of times, education should be married to hands-on experience in order to have a real impact. Unfortunately, this is extremely challenging.

Trainees forget much of what they’ve learned in the weeks or months between education and go-live, so they must be given immediately accessible support to bridge the gap. This is known as “at-the-elbow” (ATE) support, and as the name implies, it consists of individuals who are familiar with the new system and are always available to end users, answering their questions and helping them navigate. Since health care never sleeps, this support needs to be offered 24/7, and it should also be flexible and plentiful.

There are many areas that will require more support than anticipated to accommodate the number of clinical and other staff who will use the system, so support staff must be nimble and available for redeployment. In addition, ensuring high-quality support is essential. As many ATE experts are hired contractors, their knowledge base and communications skills can vary widely. Accountability is key, and end users should feel empowered to identify gaps in coverage and deficits in knowledge base in the ATE.

As employees become more familiar with the new system, the need for ATE will wane, but there will still be questions that arise for many weeks to months, and new EHR users will also be added all the time. A good after–go-live support system should remain available so clinical and clerical employees can get just-in-time assistance whenever they need it.
 

Users should be given clear expectations

Clinicians going through an EHR conversion may be frustrated to discover that the data transferred from their old system into the new one is not quite what they expected. While structured elements such as allergies and immunizations may transfer, unstructured patient histories may not come over at all.

There may be gaps in data, or the opposite may even be true: an overabundance of useless information may transfer over, leaving doctors with dozens of meaningless data points to sift through and eliminate to clean up the chart. This can be extremely time-consuming and discouraging and may jeopardize the success of the go-live.

Providers deserve clear expectations prior to conversion. They should be told what will and will not transfer and be informed that there will be extra work required for documentation at the outset. They may also want the option to preemptively reduce patient volumes to accommodate the additional effort involved in preparing charts. No matter what, this will be a heavy lift, and physicians should understand the implications long before go-live to prepare accordingly.
 

Old habits die hard

One of the most common complaints we’ve heard following EHR conversions is that “things just worked better in the old system.” We always respond with a question: “Were things better, or just different?” The truth may lie somewhere in the middle, but there is no question that muscle memory develops over many years, and change is difficult no matter how much better the new system is. Still, appropriate expectations, access to just-in-time support, and a continual focus on safety will ensure that the long-term benefits of a patient-centered and integrated electronic record will far outweigh the initial challenges of go-live.

Dr. Notte is a family physician and chief medical officer of Abington (Pa.) Hospital–Jefferson Health. Dr. Skolnik is professor of family and community medicine at Sidney Kimmel Medical College, Philadelphia, and associate director of the family medicine residency program at Abington Hospital–Jefferson Health. They have no conflicts related to the content of this piece.

Jose Angel Soria-Lopez, MD, has an unusually wide perspective on how neurology patients are responding to the coronavirus pandemic. He treats patients at two San Diego–area clinics, one in a poor neighborhood near the Mexican border and another in an upscale city about 65 miles to the north. While the patient populations are quite different, he’s noticed they’ve share one thing in common lately: An unusually intense focus on their personal health.

“All of a sudden people are really thinking about their health,” Dr. Soria-Lopez said. “There’s a sense that their health is even more important than it used to be.”

But patients are divided on how exactly they want their health care delivered. Some are embracing the convenience of telemedicine, while others want to be seen in person no matter what. Moving forward beyond the pandemic, Dr. Soria-Lopez expects the upswing of interest in health will persist. And he predicts two kinds of neurological care will emerge: “One based on ongoing relationships that rely on physical encounters as a culture, and a second kind of neurology service where other patients – perhaps the younger ones – will switch to convenient, online follow-ups.”
 

Telemedicine will endure post pandemic

While some don’t foresee such a big divide between in-person and online visits, several of Dr. Soria-Lopez’s colleagues from around the country agreed in interviews that telemedicine will continue to play a larger role in neurology when the pandemic ends. One neurologist, however, cautioned that telemedicine can worsen disparities in care. And he raised the alarm about another aspect of the pandemic that isn’t going to lift when it’s over: The rise in neurological disorders linked to infection with COVID-19.

Before the pandemic, neurologists said, they rarely if ever treated patients via telemedicine outside of specific settings such as remote stroke care. Over the past year, the use of telemedicine has dramatically increased in neurology as in medicine as a whole. But the levels of adoption differ markedly. Neurologist Andrew N. Wilner, MD, of University of Tennessee Health Science Center, said he has used telemedicine to see a single patient so far. But Johns Hopkins Center for Sleep neurologist Charlene Gamaldo, MD, said her clinic converted to 100% remote visits in March 2020 and remains at that level.

“Where [the rate of telemedicine use] will land will be based on insurance reimbursement and license reciprocation, so it is difficult to predict,” she said. “I imagine that sleep will likely remain a hybrid model if current allowances remain.”

Some patients, especially the older ones, resisted the telemedicine visits at first, Dr. Gamaldo said, and family members had to step in to help. Now, she said, patients prefer them because of their convenience.

Some neurological conditions, of course, can’t be easily evaluated via online video. Dr. Soria-Lopez, who has offices in Chula Vista and Temecula, Calif., prefers that a patient appear in person at first. “It really takes 1-2 physical encounters for there to be some level of trust,” he said, adding that “it’s hard to do the first few visits online unless it’s a very straightforward case with one or two symptoms.”

Neurologists have found that telemedicine is especially useful for med-check visits. Mitzi Joi Williams, MD, an Atlanta-area neurologist and multiple sclerosis specialist, said some patients previously drove 2-3 hours for these visits, which can easily be conducted online. Dr. Williams added that online software can allow her to show MRIs to patients remotely. She simply shares her screen and talks about what the images show.

Neurological sequelae from COVID-19

Dr. Pérez, the Houston neurologist, said his colleagues should expect another aspect of the pandemic to persist: an influx of patients with neurological sequelae from COVID-19. As he noted in a 2020 report in Neurology Clinical Practice, coronaviruses have been linked to numerous neurological complications during and after the infectious period. “I have seen a few cases of Guillain-Barré and even postinfectious encephalitis in the clinic [linked to COVID-19],” he said. “Neurologists in general should be aware of the risk for chronic, postinfectious neurologic complications from prior COVID-19 infection.”

And, he said, it’s reasonable for neurologists to add a question to patient histories. It’s a simple yet powerful query: Have you had COVID-19?

Jose Angel Soria-Lopez, MD, has an unusually wide perspective on how neurology patients are responding to the coronavirus pandemic. He treats patients at two San Diego–area clinics, one in a poor neighborhood near the Mexican border and another in an upscale city about 65 miles to the north. While the patient populations are quite different, he’s noticed they’ve share one thing in common lately: An unusually intense focus on their personal health.

“All of a sudden people are really thinking about their health,” Dr. Soria-Lopez said. “There’s a sense that their health is even more important than it used to be.”

But patients are divided on how exactly they want their health care delivered. Some are embracing the convenience of telemedicine, while others want to be seen in person no matter what. Moving forward beyond the pandemic, Dr. Soria-Lopez expects the upswing of interest in health will persist. And he predicts two kinds of neurological care will emerge: “One based on ongoing relationships that rely on physical encounters as a culture, and a second kind of neurology service where other patients – perhaps the younger ones – will switch to convenient, online follow-ups.”
 

Telemedicine will endure post pandemic

While some don’t foresee such a big divide between in-person and online visits, several of Dr. Soria-Lopez’s colleagues from around the country agreed in interviews that telemedicine will continue to play a larger role in neurology when the pandemic ends. One neurologist, however, cautioned that telemedicine can worsen disparities in care. And he raised the alarm about another aspect of the pandemic that isn’t going to lift when it’s over: The rise in neurological disorders linked to infection with COVID-19.

Before the pandemic, neurologists said, they rarely if ever treated patients via telemedicine outside of specific settings such as remote stroke care. Over the past year, the use of telemedicine has dramatically increased in neurology as in medicine as a whole. But the levels of adoption differ markedly. Neurologist Andrew N. Wilner, MD, of University of Tennessee Health Science Center, said he has used telemedicine to see a single patient so far. But Johns Hopkins Center for Sleep neurologist Charlene Gamaldo, MD, said her clinic converted to 100% remote visits in March 2020 and remains at that level.

“Where [the rate of telemedicine use] will land will be based on insurance reimbursement and license reciprocation, so it is difficult to predict,” she said. “I imagine that sleep will likely remain a hybrid model if current allowances remain.”

Some patients, especially the older ones, resisted the telemedicine visits at first, Dr. Gamaldo said, and family members had to step in to help. Now, she said, patients prefer them because of their convenience.

Some neurological conditions, of course, can’t be easily evaluated via online video. Dr. Soria-Lopez, who has offices in Chula Vista and Temecula, Calif., prefers that a patient appear in person at first. “It really takes 1-2 physical encounters for there to be some level of trust,” he said, adding that “it’s hard to do the first few visits online unless it’s a very straightforward case with one or two symptoms.”

Neurologists have found that telemedicine is especially useful for med-check visits. Mitzi Joi Williams, MD, an Atlanta-area neurologist and multiple sclerosis specialist, said some patients previously drove 2-3 hours for these visits, which can easily be conducted online. Dr. Williams added that online software can allow her to show MRIs to patients remotely. She simply shares her screen and talks about what the images show.

Neurological sequelae from COVID-19

Dr. Pérez, the Houston neurologist, said his colleagues should expect another aspect of the pandemic to persist: an influx of patients with neurological sequelae from COVID-19. As he noted in a 2020 report in Neurology Clinical Practice, coronaviruses have been linked to numerous neurological complications during and after the infectious period. “I have seen a few cases of Guillain-Barré and even postinfectious encephalitis in the clinic [linked to COVID-19],” he said. “Neurologists in general should be aware of the risk for chronic, postinfectious neurologic complications from prior COVID-19 infection.”

And, he said, it’s reasonable for neurologists to add a question to patient histories. It’s a simple yet powerful query: Have you had COVID-19?

Jose Angel Soria-Lopez, MD, has an unusually wide perspective on how neurology patients are responding to the coronavirus pandemic. He treats patients at two San Diego–area clinics, one in a poor neighborhood near the Mexican border and another in an upscale city about 65 miles to the north. While the patient populations are quite different, he’s noticed they’ve share one thing in common lately: An unusually intense focus on their personal health.

“All of a sudden people are really thinking about their health,” Dr. Soria-Lopez said. “There’s a sense that their health is even more important than it used to be.”

But patients are divided on how exactly they want their health care delivered. Some are embracing the convenience of telemedicine, while others want to be seen in person no matter what. Moving forward beyond the pandemic, Dr. Soria-Lopez expects the upswing of interest in health will persist. And he predicts two kinds of neurological care will emerge: “One based on ongoing relationships that rely on physical encounters as a culture, and a second kind of neurology service where other patients – perhaps the younger ones – will switch to convenient, online follow-ups.”
 

Telemedicine will endure post pandemic

While some don’t foresee such a big divide between in-person and online visits, several of Dr. Soria-Lopez’s colleagues from around the country agreed in interviews that telemedicine will continue to play a larger role in neurology when the pandemic ends. One neurologist, however, cautioned that telemedicine can worsen disparities in care. And he raised the alarm about another aspect of the pandemic that isn’t going to lift when it’s over: The rise in neurological disorders linked to infection with COVID-19.

Before the pandemic, neurologists said, they rarely if ever treated patients via telemedicine outside of specific settings such as remote stroke care. Over the past year, the use of telemedicine has dramatically increased in neurology as in medicine as a whole. But the levels of adoption differ markedly. Neurologist Andrew N. Wilner, MD, of University of Tennessee Health Science Center, said he has used telemedicine to see a single patient so far. But Johns Hopkins Center for Sleep neurologist Charlene Gamaldo, MD, said her clinic converted to 100% remote visits in March 2020 and remains at that level.

“Where [the rate of telemedicine use] will land will be based on insurance reimbursement and license reciprocation, so it is difficult to predict,” she said. “I imagine that sleep will likely remain a hybrid model if current allowances remain.”

Some patients, especially the older ones, resisted the telemedicine visits at first, Dr. Gamaldo said, and family members had to step in to help. Now, she said, patients prefer them because of their convenience.

Some neurological conditions, of course, can’t be easily evaluated via online video. Dr. Soria-Lopez, who has offices in Chula Vista and Temecula, Calif., prefers that a patient appear in person at first. “It really takes 1-2 physical encounters for there to be some level of trust,” he said, adding that “it’s hard to do the first few visits online unless it’s a very straightforward case with one or two symptoms.”

Neurologists have found that telemedicine is especially useful for med-check visits. Mitzi Joi Williams, MD, an Atlanta-area neurologist and multiple sclerosis specialist, said some patients previously drove 2-3 hours for these visits, which can easily be conducted online. Dr. Williams added that online software can allow her to show MRIs to patients remotely. She simply shares her screen and talks about what the images show.

Neurological sequelae from COVID-19

Dr. Pérez, the Houston neurologist, said his colleagues should expect another aspect of the pandemic to persist: an influx of patients with neurological sequelae from COVID-19. As he noted in a 2020 report in Neurology Clinical Practice, coronaviruses have been linked to numerous neurological complications during and after the infectious period. “I have seen a few cases of Guillain-Barré and even postinfectious encephalitis in the clinic [linked to COVID-19],” he said. “Neurologists in general should be aware of the risk for chronic, postinfectious neurologic complications from prior COVID-19 infection.”

And, he said, it’s reasonable for neurologists to add a question to patient histories. It’s a simple yet powerful query: Have you had COVID-19?

Memantine (aka Namenda) is Food and Drug Administration–approved for Alzheimer’s disease, though its benefits are modest, at best.

It’s also, 18 years after first coming to market, relatively inexpensive.

I occasionally use it off label, as neurologists tend to do with a wide variety of medications. There are small studies that suggest it’s effective for migraine prevention and painful neuropathies. It also has a relatively benign side-effect profile.

As a result, once in a while I prescribe it for migraines or neuropathy where more typical agents haven’t helped. Like any of these drugs, sometimes it works, sometimes it doesn’t. A lot of neurology, as one of my colleagues puts it, is “guessing and voodoo.”

Since I’ve started this, however, I’ve noticed an unusual, and somewhat scary, side effect – one that has nothing to do the drug reactions.

While I don’t use any type of commercial chart system, most doctors in my area do, as well as all the hospitals. So I often see my patients’ notes from their general practitioners or after they’ve been in the hospital for whatever reason.

Those notes often list – as they should – current medications. Which includes the memantine I’ve prescribed.

But in the patient problem list I often then see “Alzheimer’s disease” or “dementia” show up, even in people who clearly have no history of such.

I’ve seen it way too many times to think it’s an accident. So one of two things is happening:

1. The computer chart system, when it sees “memantine” entered, searches its database, finds what it’s FDA-approved for, and automatically puts that in a list of current diagnoses.

2. The person entering the data, upon hearing the patient takes memantine, just enters the more commonly used indication as well, without bothering to ask the patient why they’re taking it.

Neither of these is good.

At the very least, they show a lack of proper history taking (or interest in doing so) by the person entering things in the chart (which these days could be someone with no medical training at all). It doesn’t take that much effort to say “what are you on this for?” I do it several times a day. It’s part of my job.

It’s bad form for any incorrect diagnosis to get into a chart. It can have serious repercussions on someone’s ability to get health, disability, or life insurance, not to mention the immediate impact on their care when that shows up. Someone who doesn’t know the patient opens the chart and immediately assumes it’s what they’ve got. I mean, it’s the chart. People treat it like it’s infallible and inviolable.

Once something is in a chart, it’s impossible to get it out. This isn’t a new issue – I trained at the VA when sometimes an H&P simply said “see old chart” and there were four volumes of it. But now, in the age of digital records, entries are forever. The toe you fractured surfing 8 years ago still shows up as a “current problem,” and will likely follow you to the grave. The same with any other diagnosis entered – it’s yours to keep, regardless of accuracy.

Medicine, like life, is mostly gray. But computers, and many times those who enter their data, only see things as black and white. In this field that’s liable to backfire. I’m just seeing the tip of the iceberg by using memantine off-label.

Dr. Block has a solo neurology practice in Scottsdale, Ariz.

Memantine (aka Namenda) is Food and Drug Administration–approved for Alzheimer’s disease, though its benefits are modest, at best.

It’s also, 18 years after first coming to market, relatively inexpensive.

I occasionally use it off label, as neurologists tend to do with a wide variety of medications. There are small studies that suggest it’s effective for migraine prevention and painful neuropathies. It also has a relatively benign side-effect profile.

As a result, once in a while I prescribe it for migraines or neuropathy where more typical agents haven’t helped. Like any of these drugs, sometimes it works, sometimes it doesn’t. A lot of neurology, as one of my colleagues puts it, is “guessing and voodoo.”

Since I’ve started this, however, I’ve noticed an unusual, and somewhat scary, side effect – one that has nothing to do the drug reactions.

While I don’t use any type of commercial chart system, most doctors in my area do, as well as all the hospitals. So I often see my patients’ notes from their general practitioners or after they’ve been in the hospital for whatever reason.

Those notes often list – as they should – current medications. Which includes the memantine I’ve prescribed.

But in the patient problem list I often then see “Alzheimer’s disease” or “dementia” show up, even in people who clearly have no history of such.

I’ve seen it way too many times to think it’s an accident. So one of two things is happening:

1. The computer chart system, when it sees “memantine” entered, searches its database, finds what it’s FDA-approved for, and automatically puts that in a list of current diagnoses.

2. The person entering the data, upon hearing the patient takes memantine, just enters the more commonly used indication as well, without bothering to ask the patient why they’re taking it.

Neither of these is good.

At the very least, they show a lack of proper history taking (or interest in doing so) by the person entering things in the chart (which these days could be someone with no medical training at all). It doesn’t take that much effort to say “what are you on this for?” I do it several times a day. It’s part of my job.

It’s bad form for any incorrect diagnosis to get into a chart. It can have serious repercussions on someone’s ability to get health, disability, or life insurance, not to mention the immediate impact on their care when that shows up. Someone who doesn’t know the patient opens the chart and immediately assumes it’s what they’ve got. I mean, it’s the chart. People treat it like it’s infallible and inviolable.

Once something is in a chart, it’s impossible to get it out. This isn’t a new issue – I trained at the VA when sometimes an H&P simply said “see old chart” and there were four volumes of it. But now, in the age of digital records, entries are forever. The toe you fractured surfing 8 years ago still shows up as a “current problem,” and will likely follow you to the grave. The same with any other diagnosis entered – it’s yours to keep, regardless of accuracy.

Medicine, like life, is mostly gray. But computers, and many times those who enter their data, only see things as black and white. In this field that’s liable to backfire. I’m just seeing the tip of the iceberg by using memantine off-label.

Dr. Block has a solo neurology practice in Scottsdale, Ariz.

Memantine (aka Namenda) is Food and Drug Administration–approved for Alzheimer’s disease, though its benefits are modest, at best.

It’s also, 18 years after first coming to market, relatively inexpensive.

I occasionally use it off label, as neurologists tend to do with a wide variety of medications. There are small studies that suggest it’s effective for migraine prevention and painful neuropathies. It also has a relatively benign side-effect profile.

As a result, once in a while I prescribe it for migraines or neuropathy where more typical agents haven’t helped. Like any of these drugs, sometimes it works, sometimes it doesn’t. A lot of neurology, as one of my colleagues puts it, is “guessing and voodoo.”

Since I’ve started this, however, I’ve noticed an unusual, and somewhat scary, side effect – one that has nothing to do the drug reactions.

While I don’t use any type of commercial chart system, most doctors in my area do, as well as all the hospitals. So I often see my patients’ notes from their general practitioners or after they’ve been in the hospital for whatever reason.

Those notes often list – as they should – current medications. Which includes the memantine I’ve prescribed.

But in the patient problem list I often then see “Alzheimer’s disease” or “dementia” show up, even in people who clearly have no history of such.

I’ve seen it way too many times to think it’s an accident. So one of two things is happening:

1. The computer chart system, when it sees “memantine” entered, searches its database, finds what it’s FDA-approved for, and automatically puts that in a list of current diagnoses.

2. The person entering the data, upon hearing the patient takes memantine, just enters the more commonly used indication as well, without bothering to ask the patient why they’re taking it.

Neither of these is good.

At the very least, they show a lack of proper history taking (or interest in doing so) by the person entering things in the chart (which these days could be someone with no medical training at all). It doesn’t take that much effort to say “what are you on this for?” I do it several times a day. It’s part of my job.

It’s bad form for any incorrect diagnosis to get into a chart. It can have serious repercussions on someone’s ability to get health, disability, or life insurance, not to mention the immediate impact on their care when that shows up. Someone who doesn’t know the patient opens the chart and immediately assumes it’s what they’ve got. I mean, it’s the chart. People treat it like it’s infallible and inviolable.

Once something is in a chart, it’s impossible to get it out. This isn’t a new issue – I trained at the VA when sometimes an H&P simply said “see old chart” and there were four volumes of it. But now, in the age of digital records, entries are forever. The toe you fractured surfing 8 years ago still shows up as a “current problem,” and will likely follow you to the grave. The same with any other diagnosis entered – it’s yours to keep, regardless of accuracy.

Medicine, like life, is mostly gray. But computers, and many times those who enter their data, only see things as black and white. In this field that’s liable to backfire. I’m just seeing the tip of the iceberg by using memantine off-label.

Dr. Block has a solo neurology practice in Scottsdale, Ariz.

In a record year for the Match, family medicine residencies filled 92.7% of their available positions in 2021, which were up 3.5% over last year, according to the National Resident Matching Program.

“Rather than faltering in these uncertain times, program fill rates increased across the board,” the NRMP said in a written statement. Overall, the 2021 Main Residency Match offered (35,194) and filled (33,353) more first-year (PGY-1) slots than ever before, for a fill rate of 94.8%, compared with 94.6% the year before.

Family medicine offered 4,823 positions in this year’s Match, up by 3.5% over 2020, and filled 4,472, for a 1-year increase of 3.7% and a fill rate of 92.7%. Just over 63% (3,046) of the available slots were given to U.S. seniors (MDs and DOs), while 25.4% went to international medical graduates. The corresponding PGY-1 numbers for the Match as a whole were 70.4% U.S. and 21.1% international medical graduates, based on NRMP data.

“In the last five years, the Main Residency Match has seen sizable increases in the number of positions offered” in family medicine – up by 1,467 (43.7%) since 2017 – and such growth over time may “be a predictor of future physician workforce supply,” the NRMP said. Family medicine also increased its share of all available residency positions from 11.6% in 2017 to 13.7% this year.

“Concerns about the impact of virtual recruitment on applicants’ matching into PGY-1 positions were not realized,” the NRMP noted, as “growth in registration was seen in every applicant group.” Compared with 2020, submissions of rank-order lists of programs were up by 2.8% for U.S. MD seniors, 7.9% for U.S. DO seniors, 2.5% for U.S.-citizen IMGs, and 15.0% for non–U.S.-citizen IMGs.

“The application and recruitment cycle was upended as a result of the pandemic, yet the results of the Match continue to demonstrate strong and consistent outcomes for participants,” said Donna L. Lamb, DHSc, MBA, who is president and CEO of the NRMP.

[email protected]

In a record year for the Match, family medicine residencies filled 92.7% of their available positions in 2021, which were up 3.5% over last year, according to the National Resident Matching Program.

“Rather than faltering in these uncertain times, program fill rates increased across the board,” the NRMP said in a written statement. Overall, the 2021 Main Residency Match offered (35,194) and filled (33,353) more first-year (PGY-1) slots than ever before, for a fill rate of 94.8%, compared with 94.6% the year before.

Family medicine offered 4,823 positions in this year’s Match, up by 3.5% over 2020, and filled 4,472, for a 1-year increase of 3.7% and a fill rate of 92.7%. Just over 63% (3,046) of the available slots were given to U.S. seniors (MDs and DOs), while 25.4% went to international medical graduates. The corresponding PGY-1 numbers for the Match as a whole were 70.4% U.S. and 21.1% international medical graduates, based on NRMP data.

“In the last five years, the Main Residency Match has seen sizable increases in the number of positions offered” in family medicine – up by 1,467 (43.7%) since 2017 – and such growth over time may “be a predictor of future physician workforce supply,” the NRMP said. Family medicine also increased its share of all available residency positions from 11.6% in 2017 to 13.7% this year.

“Concerns about the impact of virtual recruitment on applicants’ matching into PGY-1 positions were not realized,” the NRMP noted, as “growth in registration was seen in every applicant group.” Compared with 2020, submissions of rank-order lists of programs were up by 2.8% for U.S. MD seniors, 7.9% for U.S. DO seniors, 2.5% for U.S.-citizen IMGs, and 15.0% for non–U.S.-citizen IMGs.

“The application and recruitment cycle was upended as a result of the pandemic, yet the results of the Match continue to demonstrate strong and consistent outcomes for participants,” said Donna L. Lamb, DHSc, MBA, who is president and CEO of the NRMP.

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In a record year for the Match, family medicine residencies filled 92.7% of their available positions in 2021, which were up 3.5% over last year, according to the National Resident Matching Program.

“Rather than faltering in these uncertain times, program fill rates increased across the board,” the NRMP said in a written statement. Overall, the 2021 Main Residency Match offered (35,194) and filled (33,353) more first-year (PGY-1) slots than ever before, for a fill rate of 94.8%, compared with 94.6% the year before.

Family medicine offered 4,823 positions in this year’s Match, up by 3.5% over 2020, and filled 4,472, for a 1-year increase of 3.7% and a fill rate of 92.7%. Just over 63% (3,046) of the available slots were given to U.S. seniors (MDs and DOs), while 25.4% went to international medical graduates. The corresponding PGY-1 numbers for the Match as a whole were 70.4% U.S. and 21.1% international medical graduates, based on NRMP data.

“In the last five years, the Main Residency Match has seen sizable increases in the number of positions offered” in family medicine – up by 1,467 (43.7%) since 2017 – and such growth over time may “be a predictor of future physician workforce supply,” the NRMP said. Family medicine also increased its share of all available residency positions from 11.6% in 2017 to 13.7% this year.

“Concerns about the impact of virtual recruitment on applicants’ matching into PGY-1 positions were not realized,” the NRMP noted, as “growth in registration was seen in every applicant group.” Compared with 2020, submissions of rank-order lists of programs were up by 2.8% for U.S. MD seniors, 7.9% for U.S. DO seniors, 2.5% for U.S.-citizen IMGs, and 15.0% for non–U.S.-citizen IMGs.

“The application and recruitment cycle was upended as a result of the pandemic, yet the results of the Match continue to demonstrate strong and consistent outcomes for participants,” said Donna L. Lamb, DHSc, MBA, who is president and CEO of the NRMP.

[email protected]

In a record year for the Match, internal medicine residencies offered and filled more positions than ever before, according to the National Resident Matching Program.

“Rather than faltering in these uncertain times, program fill rates increased across the board,” the NRMP said in a written statement. Overall, the 2021 Main Residency Match offered (35,194) and filled (33,353) record numbers of first-year (PGY-1) slots. That fill rate of 94.8% was up from 94.6% the year before.

“The application and recruitment cycle was upended as a result of the pandemic, yet the results of the Match continue to demonstrate strong and consistent outcomes for participants,” said Donna L. Lamb, DHSc, MBA, president and CEO of the NRMP.

Internal medicine offered 9,024 positions in this year’s Match, up by 3.8% over 2020, and filled 8,632, for a 1-year increase of 3.7% and a fill rate of 95.7%. Over 55% (5,005) of the available slots were given to U.S. seniors (MDs and DOs), while 37.9% went to international medical graduates. The corresponding PGY-1 numbers for the Match as a whole were 70.4% U.S. and 21.1% international medical graduates, based on NRMP data.

The number of positions offered in internal medicine residencies has increased by 1,791 (24.8%) since 2017, and such growth over time may “be a predictor of future physician workforce supply,” the NRMP suggested. Internal medicine also increased its share of all available residency positions from 24.9% in 2018 to 25.6% in 2021.

“Concerns about the impact of virtual recruitment on applicants’ matching into PGY-1 positions were not realized,” the NRMP noted, as “growth in registration was seen in every applicant group.” Compared with 2020, submissions of rank-order lists of programs were up by 2.8% for U.S. MD seniors, 7.9% for U.S. DO seniors, 2.5% among U.S.-citizen IMGs, and 15.0% for non–U.S.-citizen IMGs.

“The internal medicine workforce remains the backbone of our health care system, and expansion of this workforce is imperative to provide access to specialty and subspecialty medical care for future patients,” Philip A. Masters, MD, vice president of membership and global engagement at the American College of Physicians, said in a separate statement.

[email protected]

In a record year for the Match, internal medicine residencies offered and filled more positions than ever before, according to the National Resident Matching Program.

“Rather than faltering in these uncertain times, program fill rates increased across the board,” the NRMP said in a written statement. Overall, the 2021 Main Residency Match offered (35,194) and filled (33,353) record numbers of first-year (PGY-1) slots. That fill rate of 94.8% was up from 94.6% the year before.

“The application and recruitment cycle was upended as a result of the pandemic, yet the results of the Match continue to demonstrate strong and consistent outcomes for participants,” said Donna L. Lamb, DHSc, MBA, president and CEO of the NRMP.

Internal medicine offered 9,024 positions in this year’s Match, up by 3.8% over 2020, and filled 8,632, for a 1-year increase of 3.7% and a fill rate of 95.7%. Over 55% (5,005) of the available slots were given to U.S. seniors (MDs and DOs), while 37.9% went to international medical graduates. The corresponding PGY-1 numbers for the Match as a whole were 70.4% U.S. and 21.1% international medical graduates, based on NRMP data.

The number of positions offered in internal medicine residencies has increased by 1,791 (24.8%) since 2017, and such growth over time may “be a predictor of future physician workforce supply,” the NRMP suggested. Internal medicine also increased its share of all available residency positions from 24.9% in 2018 to 25.6% in 2021.

“Concerns about the impact of virtual recruitment on applicants’ matching into PGY-1 positions were not realized,” the NRMP noted, as “growth in registration was seen in every applicant group.” Compared with 2020, submissions of rank-order lists of programs were up by 2.8% for U.S. MD seniors, 7.9% for U.S. DO seniors, 2.5% among U.S.-citizen IMGs, and 15.0% for non–U.S.-citizen IMGs.

“The internal medicine workforce remains the backbone of our health care system, and expansion of this workforce is imperative to provide access to specialty and subspecialty medical care for future patients,” Philip A. Masters, MD, vice president of membership and global engagement at the American College of Physicians, said in a separate statement.

[email protected]

In a record year for the Match, internal medicine residencies offered and filled more positions than ever before, according to the National Resident Matching Program.

“Rather than faltering in these uncertain times, program fill rates increased across the board,” the NRMP said in a written statement. Overall, the 2021 Main Residency Match offered (35,194) and filled (33,353) record numbers of first-year (PGY-1) slots. That fill rate of 94.8% was up from 94.6% the year before.

“The application and recruitment cycle was upended as a result of the pandemic, yet the results of the Match continue to demonstrate strong and consistent outcomes for participants,” said Donna L. Lamb, DHSc, MBA, president and CEO of the NRMP.

Internal medicine offered 9,024 positions in this year’s Match, up by 3.8% over 2020, and filled 8,632, for a 1-year increase of 3.7% and a fill rate of 95.7%. Over 55% (5,005) of the available slots were given to U.S. seniors (MDs and DOs), while 37.9% went to international medical graduates. The corresponding PGY-1 numbers for the Match as a whole were 70.4% U.S. and 21.1% international medical graduates, based on NRMP data.

The number of positions offered in internal medicine residencies has increased by 1,791 (24.8%) since 2017, and such growth over time may “be a predictor of future physician workforce supply,” the NRMP suggested. Internal medicine also increased its share of all available residency positions from 24.9% in 2018 to 25.6% in 2021.

“Concerns about the impact of virtual recruitment on applicants’ matching into PGY-1 positions were not realized,” the NRMP noted, as “growth in registration was seen in every applicant group.” Compared with 2020, submissions of rank-order lists of programs were up by 2.8% for U.S. MD seniors, 7.9% for U.S. DO seniors, 2.5% among U.S.-citizen IMGs, and 15.0% for non–U.S.-citizen IMGs.

“The internal medicine workforce remains the backbone of our health care system, and expansion of this workforce is imperative to provide access to specialty and subspecialty medical care for future patients,” Philip A. Masters, MD, vice president of membership and global engagement at the American College of Physicians, said in a separate statement.

[email protected]