U.S. cancer centers embroiled in Chinese research thefts

Article Type
Changed
Mon, 03/22/2021 - 14:08

Academic cancer centers around the United States continue to get caught up in an ever-evolving investigation into researchers – American and Chinese – who did not disclose payments from or the work they did for Chinese institutions while simultaneously accepting taxpayer money through U.S. government grants.

The U.S. Federal Bureau of Investigation has been ferreting out researchers it says have acted illegally.

On Jan. 28, the agency arrested Charles Lieber, a chemist from Harvard University, Cambridge, Mass., and also unveiled charges against Zheng Zaosong, a cancer researcher who is in the United States on a Harvard-sponsored visa.

The FBI said Mr. Zheng, who worked at the Harvard-affiliated Beth Israel Deaconess Medical Center, Boston, tried to smuggle 21 vials of biological material and research to China. Mr. Zheng was arrested in December at Boston’s Logan Airport. He admitted he planned to conduct and publish research in China using the stolen samples, said the FBI.

“All of the individuals charged today were either directly or indirectly working for the Chinese government, at our country’s expense,” said the agent in charge of the FBI’s Boston office, Joseph R. Bonavolonta.

Sen. Charles Grassley (R-IA), who has been pushing for more government action against foreign theft of U.S. research, said in a statement, “I’m glad the FBI appears to be taking foreign threats to taxpayer-funded research seriously, but I fear that this case is only the tip of the iceberg.”

The FBI said it is investigating China-related cases in all 50 states.

Ross McKinney, MD, the chief scientific officer at the Association of American Medical Colleges (AAMC), said he is aware of some 200 investigations, not all of which are cancer related, at 70-75 institutions.

“It’s a very ubiquitous problem,” Dr. McKinney said in an interview.

He also pointed out that some 6,000 National Institutes of Health–funded principal investigators are of Asian background. “So that 200 is a pretty small proportion,” said Dr. McKinney.

The NIH warned some 10,000 institutions in August 2018 that it had uncovered Chinese manipulation of peer review and a lack of disclosure of work for Chinese institutions. It urged the institutions to report irregularities.

For universities, “the trouble is sorting out who is the violator from who is not,” said Dr. McKinney. He noted that they are not set up to investigate whether someone has a laboratory in China.

“The fact that the Chinese government exploited the fact that universities are typically fairly trusting is extremely disappointing,” he said.
 

Moffitt story still unfolding

The most serious allegations have been leveled against six former employees of the Moffitt Cancer Center and Research Institute in Tampa, Florida.

In December 2019, Moffitt announced that the six – including President and CEO Alan List, MD, and the center director, Thomas Sellers, PhD – had left Moffitt as a result of “violations of conflict of interest rules through their work in China.”

New details have emerged, thanks to a new investigative report from a committee of the Florida House of Representatives.

The report said that Sheng Wei, a naturalized U.S. citizen who had worked at Moffitt since 2008 – when Moffitt began its affiliation with the Tianjin Medical University Cancer Institute and Hospital – was instrumental in recruiting top executives into the Thousand Talents program, which Wei had joined in 2010, according to the report. These executives included Dr. List, Dr. Sellers, and also Daniel Sullivan, head of Moffitt’s clinical science program, and cancer biologist Pearlie Epling-Burnette, it noted.

Begun in 2008, China’s Thousand Talents Plan gave salaries, funding, laboratory space, and other incentives to researchers who promised to bring U.S.-gained knowledge and research to China.

All information about this program has been removed from the Internet, but the program may still be active, Dr. McKinney commented.

According to the report, Dr. List pledged to work for the Tianjin cancer center 9 months a year for $71,000 annually. He was appointed head of the hematology department ($85,300 a year) in 2016. He opened a bank account in China to receive that salary and other Thousand Talents payments, the report found. The report notes that the exact amount Dr. List was paid is still not known.

Initially, Dr. Sellers, who was the principal investigator for Moffitt’s National Cancer Institute core grant, said he had not been involved in the Thousand Talents program. He later admitted that he had pledged to work in China 2 months a year for the program and that he’d opened a Chinese bank account and had deposited at least $35,000 into the account, the report notes.

The others pledged to work for the Thousand Talents program and also opened bank accounts in China and received money in those accounts.

Another Moffitt employee, Howard McLeod, MD, had worked for Thousand Talents before he joined Moffitt but did not disclose his China work. Dr. McLeod also supervised and had a close relationship with another researcher, Yijing (Bob) He, MD, who was employed by Moffitt but who lived in China, unbeknownst to Moffitt. “Dr. He appears to have functioned as an agent of Dr. McLeod in China,” said the report.

The report concluded that “none of the Moffitt faculty who were Talents program participants properly or timely disclosed their Talents program involvement to Moffitt, and none disclosed the full extent of their Talents program activities prior to Moffitt’s internal investigation.”

No charges have been filed against any of the former Moffitt employees.

However, the Cancer Letter has reported that Dr. Sellers is claiming he was not involved in the program and that he is preparing to sue Moffitt.

AAMC’s Dr. McKinney notes that it is illegal for researchers to take U.S. government grant money and pledge a certain amount of time but not deliver on that commitment because they are working for someone else – in this case, China. They also lied about not having any other research support, which is also illegal, he said.

The researchers received Chinese money and deposited it in Chinese accounts, which was never reported to the U.S. Internal Revenue Service.

“One of the hallmarks of the Chinese recruitment program was that people were instructed to not tell their normal U.S. host institution and not tell any U.S. government agency about their relationship with China,” Dr. McKinney said. “It was creating a culture where dishonesty in this situation was norm,” he added.

The lack of honesty brings up bigger questions for the field, he said. “Once you start lying about one thing, do you lie about your science, too?”
 

 

 

Lack of oversight?

Dr. McKinney said the NIH, as well as universities and hospitals, had a long and trusting relationship with China and should not be blamed for falling prey to the Chinese government’s concerted effort to steal intellectual property.

But some government watchdog groups have chided the NIH for lax oversight. In February 2019, the federal Health & Human Services’ Office of Inspector General found that “NIH has not assessed the risks to national security when permitting data access to foreign [principal investigators].”

Federal investigators have said that Thousand Talents has been one of the biggest threats.

The U.S. Senate Permanent Subcommittee on Investigations reported in November 2019 that “the federal government’s grant-making agencies did little to prevent this from happening, nor did the FBI and other federal agencies develop a coordinated response to mitigate the threat.”

The NIH invests $31 billion a year in medical research through 50,000 competitive grants to more than 300,000 researchers, according to that report. Even after uncovering grant fraud and peer-review manipulation that benefited China, “significant gaps in NIH’s grant integrity process remain,” the report states. Site visits by the NIH’s Division of Grants Compliance and Oversight dropped from 28 in 2012 to just 3 in 2018, the report noted.
 

Widening dragnet

In April 2019, Science reported that the NIH identified five researchers at MD Anderson Cancer Center in Houston who had failed to disclose their ties to Chinese enterprises and who had failed to keep peer review confidential.

Two resigned before they could be fired, one was fired, another eventually left the institution, and the fifth was found to have not willfully engaged in subterfuge.

Just a month later, Emory University in Atlanta announced that it had fired a husband and wife research team. The neuroscientists were known for their studies of Huntington disease. Both were U.S. citizens and had worked at Emory for more than 2 decades, according to the Science report.

The Moffitt situation led to the Florida legislature’s investigation, and also prompted some soul searching. The Tampa Bay Times reported that U.S. Senator Rick Scott (R-FL) asked state universities to provide information on what they are doing to stop foreign influence. The University of Florida then acknowledged that four faculty members resigned or were terminated because of ties to a foreign recruitment program.
 

This article first appeared on Medscape.com.

Publications
Topics
Sections

Academic cancer centers around the United States continue to get caught up in an ever-evolving investigation into researchers – American and Chinese – who did not disclose payments from or the work they did for Chinese institutions while simultaneously accepting taxpayer money through U.S. government grants.

The U.S. Federal Bureau of Investigation has been ferreting out researchers it says have acted illegally.

On Jan. 28, the agency arrested Charles Lieber, a chemist from Harvard University, Cambridge, Mass., and also unveiled charges against Zheng Zaosong, a cancer researcher who is in the United States on a Harvard-sponsored visa.

The FBI said Mr. Zheng, who worked at the Harvard-affiliated Beth Israel Deaconess Medical Center, Boston, tried to smuggle 21 vials of biological material and research to China. Mr. Zheng was arrested in December at Boston’s Logan Airport. He admitted he planned to conduct and publish research in China using the stolen samples, said the FBI.

“All of the individuals charged today were either directly or indirectly working for the Chinese government, at our country’s expense,” said the agent in charge of the FBI’s Boston office, Joseph R. Bonavolonta.

Sen. Charles Grassley (R-IA), who has been pushing for more government action against foreign theft of U.S. research, said in a statement, “I’m glad the FBI appears to be taking foreign threats to taxpayer-funded research seriously, but I fear that this case is only the tip of the iceberg.”

The FBI said it is investigating China-related cases in all 50 states.

Ross McKinney, MD, the chief scientific officer at the Association of American Medical Colleges (AAMC), said he is aware of some 200 investigations, not all of which are cancer related, at 70-75 institutions.

“It’s a very ubiquitous problem,” Dr. McKinney said in an interview.

He also pointed out that some 6,000 National Institutes of Health–funded principal investigators are of Asian background. “So that 200 is a pretty small proportion,” said Dr. McKinney.

The NIH warned some 10,000 institutions in August 2018 that it had uncovered Chinese manipulation of peer review and a lack of disclosure of work for Chinese institutions. It urged the institutions to report irregularities.

For universities, “the trouble is sorting out who is the violator from who is not,” said Dr. McKinney. He noted that they are not set up to investigate whether someone has a laboratory in China.

“The fact that the Chinese government exploited the fact that universities are typically fairly trusting is extremely disappointing,” he said.
 

Moffitt story still unfolding

The most serious allegations have been leveled against six former employees of the Moffitt Cancer Center and Research Institute in Tampa, Florida.

In December 2019, Moffitt announced that the six – including President and CEO Alan List, MD, and the center director, Thomas Sellers, PhD – had left Moffitt as a result of “violations of conflict of interest rules through their work in China.”

New details have emerged, thanks to a new investigative report from a committee of the Florida House of Representatives.

The report said that Sheng Wei, a naturalized U.S. citizen who had worked at Moffitt since 2008 – when Moffitt began its affiliation with the Tianjin Medical University Cancer Institute and Hospital – was instrumental in recruiting top executives into the Thousand Talents program, which Wei had joined in 2010, according to the report. These executives included Dr. List, Dr. Sellers, and also Daniel Sullivan, head of Moffitt’s clinical science program, and cancer biologist Pearlie Epling-Burnette, it noted.

Begun in 2008, China’s Thousand Talents Plan gave salaries, funding, laboratory space, and other incentives to researchers who promised to bring U.S.-gained knowledge and research to China.

All information about this program has been removed from the Internet, but the program may still be active, Dr. McKinney commented.

According to the report, Dr. List pledged to work for the Tianjin cancer center 9 months a year for $71,000 annually. He was appointed head of the hematology department ($85,300 a year) in 2016. He opened a bank account in China to receive that salary and other Thousand Talents payments, the report found. The report notes that the exact amount Dr. List was paid is still not known.

Initially, Dr. Sellers, who was the principal investigator for Moffitt’s National Cancer Institute core grant, said he had not been involved in the Thousand Talents program. He later admitted that he had pledged to work in China 2 months a year for the program and that he’d opened a Chinese bank account and had deposited at least $35,000 into the account, the report notes.

The others pledged to work for the Thousand Talents program and also opened bank accounts in China and received money in those accounts.

Another Moffitt employee, Howard McLeod, MD, had worked for Thousand Talents before he joined Moffitt but did not disclose his China work. Dr. McLeod also supervised and had a close relationship with another researcher, Yijing (Bob) He, MD, who was employed by Moffitt but who lived in China, unbeknownst to Moffitt. “Dr. He appears to have functioned as an agent of Dr. McLeod in China,” said the report.

The report concluded that “none of the Moffitt faculty who were Talents program participants properly or timely disclosed their Talents program involvement to Moffitt, and none disclosed the full extent of their Talents program activities prior to Moffitt’s internal investigation.”

No charges have been filed against any of the former Moffitt employees.

However, the Cancer Letter has reported that Dr. Sellers is claiming he was not involved in the program and that he is preparing to sue Moffitt.

AAMC’s Dr. McKinney notes that it is illegal for researchers to take U.S. government grant money and pledge a certain amount of time but not deliver on that commitment because they are working for someone else – in this case, China. They also lied about not having any other research support, which is also illegal, he said.

The researchers received Chinese money and deposited it in Chinese accounts, which was never reported to the U.S. Internal Revenue Service.

“One of the hallmarks of the Chinese recruitment program was that people were instructed to not tell their normal U.S. host institution and not tell any U.S. government agency about their relationship with China,” Dr. McKinney said. “It was creating a culture where dishonesty in this situation was norm,” he added.

The lack of honesty brings up bigger questions for the field, he said. “Once you start lying about one thing, do you lie about your science, too?”
 

 

 

Lack of oversight?

Dr. McKinney said the NIH, as well as universities and hospitals, had a long and trusting relationship with China and should not be blamed for falling prey to the Chinese government’s concerted effort to steal intellectual property.

But some government watchdog groups have chided the NIH for lax oversight. In February 2019, the federal Health & Human Services’ Office of Inspector General found that “NIH has not assessed the risks to national security when permitting data access to foreign [principal investigators].”

Federal investigators have said that Thousand Talents has been one of the biggest threats.

The U.S. Senate Permanent Subcommittee on Investigations reported in November 2019 that “the federal government’s grant-making agencies did little to prevent this from happening, nor did the FBI and other federal agencies develop a coordinated response to mitigate the threat.”

The NIH invests $31 billion a year in medical research through 50,000 competitive grants to more than 300,000 researchers, according to that report. Even after uncovering grant fraud and peer-review manipulation that benefited China, “significant gaps in NIH’s grant integrity process remain,” the report states. Site visits by the NIH’s Division of Grants Compliance and Oversight dropped from 28 in 2012 to just 3 in 2018, the report noted.
 

Widening dragnet

In April 2019, Science reported that the NIH identified five researchers at MD Anderson Cancer Center in Houston who had failed to disclose their ties to Chinese enterprises and who had failed to keep peer review confidential.

Two resigned before they could be fired, one was fired, another eventually left the institution, and the fifth was found to have not willfully engaged in subterfuge.

Just a month later, Emory University in Atlanta announced that it had fired a husband and wife research team. The neuroscientists were known for their studies of Huntington disease. Both were U.S. citizens and had worked at Emory for more than 2 decades, according to the Science report.

The Moffitt situation led to the Florida legislature’s investigation, and also prompted some soul searching. The Tampa Bay Times reported that U.S. Senator Rick Scott (R-FL) asked state universities to provide information on what they are doing to stop foreign influence. The University of Florida then acknowledged that four faculty members resigned or were terminated because of ties to a foreign recruitment program.
 

This article first appeared on Medscape.com.

Academic cancer centers around the United States continue to get caught up in an ever-evolving investigation into researchers – American and Chinese – who did not disclose payments from or the work they did for Chinese institutions while simultaneously accepting taxpayer money through U.S. government grants.

The U.S. Federal Bureau of Investigation has been ferreting out researchers it says have acted illegally.

On Jan. 28, the agency arrested Charles Lieber, a chemist from Harvard University, Cambridge, Mass., and also unveiled charges against Zheng Zaosong, a cancer researcher who is in the United States on a Harvard-sponsored visa.

The FBI said Mr. Zheng, who worked at the Harvard-affiliated Beth Israel Deaconess Medical Center, Boston, tried to smuggle 21 vials of biological material and research to China. Mr. Zheng was arrested in December at Boston’s Logan Airport. He admitted he planned to conduct and publish research in China using the stolen samples, said the FBI.

“All of the individuals charged today were either directly or indirectly working for the Chinese government, at our country’s expense,” said the agent in charge of the FBI’s Boston office, Joseph R. Bonavolonta.

Sen. Charles Grassley (R-IA), who has been pushing for more government action against foreign theft of U.S. research, said in a statement, “I’m glad the FBI appears to be taking foreign threats to taxpayer-funded research seriously, but I fear that this case is only the tip of the iceberg.”

The FBI said it is investigating China-related cases in all 50 states.

Ross McKinney, MD, the chief scientific officer at the Association of American Medical Colleges (AAMC), said he is aware of some 200 investigations, not all of which are cancer related, at 70-75 institutions.

“It’s a very ubiquitous problem,” Dr. McKinney said in an interview.

He also pointed out that some 6,000 National Institutes of Health–funded principal investigators are of Asian background. “So that 200 is a pretty small proportion,” said Dr. McKinney.

The NIH warned some 10,000 institutions in August 2018 that it had uncovered Chinese manipulation of peer review and a lack of disclosure of work for Chinese institutions. It urged the institutions to report irregularities.

For universities, “the trouble is sorting out who is the violator from who is not,” said Dr. McKinney. He noted that they are not set up to investigate whether someone has a laboratory in China.

“The fact that the Chinese government exploited the fact that universities are typically fairly trusting is extremely disappointing,” he said.
 

Moffitt story still unfolding

The most serious allegations have been leveled against six former employees of the Moffitt Cancer Center and Research Institute in Tampa, Florida.

In December 2019, Moffitt announced that the six – including President and CEO Alan List, MD, and the center director, Thomas Sellers, PhD – had left Moffitt as a result of “violations of conflict of interest rules through their work in China.”

New details have emerged, thanks to a new investigative report from a committee of the Florida House of Representatives.

The report said that Sheng Wei, a naturalized U.S. citizen who had worked at Moffitt since 2008 – when Moffitt began its affiliation with the Tianjin Medical University Cancer Institute and Hospital – was instrumental in recruiting top executives into the Thousand Talents program, which Wei had joined in 2010, according to the report. These executives included Dr. List, Dr. Sellers, and also Daniel Sullivan, head of Moffitt’s clinical science program, and cancer biologist Pearlie Epling-Burnette, it noted.

Begun in 2008, China’s Thousand Talents Plan gave salaries, funding, laboratory space, and other incentives to researchers who promised to bring U.S.-gained knowledge and research to China.

All information about this program has been removed from the Internet, but the program may still be active, Dr. McKinney commented.

According to the report, Dr. List pledged to work for the Tianjin cancer center 9 months a year for $71,000 annually. He was appointed head of the hematology department ($85,300 a year) in 2016. He opened a bank account in China to receive that salary and other Thousand Talents payments, the report found. The report notes that the exact amount Dr. List was paid is still not known.

Initially, Dr. Sellers, who was the principal investigator for Moffitt’s National Cancer Institute core grant, said he had not been involved in the Thousand Talents program. He later admitted that he had pledged to work in China 2 months a year for the program and that he’d opened a Chinese bank account and had deposited at least $35,000 into the account, the report notes.

The others pledged to work for the Thousand Talents program and also opened bank accounts in China and received money in those accounts.

Another Moffitt employee, Howard McLeod, MD, had worked for Thousand Talents before he joined Moffitt but did not disclose his China work. Dr. McLeod also supervised and had a close relationship with another researcher, Yijing (Bob) He, MD, who was employed by Moffitt but who lived in China, unbeknownst to Moffitt. “Dr. He appears to have functioned as an agent of Dr. McLeod in China,” said the report.

The report concluded that “none of the Moffitt faculty who were Talents program participants properly or timely disclosed their Talents program involvement to Moffitt, and none disclosed the full extent of their Talents program activities prior to Moffitt’s internal investigation.”

No charges have been filed against any of the former Moffitt employees.

However, the Cancer Letter has reported that Dr. Sellers is claiming he was not involved in the program and that he is preparing to sue Moffitt.

AAMC’s Dr. McKinney notes that it is illegal for researchers to take U.S. government grant money and pledge a certain amount of time but not deliver on that commitment because they are working for someone else – in this case, China. They also lied about not having any other research support, which is also illegal, he said.

The researchers received Chinese money and deposited it in Chinese accounts, which was never reported to the U.S. Internal Revenue Service.

“One of the hallmarks of the Chinese recruitment program was that people were instructed to not tell their normal U.S. host institution and not tell any U.S. government agency about their relationship with China,” Dr. McKinney said. “It was creating a culture where dishonesty in this situation was norm,” he added.

The lack of honesty brings up bigger questions for the field, he said. “Once you start lying about one thing, do you lie about your science, too?”
 

 

 

Lack of oversight?

Dr. McKinney said the NIH, as well as universities and hospitals, had a long and trusting relationship with China and should not be blamed for falling prey to the Chinese government’s concerted effort to steal intellectual property.

But some government watchdog groups have chided the NIH for lax oversight. In February 2019, the federal Health & Human Services’ Office of Inspector General found that “NIH has not assessed the risks to national security when permitting data access to foreign [principal investigators].”

Federal investigators have said that Thousand Talents has been one of the biggest threats.

The U.S. Senate Permanent Subcommittee on Investigations reported in November 2019 that “the federal government’s grant-making agencies did little to prevent this from happening, nor did the FBI and other federal agencies develop a coordinated response to mitigate the threat.”

The NIH invests $31 billion a year in medical research through 50,000 competitive grants to more than 300,000 researchers, according to that report. Even after uncovering grant fraud and peer-review manipulation that benefited China, “significant gaps in NIH’s grant integrity process remain,” the report states. Site visits by the NIH’s Division of Grants Compliance and Oversight dropped from 28 in 2012 to just 3 in 2018, the report noted.
 

Widening dragnet

In April 2019, Science reported that the NIH identified five researchers at MD Anderson Cancer Center in Houston who had failed to disclose their ties to Chinese enterprises and who had failed to keep peer review confidential.

Two resigned before they could be fired, one was fired, another eventually left the institution, and the fifth was found to have not willfully engaged in subterfuge.

Just a month later, Emory University in Atlanta announced that it had fired a husband and wife research team. The neuroscientists were known for their studies of Huntington disease. Both were U.S. citizens and had worked at Emory for more than 2 decades, according to the Science report.

The Moffitt situation led to the Florida legislature’s investigation, and also prompted some soul searching. The Tampa Bay Times reported that U.S. Senator Rick Scott (R-FL) asked state universities to provide information on what they are doing to stop foreign influence. The University of Florida then acknowledged that four faculty members resigned or were terminated because of ties to a foreign recruitment program.
 

This article first appeared on Medscape.com.

Publications
Publications
Topics
Article Type
Sections
Disallow All Ads
Content Gating
No Gating (article Unlocked/Free)
Alternative CME
Disqus Comments
Default
Use ProPublica
Hide sidebar & use full width
render the right sidebar.
Medscape Article

Physician groups push back on Medicaid block grant plan

Article Type
Changed
Wed, 05/06/2020 - 12:47

It took less than a day for physician groups to start pushing back at the Centers for Medicare & Medicaid Services over its new Medicaid block grant plan, which was introduced on Jan. 30.

Dubbed “Healthy Adult Opportunity,” the agency is offering all states the chance to participate in a block grant program through the 1115 waiver process.

According to a fact sheet issued by the agency, the program will focus on “adults under age 65 who are not eligible for Medicaid on the basis of disability or their need for long term care services and supports, and who are not eligible under a state plan. Other very low-income parents, children, pregnant women, elderly adults, and people eligible on the basis of a disability will not be directly affected – except from the improvement that results from states reinvesting savings into strengthening their overall programs.”

States will be operating within a defined budget when participating in the program and expenditures exceeding that defined budget will not be eligible for additional federal funding. Budgets will be based on a state’s historic costs, as well as national and regional trends, and will be tied to inflation with the potential to have adjustments made for extraordinary events. States can set their baseline using the prior year’s total spending or a per-enrollee spending model.

A Jan. 30 letter to state Medicaid directors notes that states participating in the program “will be granted extensive flexibility to test alternative approaches to implementing their Medicaid programs, including the ability to make many ongoing program adjustments without the need for demonstration or state plan amendments that require prior approval.”

Among the activities states can engage in under this plan are adjusting cost-sharing requirements, adopting a closed formulary, and applying additional conditions of eligibility. Requests, if approved, will be approved for a 5-year initial period, with a renewal option of up to 10 years.

But physician groups are not seeing a benefit with this new block grant program.

“Moving to a block grant system will likely limit the ability of Medicaid patients to receive preventive and needed medical care from their family physicians, and it will only increase the health disparities that exist in these communities, worsen overall health outcomes, and ultimately increase costs,” Gary LeRoy, MD, president of the American Academy of Family Physicians, said in a statement.

The American Medical Association concurred.

“The AMA opposes caps on federal Medicaid funding, such as block grants, because they would increase the number of uninsured and undermine Medicaid’s role as an indispensable safety net,” Patrice Harris, MD, the AMA’s president, said in a statement. “The AMA supports flexibility in Medicaid and encourages CMS to work with states to develop and test new Medicaid models that best meet the needs and priorities of low-income patients. While encouraging flexibility, the AMA is mindful that expanding Medicaid has been a literal lifesaver for low-income patients. We need to find ways to build on this success. We look forward to reviewing the proposal in detail.”

Officials at the American College of Obstetricians and Gynecologists said the changes have the potential to harm women and children’s health, as well as negatively impact physician reimbursement and ultimately access to care.

“Limits on the federal contribution to the Medicaid program would negatively impact patients by forcing states to reduce the number of people who are eligible for Medicaid coverage, eliminate covered services, and increase beneficiary cost-sharing,” ACOG President Ted Anderson, MD, said in a statement. “ACOG is also concerned that this block grant opportunity could lower physician reimbursement for certain services, forcing providers out of the program and jeopardizing patients’ ability to access health care services. Given our nation’s stark rates of maternal mortality and severe maternal morbidity, we are alarmed by the Administration’s willingness to weaken physician payment in Medicaid.”

Publications
Topics
Sections

It took less than a day for physician groups to start pushing back at the Centers for Medicare & Medicaid Services over its new Medicaid block grant plan, which was introduced on Jan. 30.

Dubbed “Healthy Adult Opportunity,” the agency is offering all states the chance to participate in a block grant program through the 1115 waiver process.

According to a fact sheet issued by the agency, the program will focus on “adults under age 65 who are not eligible for Medicaid on the basis of disability or their need for long term care services and supports, and who are not eligible under a state plan. Other very low-income parents, children, pregnant women, elderly adults, and people eligible on the basis of a disability will not be directly affected – except from the improvement that results from states reinvesting savings into strengthening their overall programs.”

States will be operating within a defined budget when participating in the program and expenditures exceeding that defined budget will not be eligible for additional federal funding. Budgets will be based on a state’s historic costs, as well as national and regional trends, and will be tied to inflation with the potential to have adjustments made for extraordinary events. States can set their baseline using the prior year’s total spending or a per-enrollee spending model.

A Jan. 30 letter to state Medicaid directors notes that states participating in the program “will be granted extensive flexibility to test alternative approaches to implementing their Medicaid programs, including the ability to make many ongoing program adjustments without the need for demonstration or state plan amendments that require prior approval.”

Among the activities states can engage in under this plan are adjusting cost-sharing requirements, adopting a closed formulary, and applying additional conditions of eligibility. Requests, if approved, will be approved for a 5-year initial period, with a renewal option of up to 10 years.

But physician groups are not seeing a benefit with this new block grant program.

“Moving to a block grant system will likely limit the ability of Medicaid patients to receive preventive and needed medical care from their family physicians, and it will only increase the health disparities that exist in these communities, worsen overall health outcomes, and ultimately increase costs,” Gary LeRoy, MD, president of the American Academy of Family Physicians, said in a statement.

The American Medical Association concurred.

“The AMA opposes caps on federal Medicaid funding, such as block grants, because they would increase the number of uninsured and undermine Medicaid’s role as an indispensable safety net,” Patrice Harris, MD, the AMA’s president, said in a statement. “The AMA supports flexibility in Medicaid and encourages CMS to work with states to develop and test new Medicaid models that best meet the needs and priorities of low-income patients. While encouraging flexibility, the AMA is mindful that expanding Medicaid has been a literal lifesaver for low-income patients. We need to find ways to build on this success. We look forward to reviewing the proposal in detail.”

Officials at the American College of Obstetricians and Gynecologists said the changes have the potential to harm women and children’s health, as well as negatively impact physician reimbursement and ultimately access to care.

“Limits on the federal contribution to the Medicaid program would negatively impact patients by forcing states to reduce the number of people who are eligible for Medicaid coverage, eliminate covered services, and increase beneficiary cost-sharing,” ACOG President Ted Anderson, MD, said in a statement. “ACOG is also concerned that this block grant opportunity could lower physician reimbursement for certain services, forcing providers out of the program and jeopardizing patients’ ability to access health care services. Given our nation’s stark rates of maternal mortality and severe maternal morbidity, we are alarmed by the Administration’s willingness to weaken physician payment in Medicaid.”

It took less than a day for physician groups to start pushing back at the Centers for Medicare & Medicaid Services over its new Medicaid block grant plan, which was introduced on Jan. 30.

Dubbed “Healthy Adult Opportunity,” the agency is offering all states the chance to participate in a block grant program through the 1115 waiver process.

According to a fact sheet issued by the agency, the program will focus on “adults under age 65 who are not eligible for Medicaid on the basis of disability or their need for long term care services and supports, and who are not eligible under a state plan. Other very low-income parents, children, pregnant women, elderly adults, and people eligible on the basis of a disability will not be directly affected – except from the improvement that results from states reinvesting savings into strengthening their overall programs.”

States will be operating within a defined budget when participating in the program and expenditures exceeding that defined budget will not be eligible for additional federal funding. Budgets will be based on a state’s historic costs, as well as national and regional trends, and will be tied to inflation with the potential to have adjustments made for extraordinary events. States can set their baseline using the prior year’s total spending or a per-enrollee spending model.

A Jan. 30 letter to state Medicaid directors notes that states participating in the program “will be granted extensive flexibility to test alternative approaches to implementing their Medicaid programs, including the ability to make many ongoing program adjustments without the need for demonstration or state plan amendments that require prior approval.”

Among the activities states can engage in under this plan are adjusting cost-sharing requirements, adopting a closed formulary, and applying additional conditions of eligibility. Requests, if approved, will be approved for a 5-year initial period, with a renewal option of up to 10 years.

But physician groups are not seeing a benefit with this new block grant program.

“Moving to a block grant system will likely limit the ability of Medicaid patients to receive preventive and needed medical care from their family physicians, and it will only increase the health disparities that exist in these communities, worsen overall health outcomes, and ultimately increase costs,” Gary LeRoy, MD, president of the American Academy of Family Physicians, said in a statement.

The American Medical Association concurred.

“The AMA opposes caps on federal Medicaid funding, such as block grants, because they would increase the number of uninsured and undermine Medicaid’s role as an indispensable safety net,” Patrice Harris, MD, the AMA’s president, said in a statement. “The AMA supports flexibility in Medicaid and encourages CMS to work with states to develop and test new Medicaid models that best meet the needs and priorities of low-income patients. While encouraging flexibility, the AMA is mindful that expanding Medicaid has been a literal lifesaver for low-income patients. We need to find ways to build on this success. We look forward to reviewing the proposal in detail.”

Officials at the American College of Obstetricians and Gynecologists said the changes have the potential to harm women and children’s health, as well as negatively impact physician reimbursement and ultimately access to care.

“Limits on the federal contribution to the Medicaid program would negatively impact patients by forcing states to reduce the number of people who are eligible for Medicaid coverage, eliminate covered services, and increase beneficiary cost-sharing,” ACOG President Ted Anderson, MD, said in a statement. “ACOG is also concerned that this block grant opportunity could lower physician reimbursement for certain services, forcing providers out of the program and jeopardizing patients’ ability to access health care services. Given our nation’s stark rates of maternal mortality and severe maternal morbidity, we are alarmed by the Administration’s willingness to weaken physician payment in Medicaid.”

Publications
Publications
Topics
Article Type
Sections
Disallow All Ads
Content Gating
No Gating (article Unlocked/Free)
Alternative CME
Disqus Comments
Default
Use ProPublica
Hide sidebar & use full width
render the right sidebar.

A Comparison of 4 Single-Question Measures of Patient Satisfaction

Article Type
Changed
Thu, 04/23/2020 - 11:49
Display Headline
A Comparison of 4 Single-Question Measures of Patient Satisfaction

From Dell Medical School, The University of Texas at Austin, Austin, TX.

Abstract

  • Objective: Satisfaction measures often show substantial ceiling effects. This randomized controlled trial tested the null hypothesis that there is no difference in mean overall satisfaction, ceiling and floor effect, and data distribution between 4 different kinds of single-question scales assessing the helpfulness of a visit. We also hypothesized that there is no correlation between scaled satisfaction and psychological status. Finally, we assessed how the satisfaction scores compared with the Net Promoter Scores (NPS).
  • Design: Randomized controlled trial.
  • Methods: We enrolled 258 adult, English-speaking new and returning patients. Patients were randomly assigned to 1 of 4 different scale types: (1) an 11-point ordinal scale with 5 anchor points; (2) a 5-point Likert scale; (3) a 0-100 visual analogue scale (VAS) electronic slider with 3 anchor points and visible numbers; and (4) a 0-100 VAS with 3 anchor points and no visible numbers. Additionally, patients completed the 2-item Pain Self-Efficacy Questionnaire (PSEQ-2), 5-item Short Health Anxiety Inventory scale (SHAI-5), and Patient-Reported Outcomes Measurement Information System (PROMIS) Depression. We assessed mean and median score, floor and ceiling effect, and skewness and kurtosis for each scale. Spearman correlation tests were used to test correlations between satisfaction and psychological status.
  • Results: The nonnumerical 0-100 VAS with 3 anchor points and the 5-point Likert scale had the least ceiling effect (12% and 20%, respectively). The 11-point ordinal scale had skewness and kurtosis closest to a normal distribution (skew = –0.58 and kurtosis = 4.0). Scaled satisfaction scores had a small but significant correlation with PSEQ-2 (r = 0.17; P = 0.006), but not with SHAI-5 (r = –0.12; P = 0.052) or PROMIS Depression (r = –0.12; P = 0.064). NPS were 35, 16, 67, and 20 for the scales, respectively.
  • Conclusion: Single-question measures of satisfaction can be adjusted to limit the ceiling effect. Additional research in this area is warranted.

Keywords: patient satisfaction; floor and ceiling effect; skewness and kurtosis; quality improvement.

Patient satisfaction is an important quality metric that is increasingly being measured, reported, and incentivized. A qualitative study identified 7 themes influencing satisfaction among people visiting an orthopedic surgeon’s office: trust, relatedness, expectations, wait time, visit duration, communication, and empathy.1 However, another study found that satisfaction and perceived empathy are not associated with wait time or visit duration, but rather with the quality of the visit.2 Satisfaction measures that incorporate many of these features in relatively long questionnaires are associated with lower response rates3 and overlap with the factors whose influence on satisfaction one would like to study (eg, perceived empathy or communication effectiveness).4 Single- and multiple-question satisfaction scores are prone to a strong right skew, with a substantial ceiling effect.5 Ceiling effect occurs when a considerable proportion (about half) of participants select 1 of the top 2 scores (or the maximum score). An ideal scale would measure satisfaction independent from other factors, would use 1 or just a few questions, and would have little or no ceiling effect.

In this randomized controlled trial, we examined whether there were significant differences in mean and median satisfaction, floor and ceiling effect, and data distribution (by looking at skewness and kurtosis) between 4 different kinds of satisfaction scales asking about the helpfulness of a visit. Additionally, we hypothesized that there is no correlation between scaled satisfaction and psychological status. Finally, we assessed how the satisfaction scores compared to the Net Promoter Scores (NPS). NPS are commonly used in the service industry to measure customer satisfaction; we are using these scores as a measure of patient satisfaction.

 

 

Methods

Study Design

All English-speaking new and return patients ages 18 to 89 years visiting an orthopedic surgeon in 1 of 7 clinics located in a large urban area were considered eligible for this study. Enrollment took place intermittently over a 5-month period. We were granted a waiver of written informed consent. Patients indicated their consent by completing the surveys. Patients were randomly assigned to 1 of the 4 questionnaires containing different scale types using an Excel random-number generator. After the visit, patients were asked to complete the survey. All questionnaires were administered on an encrypted tablet via a HIPAA-compliant, secure web-based application for building and managing online surveys and databases (REDCap; Research Electronic Data Capture).6 This study was approved by our Institutional Review Board and is registered on ClinicalTrials.gov (NCT03686735).7

Outcome Measures

Study participants were asked to complete questionnaires regarding demographics (sex, age, race/ethnicity, marital status, level of education, work status, insurance status, comorbidities) and to rate satisfaction with their visit on the scale that was randomly assigned to them: (1) an 11-point Likert scale with 5 anchor points and visible numbers; (2) a 5-point Likert scale with 5 anchor points and no visible numbers; (3) a 0-100 VAS with 3 anchor points and visible numbers; (4) a 0-100 VAS with 3 anchor points and no visible numbers (Figure 1). The 4 scales should not differ in time needed to complete them; however, we did not explicitly measure time to completion. Participants also completed measures of psychological aspects of illness. The 2-item Pain Self-Efficacy Questionnaire (PSEQ-2) was used to measure pain self-efficacy, an effective coping strategy for pain.8 Higher PSEQ-2 scores indicate a higher level of pain self-efficacy. The 5-item Short Health Anxiety Inventory scale (SHAI-5) was also administered; higher scores on this scale indicate a greater degree of health anxiety.9 The Patient-Reported Outcomes Measurement Information System (PROMIS) Depression was used to measure symptoms of depression.10 Finally, the diagnosis was recorded by the surgeon (not in table).

The 4 satisfaction scales. VAS, visual analogue scale.

Statistical Analysis

We reported continuous variables using mean, standard deviation (SD), median, and interquartile range (IQR). Categorical data are presented as frequencies and percentages. We calculated floor and ceiling effect and the skewness and kurtosis of every scale. We scaled every scale to 10 and also standardized every scale. We used the Kruskal–Wallis test to compare differences in satisfaction between the scales; Fisher’s exact test to compare differences in floor and ceiling effect; and Spearman correlation tests to test the correlation between scaled satisfaction scores and psychological status.

Ceiling effects are present when patients select the highest value on a scale rather than a value that reflects their actual feelings about a certain topic. Floor effects are present when patients select the lowest value in a similar fashion. These 2 effects indicate that an independent variable no longer influences the dependent variable being tested. Skewness and kurtosis are rough indicators of a normal distribution of values. Skewness (γ1) is an index of the symmetry of a distribution, with symmetric distributions having a skewness of 0. If skewness has a positive value, it suggests relatively many low values, having a long right tail. Negative skewness suggests relatively many high values, having a long left tail. Kurtosis (γ2) is a measure to describe tailedness of a distribution. Kurtosis of a normal distribution is 3. Negative kurtosis represents little peaked distribution, and positive kurtosis represents more peaked distribution.11,12 If skewness is 0 and kurtosis is 3, there is a normal, or Gaussian, distribution.

Finally, we manually calculated the NPS for all scales by subtracting the percentage of detractors (people who scored between 0 and 6) from the percentage of promoters (people who scored 9 or 10).13 NPS are widely used in the service industry to assess customer satisfaction, and scores range between –100 and 100.

An a priori power analysis indicated that in order to find a difference in satisfaction of 0.5 on a 0-10 scale, with an effect size of 80% and alpha set at 0.05, we needed 128 patients (64 per group). Since we wanted to compare 4 satisfaction scales, we doubled this.

 

 

Results

Patient Characteristics

All patients invited to participate in this study agreed, and 258 patients with various diagnoses were enrolled. The median age of the cohort was 54 years (IQR, 40-65 years); 114 (44%) were men, and 119 (42%) were new patients (Table 1). The number of patients assigned to scales 1, 2, 3, and 4 were 62 (24%), 70 (27%), 67 (26%), and 59 (23%), respectively.

Patient and Clinical Characteristics

Difference in Distribution

Looking at the data distribution (Figure 2) and skewness and kurtosis (Table 2) of the scales, we found that none of the scales was normally distributed.

Data distribution of the 4 scales.
The 11-point ordinal scale approached the most normal data distribution, with minimal skew (γ1, –0.58) and a normal kurtosis (γ2, 4.0).

Floor and Ceiling Effect and Skewness and Kurtosis of the Scales

Difference in Satisfaction Scores

Mean (SD) scaled satisfaction scores (range, 0-10) were 8.3 (1.2) for the 11-point ordinal scale, 8.3 (1.2) for the 5-point Likert scale, 8.9 (1.7) for the 0-100 numerical VAS, and 8.3 (1.3) for the 0-100 nonnumerical VAS (Table 3 and Table 4).

Characteristics of Scales
Because of nonnormal distributions, we tested for a difference using median scores. We found a difference in median scaled satisfaction scores (range, 0-10) between the 4 satisfaction scales: 11-point ordinal scale, 8.0 (8.0-9.0); 5-point Likert scale, 8.0 (8.0-8.0); 0-100 numerical VAS, 9.5 (8.9-10); and 0-100 nonnumerical VAS, 8.4 (7.6-9.5) (P < 0.001; Table 4).
Distribution of Scale Scores

 

Difference in Floor and Ceiling Effect

A difference was found in ceiling effect between the different scales (P = 0.025), with the 0-100 numerical VAS showing the highest ceiling effect (34%) and the 0-100 nonnumerical VAS showing the lowest ceiling effect (12%; Table 2). There was no floor effect. A single patient used the lowest score (on the Likert scale).

 

Correlation Between Satisfaction and Psychological Status

Scaled satisfaction scores had a small but significant correlation with PSEQ-2 (r = 0.17; P = 0.006), but not with SHAI-5 (r = –0.12; P = 0.052) or PROMIS Depression (r = –0.12; P = 0.064; not in table), indicating that patients with more self-efficacy had higher satisfaction ratings.

Net Promoter Scores

NPS were 35 for the 11-point ordinal scale; 16 for the 5-point Likert scale; 67 for the 0-100 numerical VAS; and 20 for the 0-100 nonnumerical VAS.

 

 

Discussion

Single-question measures of satisfaction can decrease patient burden and limit overlap with measures of communication effectiveness and perceived empathy. Both long and short questionnaires addressing satisfaction and perceived empathy show substantial ceiling effect. We compared 4 different measures for overall scores, floor and ceiling effect, and skewness and kurtosis, and assessed the correlation between scaled satisfaction and psychological status. We found that scale type influenced the median helpfulness score. As one would expect, scales with less ceiling effect have lower median scores. In other words, if the goal is to collect meaningful information and identify areas for improvement, there must be a willingness to accept lower scores.

Only the nonnumerical VAS was below the threshold of 15% ceiling effect proposed by Terwee et al.14 This scale with 3 anchor points and no visible numbers showed the least ceiling effect (12%) and minimal skew (–1.0), and was closer to kurtosis consistent with a normal distribution (5.0). However, the 11-point ordinal Likert scale with 5 anchor points and visible numbers had the lowest skewness and kurtosis (–0.58 and 4.0). The low ceiling effect observed with the nonnumerical VAS (12%) might be explained by the fact that the scale does not lead patients to a specific description of the helpfulness of their visit, but rather asks patients to use their own judgement in making the rating. The ordinal scale approached the most normal data distribution, and this might be explained by the presence of numbers on the scale. Ratings based on a 0-10 scale are commonly used, and familiarity with the system might have allowed people to pick a number that represents their actual view of the visit helpfulness, rather than picking the highest possible choice (which would have led to a ceiling effect). Study results comparing Likert scales and VAS are conflicting,15 with some preferring Likert scales for their responsiveness16 and ease of use in practice,17 and others preferring VAS for their sensitivity to describe continuous, subjective phenomenon and their high validity and reliability.18 Looking at our nonnumerical VAS, adding numbers to a scale might not help avoid, and may actually increase, the presence of ceiling effect. However, with the ordinal scale with visible numbers, we saw a 21% ceiling effect coupled with low skew and kurtosis (–0.58 and 4.0), which indicate that the distribution of scores is relatively normal. This finding is in line with other study results.19

Our findings demonstrated that feedback concerning self-efficacy, health anxiety, or depression had no or only a small effect on patient satisfaction. Consistent with prior evidence, psychological factors had limited or no correlation with satisfaction.20-24 Given the effect that priming has on patient-reported outcome measures, the effect of psychological factors on satisfaction could be an area of future study.

The NPS varied substantially based on scale structure. Increasing the spread of the scores to limit the ceiling effect will likely reduce promoters and detractors and increase neutrals. NPS systems have been used in the past to measure patient satisfaction with common hand surgery techniques and with community mental health services.25,26 These studies suggest that NPS could be a helpful addition to commonly used clinical measures of satisfaction, after more research has been done to validate it. The evidence showing that NPS are strongly influenced by scale structure suggests that NPS should be used and interpreted with caution.

Several caveats regarding this study should be kept in mind. This study specifically addressed ratings of visit helpfulness. Differently phrased questions might lead to different results. More work is needed to determine the essence of satisfaction with a medical visit.1 In addition, the majority of our patient population was white, employed, and privately insured, limiting generalizability to other populations with different demographics. Finally, all patients were seen by an orthopedic surgeon, and our results might not apply to other populations or clinical settings. However, given the scope of this study, we suspect that the findings can be generalized to specialty care in general and likely all medical contexts.

 

 

Conclusion

It is clear from this work that scale design can affect ceiling effect. We plan to test alternative phrasings and structures of single-question measures of satisfaction with a medical visit so that we can better study what factors contribute to satisfaction. It is notable that this approach runs counter to efforts to improve satisfaction scores, because reducing the ceiling effect reduces the mean score and may contribute to worse NPS. Further study is needed to find the optimal measure to assess satisfaction ratings.

Corresponding author: David Ring, MD, PhD, 1701 Trinity Street, Austin, TX, 78712; [email protected].

Financial disclosures: Dr. Ring has or may receive payment or benefits from Skeletal Dynamics; Wright Medical Group; the journal Clinical Orthopaedics and Related Research; and universities, hospitals, and lawyers not related to the submitted work.

References

1. Waters S, Edmondston SJ, Yates PJ, Gucciardi DF. Identification of factors influencing patient satisfaction with orthopaedic outpatient clinic consultation: A qualitative study. Man Ther. 2016;25:48-55.

2. Kortlever JTP, Ottenhoff JSE, Vagner GA, et al. Visit duration does not correlate with perceived physician empathy. J Bone Joint Surg Am. 2019;101:296-301.

3. Edwards P, Roberts I, Clarke M, et al. Methods to influence response to postal questionnaires. Cochrane Database Syst Rev. 2001(3):CD003227.

4. Salisbury C, Burgess A, Lattimer V, et al. Developing a standard short questionnaire for the assessment of patient satisfaction with out-of-hours primary care. Fam Pract. 2005;22:560-569.

5. Ross CK, Steward CA, Sinacore JM. A comparative study of seven measures of patient satisfaction. Med Care. 1995;33:392-406.

6. Harris PA, Taylor R, Thielke R, et al. Research electronic data capture (REDCap)--a metadata-driven methodology and workflow process for providing translational research informatics support. J Biomed Inform. 2009;42:377-381.

7. Medicine USNLo. ClinicalTrials.gov. Accessed March 18, 2019.

8. Nicholas MK, McGuire BE, Asghari A. A 2-item short form of the Pain Self-efficacy Questionnaire: development and psychometric evaluation of PSEQ-2. J Pain. 2015;16:153-163.

9. Salkovskis PM, Rimes KA, Warwick H, Clark D. The Health Anxiety Inventory: development and validation of scales for the measurement of health anxiety and hypochondriasis. Psychol Med. 2002;32:843-853.

10. Schalet BD, Pilkonis PA, Yu L, et al. Clinical validity of PROMIS depression, anxiety, and anger across diverse clinical samples. J Clin Epidemiol. 2016;73:119-127.

11. Ho AD, Yu CC. Descriptive statistics for modern test score distributions: skewness, kurtosis, discreteness, and ceiling effects. Educ Psychol Meas. 2015;75:365-388.

12. Kim HY. Statistical notes for clinical researchers: assessing normal distribution (2) using skewness and kurtosis. Restor Dent Endod. 2013;38:52-54.

13. NICE Satmetrix. What is net promoter? https://www.netpromoter.com/know/. Accessed March 18, 2019.

14. Terwee CB, Bot SD, de Boer MR, et al. Quality criteria were proposed for measurement properties of health status questionnaires. J Clin Epidemiol. 2007;60:34-42.

15. Hasson D, Arnetz BB. Validation and findings comparing VAS vs. Likert scales for psychosocial measurements. Int Electronic J Health Educ. 2005;8:178-192.

16. Vickers AJ. Comparison of an ordinal and a continuous outcome measure of muscle soreness. Int J Technol Assess Health Care. 1999;15:709-716.

17. Jaeschke R, Singer J, Guyatt GH. A comparison of seven-point and visual analogue scales: data from a randomized trial. Control Clin Trials. 1990;11:43-51.

18. Voutilainen A, Pitkaaho T, Kvist T, Vehvilainen-Julkunen K. How to ask about patient satisfaction? The visual analogue scale is less vulnerable to confounding factors and ceiling effect than a symmetric Likert scale. J Adv Nurs. 2016;72:946-957.

19. Brunelli C, Zecca E, Martini C, et al. Comparison of numerical and verbal rating scales to measure pain exacerbations in patients with chronic cancer pain. Health Qual Life Outcomes. 2010;8:42.

20. Hageman MG, Briet JP, Bossen JK, et al. Do previsit expectations correlate with satisfaction of new patients presenting for evaluation with an orthopaedic surgical practice? Clin Orthop Relat Res. 2015;473:716-721.

21. Keulen MHF, Teunis T, Vagner GA, et al. The effect of the content of patient-reported outcome measures on patient perceived empathy and satisfaction: a randomized controlled trial. J Hand Surg Am. 2018;43:1141.e1-e9.

22. Mellema JJ, O’Connor CM, Overbeek CL, et al. The effect of feedback regarding coping strategies and illness behavior on hand surgery patient satisfaction and communication: a randomized controlled trial. Hand. 2015;10:503-511.

23. Tyser AR, Gaffney CJ, Zhang C, Presson AP. The association of patient satisfaction with pain, anxiety, and self-reported physical function. J Bone Joint Surg Am. 2018;100:1811-1818.

24. Vranceanu AM, Ring D. Factors associated with patient satisfaction. J Hand Surg Am. 2011;36:1504-1508.

25. Stirling P, Jenkins PJ, Clement ND, et al. The Net Promoter Scores with Friends and Family Test after four hand surgery procedures. J Hand Surg Eur. 2019;44:290-295.

26. Wilberforce M, Poll S, Langham H, et al. Measuring the patient experience in community mental health services for older people: A study of the Net Promoter Score using the Friends and Family Test in England. Int J Geriatr Psychiatry. 2019;34:31-37.

Article PDF
Issue
Journal of Clinical Outcomes Management - 27(1)
Publications
Topics
Sections
Article PDF
Article PDF

From Dell Medical School, The University of Texas at Austin, Austin, TX.

Abstract

  • Objective: Satisfaction measures often show substantial ceiling effects. This randomized controlled trial tested the null hypothesis that there is no difference in mean overall satisfaction, ceiling and floor effect, and data distribution between 4 different kinds of single-question scales assessing the helpfulness of a visit. We also hypothesized that there is no correlation between scaled satisfaction and psychological status. Finally, we assessed how the satisfaction scores compared with the Net Promoter Scores (NPS).
  • Design: Randomized controlled trial.
  • Methods: We enrolled 258 adult, English-speaking new and returning patients. Patients were randomly assigned to 1 of 4 different scale types: (1) an 11-point ordinal scale with 5 anchor points; (2) a 5-point Likert scale; (3) a 0-100 visual analogue scale (VAS) electronic slider with 3 anchor points and visible numbers; and (4) a 0-100 VAS with 3 anchor points and no visible numbers. Additionally, patients completed the 2-item Pain Self-Efficacy Questionnaire (PSEQ-2), 5-item Short Health Anxiety Inventory scale (SHAI-5), and Patient-Reported Outcomes Measurement Information System (PROMIS) Depression. We assessed mean and median score, floor and ceiling effect, and skewness and kurtosis for each scale. Spearman correlation tests were used to test correlations between satisfaction and psychological status.
  • Results: The nonnumerical 0-100 VAS with 3 anchor points and the 5-point Likert scale had the least ceiling effect (12% and 20%, respectively). The 11-point ordinal scale had skewness and kurtosis closest to a normal distribution (skew = –0.58 and kurtosis = 4.0). Scaled satisfaction scores had a small but significant correlation with PSEQ-2 (r = 0.17; P = 0.006), but not with SHAI-5 (r = –0.12; P = 0.052) or PROMIS Depression (r = –0.12; P = 0.064). NPS were 35, 16, 67, and 20 for the scales, respectively.
  • Conclusion: Single-question measures of satisfaction can be adjusted to limit the ceiling effect. Additional research in this area is warranted.

Keywords: patient satisfaction; floor and ceiling effect; skewness and kurtosis; quality improvement.

Patient satisfaction is an important quality metric that is increasingly being measured, reported, and incentivized. A qualitative study identified 7 themes influencing satisfaction among people visiting an orthopedic surgeon’s office: trust, relatedness, expectations, wait time, visit duration, communication, and empathy.1 However, another study found that satisfaction and perceived empathy are not associated with wait time or visit duration, but rather with the quality of the visit.2 Satisfaction measures that incorporate many of these features in relatively long questionnaires are associated with lower response rates3 and overlap with the factors whose influence on satisfaction one would like to study (eg, perceived empathy or communication effectiveness).4 Single- and multiple-question satisfaction scores are prone to a strong right skew, with a substantial ceiling effect.5 Ceiling effect occurs when a considerable proportion (about half) of participants select 1 of the top 2 scores (or the maximum score). An ideal scale would measure satisfaction independent from other factors, would use 1 or just a few questions, and would have little or no ceiling effect.

In this randomized controlled trial, we examined whether there were significant differences in mean and median satisfaction, floor and ceiling effect, and data distribution (by looking at skewness and kurtosis) between 4 different kinds of satisfaction scales asking about the helpfulness of a visit. Additionally, we hypothesized that there is no correlation between scaled satisfaction and psychological status. Finally, we assessed how the satisfaction scores compared to the Net Promoter Scores (NPS). NPS are commonly used in the service industry to measure customer satisfaction; we are using these scores as a measure of patient satisfaction.

 

 

Methods

Study Design

All English-speaking new and return patients ages 18 to 89 years visiting an orthopedic surgeon in 1 of 7 clinics located in a large urban area were considered eligible for this study. Enrollment took place intermittently over a 5-month period. We were granted a waiver of written informed consent. Patients indicated their consent by completing the surveys. Patients were randomly assigned to 1 of the 4 questionnaires containing different scale types using an Excel random-number generator. After the visit, patients were asked to complete the survey. All questionnaires were administered on an encrypted tablet via a HIPAA-compliant, secure web-based application for building and managing online surveys and databases (REDCap; Research Electronic Data Capture).6 This study was approved by our Institutional Review Board and is registered on ClinicalTrials.gov (NCT03686735).7

Outcome Measures

Study participants were asked to complete questionnaires regarding demographics (sex, age, race/ethnicity, marital status, level of education, work status, insurance status, comorbidities) and to rate satisfaction with their visit on the scale that was randomly assigned to them: (1) an 11-point Likert scale with 5 anchor points and visible numbers; (2) a 5-point Likert scale with 5 anchor points and no visible numbers; (3) a 0-100 VAS with 3 anchor points and visible numbers; (4) a 0-100 VAS with 3 anchor points and no visible numbers (Figure 1). The 4 scales should not differ in time needed to complete them; however, we did not explicitly measure time to completion. Participants also completed measures of psychological aspects of illness. The 2-item Pain Self-Efficacy Questionnaire (PSEQ-2) was used to measure pain self-efficacy, an effective coping strategy for pain.8 Higher PSEQ-2 scores indicate a higher level of pain self-efficacy. The 5-item Short Health Anxiety Inventory scale (SHAI-5) was also administered; higher scores on this scale indicate a greater degree of health anxiety.9 The Patient-Reported Outcomes Measurement Information System (PROMIS) Depression was used to measure symptoms of depression.10 Finally, the diagnosis was recorded by the surgeon (not in table).

The 4 satisfaction scales. VAS, visual analogue scale.

Statistical Analysis

We reported continuous variables using mean, standard deviation (SD), median, and interquartile range (IQR). Categorical data are presented as frequencies and percentages. We calculated floor and ceiling effect and the skewness and kurtosis of every scale. We scaled every scale to 10 and also standardized every scale. We used the Kruskal–Wallis test to compare differences in satisfaction between the scales; Fisher’s exact test to compare differences in floor and ceiling effect; and Spearman correlation tests to test the correlation between scaled satisfaction scores and psychological status.

Ceiling effects are present when patients select the highest value on a scale rather than a value that reflects their actual feelings about a certain topic. Floor effects are present when patients select the lowest value in a similar fashion. These 2 effects indicate that an independent variable no longer influences the dependent variable being tested. Skewness and kurtosis are rough indicators of a normal distribution of values. Skewness (γ1) is an index of the symmetry of a distribution, with symmetric distributions having a skewness of 0. If skewness has a positive value, it suggests relatively many low values, having a long right tail. Negative skewness suggests relatively many high values, having a long left tail. Kurtosis (γ2) is a measure to describe tailedness of a distribution. Kurtosis of a normal distribution is 3. Negative kurtosis represents little peaked distribution, and positive kurtosis represents more peaked distribution.11,12 If skewness is 0 and kurtosis is 3, there is a normal, or Gaussian, distribution.

Finally, we manually calculated the NPS for all scales by subtracting the percentage of detractors (people who scored between 0 and 6) from the percentage of promoters (people who scored 9 or 10).13 NPS are widely used in the service industry to assess customer satisfaction, and scores range between –100 and 100.

An a priori power analysis indicated that in order to find a difference in satisfaction of 0.5 on a 0-10 scale, with an effect size of 80% and alpha set at 0.05, we needed 128 patients (64 per group). Since we wanted to compare 4 satisfaction scales, we doubled this.

 

 

Results

Patient Characteristics

All patients invited to participate in this study agreed, and 258 patients with various diagnoses were enrolled. The median age of the cohort was 54 years (IQR, 40-65 years); 114 (44%) were men, and 119 (42%) were new patients (Table 1). The number of patients assigned to scales 1, 2, 3, and 4 were 62 (24%), 70 (27%), 67 (26%), and 59 (23%), respectively.

Patient and Clinical Characteristics

Difference in Distribution

Looking at the data distribution (Figure 2) and skewness and kurtosis (Table 2) of the scales, we found that none of the scales was normally distributed.

Data distribution of the 4 scales.
The 11-point ordinal scale approached the most normal data distribution, with minimal skew (γ1, –0.58) and a normal kurtosis (γ2, 4.0).

Floor and Ceiling Effect and Skewness and Kurtosis of the Scales

Difference in Satisfaction Scores

Mean (SD) scaled satisfaction scores (range, 0-10) were 8.3 (1.2) for the 11-point ordinal scale, 8.3 (1.2) for the 5-point Likert scale, 8.9 (1.7) for the 0-100 numerical VAS, and 8.3 (1.3) for the 0-100 nonnumerical VAS (Table 3 and Table 4).

Characteristics of Scales
Because of nonnormal distributions, we tested for a difference using median scores. We found a difference in median scaled satisfaction scores (range, 0-10) between the 4 satisfaction scales: 11-point ordinal scale, 8.0 (8.0-9.0); 5-point Likert scale, 8.0 (8.0-8.0); 0-100 numerical VAS, 9.5 (8.9-10); and 0-100 nonnumerical VAS, 8.4 (7.6-9.5) (P < 0.001; Table 4).
Distribution of Scale Scores

 

Difference in Floor and Ceiling Effect

A difference was found in ceiling effect between the different scales (P = 0.025), with the 0-100 numerical VAS showing the highest ceiling effect (34%) and the 0-100 nonnumerical VAS showing the lowest ceiling effect (12%; Table 2). There was no floor effect. A single patient used the lowest score (on the Likert scale).

 

Correlation Between Satisfaction and Psychological Status

Scaled satisfaction scores had a small but significant correlation with PSEQ-2 (r = 0.17; P = 0.006), but not with SHAI-5 (r = –0.12; P = 0.052) or PROMIS Depression (r = –0.12; P = 0.064; not in table), indicating that patients with more self-efficacy had higher satisfaction ratings.

Net Promoter Scores

NPS were 35 for the 11-point ordinal scale; 16 for the 5-point Likert scale; 67 for the 0-100 numerical VAS; and 20 for the 0-100 nonnumerical VAS.

 

 

Discussion

Single-question measures of satisfaction can decrease patient burden and limit overlap with measures of communication effectiveness and perceived empathy. Both long and short questionnaires addressing satisfaction and perceived empathy show substantial ceiling effect. We compared 4 different measures for overall scores, floor and ceiling effect, and skewness and kurtosis, and assessed the correlation between scaled satisfaction and psychological status. We found that scale type influenced the median helpfulness score. As one would expect, scales with less ceiling effect have lower median scores. In other words, if the goal is to collect meaningful information and identify areas for improvement, there must be a willingness to accept lower scores.

Only the nonnumerical VAS was below the threshold of 15% ceiling effect proposed by Terwee et al.14 This scale with 3 anchor points and no visible numbers showed the least ceiling effect (12%) and minimal skew (–1.0), and was closer to kurtosis consistent with a normal distribution (5.0). However, the 11-point ordinal Likert scale with 5 anchor points and visible numbers had the lowest skewness and kurtosis (–0.58 and 4.0). The low ceiling effect observed with the nonnumerical VAS (12%) might be explained by the fact that the scale does not lead patients to a specific description of the helpfulness of their visit, but rather asks patients to use their own judgement in making the rating. The ordinal scale approached the most normal data distribution, and this might be explained by the presence of numbers on the scale. Ratings based on a 0-10 scale are commonly used, and familiarity with the system might have allowed people to pick a number that represents their actual view of the visit helpfulness, rather than picking the highest possible choice (which would have led to a ceiling effect). Study results comparing Likert scales and VAS are conflicting,15 with some preferring Likert scales for their responsiveness16 and ease of use in practice,17 and others preferring VAS for their sensitivity to describe continuous, subjective phenomenon and their high validity and reliability.18 Looking at our nonnumerical VAS, adding numbers to a scale might not help avoid, and may actually increase, the presence of ceiling effect. However, with the ordinal scale with visible numbers, we saw a 21% ceiling effect coupled with low skew and kurtosis (–0.58 and 4.0), which indicate that the distribution of scores is relatively normal. This finding is in line with other study results.19

Our findings demonstrated that feedback concerning self-efficacy, health anxiety, or depression had no or only a small effect on patient satisfaction. Consistent with prior evidence, psychological factors had limited or no correlation with satisfaction.20-24 Given the effect that priming has on patient-reported outcome measures, the effect of psychological factors on satisfaction could be an area of future study.

The NPS varied substantially based on scale structure. Increasing the spread of the scores to limit the ceiling effect will likely reduce promoters and detractors and increase neutrals. NPS systems have been used in the past to measure patient satisfaction with common hand surgery techniques and with community mental health services.25,26 These studies suggest that NPS could be a helpful addition to commonly used clinical measures of satisfaction, after more research has been done to validate it. The evidence showing that NPS are strongly influenced by scale structure suggests that NPS should be used and interpreted with caution.

Several caveats regarding this study should be kept in mind. This study specifically addressed ratings of visit helpfulness. Differently phrased questions might lead to different results. More work is needed to determine the essence of satisfaction with a medical visit.1 In addition, the majority of our patient population was white, employed, and privately insured, limiting generalizability to other populations with different demographics. Finally, all patients were seen by an orthopedic surgeon, and our results might not apply to other populations or clinical settings. However, given the scope of this study, we suspect that the findings can be generalized to specialty care in general and likely all medical contexts.

 

 

Conclusion

It is clear from this work that scale design can affect ceiling effect. We plan to test alternative phrasings and structures of single-question measures of satisfaction with a medical visit so that we can better study what factors contribute to satisfaction. It is notable that this approach runs counter to efforts to improve satisfaction scores, because reducing the ceiling effect reduces the mean score and may contribute to worse NPS. Further study is needed to find the optimal measure to assess satisfaction ratings.

Corresponding author: David Ring, MD, PhD, 1701 Trinity Street, Austin, TX, 78712; [email protected].

Financial disclosures: Dr. Ring has or may receive payment or benefits from Skeletal Dynamics; Wright Medical Group; the journal Clinical Orthopaedics and Related Research; and universities, hospitals, and lawyers not related to the submitted work.

From Dell Medical School, The University of Texas at Austin, Austin, TX.

Abstract

  • Objective: Satisfaction measures often show substantial ceiling effects. This randomized controlled trial tested the null hypothesis that there is no difference in mean overall satisfaction, ceiling and floor effect, and data distribution between 4 different kinds of single-question scales assessing the helpfulness of a visit. We also hypothesized that there is no correlation between scaled satisfaction and psychological status. Finally, we assessed how the satisfaction scores compared with the Net Promoter Scores (NPS).
  • Design: Randomized controlled trial.
  • Methods: We enrolled 258 adult, English-speaking new and returning patients. Patients were randomly assigned to 1 of 4 different scale types: (1) an 11-point ordinal scale with 5 anchor points; (2) a 5-point Likert scale; (3) a 0-100 visual analogue scale (VAS) electronic slider with 3 anchor points and visible numbers; and (4) a 0-100 VAS with 3 anchor points and no visible numbers. Additionally, patients completed the 2-item Pain Self-Efficacy Questionnaire (PSEQ-2), 5-item Short Health Anxiety Inventory scale (SHAI-5), and Patient-Reported Outcomes Measurement Information System (PROMIS) Depression. We assessed mean and median score, floor and ceiling effect, and skewness and kurtosis for each scale. Spearman correlation tests were used to test correlations between satisfaction and psychological status.
  • Results: The nonnumerical 0-100 VAS with 3 anchor points and the 5-point Likert scale had the least ceiling effect (12% and 20%, respectively). The 11-point ordinal scale had skewness and kurtosis closest to a normal distribution (skew = –0.58 and kurtosis = 4.0). Scaled satisfaction scores had a small but significant correlation with PSEQ-2 (r = 0.17; P = 0.006), but not with SHAI-5 (r = –0.12; P = 0.052) or PROMIS Depression (r = –0.12; P = 0.064). NPS were 35, 16, 67, and 20 for the scales, respectively.
  • Conclusion: Single-question measures of satisfaction can be adjusted to limit the ceiling effect. Additional research in this area is warranted.

Keywords: patient satisfaction; floor and ceiling effect; skewness and kurtosis; quality improvement.

Patient satisfaction is an important quality metric that is increasingly being measured, reported, and incentivized. A qualitative study identified 7 themes influencing satisfaction among people visiting an orthopedic surgeon’s office: trust, relatedness, expectations, wait time, visit duration, communication, and empathy.1 However, another study found that satisfaction and perceived empathy are not associated with wait time or visit duration, but rather with the quality of the visit.2 Satisfaction measures that incorporate many of these features in relatively long questionnaires are associated with lower response rates3 and overlap with the factors whose influence on satisfaction one would like to study (eg, perceived empathy or communication effectiveness).4 Single- and multiple-question satisfaction scores are prone to a strong right skew, with a substantial ceiling effect.5 Ceiling effect occurs when a considerable proportion (about half) of participants select 1 of the top 2 scores (or the maximum score). An ideal scale would measure satisfaction independent from other factors, would use 1 or just a few questions, and would have little or no ceiling effect.

In this randomized controlled trial, we examined whether there were significant differences in mean and median satisfaction, floor and ceiling effect, and data distribution (by looking at skewness and kurtosis) between 4 different kinds of satisfaction scales asking about the helpfulness of a visit. Additionally, we hypothesized that there is no correlation between scaled satisfaction and psychological status. Finally, we assessed how the satisfaction scores compared to the Net Promoter Scores (NPS). NPS are commonly used in the service industry to measure customer satisfaction; we are using these scores as a measure of patient satisfaction.

 

 

Methods

Study Design

All English-speaking new and return patients ages 18 to 89 years visiting an orthopedic surgeon in 1 of 7 clinics located in a large urban area were considered eligible for this study. Enrollment took place intermittently over a 5-month period. We were granted a waiver of written informed consent. Patients indicated their consent by completing the surveys. Patients were randomly assigned to 1 of the 4 questionnaires containing different scale types using an Excel random-number generator. After the visit, patients were asked to complete the survey. All questionnaires were administered on an encrypted tablet via a HIPAA-compliant, secure web-based application for building and managing online surveys and databases (REDCap; Research Electronic Data Capture).6 This study was approved by our Institutional Review Board and is registered on ClinicalTrials.gov (NCT03686735).7

Outcome Measures

Study participants were asked to complete questionnaires regarding demographics (sex, age, race/ethnicity, marital status, level of education, work status, insurance status, comorbidities) and to rate satisfaction with their visit on the scale that was randomly assigned to them: (1) an 11-point Likert scale with 5 anchor points and visible numbers; (2) a 5-point Likert scale with 5 anchor points and no visible numbers; (3) a 0-100 VAS with 3 anchor points and visible numbers; (4) a 0-100 VAS with 3 anchor points and no visible numbers (Figure 1). The 4 scales should not differ in time needed to complete them; however, we did not explicitly measure time to completion. Participants also completed measures of psychological aspects of illness. The 2-item Pain Self-Efficacy Questionnaire (PSEQ-2) was used to measure pain self-efficacy, an effective coping strategy for pain.8 Higher PSEQ-2 scores indicate a higher level of pain self-efficacy. The 5-item Short Health Anxiety Inventory scale (SHAI-5) was also administered; higher scores on this scale indicate a greater degree of health anxiety.9 The Patient-Reported Outcomes Measurement Information System (PROMIS) Depression was used to measure symptoms of depression.10 Finally, the diagnosis was recorded by the surgeon (not in table).

The 4 satisfaction scales. VAS, visual analogue scale.

Statistical Analysis

We reported continuous variables using mean, standard deviation (SD), median, and interquartile range (IQR). Categorical data are presented as frequencies and percentages. We calculated floor and ceiling effect and the skewness and kurtosis of every scale. We scaled every scale to 10 and also standardized every scale. We used the Kruskal–Wallis test to compare differences in satisfaction between the scales; Fisher’s exact test to compare differences in floor and ceiling effect; and Spearman correlation tests to test the correlation between scaled satisfaction scores and psychological status.

Ceiling effects are present when patients select the highest value on a scale rather than a value that reflects their actual feelings about a certain topic. Floor effects are present when patients select the lowest value in a similar fashion. These 2 effects indicate that an independent variable no longer influences the dependent variable being tested. Skewness and kurtosis are rough indicators of a normal distribution of values. Skewness (γ1) is an index of the symmetry of a distribution, with symmetric distributions having a skewness of 0. If skewness has a positive value, it suggests relatively many low values, having a long right tail. Negative skewness suggests relatively many high values, having a long left tail. Kurtosis (γ2) is a measure to describe tailedness of a distribution. Kurtosis of a normal distribution is 3. Negative kurtosis represents little peaked distribution, and positive kurtosis represents more peaked distribution.11,12 If skewness is 0 and kurtosis is 3, there is a normal, or Gaussian, distribution.

Finally, we manually calculated the NPS for all scales by subtracting the percentage of detractors (people who scored between 0 and 6) from the percentage of promoters (people who scored 9 or 10).13 NPS are widely used in the service industry to assess customer satisfaction, and scores range between –100 and 100.

An a priori power analysis indicated that in order to find a difference in satisfaction of 0.5 on a 0-10 scale, with an effect size of 80% and alpha set at 0.05, we needed 128 patients (64 per group). Since we wanted to compare 4 satisfaction scales, we doubled this.

 

 

Results

Patient Characteristics

All patients invited to participate in this study agreed, and 258 patients with various diagnoses were enrolled. The median age of the cohort was 54 years (IQR, 40-65 years); 114 (44%) were men, and 119 (42%) were new patients (Table 1). The number of patients assigned to scales 1, 2, 3, and 4 were 62 (24%), 70 (27%), 67 (26%), and 59 (23%), respectively.

Patient and Clinical Characteristics

Difference in Distribution

Looking at the data distribution (Figure 2) and skewness and kurtosis (Table 2) of the scales, we found that none of the scales was normally distributed.

Data distribution of the 4 scales.
The 11-point ordinal scale approached the most normal data distribution, with minimal skew (γ1, –0.58) and a normal kurtosis (γ2, 4.0).

Floor and Ceiling Effect and Skewness and Kurtosis of the Scales

Difference in Satisfaction Scores

Mean (SD) scaled satisfaction scores (range, 0-10) were 8.3 (1.2) for the 11-point ordinal scale, 8.3 (1.2) for the 5-point Likert scale, 8.9 (1.7) for the 0-100 numerical VAS, and 8.3 (1.3) for the 0-100 nonnumerical VAS (Table 3 and Table 4).

Characteristics of Scales
Because of nonnormal distributions, we tested for a difference using median scores. We found a difference in median scaled satisfaction scores (range, 0-10) between the 4 satisfaction scales: 11-point ordinal scale, 8.0 (8.0-9.0); 5-point Likert scale, 8.0 (8.0-8.0); 0-100 numerical VAS, 9.5 (8.9-10); and 0-100 nonnumerical VAS, 8.4 (7.6-9.5) (P < 0.001; Table 4).
Distribution of Scale Scores

 

Difference in Floor and Ceiling Effect

A difference was found in ceiling effect between the different scales (P = 0.025), with the 0-100 numerical VAS showing the highest ceiling effect (34%) and the 0-100 nonnumerical VAS showing the lowest ceiling effect (12%; Table 2). There was no floor effect. A single patient used the lowest score (on the Likert scale).

 

Correlation Between Satisfaction and Psychological Status

Scaled satisfaction scores had a small but significant correlation with PSEQ-2 (r = 0.17; P = 0.006), but not with SHAI-5 (r = –0.12; P = 0.052) or PROMIS Depression (r = –0.12; P = 0.064; not in table), indicating that patients with more self-efficacy had higher satisfaction ratings.

Net Promoter Scores

NPS were 35 for the 11-point ordinal scale; 16 for the 5-point Likert scale; 67 for the 0-100 numerical VAS; and 20 for the 0-100 nonnumerical VAS.

 

 

Discussion

Single-question measures of satisfaction can decrease patient burden and limit overlap with measures of communication effectiveness and perceived empathy. Both long and short questionnaires addressing satisfaction and perceived empathy show substantial ceiling effect. We compared 4 different measures for overall scores, floor and ceiling effect, and skewness and kurtosis, and assessed the correlation between scaled satisfaction and psychological status. We found that scale type influenced the median helpfulness score. As one would expect, scales with less ceiling effect have lower median scores. In other words, if the goal is to collect meaningful information and identify areas for improvement, there must be a willingness to accept lower scores.

Only the nonnumerical VAS was below the threshold of 15% ceiling effect proposed by Terwee et al.14 This scale with 3 anchor points and no visible numbers showed the least ceiling effect (12%) and minimal skew (–1.0), and was closer to kurtosis consistent with a normal distribution (5.0). However, the 11-point ordinal Likert scale with 5 anchor points and visible numbers had the lowest skewness and kurtosis (–0.58 and 4.0). The low ceiling effect observed with the nonnumerical VAS (12%) might be explained by the fact that the scale does not lead patients to a specific description of the helpfulness of their visit, but rather asks patients to use their own judgement in making the rating. The ordinal scale approached the most normal data distribution, and this might be explained by the presence of numbers on the scale. Ratings based on a 0-10 scale are commonly used, and familiarity with the system might have allowed people to pick a number that represents their actual view of the visit helpfulness, rather than picking the highest possible choice (which would have led to a ceiling effect). Study results comparing Likert scales and VAS are conflicting,15 with some preferring Likert scales for their responsiveness16 and ease of use in practice,17 and others preferring VAS for their sensitivity to describe continuous, subjective phenomenon and their high validity and reliability.18 Looking at our nonnumerical VAS, adding numbers to a scale might not help avoid, and may actually increase, the presence of ceiling effect. However, with the ordinal scale with visible numbers, we saw a 21% ceiling effect coupled with low skew and kurtosis (–0.58 and 4.0), which indicate that the distribution of scores is relatively normal. This finding is in line with other study results.19

Our findings demonstrated that feedback concerning self-efficacy, health anxiety, or depression had no or only a small effect on patient satisfaction. Consistent with prior evidence, psychological factors had limited or no correlation with satisfaction.20-24 Given the effect that priming has on patient-reported outcome measures, the effect of psychological factors on satisfaction could be an area of future study.

The NPS varied substantially based on scale structure. Increasing the spread of the scores to limit the ceiling effect will likely reduce promoters and detractors and increase neutrals. NPS systems have been used in the past to measure patient satisfaction with common hand surgery techniques and with community mental health services.25,26 These studies suggest that NPS could be a helpful addition to commonly used clinical measures of satisfaction, after more research has been done to validate it. The evidence showing that NPS are strongly influenced by scale structure suggests that NPS should be used and interpreted with caution.

Several caveats regarding this study should be kept in mind. This study specifically addressed ratings of visit helpfulness. Differently phrased questions might lead to different results. More work is needed to determine the essence of satisfaction with a medical visit.1 In addition, the majority of our patient population was white, employed, and privately insured, limiting generalizability to other populations with different demographics. Finally, all patients were seen by an orthopedic surgeon, and our results might not apply to other populations or clinical settings. However, given the scope of this study, we suspect that the findings can be generalized to specialty care in general and likely all medical contexts.

 

 

Conclusion

It is clear from this work that scale design can affect ceiling effect. We plan to test alternative phrasings and structures of single-question measures of satisfaction with a medical visit so that we can better study what factors contribute to satisfaction. It is notable that this approach runs counter to efforts to improve satisfaction scores, because reducing the ceiling effect reduces the mean score and may contribute to worse NPS. Further study is needed to find the optimal measure to assess satisfaction ratings.

Corresponding author: David Ring, MD, PhD, 1701 Trinity Street, Austin, TX, 78712; [email protected].

Financial disclosures: Dr. Ring has or may receive payment or benefits from Skeletal Dynamics; Wright Medical Group; the journal Clinical Orthopaedics and Related Research; and universities, hospitals, and lawyers not related to the submitted work.

References

1. Waters S, Edmondston SJ, Yates PJ, Gucciardi DF. Identification of factors influencing patient satisfaction with orthopaedic outpatient clinic consultation: A qualitative study. Man Ther. 2016;25:48-55.

2. Kortlever JTP, Ottenhoff JSE, Vagner GA, et al. Visit duration does not correlate with perceived physician empathy. J Bone Joint Surg Am. 2019;101:296-301.

3. Edwards P, Roberts I, Clarke M, et al. Methods to influence response to postal questionnaires. Cochrane Database Syst Rev. 2001(3):CD003227.

4. Salisbury C, Burgess A, Lattimer V, et al. Developing a standard short questionnaire for the assessment of patient satisfaction with out-of-hours primary care. Fam Pract. 2005;22:560-569.

5. Ross CK, Steward CA, Sinacore JM. A comparative study of seven measures of patient satisfaction. Med Care. 1995;33:392-406.

6. Harris PA, Taylor R, Thielke R, et al. Research electronic data capture (REDCap)--a metadata-driven methodology and workflow process for providing translational research informatics support. J Biomed Inform. 2009;42:377-381.

7. Medicine USNLo. ClinicalTrials.gov. Accessed March 18, 2019.

8. Nicholas MK, McGuire BE, Asghari A. A 2-item short form of the Pain Self-efficacy Questionnaire: development and psychometric evaluation of PSEQ-2. J Pain. 2015;16:153-163.

9. Salkovskis PM, Rimes KA, Warwick H, Clark D. The Health Anxiety Inventory: development and validation of scales for the measurement of health anxiety and hypochondriasis. Psychol Med. 2002;32:843-853.

10. Schalet BD, Pilkonis PA, Yu L, et al. Clinical validity of PROMIS depression, anxiety, and anger across diverse clinical samples. J Clin Epidemiol. 2016;73:119-127.

11. Ho AD, Yu CC. Descriptive statistics for modern test score distributions: skewness, kurtosis, discreteness, and ceiling effects. Educ Psychol Meas. 2015;75:365-388.

12. Kim HY. Statistical notes for clinical researchers: assessing normal distribution (2) using skewness and kurtosis. Restor Dent Endod. 2013;38:52-54.

13. NICE Satmetrix. What is net promoter? https://www.netpromoter.com/know/. Accessed March 18, 2019.

14. Terwee CB, Bot SD, de Boer MR, et al. Quality criteria were proposed for measurement properties of health status questionnaires. J Clin Epidemiol. 2007;60:34-42.

15. Hasson D, Arnetz BB. Validation and findings comparing VAS vs. Likert scales for psychosocial measurements. Int Electronic J Health Educ. 2005;8:178-192.

16. Vickers AJ. Comparison of an ordinal and a continuous outcome measure of muscle soreness. Int J Technol Assess Health Care. 1999;15:709-716.

17. Jaeschke R, Singer J, Guyatt GH. A comparison of seven-point and visual analogue scales: data from a randomized trial. Control Clin Trials. 1990;11:43-51.

18. Voutilainen A, Pitkaaho T, Kvist T, Vehvilainen-Julkunen K. How to ask about patient satisfaction? The visual analogue scale is less vulnerable to confounding factors and ceiling effect than a symmetric Likert scale. J Adv Nurs. 2016;72:946-957.

19. Brunelli C, Zecca E, Martini C, et al. Comparison of numerical and verbal rating scales to measure pain exacerbations in patients with chronic cancer pain. Health Qual Life Outcomes. 2010;8:42.

20. Hageman MG, Briet JP, Bossen JK, et al. Do previsit expectations correlate with satisfaction of new patients presenting for evaluation with an orthopaedic surgical practice? Clin Orthop Relat Res. 2015;473:716-721.

21. Keulen MHF, Teunis T, Vagner GA, et al. The effect of the content of patient-reported outcome measures on patient perceived empathy and satisfaction: a randomized controlled trial. J Hand Surg Am. 2018;43:1141.e1-e9.

22. Mellema JJ, O’Connor CM, Overbeek CL, et al. The effect of feedback regarding coping strategies and illness behavior on hand surgery patient satisfaction and communication: a randomized controlled trial. Hand. 2015;10:503-511.

23. Tyser AR, Gaffney CJ, Zhang C, Presson AP. The association of patient satisfaction with pain, anxiety, and self-reported physical function. J Bone Joint Surg Am. 2018;100:1811-1818.

24. Vranceanu AM, Ring D. Factors associated with patient satisfaction. J Hand Surg Am. 2011;36:1504-1508.

25. Stirling P, Jenkins PJ, Clement ND, et al. The Net Promoter Scores with Friends and Family Test after four hand surgery procedures. J Hand Surg Eur. 2019;44:290-295.

26. Wilberforce M, Poll S, Langham H, et al. Measuring the patient experience in community mental health services for older people: A study of the Net Promoter Score using the Friends and Family Test in England. Int J Geriatr Psychiatry. 2019;34:31-37.

References

1. Waters S, Edmondston SJ, Yates PJ, Gucciardi DF. Identification of factors influencing patient satisfaction with orthopaedic outpatient clinic consultation: A qualitative study. Man Ther. 2016;25:48-55.

2. Kortlever JTP, Ottenhoff JSE, Vagner GA, et al. Visit duration does not correlate with perceived physician empathy. J Bone Joint Surg Am. 2019;101:296-301.

3. Edwards P, Roberts I, Clarke M, et al. Methods to influence response to postal questionnaires. Cochrane Database Syst Rev. 2001(3):CD003227.

4. Salisbury C, Burgess A, Lattimer V, et al. Developing a standard short questionnaire for the assessment of patient satisfaction with out-of-hours primary care. Fam Pract. 2005;22:560-569.

5. Ross CK, Steward CA, Sinacore JM. A comparative study of seven measures of patient satisfaction. Med Care. 1995;33:392-406.

6. Harris PA, Taylor R, Thielke R, et al. Research electronic data capture (REDCap)--a metadata-driven methodology and workflow process for providing translational research informatics support. J Biomed Inform. 2009;42:377-381.

7. Medicine USNLo. ClinicalTrials.gov. Accessed March 18, 2019.

8. Nicholas MK, McGuire BE, Asghari A. A 2-item short form of the Pain Self-efficacy Questionnaire: development and psychometric evaluation of PSEQ-2. J Pain. 2015;16:153-163.

9. Salkovskis PM, Rimes KA, Warwick H, Clark D. The Health Anxiety Inventory: development and validation of scales for the measurement of health anxiety and hypochondriasis. Psychol Med. 2002;32:843-853.

10. Schalet BD, Pilkonis PA, Yu L, et al. Clinical validity of PROMIS depression, anxiety, and anger across diverse clinical samples. J Clin Epidemiol. 2016;73:119-127.

11. Ho AD, Yu CC. Descriptive statistics for modern test score distributions: skewness, kurtosis, discreteness, and ceiling effects. Educ Psychol Meas. 2015;75:365-388.

12. Kim HY. Statistical notes for clinical researchers: assessing normal distribution (2) using skewness and kurtosis. Restor Dent Endod. 2013;38:52-54.

13. NICE Satmetrix. What is net promoter? https://www.netpromoter.com/know/. Accessed March 18, 2019.

14. Terwee CB, Bot SD, de Boer MR, et al. Quality criteria were proposed for measurement properties of health status questionnaires. J Clin Epidemiol. 2007;60:34-42.

15. Hasson D, Arnetz BB. Validation and findings comparing VAS vs. Likert scales for psychosocial measurements. Int Electronic J Health Educ. 2005;8:178-192.

16. Vickers AJ. Comparison of an ordinal and a continuous outcome measure of muscle soreness. Int J Technol Assess Health Care. 1999;15:709-716.

17. Jaeschke R, Singer J, Guyatt GH. A comparison of seven-point and visual analogue scales: data from a randomized trial. Control Clin Trials. 1990;11:43-51.

18. Voutilainen A, Pitkaaho T, Kvist T, Vehvilainen-Julkunen K. How to ask about patient satisfaction? The visual analogue scale is less vulnerable to confounding factors and ceiling effect than a symmetric Likert scale. J Adv Nurs. 2016;72:946-957.

19. Brunelli C, Zecca E, Martini C, et al. Comparison of numerical and verbal rating scales to measure pain exacerbations in patients with chronic cancer pain. Health Qual Life Outcomes. 2010;8:42.

20. Hageman MG, Briet JP, Bossen JK, et al. Do previsit expectations correlate with satisfaction of new patients presenting for evaluation with an orthopaedic surgical practice? Clin Orthop Relat Res. 2015;473:716-721.

21. Keulen MHF, Teunis T, Vagner GA, et al. The effect of the content of patient-reported outcome measures on patient perceived empathy and satisfaction: a randomized controlled trial. J Hand Surg Am. 2018;43:1141.e1-e9.

22. Mellema JJ, O’Connor CM, Overbeek CL, et al. The effect of feedback regarding coping strategies and illness behavior on hand surgery patient satisfaction and communication: a randomized controlled trial. Hand. 2015;10:503-511.

23. Tyser AR, Gaffney CJ, Zhang C, Presson AP. The association of patient satisfaction with pain, anxiety, and self-reported physical function. J Bone Joint Surg Am. 2018;100:1811-1818.

24. Vranceanu AM, Ring D. Factors associated with patient satisfaction. J Hand Surg Am. 2011;36:1504-1508.

25. Stirling P, Jenkins PJ, Clement ND, et al. The Net Promoter Scores with Friends and Family Test after four hand surgery procedures. J Hand Surg Eur. 2019;44:290-295.

26. Wilberforce M, Poll S, Langham H, et al. Measuring the patient experience in community mental health services for older people: A study of the Net Promoter Score using the Friends and Family Test in England. Int J Geriatr Psychiatry. 2019;34:31-37.

Issue
Journal of Clinical Outcomes Management - 27(1)
Issue
Journal of Clinical Outcomes Management - 27(1)
Publications
Publications
Topics
Article Type
Display Headline
A Comparison of 4 Single-Question Measures of Patient Satisfaction
Display Headline
A Comparison of 4 Single-Question Measures of Patient Satisfaction
Sections
Disallow All Ads
Content Gating
No Gating (article Unlocked/Free)
Alternative CME
Disqus Comments
Default
Use ProPublica
Hide sidebar & use full width
render the right sidebar.
Article PDF Media

Families as Care Partners: Implementing the Better Together Initiative Across a Large Health System

Article Type
Changed
Thu, 04/23/2020 - 11:43
Display Headline
Families as Care Partners: Implementing the Better Together Initiative Across a Large Health System

From the Institute for Patient- and Family-Centered Care, Bethesda, MD (Ms. Dokken and Ms. Johnson), and Northwell Health, New Hyde Park, NY (Dr. Barden, Ms. Tuomey, and Ms. Giammarinaro).

Abstract

Objective: To describe the growth of Better Together: Partnering with Families, a campaign launched in 2014 to eliminate restrictive hospital visiting policies and to put in place policies that recognize families as partners in care, and to discuss the processes involved in implementing the initiative in a large, integrated health system.

Methods: Descriptive report.

Results: In June 2014, the Institute for Patient- and Family-Centered Care (IPFCC) launched the Better Together campaign to emphasize the importance of family presence and participation to the quality, experience, safety, and outcomes of care. Since then, this initiative has expanded in both the United States and Canada. With support from 2 funders in the United States, special attention was focused on acute care hospitals across New York State. Nearly 50 hospitals participated in 2 separate but related projects. Fifteen of the hospitals are part of Northwell Health, New York State’s largest health system. Over a 10-month period, these hospitals made significant progress in changing policy, practice, and communication to support family presence.

Conclusion: The Better Together initiative was implemented across a health system with strong support from leadership and the involvement of patient and family advisors. An intervention offering structured training, coaching, and resources, like IPFCC’s Better Together initiative, can facilitate the change process.

Keywords: family presence; visiting policies; patient-centered care; family-centered care; patient experience.

The presence of families at the bedside of patients is often restricted by hospital visiting hours. Hospitals that maintain these restrictive policies cite concerns about negative impacts on security, infection control, privacy, and staff workload. But there are no data to support these concerns, and the experience of hospitals that have successfully changed policy and practice to welcome families demonstrates the potential positive impacts of less restrictive policies on patient care and outcomes.1 For example, hospitalization can lead to reduced cognitive function in elderly patients. Family members would recognize the changes and could provide valuable information to hospital staff, potentially improving outcomes.2

In June 2014, the Institute for Patient- and Family-Centered Care (IPFCC) launched the campaign Better Together: Partnering with Families.3 The campaign is is grounded in patient- and family- centered care, an approach to care that supports partnerships among health care providers, patients, and families, and, among other core principles, advocates that patients define their “families” and how they will participate in care and decision-making.

Emphasizing the importance of family presence and participation to quality and safety, the Better Together campaign seeks to eliminate restrictive visiting policies and calls upon hospitals to include families as members of the care team and to welcome them 24 hours a day, 7 days a week, according to patient preference. As part of the campaign, IPFCC developed an extensive toolkit of resources that is available to hospitals and other organizations at no cost. The resources include sample policies; profiles of hospitals that have implemented family presence policies; educational materials for staff, patients, and families; and a template for hospital websites. This article, a follow-up to an article published in the January 2015 issue of JCOM,1 discusses the growth of the Better Together initiative as well as the processes involved in implementing the initiative across a large health system.

 

 

Growth of the Initiative

Since its launch in 2014, the Better Together initiative has continued to expand in the United States and Canada. In Canada, under the leadership of the Canadian Foundation for Healthcare Improvement (CFHI), more than 50 organizations have made a commitment to the Better Together program and family presence.4 Utilizing and adapting IPFCC’s Toolkit, CFHI developed a change package of free resources for Canadian organizations.5 Some of the materials, including the Pocket Guide for Families (Manuel des Familles), were translated into French.6

With support from 2 funders in the United States, the United Hospital Fund and the New York State Health (NYSHealth) Foundation, through a subcontract with the New York Public Interest Research Group (NYPIRG), IPFCC has been able to focus on hospitals in New York City, including public hospitals, and, more broadly, acute care hospitals across New York State. Nearly 50 hospitals participated in these 2 separate but related projects.

Education and Support for New York City Hospitals

Supported by the United Hospital Fund, an 18-month project that focused specifically on New York City hospitals was completed in June 2017. The project began with a 1-day intensive training event with representatives of 21 hospitals. Eighteen of those hospitals were eligible to participate in follow-up consultation provided by IPFCC, and 14 participated in some kind of follow-up. NYC Health + Hospitals (H+H), the system of public hospitals in NYC, participated most fully in these activities.

The outcomes of the Better Together initiative in New York City are summarized in the report Sick, Scared, & Separated From Loved Ones,2 which is based on a pre/post review of hospital visitation/family presence policies and website communications. According to the report, hospitals that participated in the IPFCC training and consultation program performed better, as a group, with respect to improved policy and website scores on post review than those that did not. Of the 10 hospitals whose scores improved during the review period, 8 had participated in the IPFCC training and 1 hospital was part of a hospital network that did so. (Six of these hospitals are part of the H+H public hospital system.) Those 9 hospitals saw an average increase in scores of 4.9 points (out of a possible 11). All of the website communication improvements were related to the designation or role of the family member/care partner, or the patient’s right to choose visitors and family members/care partners, fundamental elements of the Better Together initiative.2

A Learning Community for Hospitals in New York State

With support from the NYSHealth Foundation, IPFCC again collaborated with NYPIRG and New Yorkers for Patient & Family Empowerment on a 2-year initiative, completed in November 2019, that involved 26 hospitals: 15 from Northwell Health, New York State’s largest health system, and 11 hospitals from health systems throughout the state (Greater Hudson Valley Health System, now Garnet Health; Mohawk Valley Health System; Rochester Regional Health; and University of Vermont Health Network). An update of the report Sick, Scared, & Separated From Loved Onescompared pre/post reviews of policies and website communications regarding hospital visitation/family presence.7 Its findings confirm that hospitals that participated in the Better Together Learning Community improved both their policy and website scores to a greater degree than hospitals that did not participate and that a planned intervention can help facilitate change.

During the survey period, 28 out of 40 hospitals’ website navigability scores improved. Of those, hospitals that did not participate in the Better Together Learning Community saw an average increase in scores of 1.2 points, out of a possible 11, while the participating hospitals saw an average increase of 2.7 points, with the top 5 largest increases in scores belonging to hospitals that participated in the Better Together Learning Community.7

 

 

The Northwell Health Experience

Northwell Health is a large integrated health care organization comprising more than 69,000 employees, 23 hospitals, and more than 750 medical practices, located geographically across New York State. Embracing patient- and family-centered care, Northwell is dedicated to improving the quality, experience, and safety of care for patients and their families. Welcoming and including patients, families, and care partners as members of the health care team has always been a core element of Northwell’s organizational goal of providing world-class patient care and experience.

Four years ago, the organization reorganized and formalized a system-wide Patient & Family Partnership Council (PFPC).8 Representatives on the PFPC include a Northwell patient experience leader and patient/family co-chair from local councils that have been established in nearly all 23 hospitals as well as service lines. Modeling partnership, the PFPC is grounded in listening to the “voice” of patients and families and promoting collaboration, with the goal of driving change across varied aspects and experiences of health care delivery.

Through the Office of Patient and Customer Experience (OPCE), a partnership with IPFCC and the Better Together Learning Community for Hospitals in New York State was initiated as a fundamental next step in Northwell’s journey to enhance system-wide family presence and participation. Results from Better Together’s Organizational Self-Assessment Tool and process identified opportunities to influence 3 distinct areas: policy/staff education, position descriptions/performance management, and website/signage. Over a 10-month period (September 2018 through June 2019), 15 Northwell hospitals implemened significant patient- and family-centered improvements through multifaceted shared work teams (SWT) that partnered around the common goal of supporting the patient and family experience (Figure). Northwell’s SWT structure allowed teams to meet individually on specific tasks, led by a dedicated staff member of the OPCE to ensure progress, support, and accountability. Six monthly coaching calls or report-out meetings were attended by participating teams, where feedback and recommendations shared by IPFCC were discussed in order to maintain momentum and results.

Better Together 10-month progress timeline.

Policy/Staff Education

The policy/staff education SWT focused on appraising and updating existing policies to ensure alignment with key patient- and family-centered concepts and Better Together principles (Table 1). By establishing representation on the System Policy and Procedure Committee, OPCE enabled patients and families to have a voice at the decision-making table. OPCE leaders presented the ideology and scope of the transformation to this committee. After reviewing all system-wide policies, 4 were identified as key opportunities for revision. One overarching policy titled “Visitation Guidelines” was reviewed and updated to reflect Northwell’s mission of patient- and family-centered care, retiring the reference to “families” as “visitors” in definitions, incorporating language of inclusion and partnership, and citing other related policies. The policy was vetted through a multilayer process of review and stakeholder feedback and was ultimately approved at a system Performance Improvement Coordinating Group meeting under a new title, “Visitation: Presence and Participation of Families, Support System Designees and Visitor(s) in Care.”

Policy and Staff Education

Three additional related policies were also updated to reflect core principles of inclusion and partnership. These included system policies focused on discharge planning; identification of health care proxy, agent, support person and caregiver; and standards of behavior not conducive in a health care setting. As a result of this work, OPCE was invited to remain an active member of the System Policy and Procedure Committee, adding meaningful new perspectives to the clinical and administrative policy management process. Once policies were updated and approved, the SWT focused on educating leaders and teams. Using a diversified strategy, education was provided through various modes, including weekly system-wide internal communication channels, patient experience huddle messages, yearly mandatory topics training, and the incorporation of essential concepts in existing educational courses (classroom and e-learning modalities).

 

 

Position Descriptions/Performance Management

The position descriptions/performance management SWT focused its efforts on incorporating patient- and family-centered concepts and language into position descriptions and the performance appraisal process (Table 2). Due to the complex nature of this work, the process required collaboration from key subject matter experts in human resources, talent management, corporate compensation, and labor management. In 2019, Northwell began an initiative focused on streamlining and standardizing job titles, roles, and developmental pathways across the system. The overarching goal was to create system-wide consistency and standardization. The SWT was successful in advising the leaders overseeing this job architecture initiative on the importance of including language of patient- and family-centered care, like partnership and collaboration, and of highlighting the critical role of family members as part of the care team in subsequent documents.

Position Descriptions and Performance Management

Northwell has 6 behavioral expectations, standards to which all team members are held accountable: Patient/Customer Focus, Teamwork, Execution, Organizational Awareness, Enable Change, and Develop Self. As a result of the SWT’s work, Patient/Customer Focus was revised to include “families” as essential care partners, demonstrating Northwell’s ongoing commitment to honoring the role of families as members of the care team. It also ensures that all employees are aligned around this priority, as these expectations are utilized to support areas such as recognition and performance. Collaborating with talent management and organizational development, the SWT reviewed yearly performance management and new-hire evaluations. In doing so, they identified an opportunity to refresh the anchored qualitative rating scales to include behavioral demonstrations of patient- and family-centered care, collaboration, respect, and partnership with family members.

Website/Signage

Websites make an important first impression on patients and families looking for information to best prepare for a hospital experience. Therefore, the website/signage SWT worked to redesign hospital websites, enhance digital signage, and perform a baseline assessment of physical signage across facilities. Initial feedback on Northwell’s websites identified opportunities to include more patient- and family-centered, care-partner-infused language; improve navigation; and streamline click levels for easier access. Content for the websites was carefully crafted in collaboration with Northwell’s internal web team, utilizing IPFCC’s best practice standards as a framework and guide.

Next, a multidisciplinary website shared-governance team was established by the OPCE to ensure that key stakeholders were represented and had the opportunity to review and make recommendations for appropriate language and messaging about family presence and participation. This 13-person team was comprised of patient/family partners, patient-experience culture leaders, quality, compliance, human resources, policy, a chief nursing officer, a medical director, and representation from the Institute for Nursing. After careful review and consideration from Northwell’s family partners and teams, all participating hospital websites were enhanced as of June 2019 to include prominent 1-click access from homepages to information for “patients, families and visitors,” as well as “your care partners” information on the important role of families and care partners.

Along with refreshing websites, another step in Northwell’s work to strengthen messaging about family presence and participation was to partner and collaborate with the system’s digital web team as well as local facility councils to understand the capacity to adjust digital signage across facilities. Opportunities were found to make simple yet effective enhancements to the language and imagery of digital signage upon entry, creating a warmer and more welcoming first impression for patients and families. With patient and family partner feedback, the team designed digital signage with inclusive messaging and images that would circulate appropriately based on the facility. Signage specifically welcomes families and refers to them as members of patients’ care teams.

Northwell’s website/signage SWT also directed a 2-phase physical signage assessment to determine ongoing opportunities to alter signs in areas that particularly impact patients and families, such as emergency departments, main lobbies, cafeterias, surgical waiting areas, and intensive care units. Each hospital’s local PFPC did a “walk-about”9 to make enhancements to physical signage, such as removing paper and overcrowded signs, adjusting negative language, ensuring alignment with brand guidelines, and including language that welcomed families. As a result of the team’s efforts around signage, collaboration began with the health system’s signage committee to help standardize signage terminology to reflect family inclusiveness, and to implement the recommendation for a standardized signage shared-governance team to ensure accountability and a patient- and family-centered structure.

 

 

Sustainment

Since implementing Better Together, Northwell has been able to infuse a more patient- and family-centered emphasis into its overall patient experience message of “Every role, every person, every moment matters.” As a strategic tool aimed at encouraging leaders, clinicians, and staff to pause and reflect about the “heart” of their work, patient and family stories are now included at the beginning of meetings, forums, and team huddles. Elements of the initiative have been integrated in current Patient and Family Partnership sustainment plans at participating hospitals. Some highlights include continued integration of patient/family partners on committees and councils that impact areas such as way finding, signage, recruitment, new-hire orientation, and community outreach; focus on enhancing partner retention and development programs; and inclusion of patient- and family-centered care and Better Together principles in ongoing leadership meetings.

Factors Contributing to Success

Health care is a complex, regulated, and often bureaucratic world that can be very difficult for patients and families to navigate. The system’s partnership with the Better Together Learning Community for Hospitals in New York State enhanced its efforts to improve family presence and participation and created powerful synergy. The success of this partnership was based on a number of important factors:

A solid foundation of support, structure, and accountability. The OPCE initiated the IPFCC Better Together partnership and established a synergistic collaboration inclusive of leadership, frontline teams, multiple departments, and patient and family partners. As a major strategic component of Northwell’s mission to deliver high-quality, patient- and family-centered care, OPCE was instrumental in connecting key areas and stakeholders and mobilizing the recommendations coming from patients and families.

A visible commitment of leadership at all levels. Partnering with leadership across Northwell’s system required a delineated vision, clear purpose and ownership, and comprehensive implementation and sustainment strategies. The existing format of Northwell’s PFPC provided the structure and framework needed for engaged patient and family input; the OPCE motivated and organized key areas of involvement and led communication efforts across the organization. The IPFCC coaching calls provided the underlying guidance and accountability needed to sustain momentum. As leadership and frontline teams became aware of the vision, they understood the larger connection to the system’s purpose, which ultimately created a clear path for positive change.

Meaningful involvement and input of patient and family partners. Throughout this project, Northwell’s patient/family partners were involved through the PFPC and local councils. For example, patient/family partners attended every IPFCC coaching call; members had a central voice in every decision made within each SWT; and local PFPCs actively participated in physical signage “walk-abouts” across facilities, making key recommendations for improvement. This multifaceted, supportive collaboration created a rejuvenated and purposeful focus for all council members involved. Some of their reactions include, “…I am so happy to be able to help other families in crisis, so that they don’t have to be alone, like I was,” and “I feel how important the patient and family’s voice is … it’s truly a partnership between patients, families, and staff.”

Regular access to IPFCC as a best practice coach and expert resource. Throughout the 10-month process, IPFCC’s Better Together Learning Community for Hospitals in New York State provided ongoing learning interventions for members of the SWT; multiple and varied resources from the Better Together toolkit for adaptation; and opportunities to share and reinforce new, learned expertise with colleagues within the Northwell Health system and beyond through IPFCC’s free online learning community, PFCC.Connect.

 

 

Conclusion

Family presence and participation are important to the quality, experience, safety, and outcomes of care. IPFCC’s campaign, Better Together: Partnering with Families, encourages hospitals to change restrictive visiting policies and, instead, to welcome families and caregivers 24 hours a day.

 

Two projects within Better Together involving almost 50 acute care hospitals in New York State confirm that change in policy, practice, and communication is particularly effective when implemented with strong support from leadership. An intervention like the Better Together Learning Community, offering structured training, coaching, and resources, can facilitate the change process.

Corresponding author: IPFCC, Deborah L. Dokken, 6917 Arlington Rd., Ste. 309, Bethesda, MD 20814; [email protected].

Funding disclosures: None.

References

1. Dokken DL, Kaufman J, Johnson BJ et al. Changing hospital visiting policies: from families as “visitors” to families as partners. J Clin Outcomes Manag. 2015; 22:29-36. 

2. New York Public Interest Research Group and New Yorkers for Patient & Family Empowerment. Sick, scared and separated from loved ones. third edition: A pathway to improvement in New York City. New York: NYPIRG: 2018. www.nypirg.org/pubs/201801/NYPIRG_SICK_SCARED_FINAL.pdf. Accessed December 12, 2019.

3. Institute for Patient- and Family-Centered Care. Better Together: Partnering with Families. www.ipfcc.org/bestpractices/better-together.html. Accessed December 12, 2019.

4. Canadian Foundation for Healthcare Improvement. Better Together. www.cfhi-fcass.ca/WhatWeDo/better-together. Accessed December 12, 2019.

5. Canadian Foundation for Healthcare Improvement. Better Together: A change package to support the adoption of family presence and participation in acute care hospitals and accelerate healthcare improvement. www.cfhi-fcass.ca/sf-docs/default-source/patient-engagement/better-together-change-package.pdf?sfvrsn=9656d044_4. Accessed December 12, 2019.

6. Canadian Foundation for Healthcare Improvement. L’Objectif santé: main dans la main avec les familles. www.cfhi-fcass.ca/sf-docs/default-source/patient-engagement/families-pocket-screen_fr.pdf. Accessed December 12, 2019.

7. New York Public Interest Research Group and New Yorkers for Patient & Family Empowerment. Sick, scared and separated from loved ones. fourth edition: A pathway to improvement in New York. New York: NYPIRG: 2019. www.nypirg.org/pubs/201911/Sick_Scared_Separated_2019_web_FINAL.pdf. Accessed December 12, 2019.

8. Northwell Health. Patient and Family Partnership Councils. www.northwell.edu/about/commitment-to-excellence/patient-and-customer-experience/care-delivery-hospitality. Accessed December 12, 2019.

9 . Institute for Patient- and Family-Centered Care. How to conduct a “walk-about” from the patient and family perspective. www.ipfcc.org/resources/How_To_Conduct_A_Walk-About.pdf. Accessed December 12, 2019.

Article PDF
Issue
Journal of Clinical Outcomes Management - 27(1)
Publications
Topics
Sections
Article PDF
Article PDF

From the Institute for Patient- and Family-Centered Care, Bethesda, MD (Ms. Dokken and Ms. Johnson), and Northwell Health, New Hyde Park, NY (Dr. Barden, Ms. Tuomey, and Ms. Giammarinaro).

Abstract

Objective: To describe the growth of Better Together: Partnering with Families, a campaign launched in 2014 to eliminate restrictive hospital visiting policies and to put in place policies that recognize families as partners in care, and to discuss the processes involved in implementing the initiative in a large, integrated health system.

Methods: Descriptive report.

Results: In June 2014, the Institute for Patient- and Family-Centered Care (IPFCC) launched the Better Together campaign to emphasize the importance of family presence and participation to the quality, experience, safety, and outcomes of care. Since then, this initiative has expanded in both the United States and Canada. With support from 2 funders in the United States, special attention was focused on acute care hospitals across New York State. Nearly 50 hospitals participated in 2 separate but related projects. Fifteen of the hospitals are part of Northwell Health, New York State’s largest health system. Over a 10-month period, these hospitals made significant progress in changing policy, practice, and communication to support family presence.

Conclusion: The Better Together initiative was implemented across a health system with strong support from leadership and the involvement of patient and family advisors. An intervention offering structured training, coaching, and resources, like IPFCC’s Better Together initiative, can facilitate the change process.

Keywords: family presence; visiting policies; patient-centered care; family-centered care; patient experience.

The presence of families at the bedside of patients is often restricted by hospital visiting hours. Hospitals that maintain these restrictive policies cite concerns about negative impacts on security, infection control, privacy, and staff workload. But there are no data to support these concerns, and the experience of hospitals that have successfully changed policy and practice to welcome families demonstrates the potential positive impacts of less restrictive policies on patient care and outcomes.1 For example, hospitalization can lead to reduced cognitive function in elderly patients. Family members would recognize the changes and could provide valuable information to hospital staff, potentially improving outcomes.2

In June 2014, the Institute for Patient- and Family-Centered Care (IPFCC) launched the campaign Better Together: Partnering with Families.3 The campaign is is grounded in patient- and family- centered care, an approach to care that supports partnerships among health care providers, patients, and families, and, among other core principles, advocates that patients define their “families” and how they will participate in care and decision-making.

Emphasizing the importance of family presence and participation to quality and safety, the Better Together campaign seeks to eliminate restrictive visiting policies and calls upon hospitals to include families as members of the care team and to welcome them 24 hours a day, 7 days a week, according to patient preference. As part of the campaign, IPFCC developed an extensive toolkit of resources that is available to hospitals and other organizations at no cost. The resources include sample policies; profiles of hospitals that have implemented family presence policies; educational materials for staff, patients, and families; and a template for hospital websites. This article, a follow-up to an article published in the January 2015 issue of JCOM,1 discusses the growth of the Better Together initiative as well as the processes involved in implementing the initiative across a large health system.

 

 

Growth of the Initiative

Since its launch in 2014, the Better Together initiative has continued to expand in the United States and Canada. In Canada, under the leadership of the Canadian Foundation for Healthcare Improvement (CFHI), more than 50 organizations have made a commitment to the Better Together program and family presence.4 Utilizing and adapting IPFCC’s Toolkit, CFHI developed a change package of free resources for Canadian organizations.5 Some of the materials, including the Pocket Guide for Families (Manuel des Familles), were translated into French.6

With support from 2 funders in the United States, the United Hospital Fund and the New York State Health (NYSHealth) Foundation, through a subcontract with the New York Public Interest Research Group (NYPIRG), IPFCC has been able to focus on hospitals in New York City, including public hospitals, and, more broadly, acute care hospitals across New York State. Nearly 50 hospitals participated in these 2 separate but related projects.

Education and Support for New York City Hospitals

Supported by the United Hospital Fund, an 18-month project that focused specifically on New York City hospitals was completed in June 2017. The project began with a 1-day intensive training event with representatives of 21 hospitals. Eighteen of those hospitals were eligible to participate in follow-up consultation provided by IPFCC, and 14 participated in some kind of follow-up. NYC Health + Hospitals (H+H), the system of public hospitals in NYC, participated most fully in these activities.

The outcomes of the Better Together initiative in New York City are summarized in the report Sick, Scared, & Separated From Loved Ones,2 which is based on a pre/post review of hospital visitation/family presence policies and website communications. According to the report, hospitals that participated in the IPFCC training and consultation program performed better, as a group, with respect to improved policy and website scores on post review than those that did not. Of the 10 hospitals whose scores improved during the review period, 8 had participated in the IPFCC training and 1 hospital was part of a hospital network that did so. (Six of these hospitals are part of the H+H public hospital system.) Those 9 hospitals saw an average increase in scores of 4.9 points (out of a possible 11). All of the website communication improvements were related to the designation or role of the family member/care partner, or the patient’s right to choose visitors and family members/care partners, fundamental elements of the Better Together initiative.2

A Learning Community for Hospitals in New York State

With support from the NYSHealth Foundation, IPFCC again collaborated with NYPIRG and New Yorkers for Patient & Family Empowerment on a 2-year initiative, completed in November 2019, that involved 26 hospitals: 15 from Northwell Health, New York State’s largest health system, and 11 hospitals from health systems throughout the state (Greater Hudson Valley Health System, now Garnet Health; Mohawk Valley Health System; Rochester Regional Health; and University of Vermont Health Network). An update of the report Sick, Scared, & Separated From Loved Onescompared pre/post reviews of policies and website communications regarding hospital visitation/family presence.7 Its findings confirm that hospitals that participated in the Better Together Learning Community improved both their policy and website scores to a greater degree than hospitals that did not participate and that a planned intervention can help facilitate change.

During the survey period, 28 out of 40 hospitals’ website navigability scores improved. Of those, hospitals that did not participate in the Better Together Learning Community saw an average increase in scores of 1.2 points, out of a possible 11, while the participating hospitals saw an average increase of 2.7 points, with the top 5 largest increases in scores belonging to hospitals that participated in the Better Together Learning Community.7

 

 

The Northwell Health Experience

Northwell Health is a large integrated health care organization comprising more than 69,000 employees, 23 hospitals, and more than 750 medical practices, located geographically across New York State. Embracing patient- and family-centered care, Northwell is dedicated to improving the quality, experience, and safety of care for patients and their families. Welcoming and including patients, families, and care partners as members of the health care team has always been a core element of Northwell’s organizational goal of providing world-class patient care and experience.

Four years ago, the organization reorganized and formalized a system-wide Patient & Family Partnership Council (PFPC).8 Representatives on the PFPC include a Northwell patient experience leader and patient/family co-chair from local councils that have been established in nearly all 23 hospitals as well as service lines. Modeling partnership, the PFPC is grounded in listening to the “voice” of patients and families and promoting collaboration, with the goal of driving change across varied aspects and experiences of health care delivery.

Through the Office of Patient and Customer Experience (OPCE), a partnership with IPFCC and the Better Together Learning Community for Hospitals in New York State was initiated as a fundamental next step in Northwell’s journey to enhance system-wide family presence and participation. Results from Better Together’s Organizational Self-Assessment Tool and process identified opportunities to influence 3 distinct areas: policy/staff education, position descriptions/performance management, and website/signage. Over a 10-month period (September 2018 through June 2019), 15 Northwell hospitals implemened significant patient- and family-centered improvements through multifaceted shared work teams (SWT) that partnered around the common goal of supporting the patient and family experience (Figure). Northwell’s SWT structure allowed teams to meet individually on specific tasks, led by a dedicated staff member of the OPCE to ensure progress, support, and accountability. Six monthly coaching calls or report-out meetings were attended by participating teams, where feedback and recommendations shared by IPFCC were discussed in order to maintain momentum and results.

Better Together 10-month progress timeline.

Policy/Staff Education

The policy/staff education SWT focused on appraising and updating existing policies to ensure alignment with key patient- and family-centered concepts and Better Together principles (Table 1). By establishing representation on the System Policy and Procedure Committee, OPCE enabled patients and families to have a voice at the decision-making table. OPCE leaders presented the ideology and scope of the transformation to this committee. After reviewing all system-wide policies, 4 were identified as key opportunities for revision. One overarching policy titled “Visitation Guidelines” was reviewed and updated to reflect Northwell’s mission of patient- and family-centered care, retiring the reference to “families” as “visitors” in definitions, incorporating language of inclusion and partnership, and citing other related policies. The policy was vetted through a multilayer process of review and stakeholder feedback and was ultimately approved at a system Performance Improvement Coordinating Group meeting under a new title, “Visitation: Presence and Participation of Families, Support System Designees and Visitor(s) in Care.”

Policy and Staff Education

Three additional related policies were also updated to reflect core principles of inclusion and partnership. These included system policies focused on discharge planning; identification of health care proxy, agent, support person and caregiver; and standards of behavior not conducive in a health care setting. As a result of this work, OPCE was invited to remain an active member of the System Policy and Procedure Committee, adding meaningful new perspectives to the clinical and administrative policy management process. Once policies were updated and approved, the SWT focused on educating leaders and teams. Using a diversified strategy, education was provided through various modes, including weekly system-wide internal communication channels, patient experience huddle messages, yearly mandatory topics training, and the incorporation of essential concepts in existing educational courses (classroom and e-learning modalities).

 

 

Position Descriptions/Performance Management

The position descriptions/performance management SWT focused its efforts on incorporating patient- and family-centered concepts and language into position descriptions and the performance appraisal process (Table 2). Due to the complex nature of this work, the process required collaboration from key subject matter experts in human resources, talent management, corporate compensation, and labor management. In 2019, Northwell began an initiative focused on streamlining and standardizing job titles, roles, and developmental pathways across the system. The overarching goal was to create system-wide consistency and standardization. The SWT was successful in advising the leaders overseeing this job architecture initiative on the importance of including language of patient- and family-centered care, like partnership and collaboration, and of highlighting the critical role of family members as part of the care team in subsequent documents.

Position Descriptions and Performance Management

Northwell has 6 behavioral expectations, standards to which all team members are held accountable: Patient/Customer Focus, Teamwork, Execution, Organizational Awareness, Enable Change, and Develop Self. As a result of the SWT’s work, Patient/Customer Focus was revised to include “families” as essential care partners, demonstrating Northwell’s ongoing commitment to honoring the role of families as members of the care team. It also ensures that all employees are aligned around this priority, as these expectations are utilized to support areas such as recognition and performance. Collaborating with talent management and organizational development, the SWT reviewed yearly performance management and new-hire evaluations. In doing so, they identified an opportunity to refresh the anchored qualitative rating scales to include behavioral demonstrations of patient- and family-centered care, collaboration, respect, and partnership with family members.

Website/Signage

Websites make an important first impression on patients and families looking for information to best prepare for a hospital experience. Therefore, the website/signage SWT worked to redesign hospital websites, enhance digital signage, and perform a baseline assessment of physical signage across facilities. Initial feedback on Northwell’s websites identified opportunities to include more patient- and family-centered, care-partner-infused language; improve navigation; and streamline click levels for easier access. Content for the websites was carefully crafted in collaboration with Northwell’s internal web team, utilizing IPFCC’s best practice standards as a framework and guide.

Next, a multidisciplinary website shared-governance team was established by the OPCE to ensure that key stakeholders were represented and had the opportunity to review and make recommendations for appropriate language and messaging about family presence and participation. This 13-person team was comprised of patient/family partners, patient-experience culture leaders, quality, compliance, human resources, policy, a chief nursing officer, a medical director, and representation from the Institute for Nursing. After careful review and consideration from Northwell’s family partners and teams, all participating hospital websites were enhanced as of June 2019 to include prominent 1-click access from homepages to information for “patients, families and visitors,” as well as “your care partners” information on the important role of families and care partners.

Along with refreshing websites, another step in Northwell’s work to strengthen messaging about family presence and participation was to partner and collaborate with the system’s digital web team as well as local facility councils to understand the capacity to adjust digital signage across facilities. Opportunities were found to make simple yet effective enhancements to the language and imagery of digital signage upon entry, creating a warmer and more welcoming first impression for patients and families. With patient and family partner feedback, the team designed digital signage with inclusive messaging and images that would circulate appropriately based on the facility. Signage specifically welcomes families and refers to them as members of patients’ care teams.

Northwell’s website/signage SWT also directed a 2-phase physical signage assessment to determine ongoing opportunities to alter signs in areas that particularly impact patients and families, such as emergency departments, main lobbies, cafeterias, surgical waiting areas, and intensive care units. Each hospital’s local PFPC did a “walk-about”9 to make enhancements to physical signage, such as removing paper and overcrowded signs, adjusting negative language, ensuring alignment with brand guidelines, and including language that welcomed families. As a result of the team’s efforts around signage, collaboration began with the health system’s signage committee to help standardize signage terminology to reflect family inclusiveness, and to implement the recommendation for a standardized signage shared-governance team to ensure accountability and a patient- and family-centered structure.

 

 

Sustainment

Since implementing Better Together, Northwell has been able to infuse a more patient- and family-centered emphasis into its overall patient experience message of “Every role, every person, every moment matters.” As a strategic tool aimed at encouraging leaders, clinicians, and staff to pause and reflect about the “heart” of their work, patient and family stories are now included at the beginning of meetings, forums, and team huddles. Elements of the initiative have been integrated in current Patient and Family Partnership sustainment plans at participating hospitals. Some highlights include continued integration of patient/family partners on committees and councils that impact areas such as way finding, signage, recruitment, new-hire orientation, and community outreach; focus on enhancing partner retention and development programs; and inclusion of patient- and family-centered care and Better Together principles in ongoing leadership meetings.

Factors Contributing to Success

Health care is a complex, regulated, and often bureaucratic world that can be very difficult for patients and families to navigate. The system’s partnership with the Better Together Learning Community for Hospitals in New York State enhanced its efforts to improve family presence and participation and created powerful synergy. The success of this partnership was based on a number of important factors:

A solid foundation of support, structure, and accountability. The OPCE initiated the IPFCC Better Together partnership and established a synergistic collaboration inclusive of leadership, frontline teams, multiple departments, and patient and family partners. As a major strategic component of Northwell’s mission to deliver high-quality, patient- and family-centered care, OPCE was instrumental in connecting key areas and stakeholders and mobilizing the recommendations coming from patients and families.

A visible commitment of leadership at all levels. Partnering with leadership across Northwell’s system required a delineated vision, clear purpose and ownership, and comprehensive implementation and sustainment strategies. The existing format of Northwell’s PFPC provided the structure and framework needed for engaged patient and family input; the OPCE motivated and organized key areas of involvement and led communication efforts across the organization. The IPFCC coaching calls provided the underlying guidance and accountability needed to sustain momentum. As leadership and frontline teams became aware of the vision, they understood the larger connection to the system’s purpose, which ultimately created a clear path for positive change.

Meaningful involvement and input of patient and family partners. Throughout this project, Northwell’s patient/family partners were involved through the PFPC and local councils. For example, patient/family partners attended every IPFCC coaching call; members had a central voice in every decision made within each SWT; and local PFPCs actively participated in physical signage “walk-abouts” across facilities, making key recommendations for improvement. This multifaceted, supportive collaboration created a rejuvenated and purposeful focus for all council members involved. Some of their reactions include, “…I am so happy to be able to help other families in crisis, so that they don’t have to be alone, like I was,” and “I feel how important the patient and family’s voice is … it’s truly a partnership between patients, families, and staff.”

Regular access to IPFCC as a best practice coach and expert resource. Throughout the 10-month process, IPFCC’s Better Together Learning Community for Hospitals in New York State provided ongoing learning interventions for members of the SWT; multiple and varied resources from the Better Together toolkit for adaptation; and opportunities to share and reinforce new, learned expertise with colleagues within the Northwell Health system and beyond through IPFCC’s free online learning community, PFCC.Connect.

 

 

Conclusion

Family presence and participation are important to the quality, experience, safety, and outcomes of care. IPFCC’s campaign, Better Together: Partnering with Families, encourages hospitals to change restrictive visiting policies and, instead, to welcome families and caregivers 24 hours a day.

 

Two projects within Better Together involving almost 50 acute care hospitals in New York State confirm that change in policy, practice, and communication is particularly effective when implemented with strong support from leadership. An intervention like the Better Together Learning Community, offering structured training, coaching, and resources, can facilitate the change process.

Corresponding author: IPFCC, Deborah L. Dokken, 6917 Arlington Rd., Ste. 309, Bethesda, MD 20814; [email protected].

Funding disclosures: None.

From the Institute for Patient- and Family-Centered Care, Bethesda, MD (Ms. Dokken and Ms. Johnson), and Northwell Health, New Hyde Park, NY (Dr. Barden, Ms. Tuomey, and Ms. Giammarinaro).

Abstract

Objective: To describe the growth of Better Together: Partnering with Families, a campaign launched in 2014 to eliminate restrictive hospital visiting policies and to put in place policies that recognize families as partners in care, and to discuss the processes involved in implementing the initiative in a large, integrated health system.

Methods: Descriptive report.

Results: In June 2014, the Institute for Patient- and Family-Centered Care (IPFCC) launched the Better Together campaign to emphasize the importance of family presence and participation to the quality, experience, safety, and outcomes of care. Since then, this initiative has expanded in both the United States and Canada. With support from 2 funders in the United States, special attention was focused on acute care hospitals across New York State. Nearly 50 hospitals participated in 2 separate but related projects. Fifteen of the hospitals are part of Northwell Health, New York State’s largest health system. Over a 10-month period, these hospitals made significant progress in changing policy, practice, and communication to support family presence.

Conclusion: The Better Together initiative was implemented across a health system with strong support from leadership and the involvement of patient and family advisors. An intervention offering structured training, coaching, and resources, like IPFCC’s Better Together initiative, can facilitate the change process.

Keywords: family presence; visiting policies; patient-centered care; family-centered care; patient experience.

The presence of families at the bedside of patients is often restricted by hospital visiting hours. Hospitals that maintain these restrictive policies cite concerns about negative impacts on security, infection control, privacy, and staff workload. But there are no data to support these concerns, and the experience of hospitals that have successfully changed policy and practice to welcome families demonstrates the potential positive impacts of less restrictive policies on patient care and outcomes.1 For example, hospitalization can lead to reduced cognitive function in elderly patients. Family members would recognize the changes and could provide valuable information to hospital staff, potentially improving outcomes.2

In June 2014, the Institute for Patient- and Family-Centered Care (IPFCC) launched the campaign Better Together: Partnering with Families.3 The campaign is is grounded in patient- and family- centered care, an approach to care that supports partnerships among health care providers, patients, and families, and, among other core principles, advocates that patients define their “families” and how they will participate in care and decision-making.

Emphasizing the importance of family presence and participation to quality and safety, the Better Together campaign seeks to eliminate restrictive visiting policies and calls upon hospitals to include families as members of the care team and to welcome them 24 hours a day, 7 days a week, according to patient preference. As part of the campaign, IPFCC developed an extensive toolkit of resources that is available to hospitals and other organizations at no cost. The resources include sample policies; profiles of hospitals that have implemented family presence policies; educational materials for staff, patients, and families; and a template for hospital websites. This article, a follow-up to an article published in the January 2015 issue of JCOM,1 discusses the growth of the Better Together initiative as well as the processes involved in implementing the initiative across a large health system.

 

 

Growth of the Initiative

Since its launch in 2014, the Better Together initiative has continued to expand in the United States and Canada. In Canada, under the leadership of the Canadian Foundation for Healthcare Improvement (CFHI), more than 50 organizations have made a commitment to the Better Together program and family presence.4 Utilizing and adapting IPFCC’s Toolkit, CFHI developed a change package of free resources for Canadian organizations.5 Some of the materials, including the Pocket Guide for Families (Manuel des Familles), were translated into French.6

With support from 2 funders in the United States, the United Hospital Fund and the New York State Health (NYSHealth) Foundation, through a subcontract with the New York Public Interest Research Group (NYPIRG), IPFCC has been able to focus on hospitals in New York City, including public hospitals, and, more broadly, acute care hospitals across New York State. Nearly 50 hospitals participated in these 2 separate but related projects.

Education and Support for New York City Hospitals

Supported by the United Hospital Fund, an 18-month project that focused specifically on New York City hospitals was completed in June 2017. The project began with a 1-day intensive training event with representatives of 21 hospitals. Eighteen of those hospitals were eligible to participate in follow-up consultation provided by IPFCC, and 14 participated in some kind of follow-up. NYC Health + Hospitals (H+H), the system of public hospitals in NYC, participated most fully in these activities.

The outcomes of the Better Together initiative in New York City are summarized in the report Sick, Scared, & Separated From Loved Ones,2 which is based on a pre/post review of hospital visitation/family presence policies and website communications. According to the report, hospitals that participated in the IPFCC training and consultation program performed better, as a group, with respect to improved policy and website scores on post review than those that did not. Of the 10 hospitals whose scores improved during the review period, 8 had participated in the IPFCC training and 1 hospital was part of a hospital network that did so. (Six of these hospitals are part of the H+H public hospital system.) Those 9 hospitals saw an average increase in scores of 4.9 points (out of a possible 11). All of the website communication improvements were related to the designation or role of the family member/care partner, or the patient’s right to choose visitors and family members/care partners, fundamental elements of the Better Together initiative.2

A Learning Community for Hospitals in New York State

With support from the NYSHealth Foundation, IPFCC again collaborated with NYPIRG and New Yorkers for Patient & Family Empowerment on a 2-year initiative, completed in November 2019, that involved 26 hospitals: 15 from Northwell Health, New York State’s largest health system, and 11 hospitals from health systems throughout the state (Greater Hudson Valley Health System, now Garnet Health; Mohawk Valley Health System; Rochester Regional Health; and University of Vermont Health Network). An update of the report Sick, Scared, & Separated From Loved Onescompared pre/post reviews of policies and website communications regarding hospital visitation/family presence.7 Its findings confirm that hospitals that participated in the Better Together Learning Community improved both their policy and website scores to a greater degree than hospitals that did not participate and that a planned intervention can help facilitate change.

During the survey period, 28 out of 40 hospitals’ website navigability scores improved. Of those, hospitals that did not participate in the Better Together Learning Community saw an average increase in scores of 1.2 points, out of a possible 11, while the participating hospitals saw an average increase of 2.7 points, with the top 5 largest increases in scores belonging to hospitals that participated in the Better Together Learning Community.7

 

 

The Northwell Health Experience

Northwell Health is a large integrated health care organization comprising more than 69,000 employees, 23 hospitals, and more than 750 medical practices, located geographically across New York State. Embracing patient- and family-centered care, Northwell is dedicated to improving the quality, experience, and safety of care for patients and their families. Welcoming and including patients, families, and care partners as members of the health care team has always been a core element of Northwell’s organizational goal of providing world-class patient care and experience.

Four years ago, the organization reorganized and formalized a system-wide Patient & Family Partnership Council (PFPC).8 Representatives on the PFPC include a Northwell patient experience leader and patient/family co-chair from local councils that have been established in nearly all 23 hospitals as well as service lines. Modeling partnership, the PFPC is grounded in listening to the “voice” of patients and families and promoting collaboration, with the goal of driving change across varied aspects and experiences of health care delivery.

Through the Office of Patient and Customer Experience (OPCE), a partnership with IPFCC and the Better Together Learning Community for Hospitals in New York State was initiated as a fundamental next step in Northwell’s journey to enhance system-wide family presence and participation. Results from Better Together’s Organizational Self-Assessment Tool and process identified opportunities to influence 3 distinct areas: policy/staff education, position descriptions/performance management, and website/signage. Over a 10-month period (September 2018 through June 2019), 15 Northwell hospitals implemened significant patient- and family-centered improvements through multifaceted shared work teams (SWT) that partnered around the common goal of supporting the patient and family experience (Figure). Northwell’s SWT structure allowed teams to meet individually on specific tasks, led by a dedicated staff member of the OPCE to ensure progress, support, and accountability. Six monthly coaching calls or report-out meetings were attended by participating teams, where feedback and recommendations shared by IPFCC were discussed in order to maintain momentum and results.

Better Together 10-month progress timeline.

Policy/Staff Education

The policy/staff education SWT focused on appraising and updating existing policies to ensure alignment with key patient- and family-centered concepts and Better Together principles (Table 1). By establishing representation on the System Policy and Procedure Committee, OPCE enabled patients and families to have a voice at the decision-making table. OPCE leaders presented the ideology and scope of the transformation to this committee. After reviewing all system-wide policies, 4 were identified as key opportunities for revision. One overarching policy titled “Visitation Guidelines” was reviewed and updated to reflect Northwell’s mission of patient- and family-centered care, retiring the reference to “families” as “visitors” in definitions, incorporating language of inclusion and partnership, and citing other related policies. The policy was vetted through a multilayer process of review and stakeholder feedback and was ultimately approved at a system Performance Improvement Coordinating Group meeting under a new title, “Visitation: Presence and Participation of Families, Support System Designees and Visitor(s) in Care.”

Policy and Staff Education

Three additional related policies were also updated to reflect core principles of inclusion and partnership. These included system policies focused on discharge planning; identification of health care proxy, agent, support person and caregiver; and standards of behavior not conducive in a health care setting. As a result of this work, OPCE was invited to remain an active member of the System Policy and Procedure Committee, adding meaningful new perspectives to the clinical and administrative policy management process. Once policies were updated and approved, the SWT focused on educating leaders and teams. Using a diversified strategy, education was provided through various modes, including weekly system-wide internal communication channels, patient experience huddle messages, yearly mandatory topics training, and the incorporation of essential concepts in existing educational courses (classroom and e-learning modalities).

 

 

Position Descriptions/Performance Management

The position descriptions/performance management SWT focused its efforts on incorporating patient- and family-centered concepts and language into position descriptions and the performance appraisal process (Table 2). Due to the complex nature of this work, the process required collaboration from key subject matter experts in human resources, talent management, corporate compensation, and labor management. In 2019, Northwell began an initiative focused on streamlining and standardizing job titles, roles, and developmental pathways across the system. The overarching goal was to create system-wide consistency and standardization. The SWT was successful in advising the leaders overseeing this job architecture initiative on the importance of including language of patient- and family-centered care, like partnership and collaboration, and of highlighting the critical role of family members as part of the care team in subsequent documents.

Position Descriptions and Performance Management

Northwell has 6 behavioral expectations, standards to which all team members are held accountable: Patient/Customer Focus, Teamwork, Execution, Organizational Awareness, Enable Change, and Develop Self. As a result of the SWT’s work, Patient/Customer Focus was revised to include “families” as essential care partners, demonstrating Northwell’s ongoing commitment to honoring the role of families as members of the care team. It also ensures that all employees are aligned around this priority, as these expectations are utilized to support areas such as recognition and performance. Collaborating with talent management and organizational development, the SWT reviewed yearly performance management and new-hire evaluations. In doing so, they identified an opportunity to refresh the anchored qualitative rating scales to include behavioral demonstrations of patient- and family-centered care, collaboration, respect, and partnership with family members.

Website/Signage

Websites make an important first impression on patients and families looking for information to best prepare for a hospital experience. Therefore, the website/signage SWT worked to redesign hospital websites, enhance digital signage, and perform a baseline assessment of physical signage across facilities. Initial feedback on Northwell’s websites identified opportunities to include more patient- and family-centered, care-partner-infused language; improve navigation; and streamline click levels for easier access. Content for the websites was carefully crafted in collaboration with Northwell’s internal web team, utilizing IPFCC’s best practice standards as a framework and guide.

Next, a multidisciplinary website shared-governance team was established by the OPCE to ensure that key stakeholders were represented and had the opportunity to review and make recommendations for appropriate language and messaging about family presence and participation. This 13-person team was comprised of patient/family partners, patient-experience culture leaders, quality, compliance, human resources, policy, a chief nursing officer, a medical director, and representation from the Institute for Nursing. After careful review and consideration from Northwell’s family partners and teams, all participating hospital websites were enhanced as of June 2019 to include prominent 1-click access from homepages to information for “patients, families and visitors,” as well as “your care partners” information on the important role of families and care partners.

Along with refreshing websites, another step in Northwell’s work to strengthen messaging about family presence and participation was to partner and collaborate with the system’s digital web team as well as local facility councils to understand the capacity to adjust digital signage across facilities. Opportunities were found to make simple yet effective enhancements to the language and imagery of digital signage upon entry, creating a warmer and more welcoming first impression for patients and families. With patient and family partner feedback, the team designed digital signage with inclusive messaging and images that would circulate appropriately based on the facility. Signage specifically welcomes families and refers to them as members of patients’ care teams.

Northwell’s website/signage SWT also directed a 2-phase physical signage assessment to determine ongoing opportunities to alter signs in areas that particularly impact patients and families, such as emergency departments, main lobbies, cafeterias, surgical waiting areas, and intensive care units. Each hospital’s local PFPC did a “walk-about”9 to make enhancements to physical signage, such as removing paper and overcrowded signs, adjusting negative language, ensuring alignment with brand guidelines, and including language that welcomed families. As a result of the team’s efforts around signage, collaboration began with the health system’s signage committee to help standardize signage terminology to reflect family inclusiveness, and to implement the recommendation for a standardized signage shared-governance team to ensure accountability and a patient- and family-centered structure.

 

 

Sustainment

Since implementing Better Together, Northwell has been able to infuse a more patient- and family-centered emphasis into its overall patient experience message of “Every role, every person, every moment matters.” As a strategic tool aimed at encouraging leaders, clinicians, and staff to pause and reflect about the “heart” of their work, patient and family stories are now included at the beginning of meetings, forums, and team huddles. Elements of the initiative have been integrated in current Patient and Family Partnership sustainment plans at participating hospitals. Some highlights include continued integration of patient/family partners on committees and councils that impact areas such as way finding, signage, recruitment, new-hire orientation, and community outreach; focus on enhancing partner retention and development programs; and inclusion of patient- and family-centered care and Better Together principles in ongoing leadership meetings.

Factors Contributing to Success

Health care is a complex, regulated, and often bureaucratic world that can be very difficult for patients and families to navigate. The system’s partnership with the Better Together Learning Community for Hospitals in New York State enhanced its efforts to improve family presence and participation and created powerful synergy. The success of this partnership was based on a number of important factors:

A solid foundation of support, structure, and accountability. The OPCE initiated the IPFCC Better Together partnership and established a synergistic collaboration inclusive of leadership, frontline teams, multiple departments, and patient and family partners. As a major strategic component of Northwell’s mission to deliver high-quality, patient- and family-centered care, OPCE was instrumental in connecting key areas and stakeholders and mobilizing the recommendations coming from patients and families.

A visible commitment of leadership at all levels. Partnering with leadership across Northwell’s system required a delineated vision, clear purpose and ownership, and comprehensive implementation and sustainment strategies. The existing format of Northwell’s PFPC provided the structure and framework needed for engaged patient and family input; the OPCE motivated and organized key areas of involvement and led communication efforts across the organization. The IPFCC coaching calls provided the underlying guidance and accountability needed to sustain momentum. As leadership and frontline teams became aware of the vision, they understood the larger connection to the system’s purpose, which ultimately created a clear path for positive change.

Meaningful involvement and input of patient and family partners. Throughout this project, Northwell’s patient/family partners were involved through the PFPC and local councils. For example, patient/family partners attended every IPFCC coaching call; members had a central voice in every decision made within each SWT; and local PFPCs actively participated in physical signage “walk-abouts” across facilities, making key recommendations for improvement. This multifaceted, supportive collaboration created a rejuvenated and purposeful focus for all council members involved. Some of their reactions include, “…I am so happy to be able to help other families in crisis, so that they don’t have to be alone, like I was,” and “I feel how important the patient and family’s voice is … it’s truly a partnership between patients, families, and staff.”

Regular access to IPFCC as a best practice coach and expert resource. Throughout the 10-month process, IPFCC’s Better Together Learning Community for Hospitals in New York State provided ongoing learning interventions for members of the SWT; multiple and varied resources from the Better Together toolkit for adaptation; and opportunities to share and reinforce new, learned expertise with colleagues within the Northwell Health system and beyond through IPFCC’s free online learning community, PFCC.Connect.

 

 

Conclusion

Family presence and participation are important to the quality, experience, safety, and outcomes of care. IPFCC’s campaign, Better Together: Partnering with Families, encourages hospitals to change restrictive visiting policies and, instead, to welcome families and caregivers 24 hours a day.

 

Two projects within Better Together involving almost 50 acute care hospitals in New York State confirm that change in policy, practice, and communication is particularly effective when implemented with strong support from leadership. An intervention like the Better Together Learning Community, offering structured training, coaching, and resources, can facilitate the change process.

Corresponding author: IPFCC, Deborah L. Dokken, 6917 Arlington Rd., Ste. 309, Bethesda, MD 20814; [email protected].

Funding disclosures: None.

References

1. Dokken DL, Kaufman J, Johnson BJ et al. Changing hospital visiting policies: from families as “visitors” to families as partners. J Clin Outcomes Manag. 2015; 22:29-36. 

2. New York Public Interest Research Group and New Yorkers for Patient & Family Empowerment. Sick, scared and separated from loved ones. third edition: A pathway to improvement in New York City. New York: NYPIRG: 2018. www.nypirg.org/pubs/201801/NYPIRG_SICK_SCARED_FINAL.pdf. Accessed December 12, 2019.

3. Institute for Patient- and Family-Centered Care. Better Together: Partnering with Families. www.ipfcc.org/bestpractices/better-together.html. Accessed December 12, 2019.

4. Canadian Foundation for Healthcare Improvement. Better Together. www.cfhi-fcass.ca/WhatWeDo/better-together. Accessed December 12, 2019.

5. Canadian Foundation for Healthcare Improvement. Better Together: A change package to support the adoption of family presence and participation in acute care hospitals and accelerate healthcare improvement. www.cfhi-fcass.ca/sf-docs/default-source/patient-engagement/better-together-change-package.pdf?sfvrsn=9656d044_4. Accessed December 12, 2019.

6. Canadian Foundation for Healthcare Improvement. L’Objectif santé: main dans la main avec les familles. www.cfhi-fcass.ca/sf-docs/default-source/patient-engagement/families-pocket-screen_fr.pdf. Accessed December 12, 2019.

7. New York Public Interest Research Group and New Yorkers for Patient & Family Empowerment. Sick, scared and separated from loved ones. fourth edition: A pathway to improvement in New York. New York: NYPIRG: 2019. www.nypirg.org/pubs/201911/Sick_Scared_Separated_2019_web_FINAL.pdf. Accessed December 12, 2019.

8. Northwell Health. Patient and Family Partnership Councils. www.northwell.edu/about/commitment-to-excellence/patient-and-customer-experience/care-delivery-hospitality. Accessed December 12, 2019.

9 . Institute for Patient- and Family-Centered Care. How to conduct a “walk-about” from the patient and family perspective. www.ipfcc.org/resources/How_To_Conduct_A_Walk-About.pdf. Accessed December 12, 2019.

References

1. Dokken DL, Kaufman J, Johnson BJ et al. Changing hospital visiting policies: from families as “visitors” to families as partners. J Clin Outcomes Manag. 2015; 22:29-36. 

2. New York Public Interest Research Group and New Yorkers for Patient & Family Empowerment. Sick, scared and separated from loved ones. third edition: A pathway to improvement in New York City. New York: NYPIRG: 2018. www.nypirg.org/pubs/201801/NYPIRG_SICK_SCARED_FINAL.pdf. Accessed December 12, 2019.

3. Institute for Patient- and Family-Centered Care. Better Together: Partnering with Families. www.ipfcc.org/bestpractices/better-together.html. Accessed December 12, 2019.

4. Canadian Foundation for Healthcare Improvement. Better Together. www.cfhi-fcass.ca/WhatWeDo/better-together. Accessed December 12, 2019.

5. Canadian Foundation for Healthcare Improvement. Better Together: A change package to support the adoption of family presence and participation in acute care hospitals and accelerate healthcare improvement. www.cfhi-fcass.ca/sf-docs/default-source/patient-engagement/better-together-change-package.pdf?sfvrsn=9656d044_4. Accessed December 12, 2019.

6. Canadian Foundation for Healthcare Improvement. L’Objectif santé: main dans la main avec les familles. www.cfhi-fcass.ca/sf-docs/default-source/patient-engagement/families-pocket-screen_fr.pdf. Accessed December 12, 2019.

7. New York Public Interest Research Group and New Yorkers for Patient & Family Empowerment. Sick, scared and separated from loved ones. fourth edition: A pathway to improvement in New York. New York: NYPIRG: 2019. www.nypirg.org/pubs/201911/Sick_Scared_Separated_2019_web_FINAL.pdf. Accessed December 12, 2019.

8. Northwell Health. Patient and Family Partnership Councils. www.northwell.edu/about/commitment-to-excellence/patient-and-customer-experience/care-delivery-hospitality. Accessed December 12, 2019.

9 . Institute for Patient- and Family-Centered Care. How to conduct a “walk-about” from the patient and family perspective. www.ipfcc.org/resources/How_To_Conduct_A_Walk-About.pdf. Accessed December 12, 2019.

Issue
Journal of Clinical Outcomes Management - 27(1)
Issue
Journal of Clinical Outcomes Management - 27(1)
Publications
Publications
Topics
Article Type
Display Headline
Families as Care Partners: Implementing the Better Together Initiative Across a Large Health System
Display Headline
Families as Care Partners: Implementing the Better Together Initiative Across a Large Health System
Sections
Disallow All Ads
Content Gating
No Gating (article Unlocked/Free)
Alternative CME
Disqus Comments
Default
Use ProPublica
Hide sidebar & use full width
render the right sidebar.
Article PDF Media

Docs weigh pulling out of MIPS over paltry payments

Article Type
Changed
Mon, 03/22/2021 - 14:08

If you’ve knocked yourself out to earn a Merit-Based Incentive Payment System (MIPS) bonus payment, it’s pretty safe to say that getting a 1.68% payment boost probably didn’t feel like a “win” that was worth the effort.

And although it saved you from having a negative 5% payment adjustment, many physicians don’t feel that it was worth the effort.

On Jan. 6, the Centers for Medicare & Medicaid Services announced the 2020 payouts for MIPS.

Based on 2018 participation, the bonus for those who scored a perfect 100 is only a 1.68% boost in Medicare reimbursement, slightly lower than last year’s 1.88%. This decline comes as no surprise as the agency leader admits: “As the program matures, we expect that the increases in the performance thresholds in future program years will create a smaller distribution of positive payment adjustments.” Overall, more than 97% of participants avoided having a negative 5% payment adjustment.

Indeed, these bonus monies are based on a short-term appropriation of extra funds from Congress. After these temporary funds are no longer available, there will be little, if any, monies to distribute as the program is based on a “losers-feed-the-winners” construct.

It may be very tempting for many physicians to decide to ignore MIPS, with the rationale that 1.68% is not worth the effort. But don’t let your foot off the gas pedal yet, since the penalty for not participating in 2020 is a substantial 9%. Physicians should make sure that they, at minimum, achieve the 45 points necessary to avoid that pitfall this reporting year.

However, it is certainly time to reconsider efforts to participate at the highest level.
 

Should you or shouldn’t you bother with MIPS?

Let’s say you have $75,000 in revenue from Medicare Part B per year. Depending on the services you offer in your practice, that equates to 500-750 encounters with Medicare beneficiaries per year. (A reminder that MIPS affects only Part B; Medicare Advantage plans do not partake in the program.)

The recent announcement reveals that perfection would equate to an additional $1,260 per year. That’s only if you received the full 100 points; if you were simply an “exceptional performer,” the government will allot an additional $157. That’s less than you get paid for a single office visit.

The difference between perfection and compliance is approximately $1,000. Failure to participate, however, knocks $6,750 off your bottom line. Clearly, that’s a substantial financial loss that would affect most practices. Obviously, the numbers change if you have higher – or lower – Medicare revenue, but it’s important to do the math.

Why? Physicians are spending a significant amount of money to comply with the program requirements. This includes substantial payments to registries – typically $200 to >$1,000 per year – to report the quality measures for the program; electronic health record (EHR) systems, many of which require additional funding for the “upgrade” to a MIPS-compatible system, are also a sizable investment.

These hard costs pale in comparison with the time spent on understanding the ever-changing requirements of the program and the process by which your practice will implement them. Take, for example, something as innocuous as the required “Support Electronic Referral Loops by Receiving and Incorporating Health Information.”

You first must understand the elements of the measure: What is a “referral loop?” When do we need to generate one? To whom shall it be sent? What needs to be included in “health information?” What is the electronic address to which we should route the information? How do we obtain that address? Then you must determine how your EHR system captures and reports it.

Only then comes the hard part: How are we going to implement this? That’s only one of more than a dozen required elements: six quality measures, two (to four) improvement activities, and four promoting interoperability requirements. Each one of these elements has a host of requirements, all listed on multipage specification sheets.

The government does not seem to be listening. John Cullen, MD, president of the American Academy of Family Physicians, testified at the Senate Finance Committee in May 2019 that MIPS “has created a burdensome and extremely complex program that has increased practice costs ... ” Yet, later that year, CMS issued another hefty ruling that outlines significant changes to the program, despite the fact that it’s in its fourth performance year.
 

 

 

Turning frustration into action

Frustration or even anger may be one reaction, but now is an opportune time to determine your investment in the program. At a minimum, it’s vital to understand and meet the threshold to avoid the penalty. It’s been shifting to date, but it’s now set at 9% for perpetuity.

First, it’s crucial to check on your participation status. CMS revealed that the participation database was recently corrected for so-called inconsistencies, so it pays to double-check. It only takes seconds: Insert your NPI in the QPP Participation Status Tool to determine your eligibility for 2020.

In 2020, the threshold to avoid the penalty is 45 points. To get the 45 points, practices must participate in two improvement activities, which is not difficult as there are 118 options. That will garner 15 points. Then there are 45 points available from the quality category; you need at least 30 to reach the 45-point threshold for penalty avoidance.
 

Smart MIPS hacks that can help you

To obtain the additional 30 points, turn your attention to the quality category. There are 268 quality measures; choose at least six to measure. If you report directly from your EHR system, you’ll get a bonus point for each reported measure, plus one just for trying. (There are a few other opportunities for bonus points, such as improving your scores over last year.) Those bonus points give you a base with which to work, but getting to 45 will require effort to report successfully on at least a couple of the measures.

The quality category has a total of 100 points available, which are converted to 45 toward your composite score. Since you need 30 to reach that magical 45 (if 15 were attained from improvement activities), that means you must come up with 75 points in the quality category. Between the bonus points and measuring a handful of measures successfully through the year, you’ll achieve this threshold.

There are two other categories in the program: promoting interoperability (PI) and cost. The PI category mirrors the old “meaningful use” program; however, it has become increasingly difficult over the years. If you think that you can meet the required elements, you can pick up 25 more points toward your composite score.

Cost is a bit of an unknown, as the scoring is based on a retrospective review of your claims. You’ll likely pick up a few more points on this 15-point category, but there’s no method to determine performance until after the reporting period. Therefore, be cautious about relying on this category.

The best MIPS hack, however, is if you are a small practice. CMS – remarkably – defines a “small practice” as 15 or fewer eligible professionals. If you qualify under this paradigm, you have multiple options to ease compliance:

Apply for a “hardship exemption” simply on the basis of being small; the exemption relates to the promoting operability category, shifting those points to the quality category.

Gain three points per quality measure, regardless of data completeness; this compares to just one point for other physicians.

Capture all of the points available from the Improvement Activities category by confirming participation with just a single activity. (This also applies to all physicians in rural or Health Professional Shortage Areas.)

In the event that you don’t qualify as a “small practice” or you’re still falling short of the requirements, CMS allows for the ultimate “out”: You can apply for exemption on the basis of an “extreme and uncontrollable circumstance.” The applications for these exceptions open this summer.

Unless you qualify for the program exemption, it’s important to keep pace with the program to ensure that you reach the 45-point threshold. It may not, however, be worthwhile to gear up for all 100 points unless your estimate of the potential return – and what it costs you to get there – reveals otherwise. MIPS is not going anywhere; the program is written into the law.

But that doesn’t mean that CMS can’t make tweaks and updates. Hopefully, the revisions won’t create even more administrative burden as the program is quickly turning into a big stick with only a small carrot at the end.

Elizabeth Woodcock is president of Woodcock & Associates in Atlanta. She has disclosed no relevant financial relationships.
 

This article first appeared on Medscape.com.

Publications
Topics
Sections

If you’ve knocked yourself out to earn a Merit-Based Incentive Payment System (MIPS) bonus payment, it’s pretty safe to say that getting a 1.68% payment boost probably didn’t feel like a “win” that was worth the effort.

And although it saved you from having a negative 5% payment adjustment, many physicians don’t feel that it was worth the effort.

On Jan. 6, the Centers for Medicare & Medicaid Services announced the 2020 payouts for MIPS.

Based on 2018 participation, the bonus for those who scored a perfect 100 is only a 1.68% boost in Medicare reimbursement, slightly lower than last year’s 1.88%. This decline comes as no surprise as the agency leader admits: “As the program matures, we expect that the increases in the performance thresholds in future program years will create a smaller distribution of positive payment adjustments.” Overall, more than 97% of participants avoided having a negative 5% payment adjustment.

Indeed, these bonus monies are based on a short-term appropriation of extra funds from Congress. After these temporary funds are no longer available, there will be little, if any, monies to distribute as the program is based on a “losers-feed-the-winners” construct.

It may be very tempting for many physicians to decide to ignore MIPS, with the rationale that 1.68% is not worth the effort. But don’t let your foot off the gas pedal yet, since the penalty for not participating in 2020 is a substantial 9%. Physicians should make sure that they, at minimum, achieve the 45 points necessary to avoid that pitfall this reporting year.

However, it is certainly time to reconsider efforts to participate at the highest level.
 

Should you or shouldn’t you bother with MIPS?

Let’s say you have $75,000 in revenue from Medicare Part B per year. Depending on the services you offer in your practice, that equates to 500-750 encounters with Medicare beneficiaries per year. (A reminder that MIPS affects only Part B; Medicare Advantage plans do not partake in the program.)

The recent announcement reveals that perfection would equate to an additional $1,260 per year. That’s only if you received the full 100 points; if you were simply an “exceptional performer,” the government will allot an additional $157. That’s less than you get paid for a single office visit.

The difference between perfection and compliance is approximately $1,000. Failure to participate, however, knocks $6,750 off your bottom line. Clearly, that’s a substantial financial loss that would affect most practices. Obviously, the numbers change if you have higher – or lower – Medicare revenue, but it’s important to do the math.

Why? Physicians are spending a significant amount of money to comply with the program requirements. This includes substantial payments to registries – typically $200 to >$1,000 per year – to report the quality measures for the program; electronic health record (EHR) systems, many of which require additional funding for the “upgrade” to a MIPS-compatible system, are also a sizable investment.

These hard costs pale in comparison with the time spent on understanding the ever-changing requirements of the program and the process by which your practice will implement them. Take, for example, something as innocuous as the required “Support Electronic Referral Loops by Receiving and Incorporating Health Information.”

You first must understand the elements of the measure: What is a “referral loop?” When do we need to generate one? To whom shall it be sent? What needs to be included in “health information?” What is the electronic address to which we should route the information? How do we obtain that address? Then you must determine how your EHR system captures and reports it.

Only then comes the hard part: How are we going to implement this? That’s only one of more than a dozen required elements: six quality measures, two (to four) improvement activities, and four promoting interoperability requirements. Each one of these elements has a host of requirements, all listed on multipage specification sheets.

The government does not seem to be listening. John Cullen, MD, president of the American Academy of Family Physicians, testified at the Senate Finance Committee in May 2019 that MIPS “has created a burdensome and extremely complex program that has increased practice costs ... ” Yet, later that year, CMS issued another hefty ruling that outlines significant changes to the program, despite the fact that it’s in its fourth performance year.
 

 

 

Turning frustration into action

Frustration or even anger may be one reaction, but now is an opportune time to determine your investment in the program. At a minimum, it’s vital to understand and meet the threshold to avoid the penalty. It’s been shifting to date, but it’s now set at 9% for perpetuity.

First, it’s crucial to check on your participation status. CMS revealed that the participation database was recently corrected for so-called inconsistencies, so it pays to double-check. It only takes seconds: Insert your NPI in the QPP Participation Status Tool to determine your eligibility for 2020.

In 2020, the threshold to avoid the penalty is 45 points. To get the 45 points, practices must participate in two improvement activities, which is not difficult as there are 118 options. That will garner 15 points. Then there are 45 points available from the quality category; you need at least 30 to reach the 45-point threshold for penalty avoidance.
 

Smart MIPS hacks that can help you

To obtain the additional 30 points, turn your attention to the quality category. There are 268 quality measures; choose at least six to measure. If you report directly from your EHR system, you’ll get a bonus point for each reported measure, plus one just for trying. (There are a few other opportunities for bonus points, such as improving your scores over last year.) Those bonus points give you a base with which to work, but getting to 45 will require effort to report successfully on at least a couple of the measures.

The quality category has a total of 100 points available, which are converted to 45 toward your composite score. Since you need 30 to reach that magical 45 (if 15 were attained from improvement activities), that means you must come up with 75 points in the quality category. Between the bonus points and measuring a handful of measures successfully through the year, you’ll achieve this threshold.

There are two other categories in the program: promoting interoperability (PI) and cost. The PI category mirrors the old “meaningful use” program; however, it has become increasingly difficult over the years. If you think that you can meet the required elements, you can pick up 25 more points toward your composite score.

Cost is a bit of an unknown, as the scoring is based on a retrospective review of your claims. You’ll likely pick up a few more points on this 15-point category, but there’s no method to determine performance until after the reporting period. Therefore, be cautious about relying on this category.

The best MIPS hack, however, is if you are a small practice. CMS – remarkably – defines a “small practice” as 15 or fewer eligible professionals. If you qualify under this paradigm, you have multiple options to ease compliance:

Apply for a “hardship exemption” simply on the basis of being small; the exemption relates to the promoting operability category, shifting those points to the quality category.

Gain three points per quality measure, regardless of data completeness; this compares to just one point for other physicians.

Capture all of the points available from the Improvement Activities category by confirming participation with just a single activity. (This also applies to all physicians in rural or Health Professional Shortage Areas.)

In the event that you don’t qualify as a “small practice” or you’re still falling short of the requirements, CMS allows for the ultimate “out”: You can apply for exemption on the basis of an “extreme and uncontrollable circumstance.” The applications for these exceptions open this summer.

Unless you qualify for the program exemption, it’s important to keep pace with the program to ensure that you reach the 45-point threshold. It may not, however, be worthwhile to gear up for all 100 points unless your estimate of the potential return – and what it costs you to get there – reveals otherwise. MIPS is not going anywhere; the program is written into the law.

But that doesn’t mean that CMS can’t make tweaks and updates. Hopefully, the revisions won’t create even more administrative burden as the program is quickly turning into a big stick with only a small carrot at the end.

Elizabeth Woodcock is president of Woodcock & Associates in Atlanta. She has disclosed no relevant financial relationships.
 

This article first appeared on Medscape.com.

If you’ve knocked yourself out to earn a Merit-Based Incentive Payment System (MIPS) bonus payment, it’s pretty safe to say that getting a 1.68% payment boost probably didn’t feel like a “win” that was worth the effort.

And although it saved you from having a negative 5% payment adjustment, many physicians don’t feel that it was worth the effort.

On Jan. 6, the Centers for Medicare & Medicaid Services announced the 2020 payouts for MIPS.

Based on 2018 participation, the bonus for those who scored a perfect 100 is only a 1.68% boost in Medicare reimbursement, slightly lower than last year’s 1.88%. This decline comes as no surprise as the agency leader admits: “As the program matures, we expect that the increases in the performance thresholds in future program years will create a smaller distribution of positive payment adjustments.” Overall, more than 97% of participants avoided having a negative 5% payment adjustment.

Indeed, these bonus monies are based on a short-term appropriation of extra funds from Congress. After these temporary funds are no longer available, there will be little, if any, monies to distribute as the program is based on a “losers-feed-the-winners” construct.

It may be very tempting for many physicians to decide to ignore MIPS, with the rationale that 1.68% is not worth the effort. But don’t let your foot off the gas pedal yet, since the penalty for not participating in 2020 is a substantial 9%. Physicians should make sure that they, at minimum, achieve the 45 points necessary to avoid that pitfall this reporting year.

However, it is certainly time to reconsider efforts to participate at the highest level.
 

Should you or shouldn’t you bother with MIPS?

Let’s say you have $75,000 in revenue from Medicare Part B per year. Depending on the services you offer in your practice, that equates to 500-750 encounters with Medicare beneficiaries per year. (A reminder that MIPS affects only Part B; Medicare Advantage plans do not partake in the program.)

The recent announcement reveals that perfection would equate to an additional $1,260 per year. That’s only if you received the full 100 points; if you were simply an “exceptional performer,” the government will allot an additional $157. That’s less than you get paid for a single office visit.

The difference between perfection and compliance is approximately $1,000. Failure to participate, however, knocks $6,750 off your bottom line. Clearly, that’s a substantial financial loss that would affect most practices. Obviously, the numbers change if you have higher – or lower – Medicare revenue, but it’s important to do the math.

Why? Physicians are spending a significant amount of money to comply with the program requirements. This includes substantial payments to registries – typically $200 to >$1,000 per year – to report the quality measures for the program; electronic health record (EHR) systems, many of which require additional funding for the “upgrade” to a MIPS-compatible system, are also a sizable investment.

These hard costs pale in comparison with the time spent on understanding the ever-changing requirements of the program and the process by which your practice will implement them. Take, for example, something as innocuous as the required “Support Electronic Referral Loops by Receiving and Incorporating Health Information.”

You first must understand the elements of the measure: What is a “referral loop?” When do we need to generate one? To whom shall it be sent? What needs to be included in “health information?” What is the electronic address to which we should route the information? How do we obtain that address? Then you must determine how your EHR system captures and reports it.

Only then comes the hard part: How are we going to implement this? That’s only one of more than a dozen required elements: six quality measures, two (to four) improvement activities, and four promoting interoperability requirements. Each one of these elements has a host of requirements, all listed on multipage specification sheets.

The government does not seem to be listening. John Cullen, MD, president of the American Academy of Family Physicians, testified at the Senate Finance Committee in May 2019 that MIPS “has created a burdensome and extremely complex program that has increased practice costs ... ” Yet, later that year, CMS issued another hefty ruling that outlines significant changes to the program, despite the fact that it’s in its fourth performance year.
 

 

 

Turning frustration into action

Frustration or even anger may be one reaction, but now is an opportune time to determine your investment in the program. At a minimum, it’s vital to understand and meet the threshold to avoid the penalty. It’s been shifting to date, but it’s now set at 9% for perpetuity.

First, it’s crucial to check on your participation status. CMS revealed that the participation database was recently corrected for so-called inconsistencies, so it pays to double-check. It only takes seconds: Insert your NPI in the QPP Participation Status Tool to determine your eligibility for 2020.

In 2020, the threshold to avoid the penalty is 45 points. To get the 45 points, practices must participate in two improvement activities, which is not difficult as there are 118 options. That will garner 15 points. Then there are 45 points available from the quality category; you need at least 30 to reach the 45-point threshold for penalty avoidance.
 

Smart MIPS hacks that can help you

To obtain the additional 30 points, turn your attention to the quality category. There are 268 quality measures; choose at least six to measure. If you report directly from your EHR system, you’ll get a bonus point for each reported measure, plus one just for trying. (There are a few other opportunities for bonus points, such as improving your scores over last year.) Those bonus points give you a base with which to work, but getting to 45 will require effort to report successfully on at least a couple of the measures.

The quality category has a total of 100 points available, which are converted to 45 toward your composite score. Since you need 30 to reach that magical 45 (if 15 were attained from improvement activities), that means you must come up with 75 points in the quality category. Between the bonus points and measuring a handful of measures successfully through the year, you’ll achieve this threshold.

There are two other categories in the program: promoting interoperability (PI) and cost. The PI category mirrors the old “meaningful use” program; however, it has become increasingly difficult over the years. If you think that you can meet the required elements, you can pick up 25 more points toward your composite score.

Cost is a bit of an unknown, as the scoring is based on a retrospective review of your claims. You’ll likely pick up a few more points on this 15-point category, but there’s no method to determine performance until after the reporting period. Therefore, be cautious about relying on this category.

The best MIPS hack, however, is if you are a small practice. CMS – remarkably – defines a “small practice” as 15 or fewer eligible professionals. If you qualify under this paradigm, you have multiple options to ease compliance:

Apply for a “hardship exemption” simply on the basis of being small; the exemption relates to the promoting operability category, shifting those points to the quality category.

Gain three points per quality measure, regardless of data completeness; this compares to just one point for other physicians.

Capture all of the points available from the Improvement Activities category by confirming participation with just a single activity. (This also applies to all physicians in rural or Health Professional Shortage Areas.)

In the event that you don’t qualify as a “small practice” or you’re still falling short of the requirements, CMS allows for the ultimate “out”: You can apply for exemption on the basis of an “extreme and uncontrollable circumstance.” The applications for these exceptions open this summer.

Unless you qualify for the program exemption, it’s important to keep pace with the program to ensure that you reach the 45-point threshold. It may not, however, be worthwhile to gear up for all 100 points unless your estimate of the potential return – and what it costs you to get there – reveals otherwise. MIPS is not going anywhere; the program is written into the law.

But that doesn’t mean that CMS can’t make tweaks and updates. Hopefully, the revisions won’t create even more administrative burden as the program is quickly turning into a big stick with only a small carrot at the end.

Elizabeth Woodcock is president of Woodcock & Associates in Atlanta. She has disclosed no relevant financial relationships.
 

This article first appeared on Medscape.com.

Publications
Publications
Topics
Article Type
Sections
Disallow All Ads
Content Gating
No Gating (article Unlocked/Free)
Alternative CME
Disqus Comments
Default
Use ProPublica
Hide sidebar & use full width
render the right sidebar.
Medscape Article

Costs are keeping Americans out of the doctor’s office

Article Type
Changed
Wed, 05/06/2020 - 12:47

 

The cost of health care is keeping more Americans from seeing a doctor, even as the number of individuals with insurance coverage increases, according to a new study.

“Despite short-term gains owing to the [Affordable Care Act], over the past 20 years the portion of adults aged 18-64 years unable to see a physician owing to the cost increased, mostly because of an increase among persons with insurance,” Laura Hawks, MD, of Cambridge (Mass.) Health Alliance and Harvard Medical School in Boston and colleagues wrote in a new research report published in JAMA Internal Medicine.

“In 2017, nearly one-fifth of individuals with any chronic condition (diabetes, obesity, or cardiovascular disease) said they were unable to see a physician owing to cost,” they continued.

Researchers examined 20 years of data (January 1998 through December 2017) from the Centers for Disease Control and Prevention’s Behavioral Risk Factor Surveillance System to identify trends in unmet need for physician and preventive services.

Among adults aged 18-64 years who responded to the survey in 1998 and 2017, uninsurance decreased by 2.1 percentage points, falling from 16.9% to 14.8%. But at the same time, the portion of adults who were unable to see a physician because of cost rose by 2.7 percentage points, from 11.4% to 15.7%. Looking specifically at adults who had insurance coverage, the researchers found that cost was a barrier for 11.5% of them in 2017, up from 7.1% in 1998.

These results come against a backdrop of growing medical costs, increasing deductibles and copayments, an increasing use of cost containment measures like prior authorization, and narrow provider networks in the wake of the transition to value-based payment structures, the authors noted.

“Our finding that financial access to physician care worsened is concerning,” Dr. Hawks and her colleagues wrote. “Persons with conditions such as diabetes, hypertension, cardiovascular disease, and poor health status risk substantial harms if they forgo physician care. Financial barriers to care have been associated with increased hospitalizations and worse health outcomes in patients with cardiovascular disease and hypertension and increased morbidity among patients with diabetes.”

One of the trends highlighted by the study authors is the growing number of employers offering plans with a high deductible.

“Enrollment in a high-deductible health plan, which has become increasingly common in the last decade, a trend uninterrupted by the ACA, is associated with forgoing needed care, especially among those of lower socioeconomic status,” the authors wrote. “Other changes in insurance benefit design, such as imposing tiered copayments and coinsurance obligations, eliminating coverage for some services (e.g., eyeglasses) and narrowing provider networks (which can force some patients to go out-of-network for care) may also have undermined the affordability of care.”

There was some positive news among the findings, however.

“The main encouraging finding from our analysis is the increase in the proportion of persons – both insured and uninsured – receiving cholesterol checks and flu shots,” Dr. Hawk and her colleagues wrote, adding that this increase “may be attributable to the increasing implementation of quality metrics, financial incentives, and improved systems for the delivery of these services.”

However, not all preventive services that had cost barriers eliminated under the ACA saw improvement, such as cancer screening. They note that the proportion of women who did not receive mammography increased during the study period and then plateaued, but did not improve following the implementation of the ACA. The authors described the reasons for this as “unclear.”

Dr. Hawks received funding support from an Institutional National Research Service award and from Cambridge Health Alliance, her employer. Other authors reported membership in Physicians for a National Health Program.

SOURCE: Hawks L et al. JAMA Intern Med. 2020 Jan 27. doi: 10.1001/jamainternmed.2019.6538.

Publications
Topics
Sections

 

The cost of health care is keeping more Americans from seeing a doctor, even as the number of individuals with insurance coverage increases, according to a new study.

“Despite short-term gains owing to the [Affordable Care Act], over the past 20 years the portion of adults aged 18-64 years unable to see a physician owing to the cost increased, mostly because of an increase among persons with insurance,” Laura Hawks, MD, of Cambridge (Mass.) Health Alliance and Harvard Medical School in Boston and colleagues wrote in a new research report published in JAMA Internal Medicine.

“In 2017, nearly one-fifth of individuals with any chronic condition (diabetes, obesity, or cardiovascular disease) said they were unable to see a physician owing to cost,” they continued.

Researchers examined 20 years of data (January 1998 through December 2017) from the Centers for Disease Control and Prevention’s Behavioral Risk Factor Surveillance System to identify trends in unmet need for physician and preventive services.

Among adults aged 18-64 years who responded to the survey in 1998 and 2017, uninsurance decreased by 2.1 percentage points, falling from 16.9% to 14.8%. But at the same time, the portion of adults who were unable to see a physician because of cost rose by 2.7 percentage points, from 11.4% to 15.7%. Looking specifically at adults who had insurance coverage, the researchers found that cost was a barrier for 11.5% of them in 2017, up from 7.1% in 1998.

These results come against a backdrop of growing medical costs, increasing deductibles and copayments, an increasing use of cost containment measures like prior authorization, and narrow provider networks in the wake of the transition to value-based payment structures, the authors noted.

“Our finding that financial access to physician care worsened is concerning,” Dr. Hawks and her colleagues wrote. “Persons with conditions such as diabetes, hypertension, cardiovascular disease, and poor health status risk substantial harms if they forgo physician care. Financial barriers to care have been associated with increased hospitalizations and worse health outcomes in patients with cardiovascular disease and hypertension and increased morbidity among patients with diabetes.”

One of the trends highlighted by the study authors is the growing number of employers offering plans with a high deductible.

“Enrollment in a high-deductible health plan, which has become increasingly common in the last decade, a trend uninterrupted by the ACA, is associated with forgoing needed care, especially among those of lower socioeconomic status,” the authors wrote. “Other changes in insurance benefit design, such as imposing tiered copayments and coinsurance obligations, eliminating coverage for some services (e.g., eyeglasses) and narrowing provider networks (which can force some patients to go out-of-network for care) may also have undermined the affordability of care.”

There was some positive news among the findings, however.

“The main encouraging finding from our analysis is the increase in the proportion of persons – both insured and uninsured – receiving cholesterol checks and flu shots,” Dr. Hawk and her colleagues wrote, adding that this increase “may be attributable to the increasing implementation of quality metrics, financial incentives, and improved systems for the delivery of these services.”

However, not all preventive services that had cost barriers eliminated under the ACA saw improvement, such as cancer screening. They note that the proportion of women who did not receive mammography increased during the study period and then plateaued, but did not improve following the implementation of the ACA. The authors described the reasons for this as “unclear.”

Dr. Hawks received funding support from an Institutional National Research Service award and from Cambridge Health Alliance, her employer. Other authors reported membership in Physicians for a National Health Program.

SOURCE: Hawks L et al. JAMA Intern Med. 2020 Jan 27. doi: 10.1001/jamainternmed.2019.6538.

 

The cost of health care is keeping more Americans from seeing a doctor, even as the number of individuals with insurance coverage increases, according to a new study.

“Despite short-term gains owing to the [Affordable Care Act], over the past 20 years the portion of adults aged 18-64 years unable to see a physician owing to the cost increased, mostly because of an increase among persons with insurance,” Laura Hawks, MD, of Cambridge (Mass.) Health Alliance and Harvard Medical School in Boston and colleagues wrote in a new research report published in JAMA Internal Medicine.

“In 2017, nearly one-fifth of individuals with any chronic condition (diabetes, obesity, or cardiovascular disease) said they were unable to see a physician owing to cost,” they continued.

Researchers examined 20 years of data (January 1998 through December 2017) from the Centers for Disease Control and Prevention’s Behavioral Risk Factor Surveillance System to identify trends in unmet need for physician and preventive services.

Among adults aged 18-64 years who responded to the survey in 1998 and 2017, uninsurance decreased by 2.1 percentage points, falling from 16.9% to 14.8%. But at the same time, the portion of adults who were unable to see a physician because of cost rose by 2.7 percentage points, from 11.4% to 15.7%. Looking specifically at adults who had insurance coverage, the researchers found that cost was a barrier for 11.5% of them in 2017, up from 7.1% in 1998.

These results come against a backdrop of growing medical costs, increasing deductibles and copayments, an increasing use of cost containment measures like prior authorization, and narrow provider networks in the wake of the transition to value-based payment structures, the authors noted.

“Our finding that financial access to physician care worsened is concerning,” Dr. Hawks and her colleagues wrote. “Persons with conditions such as diabetes, hypertension, cardiovascular disease, and poor health status risk substantial harms if they forgo physician care. Financial barriers to care have been associated with increased hospitalizations and worse health outcomes in patients with cardiovascular disease and hypertension and increased morbidity among patients with diabetes.”

One of the trends highlighted by the study authors is the growing number of employers offering plans with a high deductible.

“Enrollment in a high-deductible health plan, which has become increasingly common in the last decade, a trend uninterrupted by the ACA, is associated with forgoing needed care, especially among those of lower socioeconomic status,” the authors wrote. “Other changes in insurance benefit design, such as imposing tiered copayments and coinsurance obligations, eliminating coverage for some services (e.g., eyeglasses) and narrowing provider networks (which can force some patients to go out-of-network for care) may also have undermined the affordability of care.”

There was some positive news among the findings, however.

“The main encouraging finding from our analysis is the increase in the proportion of persons – both insured and uninsured – receiving cholesterol checks and flu shots,” Dr. Hawk and her colleagues wrote, adding that this increase “may be attributable to the increasing implementation of quality metrics, financial incentives, and improved systems for the delivery of these services.”

However, not all preventive services that had cost barriers eliminated under the ACA saw improvement, such as cancer screening. They note that the proportion of women who did not receive mammography increased during the study period and then plateaued, but did not improve following the implementation of the ACA. The authors described the reasons for this as “unclear.”

Dr. Hawks received funding support from an Institutional National Research Service award and from Cambridge Health Alliance, her employer. Other authors reported membership in Physicians for a National Health Program.

SOURCE: Hawks L et al. JAMA Intern Med. 2020 Jan 27. doi: 10.1001/jamainternmed.2019.6538.

Publications
Publications
Topics
Article Type
Sections
Article Source

FROM JAMA INTERNAL MEDICINE

Disallow All Ads
Content Gating
No Gating (article Unlocked/Free)
Alternative CME
Disqus Comments
Default
Use ProPublica
Hide sidebar & use full width
render the right sidebar.

Are unmatched residency graduates a solution for ‘shrinking shrinks’?

Article Type
Changed
Tue, 02/04/2020 - 15:01

‘Physician associates’ could be used to expand the reach of psychiatry

For many years now, we have been lamenting the shortage of psychiatrists practicing in the United States. At this point, we must identify possible solutions.1,2 Currently, the shortage of practicing psychiatrists in the United States could be as high as 45,000.3 The major problem is that the number of psychiatry residency positions will not increase in the foreseeable future, thus generating more psychiatrists is not an option.

Dr. Maju Mathew Koola

Medicare pays about $150,000 per residency slot per year. To solve the mental health access problem, $27 billion (45,000 x $150,000 x 4 years)* would be required from Medicare, which is not feasible.4 The national average starting salary for psychiatrists from 2018-2019 was about $273,000 (much lower in academic institutions), according to Merritt Hawkins, the physician recruiting firm. That salary is modest, compared with those offered in other medical specialties. For this reason, many graduates choose other lucrative specialties. And we know that increasing the salaries of psychiatrists alone would not lead more people to choose psychiatry. On paper, it may say they work a 40-hour week, but they end up working 60 hours a week.

To make matters worse, family medicine and internal medicine doctors generally would rather not deal with people with mental illness and do “cherry-picking and lemon-dropping.” While many patients present to primary care with mental health issues, lack of time and education in psychiatric disorders and treatment hinder these physicians. In short, the mental health field cannot count on primary care physicians.

Meanwhile, there are thousands of unmatched residency graduates. In light of those realities, perhaps psychiatry residency programs could provide these unmatched graduates with 6 months of training and use them to supplement the workforce. These medical doctors, or “physician associates,” could be paired with a few psychiatrists to do clinical and administrative work. With one in four individuals having mental health issues, and more and more people seeking help because of increasing awareness and the benefits that accompanied the Affordable Care Act (ACA), physician associates might ease the workload of psychiatrists so that they can deliver better care to more people. We must take advantage of these two trends: The surge in unmatched graduates and “shrinking shrinks,” or the decline in the psychiatric workforce pool. (The Royal College of Physicians has established a category of clinicians called physician associates,5 but they are comparable to physician assistants in the United States. As you will see, the construct I am proposing is different.)


 

The current landscape

Currently, psychiatrists are under a lot of pressure to see a certain number of patients. Patients consistently complain that psychiatrists spend a maximum of 15 minutes with them, that the visits are interrupted by phone calls, and that they are not being heard and helped. Burnout, a silent epidemic among physicians, is relatively prevalent in psychiatry.6 Hence, some psychiatrists are reducing their hours and retiring early. Psychiatry has the third-oldest workforce, with 59% of current psychiatrists aged 55 years or older.7 A better pay/work ratio and work/life balance would enable psychiatrists to enjoy more fulfilling careers.

Many psychiatrists are spending a lot of their time in research, administration, and the classroom. In addition to those issues, the United States currently has a broken mental health care system.8 Finally, the medical practice landscape has changed dramatically in recent years, and those changes undermine both the effectiveness and well-being of clinicians.


The historical landscape

Some people proudly refer to the deinstitutionalization of mental asylums and state mental hospitals in the United States. But where have these patients gone? According to a U.S. Justice Department report, 2,220,300 adults were incarcerated in U.S. federal and state prisons and county jails in 2013.9 In addition, 4,751,400 adults in 2013 were on probation or parole. The percentages of inmates in state and federal prisons and local jails with a psychiatric diagnosis were 56%, 45%, and 64%, respectively.

I work at the Maryland correctional institutions, part of the Maryland Department of Public Safety and Correctional Services. One thing that I consistently hear from several correctional officers is “had these inmates received timely help and care, they wouldn’t have ended up behind bars.” Because of the criminalization of mental illness, in 44 states, the number of people with mental illness is higher in a jail or prison than in the largest state psychiatric hospital, according to the Treatment Advocacy Center. We have to be responsible for many of the inmates currently in correctional facilities for committing crimes related to mental health problems. In Maryland, a small state, there are 30,000 inmates in jails, and state and federal prison. The average cost of a meal is $1.36, thus $1.36 x 3 meals x 30,000 inmates = $122,400.00 for food alone for 1 day – this average does not take other expenses into account. By using money and manpower wisely and taking care of individuals’ mental health problems before they commit crimes, better outcomes could be achieved.

I used to work for MedOptions Inc. doing psychiatry consults at nursing homes and assisted-living facilities. Because of the shortage of psychiatrists and nurse practitioners, especially in the suburbs and rural areas, those patients could not be seen in a timely manner even for their 3-month routine follow-ups. As my colleagues and I have written previously, many elderly individuals with major neurocognitive disorders are not on the Food and Drug Administration­–approved cognitive enhancers, such as donepezil, galantamine, and memantine.10 Instead, those patients are on benzodiazepines, which are associated with cognitive impairments, and increased risk of pneumonia and falls. Benzodiazepines also can cause and/or worsen disinhibited behavior. Also, in those settings, crisis situations often are addressed days to weeks later because of the doctor shortage. This situation is going to get worse, because this patient population is growing.
 

Child and geriatric psychiatry shortages

Child and geriatric psychiatrist shortages are even higher than those in general psychiatry.11 Many years of training and low salaries are a few of the reasons some choose not to do a fellowship. These residency graduates would rather join a practice at an attending salary than at a fellow’s salary, which requires an additional 1 to 2 years of training. Student loans of $100,000–$500,000 after residency also discourage some from pursuing fellowship opportunities. We need to consider models such as 2 years of residency with 2 years of a child psychiatry fellowship or 3 years of residency with 1 year of geriatric psychiatry fellowship. Working as an adult attending physician (50% of the time) and concurrently doing a fellowship (50% of the time) while receiving an attending salary might motivate more people to complete a fellowship.

In specialties such as radiology, international medical graduates (IMGs) who have completed residency training in radiology in other countries can complete a radiology fellowship in a particular area for several years and can practice in the United States as board-eligible certified MDs. Likewise, in line with the model proposed here, we could provide unmatched graduates who have no residency training with 3 to 4 years of child psychiatry and geriatric psychiatry training in addition to some adult psychiatry training.

Implementation of such a model might take care of the shortage of child and geriatric psychiatrists. In 2015, there were 56 geriatric psychiatry fellowship programs; 54 positions were filled, and 51 fellows completed training.12 “It appears that a reasonable percentage of IMGs who obtain a fellowship in geriatric psychiatry do not have an intent of pursuing a career in the field,” Marc H. Zisselman, MD, former geriatric psychiatry fellowship director and currently with the Einstein Medical Center in Philadelphia, told me in 2016. These numbers are not at all sufficient to take care of the nation’s unmet need. Hence, implementing alternate strategies is imperative.
 

Administrative tasks and care

What consumes a psychiatrist’s time and leads to burnout? The answer has to do with administrative tasks at work. Administrative tasks are not an effective use of time for an MD who has spent more than a decade in medical school, residency, and fellowship training. Although electronic medical record (EMR) systems are considered a major advancement, engaging in the process throughout the day is associated with exhaustion.

Many physicians feel that EMRs have slowed them down, and some are not well-equipped to use them in quick and efficient ways. EMRs also have led to physicians making minimal eye contact in interviews with patients. Patients often complain: “I am talking, and the doctor is looking at the computer and typing.” Patients consider this behavior to be unprofessional and rude. In a survey of 57 U.S. physicians in family medicine, internal medicine, cardiology, and orthopedics, results showed that during the work day, 27% of their time was spent on direct clinical face time with patients and 49.2% was spent on EMR and desk work. While in the examination room with patients, physicians spent 52.9% of their time on direct clinical face time and 37.0% on EMR and desk work. Outside office hours, physicians spend up to 2 hours of personal time each night doing additional computer and other clerical work.13

Several EMR software systems, such as CareLogic, Cerner, Epic,NextGen, PointClickCare, and Sunrise, are used in the United States. The U.S. Veterans Affairs Medical Centers (VAMCs) use the computerized patient record system (CPRS) across the country. VA clinicians find CPRS extremely useful when they move from one VAMC to another. Likewise, hospitals and universities may use one software system such as the CPRS and thus, when clinicians change jobs, they find it hard to adapt to the new system.

Because psychiatrists are wasting a lot of time doing administrative tasks, they might be unable to do a good job with regard to making the right diagnoses and prescribing the best treatments.When I ask patients what are they diagnosed with, they tell me: “It depends on who you ask,” or “I’ve been diagnosed with everything.” This shows that we are not doing a good job or something is not right.

Currently, psychiatrists do not have the time and/or interest to make the right diagnoses and provide adequate psychoeducation for their patients. This also could be attributable to a variety of factors, including, but not limited to, time constraints, cynicism, and apathy. Time constraints also lead to the gross underutilization14 of relapse prevention strategies such as long-acting injectables and medications that can prevent suicide, such as lithium and clozapine.15

Other factors that undermine good care include not participating in continuing medical education (CME) and not staying up to date with the literature. For example, haloperidol continues to be one of the most frequently prescribed (probably, the most common) antipsychotic, although it is clearly neurotoxic16,17 and other safer options are available.18 Board certification and maintenance of certification (MOC) are not synonymous with good clinical practice. Many physicians are finding it hard to complete daily documentation, let alone time for MOC. For a variety of reasons, many are not maintaining certification, and this number is likely to increase. Think about how much time is devoted to the one-to-one interview with the patient and direct patient care during the 15-minute medical check appointment and the hour-long new evaluation. In some clinics, psychiatrists are asked to see more than 25 patients in 4 hours. Some U.S.-based psychiatrists see 65 inpatients and initiate 10 new evaluations in a single day. Under those kinds of time constraints, how can we provide quality care?
 

 

 

A model that would address the shortage

Overall, 7,826 PGY-1 applicants were unmatched in 2019, according to data from the 2019 Main Residency Match.19 Psychiatry residency programs could give these unmatched graduates 6 months of training (arbitrary duration) in psychiatry, which is not at all difficult with the program modules that are available.20 We could use them as physician associates as a major contributor to our workforce to complete administrative and other clinical tasks.

Administrative tasks are not necessarily negative, as all psychiatrists have done administrative tasks as medical students, residents, and fellows. However, at this point, administrative tasks are not an effective use of a psychiatrist’s time. Those physician associates could be paired with two to three psychiatrists to do administrative tasks (for making daytime and overnight phone calls; handling prescriptions, prior authorizations, and medication orders, especially over-the-counter and comfort medications in the inpatient units; doing chart reviews; ordering and checking laboratory tests; collecting collateral information from previous clinicians and records; printing medication education pamphlets; faxing; corresponding with insurance companies/utilization review; performing documentation; billing; and taking care of other clinical and administrative paperwork).

In addition, physician associates could collect information using rating scales such as the 9-item Patient Health Questionnaire for measurement-based care21 and Geriatric Depression Scale, both of which are currently not used in psychiatric practice because of time constraints and lack of manpower. Keep in mind that these individuals are medical doctors and could do a good job with these kinds of tasks. Most of them already have clinical experience in the United States and know the health care system. These MDs could conduct an initial interview (what medical students, residents, and fellows do) and present to the attending psychiatrist. Psychiatrists could then focus on the follow-up interview; diagnoses and treatment; major medical decision making, including shared decision making (patients feel that they are not part of the treatment plan); and seeing more patients, which is a more effective use of their time. This training would give these physician associates a chance to work as doctors and make a living. These MDs have completed medical school training after passing Medical College Admission Test – equivalent exams in their countries. They have passed all steps of the U.S. Medical Licensing Examination and have received Educational Commission for Foreign Medical Graduates certification. Some have even completed residency programs in their home countries.

Some U.S. states already have implemented these kinds of programs. In Arkansas, Kansas, and Missouri,22,23 legislators have passed laws allowing unmatched graduates who have not completed a residency program to work in medically underserved areas with a collaborating physician. These physicians must directly supervise the new doctors for at least a month before they can see patients on their own. Another proposal that has been suggested to address the psychiatrist shortage is employing physician assistants to provide care.24-26

The model proposed here is comparable to postdoctoral fellow-principal investigator and resident-attending collaborative work. At hospitals, a certified nurse assistant helps patients with health care needs under the supervision of a nurse. Similarly, a physician associate could help a psychiatrist under his or her supervision. In the Sheppard Pratt Health System in Baltimore, where I worked previously, for example, nurses dictate and prepare discharge summaries for the attending physician with whom they work. These are the kinds of tasks that physician associates could do as well.

The wait time to get a new evaluation with a psychiatrist is enormous. The policy is that a new patient admitted to an inpatient unit must be seen within 24 hours. With this model, the physician associates could see patients within a few hours, take care of their most immediate needs, take a history and conduct a physical, and write an admission note for the attending psychiatrist to sign. Currently, the outpatient practice is so busy that psychiatrists do not have the time to read the discharge summaries of patients referred to them after a recent hospitalization, which often leads to poor aftercare. The physician associates could read the discharge summaries and provide pertinent information to the attending psychiatrists.

In the inpatient units and emergency departments, nurses and social workers see patients before the attending physician, present patient information to the attending psychiatrist, and document their findings. It is redundant for the physician to write the same narrative again. Rather, the physician could add an addendum to the nurse’s or social worker’s notes and sign off. This would save a lot of time.

Numerous well-designed studies support the adoption of collaborative care models as one means of providing quality psychiatric care to larger populations.27,28 The American Psychiatric Association (APA) is currently training 3,500 psychiatrists in collaborative care through the Centers for Medicare and Medicaid Services’ Transforming Clinical Practice Initiative.29,30 Despite this training and the services provided by the nurse practitioners and physician assistants, the shortage of psychiatrists has not been adequately addressed. Hence, we need to think outside the box to find other potential pragmatic solutions.

Simply increasing the hours of work or the number of nurse practitioners or physician assistants already in practice is not going to solve the problem completely. The model proposed here and previously31 is likely to improve the quality of care that we now provide. This model should not be seen as exploiting these unmatched medical graduates and setting up a two-tiered health care system. The salary for these physicians would be a small percentage (5%-10%; these are arbitrary percentages) from the reimbursement of the attending psychiatrist. This model would not affect the salary of the attending psychiatrists; with this model, they would be able to see 25%-50% more patients (again, arbitrary percentages) with the help and support from these physician associates.
 

 

 

Potential barriers to implementation

There could be inherent barriers and complications to implementation of this model that are difficult to foresee at this point. Nurse practitioners (222,000 plus) and physician assistants (83,000 plus) have a fixed and structured curriculum, have national examining boards and national organizations with recertification requirements, and are licensed as independent practitioners, at least as far as CME is concerned.

Physician associates would need a standardized curriculum and examinations to validate what they have studied and learned. This process might be an important part of the credentialing of these individuals, as well as evaluation of cultural competency. If this model is to successfully lead to formation of a specific clinical group, it might need its own specific identity, national organization, national standards of competency, national certification and recertification processes, and national conference and CME or at least a subsection in a national behavioral and medical health organization, such as the APA or the American Academy of Child and Adolescent Psychiatry.

It would be desirable to “field test” the physician associate concept to clarify implementation difficulties, including the ones described above, that could arise. The cost of implementation of this program should not be of much concern; the 6-month training could be on a volunteer basis, or a small stipend might be paid by graduate medical education funding. This model could prove to be rewarding long term, save trillions of health care dollars, and allow us to provide exceptional and timely care.
 

Conclusion

The 2020 Mental Health America annual State of Mental Health in America report found that more than 70% of youth with severe major depressive disorder were in need of treatment in 2017. The percentage of adults with any mental illness who did not receive treatment stood at about 57.2%.32 Meanwhile, from 1999 through 2014, the age-adjusted suicide rate in the United States increased 24%.33 More individuals are seeking help because of increased awareness.34,35 In light of the access to services afforded by the ACA, physician associates might ease the workload of psychiatrists and enable them to deliver better care to more people. We would not necessarily have to use the term “physician associate” and could generate better terminologies later. In short, let’s tap into the pools of unmatched graduates and shrinking shrinks! If this model is successful, it could be used in other specialties and countries. The stakes for our patients have never been higher.

References

1. Bishop TF et al. Health Aff. 2016;35(7):1271-7.

2. National Council Medical Director Institute. The psychiatric shortage: Causes and solutions. 2017. Washington: National Council for Behavioral Health.

3. Satiani A et al. Psychiatric Serv. 2018;69:710-3.

4. Carlat D. Psychiatric Times. 2010 Aug 3;27(8).

5. McCartney M. BMJ. 2017;359:j5022.

6. Maslach C and Leiter MP. World Psychiatry. 2016 Jun 5;15:103-11.

7. Merritt Hawkins. “The silent shortage: A white paper examining supply, demand and recruitment trends in psychiatry.” 2018.

8. Sederer LI and Sharfstein SS. JAMA. 2014 Sep 24;312:1195-6.

9. James DJ and Glaze LE. Mental health problems of prison and jail inmates. 2006 Sep. U.S. Justice Department, Bureau of Justice Statistics Special Report.

10. Koola MM et al. J Geriatr Care Res. 2018;5(2):57-67.

11. Buckley PF and Nasrallah HA. Curr Psychiatr. 2016;15:23-4.

12. American Medical Association Database. Open Residency and Fellowship Positions.

13. Sinsky C et al. Ann Intern Med. 2016;165:753-60.

14. Koola MM. Curr Psychiatr. 2017 Mar. 16(3):19-20,47,e1.

15. Koola MM and Sebastian J. HSOA J Psychiatry Depress Anxiety. 2016;(2):1-11.

16. Nasrallah HA and Chen AT. Ann Clin Psychiatry. 2017 Aug;29(3):195-202.

17. Nasrallah HA. Curr Psychiatr. 2013 Jul;7-8.

18. Chen AT and Nasrallah HA. Schizophr Res. 2019 Jun;208:1-7.

19. National Resident Matching Program, Results and Data: 2019 Main Residency Match. National Resident Matching Program, Washington, 2019.

20. Masters KJ. J Physician Assist Educ. 2015 Sep;26(3):136-43.

21. Koola MM et al. J Nerv Ment Dis. 2011;199(12):989-90.

22. “New Missouri licensing offers ‘Band-Aid’ for physician shortages.” Kansas City Business Journal. Updated 2017 May 16.

23. “After earning an MD, she’s headed back to school – to become a nurse.” STAT. 2016 Nov 8.

24. Keizer TB and Trangle MA. Acad Psychiatry. 2015 Dec;39(6):691-4.

25. Miller JG and Peterson DJ. Acad Psychiatry. 2015 Dec;39(6):685-6.

26. Smith MS. Curr Psychiatr. 2019 Sep;18(9):17-24.

27. Osofsky HJ et al. Acad Psychiatry. 2016 Oct;40(5):747-54.

28. Dreier-Wolfgramm A et al. Z Gerontol Geriatr. 2017 May;50(Suppl 2):68-77.

29. Huang H and Barkil-Oteo A. Psychosomatics. 2015 Nov-Dec;56(6):658-61.

30. Raney L et al. Fam Syst Health. 2014 Jun;32(2):147-8.

31. Koola MM. Curr Psychiatr. 2016 Dec. 15(12):33-4.

32. Mental Health America. State of Mental Health in America 2020.

33. Curtin SC et al. NCHS Data Brief. 2016 Apr;(241):1-8.

34. Kelly DL et al. Ann Intern Med. 2020;172(2):167-8.

35. Miller JP and Nasrallah HA. Curr Psychiatr. 2015;14(12):45-6.

Dr. Koola is an associate professor in the department of psychiatry and behavioral health at Stony Brook (N.Y.) University. His main area of interest is novel therapeutic discovery in the treatment of schizophrenia. He has a particular interest in improving the health care delivery system for people with psychiatric illness. Dr. Koola declared no conflicts of interest. He can be reached at [email protected].

*This commentary was updated 2/2/2020.

Publications
Topics
Sections

‘Physician associates’ could be used to expand the reach of psychiatry

‘Physician associates’ could be used to expand the reach of psychiatry

For many years now, we have been lamenting the shortage of psychiatrists practicing in the United States. At this point, we must identify possible solutions.1,2 Currently, the shortage of practicing psychiatrists in the United States could be as high as 45,000.3 The major problem is that the number of psychiatry residency positions will not increase in the foreseeable future, thus generating more psychiatrists is not an option.

Dr. Maju Mathew Koola

Medicare pays about $150,000 per residency slot per year. To solve the mental health access problem, $27 billion (45,000 x $150,000 x 4 years)* would be required from Medicare, which is not feasible.4 The national average starting salary for psychiatrists from 2018-2019 was about $273,000 (much lower in academic institutions), according to Merritt Hawkins, the physician recruiting firm. That salary is modest, compared with those offered in other medical specialties. For this reason, many graduates choose other lucrative specialties. And we know that increasing the salaries of psychiatrists alone would not lead more people to choose psychiatry. On paper, it may say they work a 40-hour week, but they end up working 60 hours a week.

To make matters worse, family medicine and internal medicine doctors generally would rather not deal with people with mental illness and do “cherry-picking and lemon-dropping.” While many patients present to primary care with mental health issues, lack of time and education in psychiatric disorders and treatment hinder these physicians. In short, the mental health field cannot count on primary care physicians.

Meanwhile, there are thousands of unmatched residency graduates. In light of those realities, perhaps psychiatry residency programs could provide these unmatched graduates with 6 months of training and use them to supplement the workforce. These medical doctors, or “physician associates,” could be paired with a few psychiatrists to do clinical and administrative work. With one in four individuals having mental health issues, and more and more people seeking help because of increasing awareness and the benefits that accompanied the Affordable Care Act (ACA), physician associates might ease the workload of psychiatrists so that they can deliver better care to more people. We must take advantage of these two trends: The surge in unmatched graduates and “shrinking shrinks,” or the decline in the psychiatric workforce pool. (The Royal College of Physicians has established a category of clinicians called physician associates,5 but they are comparable to physician assistants in the United States. As you will see, the construct I am proposing is different.)


 

The current landscape

Currently, psychiatrists are under a lot of pressure to see a certain number of patients. Patients consistently complain that psychiatrists spend a maximum of 15 minutes with them, that the visits are interrupted by phone calls, and that they are not being heard and helped. Burnout, a silent epidemic among physicians, is relatively prevalent in psychiatry.6 Hence, some psychiatrists are reducing their hours and retiring early. Psychiatry has the third-oldest workforce, with 59% of current psychiatrists aged 55 years or older.7 A better pay/work ratio and work/life balance would enable psychiatrists to enjoy more fulfilling careers.

Many psychiatrists are spending a lot of their time in research, administration, and the classroom. In addition to those issues, the United States currently has a broken mental health care system.8 Finally, the medical practice landscape has changed dramatically in recent years, and those changes undermine both the effectiveness and well-being of clinicians.


The historical landscape

Some people proudly refer to the deinstitutionalization of mental asylums and state mental hospitals in the United States. But where have these patients gone? According to a U.S. Justice Department report, 2,220,300 adults were incarcerated in U.S. federal and state prisons and county jails in 2013.9 In addition, 4,751,400 adults in 2013 were on probation or parole. The percentages of inmates in state and federal prisons and local jails with a psychiatric diagnosis were 56%, 45%, and 64%, respectively.

I work at the Maryland correctional institutions, part of the Maryland Department of Public Safety and Correctional Services. One thing that I consistently hear from several correctional officers is “had these inmates received timely help and care, they wouldn’t have ended up behind bars.” Because of the criminalization of mental illness, in 44 states, the number of people with mental illness is higher in a jail or prison than in the largest state psychiatric hospital, according to the Treatment Advocacy Center. We have to be responsible for many of the inmates currently in correctional facilities for committing crimes related to mental health problems. In Maryland, a small state, there are 30,000 inmates in jails, and state and federal prison. The average cost of a meal is $1.36, thus $1.36 x 3 meals x 30,000 inmates = $122,400.00 for food alone for 1 day – this average does not take other expenses into account. By using money and manpower wisely and taking care of individuals’ mental health problems before they commit crimes, better outcomes could be achieved.

I used to work for MedOptions Inc. doing psychiatry consults at nursing homes and assisted-living facilities. Because of the shortage of psychiatrists and nurse practitioners, especially in the suburbs and rural areas, those patients could not be seen in a timely manner even for their 3-month routine follow-ups. As my colleagues and I have written previously, many elderly individuals with major neurocognitive disorders are not on the Food and Drug Administration­–approved cognitive enhancers, such as donepezil, galantamine, and memantine.10 Instead, those patients are on benzodiazepines, which are associated with cognitive impairments, and increased risk of pneumonia and falls. Benzodiazepines also can cause and/or worsen disinhibited behavior. Also, in those settings, crisis situations often are addressed days to weeks later because of the doctor shortage. This situation is going to get worse, because this patient population is growing.
 

Child and geriatric psychiatry shortages

Child and geriatric psychiatrist shortages are even higher than those in general psychiatry.11 Many years of training and low salaries are a few of the reasons some choose not to do a fellowship. These residency graduates would rather join a practice at an attending salary than at a fellow’s salary, which requires an additional 1 to 2 years of training. Student loans of $100,000–$500,000 after residency also discourage some from pursuing fellowship opportunities. We need to consider models such as 2 years of residency with 2 years of a child psychiatry fellowship or 3 years of residency with 1 year of geriatric psychiatry fellowship. Working as an adult attending physician (50% of the time) and concurrently doing a fellowship (50% of the time) while receiving an attending salary might motivate more people to complete a fellowship.

In specialties such as radiology, international medical graduates (IMGs) who have completed residency training in radiology in other countries can complete a radiology fellowship in a particular area for several years and can practice in the United States as board-eligible certified MDs. Likewise, in line with the model proposed here, we could provide unmatched graduates who have no residency training with 3 to 4 years of child psychiatry and geriatric psychiatry training in addition to some adult psychiatry training.

Implementation of such a model might take care of the shortage of child and geriatric psychiatrists. In 2015, there were 56 geriatric psychiatry fellowship programs; 54 positions were filled, and 51 fellows completed training.12 “It appears that a reasonable percentage of IMGs who obtain a fellowship in geriatric psychiatry do not have an intent of pursuing a career in the field,” Marc H. Zisselman, MD, former geriatric psychiatry fellowship director and currently with the Einstein Medical Center in Philadelphia, told me in 2016. These numbers are not at all sufficient to take care of the nation’s unmet need. Hence, implementing alternate strategies is imperative.
 

Administrative tasks and care

What consumes a psychiatrist’s time and leads to burnout? The answer has to do with administrative tasks at work. Administrative tasks are not an effective use of time for an MD who has spent more than a decade in medical school, residency, and fellowship training. Although electronic medical record (EMR) systems are considered a major advancement, engaging in the process throughout the day is associated with exhaustion.

Many physicians feel that EMRs have slowed them down, and some are not well-equipped to use them in quick and efficient ways. EMRs also have led to physicians making minimal eye contact in interviews with patients. Patients often complain: “I am talking, and the doctor is looking at the computer and typing.” Patients consider this behavior to be unprofessional and rude. In a survey of 57 U.S. physicians in family medicine, internal medicine, cardiology, and orthopedics, results showed that during the work day, 27% of their time was spent on direct clinical face time with patients and 49.2% was spent on EMR and desk work. While in the examination room with patients, physicians spent 52.9% of their time on direct clinical face time and 37.0% on EMR and desk work. Outside office hours, physicians spend up to 2 hours of personal time each night doing additional computer and other clerical work.13

Several EMR software systems, such as CareLogic, Cerner, Epic,NextGen, PointClickCare, and Sunrise, are used in the United States. The U.S. Veterans Affairs Medical Centers (VAMCs) use the computerized patient record system (CPRS) across the country. VA clinicians find CPRS extremely useful when they move from one VAMC to another. Likewise, hospitals and universities may use one software system such as the CPRS and thus, when clinicians change jobs, they find it hard to adapt to the new system.

Because psychiatrists are wasting a lot of time doing administrative tasks, they might be unable to do a good job with regard to making the right diagnoses and prescribing the best treatments.When I ask patients what are they diagnosed with, they tell me: “It depends on who you ask,” or “I’ve been diagnosed with everything.” This shows that we are not doing a good job or something is not right.

Currently, psychiatrists do not have the time and/or interest to make the right diagnoses and provide adequate psychoeducation for their patients. This also could be attributable to a variety of factors, including, but not limited to, time constraints, cynicism, and apathy. Time constraints also lead to the gross underutilization14 of relapse prevention strategies such as long-acting injectables and medications that can prevent suicide, such as lithium and clozapine.15

Other factors that undermine good care include not participating in continuing medical education (CME) and not staying up to date with the literature. For example, haloperidol continues to be one of the most frequently prescribed (probably, the most common) antipsychotic, although it is clearly neurotoxic16,17 and other safer options are available.18 Board certification and maintenance of certification (MOC) are not synonymous with good clinical practice. Many physicians are finding it hard to complete daily documentation, let alone time for MOC. For a variety of reasons, many are not maintaining certification, and this number is likely to increase. Think about how much time is devoted to the one-to-one interview with the patient and direct patient care during the 15-minute medical check appointment and the hour-long new evaluation. In some clinics, psychiatrists are asked to see more than 25 patients in 4 hours. Some U.S.-based psychiatrists see 65 inpatients and initiate 10 new evaluations in a single day. Under those kinds of time constraints, how can we provide quality care?
 

 

 

A model that would address the shortage

Overall, 7,826 PGY-1 applicants were unmatched in 2019, according to data from the 2019 Main Residency Match.19 Psychiatry residency programs could give these unmatched graduates 6 months of training (arbitrary duration) in psychiatry, which is not at all difficult with the program modules that are available.20 We could use them as physician associates as a major contributor to our workforce to complete administrative and other clinical tasks.

Administrative tasks are not necessarily negative, as all psychiatrists have done administrative tasks as medical students, residents, and fellows. However, at this point, administrative tasks are not an effective use of a psychiatrist’s time. Those physician associates could be paired with two to three psychiatrists to do administrative tasks (for making daytime and overnight phone calls; handling prescriptions, prior authorizations, and medication orders, especially over-the-counter and comfort medications in the inpatient units; doing chart reviews; ordering and checking laboratory tests; collecting collateral information from previous clinicians and records; printing medication education pamphlets; faxing; corresponding with insurance companies/utilization review; performing documentation; billing; and taking care of other clinical and administrative paperwork).

In addition, physician associates could collect information using rating scales such as the 9-item Patient Health Questionnaire for measurement-based care21 and Geriatric Depression Scale, both of which are currently not used in psychiatric practice because of time constraints and lack of manpower. Keep in mind that these individuals are medical doctors and could do a good job with these kinds of tasks. Most of them already have clinical experience in the United States and know the health care system. These MDs could conduct an initial interview (what medical students, residents, and fellows do) and present to the attending psychiatrist. Psychiatrists could then focus on the follow-up interview; diagnoses and treatment; major medical decision making, including shared decision making (patients feel that they are not part of the treatment plan); and seeing more patients, which is a more effective use of their time. This training would give these physician associates a chance to work as doctors and make a living. These MDs have completed medical school training after passing Medical College Admission Test – equivalent exams in their countries. They have passed all steps of the U.S. Medical Licensing Examination and have received Educational Commission for Foreign Medical Graduates certification. Some have even completed residency programs in their home countries.

Some U.S. states already have implemented these kinds of programs. In Arkansas, Kansas, and Missouri,22,23 legislators have passed laws allowing unmatched graduates who have not completed a residency program to work in medically underserved areas with a collaborating physician. These physicians must directly supervise the new doctors for at least a month before they can see patients on their own. Another proposal that has been suggested to address the psychiatrist shortage is employing physician assistants to provide care.24-26

The model proposed here is comparable to postdoctoral fellow-principal investigator and resident-attending collaborative work. At hospitals, a certified nurse assistant helps patients with health care needs under the supervision of a nurse. Similarly, a physician associate could help a psychiatrist under his or her supervision. In the Sheppard Pratt Health System in Baltimore, where I worked previously, for example, nurses dictate and prepare discharge summaries for the attending physician with whom they work. These are the kinds of tasks that physician associates could do as well.

The wait time to get a new evaluation with a psychiatrist is enormous. The policy is that a new patient admitted to an inpatient unit must be seen within 24 hours. With this model, the physician associates could see patients within a few hours, take care of their most immediate needs, take a history and conduct a physical, and write an admission note for the attending psychiatrist to sign. Currently, the outpatient practice is so busy that psychiatrists do not have the time to read the discharge summaries of patients referred to them after a recent hospitalization, which often leads to poor aftercare. The physician associates could read the discharge summaries and provide pertinent information to the attending psychiatrists.

In the inpatient units and emergency departments, nurses and social workers see patients before the attending physician, present patient information to the attending psychiatrist, and document their findings. It is redundant for the physician to write the same narrative again. Rather, the physician could add an addendum to the nurse’s or social worker’s notes and sign off. This would save a lot of time.

Numerous well-designed studies support the adoption of collaborative care models as one means of providing quality psychiatric care to larger populations.27,28 The American Psychiatric Association (APA) is currently training 3,500 psychiatrists in collaborative care through the Centers for Medicare and Medicaid Services’ Transforming Clinical Practice Initiative.29,30 Despite this training and the services provided by the nurse practitioners and physician assistants, the shortage of psychiatrists has not been adequately addressed. Hence, we need to think outside the box to find other potential pragmatic solutions.

Simply increasing the hours of work or the number of nurse practitioners or physician assistants already in practice is not going to solve the problem completely. The model proposed here and previously31 is likely to improve the quality of care that we now provide. This model should not be seen as exploiting these unmatched medical graduates and setting up a two-tiered health care system. The salary for these physicians would be a small percentage (5%-10%; these are arbitrary percentages) from the reimbursement of the attending psychiatrist. This model would not affect the salary of the attending psychiatrists; with this model, they would be able to see 25%-50% more patients (again, arbitrary percentages) with the help and support from these physician associates.
 

 

 

Potential barriers to implementation

There could be inherent barriers and complications to implementation of this model that are difficult to foresee at this point. Nurse practitioners (222,000 plus) and physician assistants (83,000 plus) have a fixed and structured curriculum, have national examining boards and national organizations with recertification requirements, and are licensed as independent practitioners, at least as far as CME is concerned.

Physician associates would need a standardized curriculum and examinations to validate what they have studied and learned. This process might be an important part of the credentialing of these individuals, as well as evaluation of cultural competency. If this model is to successfully lead to formation of a specific clinical group, it might need its own specific identity, national organization, national standards of competency, national certification and recertification processes, and national conference and CME or at least a subsection in a national behavioral and medical health organization, such as the APA or the American Academy of Child and Adolescent Psychiatry.

It would be desirable to “field test” the physician associate concept to clarify implementation difficulties, including the ones described above, that could arise. The cost of implementation of this program should not be of much concern; the 6-month training could be on a volunteer basis, or a small stipend might be paid by graduate medical education funding. This model could prove to be rewarding long term, save trillions of health care dollars, and allow us to provide exceptional and timely care.
 

Conclusion

The 2020 Mental Health America annual State of Mental Health in America report found that more than 70% of youth with severe major depressive disorder were in need of treatment in 2017. The percentage of adults with any mental illness who did not receive treatment stood at about 57.2%.32 Meanwhile, from 1999 through 2014, the age-adjusted suicide rate in the United States increased 24%.33 More individuals are seeking help because of increased awareness.34,35 In light of the access to services afforded by the ACA, physician associates might ease the workload of psychiatrists and enable them to deliver better care to more people. We would not necessarily have to use the term “physician associate” and could generate better terminologies later. In short, let’s tap into the pools of unmatched graduates and shrinking shrinks! If this model is successful, it could be used in other specialties and countries. The stakes for our patients have never been higher.

References

1. Bishop TF et al. Health Aff. 2016;35(7):1271-7.

2. National Council Medical Director Institute. The psychiatric shortage: Causes and solutions. 2017. Washington: National Council for Behavioral Health.

3. Satiani A et al. Psychiatric Serv. 2018;69:710-3.

4. Carlat D. Psychiatric Times. 2010 Aug 3;27(8).

5. McCartney M. BMJ. 2017;359:j5022.

6. Maslach C and Leiter MP. World Psychiatry. 2016 Jun 5;15:103-11.

7. Merritt Hawkins. “The silent shortage: A white paper examining supply, demand and recruitment trends in psychiatry.” 2018.

8. Sederer LI and Sharfstein SS. JAMA. 2014 Sep 24;312:1195-6.

9. James DJ and Glaze LE. Mental health problems of prison and jail inmates. 2006 Sep. U.S. Justice Department, Bureau of Justice Statistics Special Report.

10. Koola MM et al. J Geriatr Care Res. 2018;5(2):57-67.

11. Buckley PF and Nasrallah HA. Curr Psychiatr. 2016;15:23-4.

12. American Medical Association Database. Open Residency and Fellowship Positions.

13. Sinsky C et al. Ann Intern Med. 2016;165:753-60.

14. Koola MM. Curr Psychiatr. 2017 Mar. 16(3):19-20,47,e1.

15. Koola MM and Sebastian J. HSOA J Psychiatry Depress Anxiety. 2016;(2):1-11.

16. Nasrallah HA and Chen AT. Ann Clin Psychiatry. 2017 Aug;29(3):195-202.

17. Nasrallah HA. Curr Psychiatr. 2013 Jul;7-8.

18. Chen AT and Nasrallah HA. Schizophr Res. 2019 Jun;208:1-7.

19. National Resident Matching Program, Results and Data: 2019 Main Residency Match. National Resident Matching Program, Washington, 2019.

20. Masters KJ. J Physician Assist Educ. 2015 Sep;26(3):136-43.

21. Koola MM et al. J Nerv Ment Dis. 2011;199(12):989-90.

22. “New Missouri licensing offers ‘Band-Aid’ for physician shortages.” Kansas City Business Journal. Updated 2017 May 16.

23. “After earning an MD, she’s headed back to school – to become a nurse.” STAT. 2016 Nov 8.

24. Keizer TB and Trangle MA. Acad Psychiatry. 2015 Dec;39(6):691-4.

25. Miller JG and Peterson DJ. Acad Psychiatry. 2015 Dec;39(6):685-6.

26. Smith MS. Curr Psychiatr. 2019 Sep;18(9):17-24.

27. Osofsky HJ et al. Acad Psychiatry. 2016 Oct;40(5):747-54.

28. Dreier-Wolfgramm A et al. Z Gerontol Geriatr. 2017 May;50(Suppl 2):68-77.

29. Huang H and Barkil-Oteo A. Psychosomatics. 2015 Nov-Dec;56(6):658-61.

30. Raney L et al. Fam Syst Health. 2014 Jun;32(2):147-8.

31. Koola MM. Curr Psychiatr. 2016 Dec. 15(12):33-4.

32. Mental Health America. State of Mental Health in America 2020.

33. Curtin SC et al. NCHS Data Brief. 2016 Apr;(241):1-8.

34. Kelly DL et al. Ann Intern Med. 2020;172(2):167-8.

35. Miller JP and Nasrallah HA. Curr Psychiatr. 2015;14(12):45-6.

Dr. Koola is an associate professor in the department of psychiatry and behavioral health at Stony Brook (N.Y.) University. His main area of interest is novel therapeutic discovery in the treatment of schizophrenia. He has a particular interest in improving the health care delivery system for people with psychiatric illness. Dr. Koola declared no conflicts of interest. He can be reached at [email protected].

*This commentary was updated 2/2/2020.

For many years now, we have been lamenting the shortage of psychiatrists practicing in the United States. At this point, we must identify possible solutions.1,2 Currently, the shortage of practicing psychiatrists in the United States could be as high as 45,000.3 The major problem is that the number of psychiatry residency positions will not increase in the foreseeable future, thus generating more psychiatrists is not an option.

Dr. Maju Mathew Koola

Medicare pays about $150,000 per residency slot per year. To solve the mental health access problem, $27 billion (45,000 x $150,000 x 4 years)* would be required from Medicare, which is not feasible.4 The national average starting salary for psychiatrists from 2018-2019 was about $273,000 (much lower in academic institutions), according to Merritt Hawkins, the physician recruiting firm. That salary is modest, compared with those offered in other medical specialties. For this reason, many graduates choose other lucrative specialties. And we know that increasing the salaries of psychiatrists alone would not lead more people to choose psychiatry. On paper, it may say they work a 40-hour week, but they end up working 60 hours a week.

To make matters worse, family medicine and internal medicine doctors generally would rather not deal with people with mental illness and do “cherry-picking and lemon-dropping.” While many patients present to primary care with mental health issues, lack of time and education in psychiatric disorders and treatment hinder these physicians. In short, the mental health field cannot count on primary care physicians.

Meanwhile, there are thousands of unmatched residency graduates. In light of those realities, perhaps psychiatry residency programs could provide these unmatched graduates with 6 months of training and use them to supplement the workforce. These medical doctors, or “physician associates,” could be paired with a few psychiatrists to do clinical and administrative work. With one in four individuals having mental health issues, and more and more people seeking help because of increasing awareness and the benefits that accompanied the Affordable Care Act (ACA), physician associates might ease the workload of psychiatrists so that they can deliver better care to more people. We must take advantage of these two trends: The surge in unmatched graduates and “shrinking shrinks,” or the decline in the psychiatric workforce pool. (The Royal College of Physicians has established a category of clinicians called physician associates,5 but they are comparable to physician assistants in the United States. As you will see, the construct I am proposing is different.)


 

The current landscape

Currently, psychiatrists are under a lot of pressure to see a certain number of patients. Patients consistently complain that psychiatrists spend a maximum of 15 minutes with them, that the visits are interrupted by phone calls, and that they are not being heard and helped. Burnout, a silent epidemic among physicians, is relatively prevalent in psychiatry.6 Hence, some psychiatrists are reducing their hours and retiring early. Psychiatry has the third-oldest workforce, with 59% of current psychiatrists aged 55 years or older.7 A better pay/work ratio and work/life balance would enable psychiatrists to enjoy more fulfilling careers.

Many psychiatrists are spending a lot of their time in research, administration, and the classroom. In addition to those issues, the United States currently has a broken mental health care system.8 Finally, the medical practice landscape has changed dramatically in recent years, and those changes undermine both the effectiveness and well-being of clinicians.


The historical landscape

Some people proudly refer to the deinstitutionalization of mental asylums and state mental hospitals in the United States. But where have these patients gone? According to a U.S. Justice Department report, 2,220,300 adults were incarcerated in U.S. federal and state prisons and county jails in 2013.9 In addition, 4,751,400 adults in 2013 were on probation or parole. The percentages of inmates in state and federal prisons and local jails with a psychiatric diagnosis were 56%, 45%, and 64%, respectively.

I work at the Maryland correctional institutions, part of the Maryland Department of Public Safety and Correctional Services. One thing that I consistently hear from several correctional officers is “had these inmates received timely help and care, they wouldn’t have ended up behind bars.” Because of the criminalization of mental illness, in 44 states, the number of people with mental illness is higher in a jail or prison than in the largest state psychiatric hospital, according to the Treatment Advocacy Center. We have to be responsible for many of the inmates currently in correctional facilities for committing crimes related to mental health problems. In Maryland, a small state, there are 30,000 inmates in jails, and state and federal prison. The average cost of a meal is $1.36, thus $1.36 x 3 meals x 30,000 inmates = $122,400.00 for food alone for 1 day – this average does not take other expenses into account. By using money and manpower wisely and taking care of individuals’ mental health problems before they commit crimes, better outcomes could be achieved.

I used to work for MedOptions Inc. doing psychiatry consults at nursing homes and assisted-living facilities. Because of the shortage of psychiatrists and nurse practitioners, especially in the suburbs and rural areas, those patients could not be seen in a timely manner even for their 3-month routine follow-ups. As my colleagues and I have written previously, many elderly individuals with major neurocognitive disorders are not on the Food and Drug Administration­–approved cognitive enhancers, such as donepezil, galantamine, and memantine.10 Instead, those patients are on benzodiazepines, which are associated with cognitive impairments, and increased risk of pneumonia and falls. Benzodiazepines also can cause and/or worsen disinhibited behavior. Also, in those settings, crisis situations often are addressed days to weeks later because of the doctor shortage. This situation is going to get worse, because this patient population is growing.
 

Child and geriatric psychiatry shortages

Child and geriatric psychiatrist shortages are even higher than those in general psychiatry.11 Many years of training and low salaries are a few of the reasons some choose not to do a fellowship. These residency graduates would rather join a practice at an attending salary than at a fellow’s salary, which requires an additional 1 to 2 years of training. Student loans of $100,000–$500,000 after residency also discourage some from pursuing fellowship opportunities. We need to consider models such as 2 years of residency with 2 years of a child psychiatry fellowship or 3 years of residency with 1 year of geriatric psychiatry fellowship. Working as an adult attending physician (50% of the time) and concurrently doing a fellowship (50% of the time) while receiving an attending salary might motivate more people to complete a fellowship.

In specialties such as radiology, international medical graduates (IMGs) who have completed residency training in radiology in other countries can complete a radiology fellowship in a particular area for several years and can practice in the United States as board-eligible certified MDs. Likewise, in line with the model proposed here, we could provide unmatched graduates who have no residency training with 3 to 4 years of child psychiatry and geriatric psychiatry training in addition to some adult psychiatry training.

Implementation of such a model might take care of the shortage of child and geriatric psychiatrists. In 2015, there were 56 geriatric psychiatry fellowship programs; 54 positions were filled, and 51 fellows completed training.12 “It appears that a reasonable percentage of IMGs who obtain a fellowship in geriatric psychiatry do not have an intent of pursuing a career in the field,” Marc H. Zisselman, MD, former geriatric psychiatry fellowship director and currently with the Einstein Medical Center in Philadelphia, told me in 2016. These numbers are not at all sufficient to take care of the nation’s unmet need. Hence, implementing alternate strategies is imperative.
 

Administrative tasks and care

What consumes a psychiatrist’s time and leads to burnout? The answer has to do with administrative tasks at work. Administrative tasks are not an effective use of time for an MD who has spent more than a decade in medical school, residency, and fellowship training. Although electronic medical record (EMR) systems are considered a major advancement, engaging in the process throughout the day is associated with exhaustion.

Many physicians feel that EMRs have slowed them down, and some are not well-equipped to use them in quick and efficient ways. EMRs also have led to physicians making minimal eye contact in interviews with patients. Patients often complain: “I am talking, and the doctor is looking at the computer and typing.” Patients consider this behavior to be unprofessional and rude. In a survey of 57 U.S. physicians in family medicine, internal medicine, cardiology, and orthopedics, results showed that during the work day, 27% of their time was spent on direct clinical face time with patients and 49.2% was spent on EMR and desk work. While in the examination room with patients, physicians spent 52.9% of their time on direct clinical face time and 37.0% on EMR and desk work. Outside office hours, physicians spend up to 2 hours of personal time each night doing additional computer and other clerical work.13

Several EMR software systems, such as CareLogic, Cerner, Epic,NextGen, PointClickCare, and Sunrise, are used in the United States. The U.S. Veterans Affairs Medical Centers (VAMCs) use the computerized patient record system (CPRS) across the country. VA clinicians find CPRS extremely useful when they move from one VAMC to another. Likewise, hospitals and universities may use one software system such as the CPRS and thus, when clinicians change jobs, they find it hard to adapt to the new system.

Because psychiatrists are wasting a lot of time doing administrative tasks, they might be unable to do a good job with regard to making the right diagnoses and prescribing the best treatments.When I ask patients what are they diagnosed with, they tell me: “It depends on who you ask,” or “I’ve been diagnosed with everything.” This shows that we are not doing a good job or something is not right.

Currently, psychiatrists do not have the time and/or interest to make the right diagnoses and provide adequate psychoeducation for their patients. This also could be attributable to a variety of factors, including, but not limited to, time constraints, cynicism, and apathy. Time constraints also lead to the gross underutilization14 of relapse prevention strategies such as long-acting injectables and medications that can prevent suicide, such as lithium and clozapine.15

Other factors that undermine good care include not participating in continuing medical education (CME) and not staying up to date with the literature. For example, haloperidol continues to be one of the most frequently prescribed (probably, the most common) antipsychotic, although it is clearly neurotoxic16,17 and other safer options are available.18 Board certification and maintenance of certification (MOC) are not synonymous with good clinical practice. Many physicians are finding it hard to complete daily documentation, let alone time for MOC. For a variety of reasons, many are not maintaining certification, and this number is likely to increase. Think about how much time is devoted to the one-to-one interview with the patient and direct patient care during the 15-minute medical check appointment and the hour-long new evaluation. In some clinics, psychiatrists are asked to see more than 25 patients in 4 hours. Some U.S.-based psychiatrists see 65 inpatients and initiate 10 new evaluations in a single day. Under those kinds of time constraints, how can we provide quality care?
 

 

 

A model that would address the shortage

Overall, 7,826 PGY-1 applicants were unmatched in 2019, according to data from the 2019 Main Residency Match.19 Psychiatry residency programs could give these unmatched graduates 6 months of training (arbitrary duration) in psychiatry, which is not at all difficult with the program modules that are available.20 We could use them as physician associates as a major contributor to our workforce to complete administrative and other clinical tasks.

Administrative tasks are not necessarily negative, as all psychiatrists have done administrative tasks as medical students, residents, and fellows. However, at this point, administrative tasks are not an effective use of a psychiatrist’s time. Those physician associates could be paired with two to three psychiatrists to do administrative tasks (for making daytime and overnight phone calls; handling prescriptions, prior authorizations, and medication orders, especially over-the-counter and comfort medications in the inpatient units; doing chart reviews; ordering and checking laboratory tests; collecting collateral information from previous clinicians and records; printing medication education pamphlets; faxing; corresponding with insurance companies/utilization review; performing documentation; billing; and taking care of other clinical and administrative paperwork).

In addition, physician associates could collect information using rating scales such as the 9-item Patient Health Questionnaire for measurement-based care21 and Geriatric Depression Scale, both of which are currently not used in psychiatric practice because of time constraints and lack of manpower. Keep in mind that these individuals are medical doctors and could do a good job with these kinds of tasks. Most of them already have clinical experience in the United States and know the health care system. These MDs could conduct an initial interview (what medical students, residents, and fellows do) and present to the attending psychiatrist. Psychiatrists could then focus on the follow-up interview; diagnoses and treatment; major medical decision making, including shared decision making (patients feel that they are not part of the treatment plan); and seeing more patients, which is a more effective use of their time. This training would give these physician associates a chance to work as doctors and make a living. These MDs have completed medical school training after passing Medical College Admission Test – equivalent exams in their countries. They have passed all steps of the U.S. Medical Licensing Examination and have received Educational Commission for Foreign Medical Graduates certification. Some have even completed residency programs in their home countries.

Some U.S. states already have implemented these kinds of programs. In Arkansas, Kansas, and Missouri,22,23 legislators have passed laws allowing unmatched graduates who have not completed a residency program to work in medically underserved areas with a collaborating physician. These physicians must directly supervise the new doctors for at least a month before they can see patients on their own. Another proposal that has been suggested to address the psychiatrist shortage is employing physician assistants to provide care.24-26

The model proposed here is comparable to postdoctoral fellow-principal investigator and resident-attending collaborative work. At hospitals, a certified nurse assistant helps patients with health care needs under the supervision of a nurse. Similarly, a physician associate could help a psychiatrist under his or her supervision. In the Sheppard Pratt Health System in Baltimore, where I worked previously, for example, nurses dictate and prepare discharge summaries for the attending physician with whom they work. These are the kinds of tasks that physician associates could do as well.

The wait time to get a new evaluation with a psychiatrist is enormous. The policy is that a new patient admitted to an inpatient unit must be seen within 24 hours. With this model, the physician associates could see patients within a few hours, take care of their most immediate needs, take a history and conduct a physical, and write an admission note for the attending psychiatrist to sign. Currently, the outpatient practice is so busy that psychiatrists do not have the time to read the discharge summaries of patients referred to them after a recent hospitalization, which often leads to poor aftercare. The physician associates could read the discharge summaries and provide pertinent information to the attending psychiatrists.

In the inpatient units and emergency departments, nurses and social workers see patients before the attending physician, present patient information to the attending psychiatrist, and document their findings. It is redundant for the physician to write the same narrative again. Rather, the physician could add an addendum to the nurse’s or social worker’s notes and sign off. This would save a lot of time.

Numerous well-designed studies support the adoption of collaborative care models as one means of providing quality psychiatric care to larger populations.27,28 The American Psychiatric Association (APA) is currently training 3,500 psychiatrists in collaborative care through the Centers for Medicare and Medicaid Services’ Transforming Clinical Practice Initiative.29,30 Despite this training and the services provided by the nurse practitioners and physician assistants, the shortage of psychiatrists has not been adequately addressed. Hence, we need to think outside the box to find other potential pragmatic solutions.

Simply increasing the hours of work or the number of nurse practitioners or physician assistants already in practice is not going to solve the problem completely. The model proposed here and previously31 is likely to improve the quality of care that we now provide. This model should not be seen as exploiting these unmatched medical graduates and setting up a two-tiered health care system. The salary for these physicians would be a small percentage (5%-10%; these are arbitrary percentages) from the reimbursement of the attending psychiatrist. This model would not affect the salary of the attending psychiatrists; with this model, they would be able to see 25%-50% more patients (again, arbitrary percentages) with the help and support from these physician associates.
 

 

 

Potential barriers to implementation

There could be inherent barriers and complications to implementation of this model that are difficult to foresee at this point. Nurse practitioners (222,000 plus) and physician assistants (83,000 plus) have a fixed and structured curriculum, have national examining boards and national organizations with recertification requirements, and are licensed as independent practitioners, at least as far as CME is concerned.

Physician associates would need a standardized curriculum and examinations to validate what they have studied and learned. This process might be an important part of the credentialing of these individuals, as well as evaluation of cultural competency. If this model is to successfully lead to formation of a specific clinical group, it might need its own specific identity, national organization, national standards of competency, national certification and recertification processes, and national conference and CME or at least a subsection in a national behavioral and medical health organization, such as the APA or the American Academy of Child and Adolescent Psychiatry.

It would be desirable to “field test” the physician associate concept to clarify implementation difficulties, including the ones described above, that could arise. The cost of implementation of this program should not be of much concern; the 6-month training could be on a volunteer basis, or a small stipend might be paid by graduate medical education funding. This model could prove to be rewarding long term, save trillions of health care dollars, and allow us to provide exceptional and timely care.
 

Conclusion

The 2020 Mental Health America annual State of Mental Health in America report found that more than 70% of youth with severe major depressive disorder were in need of treatment in 2017. The percentage of adults with any mental illness who did not receive treatment stood at about 57.2%.32 Meanwhile, from 1999 through 2014, the age-adjusted suicide rate in the United States increased 24%.33 More individuals are seeking help because of increased awareness.34,35 In light of the access to services afforded by the ACA, physician associates might ease the workload of psychiatrists and enable them to deliver better care to more people. We would not necessarily have to use the term “physician associate” and could generate better terminologies later. In short, let’s tap into the pools of unmatched graduates and shrinking shrinks! If this model is successful, it could be used in other specialties and countries. The stakes for our patients have never been higher.

References

1. Bishop TF et al. Health Aff. 2016;35(7):1271-7.

2. National Council Medical Director Institute. The psychiatric shortage: Causes and solutions. 2017. Washington: National Council for Behavioral Health.

3. Satiani A et al. Psychiatric Serv. 2018;69:710-3.

4. Carlat D. Psychiatric Times. 2010 Aug 3;27(8).

5. McCartney M. BMJ. 2017;359:j5022.

6. Maslach C and Leiter MP. World Psychiatry. 2016 Jun 5;15:103-11.

7. Merritt Hawkins. “The silent shortage: A white paper examining supply, demand and recruitment trends in psychiatry.” 2018.

8. Sederer LI and Sharfstein SS. JAMA. 2014 Sep 24;312:1195-6.

9. James DJ and Glaze LE. Mental health problems of prison and jail inmates. 2006 Sep. U.S. Justice Department, Bureau of Justice Statistics Special Report.

10. Koola MM et al. J Geriatr Care Res. 2018;5(2):57-67.

11. Buckley PF and Nasrallah HA. Curr Psychiatr. 2016;15:23-4.

12. American Medical Association Database. Open Residency and Fellowship Positions.

13. Sinsky C et al. Ann Intern Med. 2016;165:753-60.

14. Koola MM. Curr Psychiatr. 2017 Mar. 16(3):19-20,47,e1.

15. Koola MM and Sebastian J. HSOA J Psychiatry Depress Anxiety. 2016;(2):1-11.

16. Nasrallah HA and Chen AT. Ann Clin Psychiatry. 2017 Aug;29(3):195-202.

17. Nasrallah HA. Curr Psychiatr. 2013 Jul;7-8.

18. Chen AT and Nasrallah HA. Schizophr Res. 2019 Jun;208:1-7.

19. National Resident Matching Program, Results and Data: 2019 Main Residency Match. National Resident Matching Program, Washington, 2019.

20. Masters KJ. J Physician Assist Educ. 2015 Sep;26(3):136-43.

21. Koola MM et al. J Nerv Ment Dis. 2011;199(12):989-90.

22. “New Missouri licensing offers ‘Band-Aid’ for physician shortages.” Kansas City Business Journal. Updated 2017 May 16.

23. “After earning an MD, she’s headed back to school – to become a nurse.” STAT. 2016 Nov 8.

24. Keizer TB and Trangle MA. Acad Psychiatry. 2015 Dec;39(6):691-4.

25. Miller JG and Peterson DJ. Acad Psychiatry. 2015 Dec;39(6):685-6.

26. Smith MS. Curr Psychiatr. 2019 Sep;18(9):17-24.

27. Osofsky HJ et al. Acad Psychiatry. 2016 Oct;40(5):747-54.

28. Dreier-Wolfgramm A et al. Z Gerontol Geriatr. 2017 May;50(Suppl 2):68-77.

29. Huang H and Barkil-Oteo A. Psychosomatics. 2015 Nov-Dec;56(6):658-61.

30. Raney L et al. Fam Syst Health. 2014 Jun;32(2):147-8.

31. Koola MM. Curr Psychiatr. 2016 Dec. 15(12):33-4.

32. Mental Health America. State of Mental Health in America 2020.

33. Curtin SC et al. NCHS Data Brief. 2016 Apr;(241):1-8.

34. Kelly DL et al. Ann Intern Med. 2020;172(2):167-8.

35. Miller JP and Nasrallah HA. Curr Psychiatr. 2015;14(12):45-6.

Dr. Koola is an associate professor in the department of psychiatry and behavioral health at Stony Brook (N.Y.) University. His main area of interest is novel therapeutic discovery in the treatment of schizophrenia. He has a particular interest in improving the health care delivery system for people with psychiatric illness. Dr. Koola declared no conflicts of interest. He can be reached at [email protected].

*This commentary was updated 2/2/2020.

Publications
Publications
Topics
Article Type
Sections
Disallow All Ads
Content Gating
No Gating (article Unlocked/Free)
Alternative CME
Disqus Comments
Default
Use ProPublica
Hide sidebar & use full width
render the right sidebar.

Journal editors seek more complete disclosure from authors

Article Type
Changed
Wed, 05/06/2020 - 12:47

A group of leading medical journal editors is seeking to improve the completeness and transparency of financial disclosure reporting with a proposed new disclosure form that puts more onus on readers to decide whether relationships and activities should influence how they view published papers.

The proposed changes are described in an editorial published simultaneously today in the Annals of Internal Medicine, British Medical Journal, Journal of the American Medical Association, The Lancet, New England Journal of Medicine, and several other journals whose editors are members of the International Committee of Medical Journal Editors (ICMJE).

“While no approach to disclosure will be perfect or foolproof, we hope the changes we propose will help promote transparency and trust,” the editorial stated (Ann Intern Med. 2020 Jan 27. doi: 10.7326/M19-3933).

The ICMJE adopted its currently used electronic form – the “ICMJE Form for the Disclosure of Potential Conflicts of Interest” – 10 years ago in an effort to create some uniformity amidst a patchwork of differing disclosure requirements for authors.

It’s not known how many journals outside of the ICMJE’s member journals routinely use the disclosure form, but the organization’s website houses an extensive list of journals whose editors or publishers have requested to be listed as following the ICMJE’s recommendations for editing, reporting, and publishing, including those concerning disclosures. The ICMJE does not “certify” journals. The full set of recommendations was updated in December 2019.

Most authors are committed to transparent reporting, but “opinions differ over which relationships or activities to report,” the editorial stated.



An author might choose to omit an item that others deem important because of a difference in opinion regarding “relevance,” confusion over definitions, or a simple oversight. Some authors may be “concerned that readers will interpret the listing of any item as a ‘potential conflict of interest’ as indicative of problematic influence and wrongdoing,” the editorial stated.

The revised form, like the current one, asks authors to disclose relationships and activities that are directly related to the reported work, as well as those that are topically related (within the broadly defined field addressed in the work). But unlike the current form, the new version provides a checklist of relationships and activities and asks authors to check ‘yes’ or ‘no’ for each one (and to name them when the answer is ‘yes’).

Items in the checklist include grants, payments/honoraria for lectures, patents issued or planned, stock/stock options, and leadership or fiduciary roles in committees, boards, or societies.

The proposed new form makes no mention of “potential conflicts of interest” or “relevancy,” per say. Authors aren’t asked to determine what might be interpreted as a potential conflict of interest, but instead are asked for a “complete listing” of what readers may find “pertinent” to their work.

“We’re trying to move away from calling everything a [potential] ‘conflict,’ ” Darren B. Taichman, MD, PhD, secretary of ICMJE and executive editor of the Annals of Internal Medicine, said in an interview. “We want to remove for authors the concern or stigma, if you will, that anything listed on a form implies that there is something wrong, because that’s just not true. … We want readers to decide what relationships are important as they interpret the work.”

Dr. Taichman said in the interview that the ICMJE’s updating of the form was more a function of “good housekeeping” and continuous appreciation of disclosure as an important issue, rather than any one specific issue, such as concern over a “relevancy” approach to disclosures.

The ICMJE is seeking feedback about its proposed form, which is available with a link for providing comments, at www.icmje.org.

 

 

Broader national efforts

Editors and others have been increasingly moving, however, toward asking for more complete disclosures where authors aren’t asked to judge “relevancy” and where readers can make decisions on their own. The American Society of Clinical Oncology, which produces the Journal of Clinical Oncology (JCO) as well as practice guidelines and continuing medical education programs, moved about 5 years ago to a system of general disclosure that asks physicians and others to disclose all financial interests and industry relationships, with no qualifiers.

Earlier in January 2020, the Accreditation Council for Continuing Medical Education issued proposed revisions to its Standards for Integrity and Independence in Accredited Continuing Education. These revisions, which are open for comment, require CME providers to collect disclosure information about all financial relationships of speakers and presenters. It’s up to the CME provider to then determine which relationships are relevant, according to the proposed document.

More change is on the way, as disclosure issues are being deliberated nationally in the wake of a highly publicized disclosure failure at Memorial Sloan Kettering Cancer Center in 2018. Chief medical officer José Baselga, MD, PhD, failed to report millions of dollars of industry payments and ownership interests in journal articles he wrote or cowrote over several years.

In February 2019, leaders from journals, academia, medical societies, and other institutions gathered in Washington for a closed-door meeting to hash out various disclosure related issues.

Hosted by the Association of American Medical Colleges and cosponsored by Memorial Sloan Kettering Cancer Center, ASCO, JAMA, and the Council of Medical Specialty Societies, the meeting led to a series of working groups that are creating additional recommendations “due out soon in 2020,” Heather Pierce, senior director of science policy and regulatory counsel for the AAMC, said in an interview.



Among the questions being discussed: What disclosures should be verified and who should do so? How can disclosures be made more complete and easier for researchers? And, “most importantly,” said Ms. Pierce, how can policy requirements across each of these sectors be aligned so that there’s more coordination and oversight – and with it, public trust?

Some critics of current disclosure policies have called for more reporting of compensation amounts, and Ms. Pierce said that this has been part of cross-sector discussions.

The ICMJE’s proposed form invites, but does not require, authors to indicate what payments were made to them or their institutions. “Part of this is due to the fact that it’s hard to define, let alone agree on, what’s an important amount,” Dr. Taichman said.

A push for registries

The ICMJE is also aiming to make the disclosure process more efficient for authors – and to eliminate inconsistent and incomplete disclosures – by accepting disclosures from web-based repositories, according to the editorial. Repositories allow authors to maintain an inventory of their relationships and activities and then create electronic disclosures that are tailored to the requirements of the ICMJE, medical societies, and other entities.

The AAMC-run repository, called Convey, is consistent with ICMJE reporting requirements and other criteria (e.g., there are no fees for individuals to enter, store, or export their data), but the development of other repositories may be helpful “for meeting regional, linguistic, and regulatory needs” of authors across the world, the editorial stated.

The Annals of Internal Medicine and the New England Journal of Medicine are both currently collecting disclosures through Convey. The platform was born from discussions that followed a 2009 Institute of Medicine report on conflicts of interest.

Signers of the ICMJE editorial include representatives of the National Library of Medicine and the World Association of Medical Editors, in addition to editors in chief and other leaders of the ICMJE member journals.

Publications
Topics
Sections

A group of leading medical journal editors is seeking to improve the completeness and transparency of financial disclosure reporting with a proposed new disclosure form that puts more onus on readers to decide whether relationships and activities should influence how they view published papers.

The proposed changes are described in an editorial published simultaneously today in the Annals of Internal Medicine, British Medical Journal, Journal of the American Medical Association, The Lancet, New England Journal of Medicine, and several other journals whose editors are members of the International Committee of Medical Journal Editors (ICMJE).

“While no approach to disclosure will be perfect or foolproof, we hope the changes we propose will help promote transparency and trust,” the editorial stated (Ann Intern Med. 2020 Jan 27. doi: 10.7326/M19-3933).

The ICMJE adopted its currently used electronic form – the “ICMJE Form for the Disclosure of Potential Conflicts of Interest” – 10 years ago in an effort to create some uniformity amidst a patchwork of differing disclosure requirements for authors.

It’s not known how many journals outside of the ICMJE’s member journals routinely use the disclosure form, but the organization’s website houses an extensive list of journals whose editors or publishers have requested to be listed as following the ICMJE’s recommendations for editing, reporting, and publishing, including those concerning disclosures. The ICMJE does not “certify” journals. The full set of recommendations was updated in December 2019.

Most authors are committed to transparent reporting, but “opinions differ over which relationships or activities to report,” the editorial stated.



An author might choose to omit an item that others deem important because of a difference in opinion regarding “relevance,” confusion over definitions, or a simple oversight. Some authors may be “concerned that readers will interpret the listing of any item as a ‘potential conflict of interest’ as indicative of problematic influence and wrongdoing,” the editorial stated.

The revised form, like the current one, asks authors to disclose relationships and activities that are directly related to the reported work, as well as those that are topically related (within the broadly defined field addressed in the work). But unlike the current form, the new version provides a checklist of relationships and activities and asks authors to check ‘yes’ or ‘no’ for each one (and to name them when the answer is ‘yes’).

Items in the checklist include grants, payments/honoraria for lectures, patents issued or planned, stock/stock options, and leadership or fiduciary roles in committees, boards, or societies.

The proposed new form makes no mention of “potential conflicts of interest” or “relevancy,” per say. Authors aren’t asked to determine what might be interpreted as a potential conflict of interest, but instead are asked for a “complete listing” of what readers may find “pertinent” to their work.

“We’re trying to move away from calling everything a [potential] ‘conflict,’ ” Darren B. Taichman, MD, PhD, secretary of ICMJE and executive editor of the Annals of Internal Medicine, said in an interview. “We want to remove for authors the concern or stigma, if you will, that anything listed on a form implies that there is something wrong, because that’s just not true. … We want readers to decide what relationships are important as they interpret the work.”

Dr. Taichman said in the interview that the ICMJE’s updating of the form was more a function of “good housekeeping” and continuous appreciation of disclosure as an important issue, rather than any one specific issue, such as concern over a “relevancy” approach to disclosures.

The ICMJE is seeking feedback about its proposed form, which is available with a link for providing comments, at www.icmje.org.

 

 

Broader national efforts

Editors and others have been increasingly moving, however, toward asking for more complete disclosures where authors aren’t asked to judge “relevancy” and where readers can make decisions on their own. The American Society of Clinical Oncology, which produces the Journal of Clinical Oncology (JCO) as well as practice guidelines and continuing medical education programs, moved about 5 years ago to a system of general disclosure that asks physicians and others to disclose all financial interests and industry relationships, with no qualifiers.

Earlier in January 2020, the Accreditation Council for Continuing Medical Education issued proposed revisions to its Standards for Integrity and Independence in Accredited Continuing Education. These revisions, which are open for comment, require CME providers to collect disclosure information about all financial relationships of speakers and presenters. It’s up to the CME provider to then determine which relationships are relevant, according to the proposed document.

More change is on the way, as disclosure issues are being deliberated nationally in the wake of a highly publicized disclosure failure at Memorial Sloan Kettering Cancer Center in 2018. Chief medical officer José Baselga, MD, PhD, failed to report millions of dollars of industry payments and ownership interests in journal articles he wrote or cowrote over several years.

In February 2019, leaders from journals, academia, medical societies, and other institutions gathered in Washington for a closed-door meeting to hash out various disclosure related issues.

Hosted by the Association of American Medical Colleges and cosponsored by Memorial Sloan Kettering Cancer Center, ASCO, JAMA, and the Council of Medical Specialty Societies, the meeting led to a series of working groups that are creating additional recommendations “due out soon in 2020,” Heather Pierce, senior director of science policy and regulatory counsel for the AAMC, said in an interview.



Among the questions being discussed: What disclosures should be verified and who should do so? How can disclosures be made more complete and easier for researchers? And, “most importantly,” said Ms. Pierce, how can policy requirements across each of these sectors be aligned so that there’s more coordination and oversight – and with it, public trust?

Some critics of current disclosure policies have called for more reporting of compensation amounts, and Ms. Pierce said that this has been part of cross-sector discussions.

The ICMJE’s proposed form invites, but does not require, authors to indicate what payments were made to them or their institutions. “Part of this is due to the fact that it’s hard to define, let alone agree on, what’s an important amount,” Dr. Taichman said.

A push for registries

The ICMJE is also aiming to make the disclosure process more efficient for authors – and to eliminate inconsistent and incomplete disclosures – by accepting disclosures from web-based repositories, according to the editorial. Repositories allow authors to maintain an inventory of their relationships and activities and then create electronic disclosures that are tailored to the requirements of the ICMJE, medical societies, and other entities.

The AAMC-run repository, called Convey, is consistent with ICMJE reporting requirements and other criteria (e.g., there are no fees for individuals to enter, store, or export their data), but the development of other repositories may be helpful “for meeting regional, linguistic, and regulatory needs” of authors across the world, the editorial stated.

The Annals of Internal Medicine and the New England Journal of Medicine are both currently collecting disclosures through Convey. The platform was born from discussions that followed a 2009 Institute of Medicine report on conflicts of interest.

Signers of the ICMJE editorial include representatives of the National Library of Medicine and the World Association of Medical Editors, in addition to editors in chief and other leaders of the ICMJE member journals.

A group of leading medical journal editors is seeking to improve the completeness and transparency of financial disclosure reporting with a proposed new disclosure form that puts more onus on readers to decide whether relationships and activities should influence how they view published papers.

The proposed changes are described in an editorial published simultaneously today in the Annals of Internal Medicine, British Medical Journal, Journal of the American Medical Association, The Lancet, New England Journal of Medicine, and several other journals whose editors are members of the International Committee of Medical Journal Editors (ICMJE).

“While no approach to disclosure will be perfect or foolproof, we hope the changes we propose will help promote transparency and trust,” the editorial stated (Ann Intern Med. 2020 Jan 27. doi: 10.7326/M19-3933).

The ICMJE adopted its currently used electronic form – the “ICMJE Form for the Disclosure of Potential Conflicts of Interest” – 10 years ago in an effort to create some uniformity amidst a patchwork of differing disclosure requirements for authors.

It’s not known how many journals outside of the ICMJE’s member journals routinely use the disclosure form, but the organization’s website houses an extensive list of journals whose editors or publishers have requested to be listed as following the ICMJE’s recommendations for editing, reporting, and publishing, including those concerning disclosures. The ICMJE does not “certify” journals. The full set of recommendations was updated in December 2019.

Most authors are committed to transparent reporting, but “opinions differ over which relationships or activities to report,” the editorial stated.



An author might choose to omit an item that others deem important because of a difference in opinion regarding “relevance,” confusion over definitions, or a simple oversight. Some authors may be “concerned that readers will interpret the listing of any item as a ‘potential conflict of interest’ as indicative of problematic influence and wrongdoing,” the editorial stated.

The revised form, like the current one, asks authors to disclose relationships and activities that are directly related to the reported work, as well as those that are topically related (within the broadly defined field addressed in the work). But unlike the current form, the new version provides a checklist of relationships and activities and asks authors to check ‘yes’ or ‘no’ for each one (and to name them when the answer is ‘yes’).

Items in the checklist include grants, payments/honoraria for lectures, patents issued or planned, stock/stock options, and leadership or fiduciary roles in committees, boards, or societies.

The proposed new form makes no mention of “potential conflicts of interest” or “relevancy,” per say. Authors aren’t asked to determine what might be interpreted as a potential conflict of interest, but instead are asked for a “complete listing” of what readers may find “pertinent” to their work.

“We’re trying to move away from calling everything a [potential] ‘conflict,’ ” Darren B. Taichman, MD, PhD, secretary of ICMJE and executive editor of the Annals of Internal Medicine, said in an interview. “We want to remove for authors the concern or stigma, if you will, that anything listed on a form implies that there is something wrong, because that’s just not true. … We want readers to decide what relationships are important as they interpret the work.”

Dr. Taichman said in the interview that the ICMJE’s updating of the form was more a function of “good housekeeping” and continuous appreciation of disclosure as an important issue, rather than any one specific issue, such as concern over a “relevancy” approach to disclosures.

The ICMJE is seeking feedback about its proposed form, which is available with a link for providing comments, at www.icmje.org.

 

 

Broader national efforts

Editors and others have been increasingly moving, however, toward asking for more complete disclosures where authors aren’t asked to judge “relevancy” and where readers can make decisions on their own. The American Society of Clinical Oncology, which produces the Journal of Clinical Oncology (JCO) as well as practice guidelines and continuing medical education programs, moved about 5 years ago to a system of general disclosure that asks physicians and others to disclose all financial interests and industry relationships, with no qualifiers.

Earlier in January 2020, the Accreditation Council for Continuing Medical Education issued proposed revisions to its Standards for Integrity and Independence in Accredited Continuing Education. These revisions, which are open for comment, require CME providers to collect disclosure information about all financial relationships of speakers and presenters. It’s up to the CME provider to then determine which relationships are relevant, according to the proposed document.

More change is on the way, as disclosure issues are being deliberated nationally in the wake of a highly publicized disclosure failure at Memorial Sloan Kettering Cancer Center in 2018. Chief medical officer José Baselga, MD, PhD, failed to report millions of dollars of industry payments and ownership interests in journal articles he wrote or cowrote over several years.

In February 2019, leaders from journals, academia, medical societies, and other institutions gathered in Washington for a closed-door meeting to hash out various disclosure related issues.

Hosted by the Association of American Medical Colleges and cosponsored by Memorial Sloan Kettering Cancer Center, ASCO, JAMA, and the Council of Medical Specialty Societies, the meeting led to a series of working groups that are creating additional recommendations “due out soon in 2020,” Heather Pierce, senior director of science policy and regulatory counsel for the AAMC, said in an interview.



Among the questions being discussed: What disclosures should be verified and who should do so? How can disclosures be made more complete and easier for researchers? And, “most importantly,” said Ms. Pierce, how can policy requirements across each of these sectors be aligned so that there’s more coordination and oversight – and with it, public trust?

Some critics of current disclosure policies have called for more reporting of compensation amounts, and Ms. Pierce said that this has been part of cross-sector discussions.

The ICMJE’s proposed form invites, but does not require, authors to indicate what payments were made to them or their institutions. “Part of this is due to the fact that it’s hard to define, let alone agree on, what’s an important amount,” Dr. Taichman said.

A push for registries

The ICMJE is also aiming to make the disclosure process more efficient for authors – and to eliminate inconsistent and incomplete disclosures – by accepting disclosures from web-based repositories, according to the editorial. Repositories allow authors to maintain an inventory of their relationships and activities and then create electronic disclosures that are tailored to the requirements of the ICMJE, medical societies, and other entities.

The AAMC-run repository, called Convey, is consistent with ICMJE reporting requirements and other criteria (e.g., there are no fees for individuals to enter, store, or export their data), but the development of other repositories may be helpful “for meeting regional, linguistic, and regulatory needs” of authors across the world, the editorial stated.

The Annals of Internal Medicine and the New England Journal of Medicine are both currently collecting disclosures through Convey. The platform was born from discussions that followed a 2009 Institute of Medicine report on conflicts of interest.

Signers of the ICMJE editorial include representatives of the National Library of Medicine and the World Association of Medical Editors, in addition to editors in chief and other leaders of the ICMJE member journals.

Publications
Publications
Topics
Article Type
Sections
Article Source

FROM ANNALS OF INTERNAL MEDICINE

Disallow All Ads
Content Gating
No Gating (article Unlocked/Free)
Alternative CME
Disqus Comments
Default
Use ProPublica
Hide sidebar & use full width
render the right sidebar.

Large percentage of psychiatrists sued for malpractice at least once

Article Type
Changed
Mon, 03/22/2021 - 14:08

Forty-one percent of U.S. psychiatrists have been sued for malpractice at least once, findings from the newly released Medscape Psychiatrist Malpractice Report 2019 show.

The top reason for the legal action was wrongful death (31%), followed by poor outcome/disease progression (23%), failure to treat/delayed treatment (11%), errors in medication administration (10%), and complications from treatment/surgery (8%).

Only 7% of psychiatrists said failure to treat/delayed treatment was the reason for the lawsuit, whereas this was the top reason for physicians overall (33%) in the report.

Medscape surveyed 4,360 physician members in more than 25 specialties about whether they have been sued for malpractice, reasons for a lawsuit, what happened, and how the experience affected the way they practice medicine and interact with patients.

Among psychiatrists named in a lawsuit, 44% said they were very surprised to be the subject of litigation. A similar percentage reported they were somewhat surprised (41%), while 15% were not at all surprised.

The vast majority of psychiatrists (87%) believed the lawsuit was not warranted, while 11% were unsure. Only a small percentage (2%) believed that legal action was justified, the lowest percentage of all physicians (6%).

Among psychiatrists who were sued, 42% were able to identify the incident that sparked the lawsuit. A slightly higher percentage (47%) said there was no specific incident that spurred legal action; 11% couldn’t recall.

Psychological factors

“There’s a whole host of what you could call psychological factors that can contribute to the filing of a claim,” David S. Szabo, a malpractice defense attorney with Locke Lord LLP, Boston, said in an interview.

“These can occur when a patient perceives a breakdown in the doctor-patient relationship or is pretty certain that there’s been a mistake and they feel like they’ve been shut out of productive conversation with their health care provider or providers,” said Mr. Szabo.

Legal action eats up time. A total of 43% of psychiatrists reported spending more than 40 hours on their defense, which involved gathering records, meeting with attorneys, and preparing for depositions.

Forty-six percent reported that the entire process took 1-2 years to resolve, but nearly a quarter (23%) said the process dragged on for 3-5 years.

One-third of psychiatrists who were named in a malpractice lawsuit said the case was settled out of court. Of the cases that went to trial, 12% of psychiatrists reported that the verdict was in their favor; 3% reported that the outcome of the case was in the plaintiff’s favor.

Asked why they think most malpractice lawsuits occurred, 61% of psychiatrists said that patients don’t understand medical risks and blame the doctor for bad outcomes even if the doctor does everything right.

A similar percentage of psychiatrists recognized that if a true medical error has occurred, patients wanted to seek restitution and/or assign blame. Only 29% of psychiatrists felt that constant advertising by lawyers to get new clients was the reason for most malpractice cases.

The overwhelming majority of psychiatrists (93%) who responded to the survey carry malpractice insurance, about the same as physicians overall (94%).

Among those with malpractice coverage who either settled or went to trial, about half were either encouraged by their insurer to settle the case or were required by their insurer to do so.

“Generally, if a physician senses that he or she is heading toward a difference of opinion with the insurer about settlement, they probably ought to invest a little time in having personal counsel look at the case,” Mr. Szabo said.

 

 

Practice changing?

Facing a lawsuit can be devastating for any physician, but nearly half (48%) of psychiatrists surveyed said they made no changes after the case was resolved.

Just over a quarter (27%) of psychiatrists said the legal action prompted a change in their approach to patients. In addition, 8% said they left their practice setting, and 3% said they bought more malpractice insurance.

Among psychiatrist cases that resulted in a settlement or a verdict in the plaintiff’s favor, nearly half (48%) of monetary awards maxed out at $100,000, while 31% maxed out at $500,000, and 8% at $1 million.

More than half of psychiatrists (55%) named in a lawsuit believed the outcome of the case was fair; 45% felt it was unfair.

Psychiatrists reported that, in retrospect, they would have done several things differently. These included maintaining better documentation of their patient’s chart (20%) and not taking on the patient in the first place (15%), followed by spending more time with the patient and his/her family (11%), getting a second opinion from a colleague (9%), and reviewing the history/chart more carefully (7%).

About three-quarters of psychiatrists felt that saying sorry or offering an apology to the patient would not have prevented the lawsuit. This is a lower percentage than was indicated by all physicians (82%) who have been sued.

Psychiatrists believe the best ways to discourage lawsuits is through better patient communication and rapport (59%) and having a medical panel screen cases for merit (50%).

About half of psychiatrists (51%) and more than half (56%) of all physicians believe that medical organizations or state societies are not doing enough to discourage malpractice cases.

This article first appeared on Medscape.com.

Publications
Topics
Sections

Forty-one percent of U.S. psychiatrists have been sued for malpractice at least once, findings from the newly released Medscape Psychiatrist Malpractice Report 2019 show.

The top reason for the legal action was wrongful death (31%), followed by poor outcome/disease progression (23%), failure to treat/delayed treatment (11%), errors in medication administration (10%), and complications from treatment/surgery (8%).

Only 7% of psychiatrists said failure to treat/delayed treatment was the reason for the lawsuit, whereas this was the top reason for physicians overall (33%) in the report.

Medscape surveyed 4,360 physician members in more than 25 specialties about whether they have been sued for malpractice, reasons for a lawsuit, what happened, and how the experience affected the way they practice medicine and interact with patients.

Among psychiatrists named in a lawsuit, 44% said they were very surprised to be the subject of litigation. A similar percentage reported they were somewhat surprised (41%), while 15% were not at all surprised.

The vast majority of psychiatrists (87%) believed the lawsuit was not warranted, while 11% were unsure. Only a small percentage (2%) believed that legal action was justified, the lowest percentage of all physicians (6%).

Among psychiatrists who were sued, 42% were able to identify the incident that sparked the lawsuit. A slightly higher percentage (47%) said there was no specific incident that spurred legal action; 11% couldn’t recall.

Psychological factors

“There’s a whole host of what you could call psychological factors that can contribute to the filing of a claim,” David S. Szabo, a malpractice defense attorney with Locke Lord LLP, Boston, said in an interview.

“These can occur when a patient perceives a breakdown in the doctor-patient relationship or is pretty certain that there’s been a mistake and they feel like they’ve been shut out of productive conversation with their health care provider or providers,” said Mr. Szabo.

Legal action eats up time. A total of 43% of psychiatrists reported spending more than 40 hours on their defense, which involved gathering records, meeting with attorneys, and preparing for depositions.

Forty-six percent reported that the entire process took 1-2 years to resolve, but nearly a quarter (23%) said the process dragged on for 3-5 years.

One-third of psychiatrists who were named in a malpractice lawsuit said the case was settled out of court. Of the cases that went to trial, 12% of psychiatrists reported that the verdict was in their favor; 3% reported that the outcome of the case was in the plaintiff’s favor.

Asked why they think most malpractice lawsuits occurred, 61% of psychiatrists said that patients don’t understand medical risks and blame the doctor for bad outcomes even if the doctor does everything right.

A similar percentage of psychiatrists recognized that if a true medical error has occurred, patients wanted to seek restitution and/or assign blame. Only 29% of psychiatrists felt that constant advertising by lawyers to get new clients was the reason for most malpractice cases.

The overwhelming majority of psychiatrists (93%) who responded to the survey carry malpractice insurance, about the same as physicians overall (94%).

Among those with malpractice coverage who either settled or went to trial, about half were either encouraged by their insurer to settle the case or were required by their insurer to do so.

“Generally, if a physician senses that he or she is heading toward a difference of opinion with the insurer about settlement, they probably ought to invest a little time in having personal counsel look at the case,” Mr. Szabo said.

 

 

Practice changing?

Facing a lawsuit can be devastating for any physician, but nearly half (48%) of psychiatrists surveyed said they made no changes after the case was resolved.

Just over a quarter (27%) of psychiatrists said the legal action prompted a change in their approach to patients. In addition, 8% said they left their practice setting, and 3% said they bought more malpractice insurance.

Among psychiatrist cases that resulted in a settlement or a verdict in the plaintiff’s favor, nearly half (48%) of monetary awards maxed out at $100,000, while 31% maxed out at $500,000, and 8% at $1 million.

More than half of psychiatrists (55%) named in a lawsuit believed the outcome of the case was fair; 45% felt it was unfair.

Psychiatrists reported that, in retrospect, they would have done several things differently. These included maintaining better documentation of their patient’s chart (20%) and not taking on the patient in the first place (15%), followed by spending more time with the patient and his/her family (11%), getting a second opinion from a colleague (9%), and reviewing the history/chart more carefully (7%).

About three-quarters of psychiatrists felt that saying sorry or offering an apology to the patient would not have prevented the lawsuit. This is a lower percentage than was indicated by all physicians (82%) who have been sued.

Psychiatrists believe the best ways to discourage lawsuits is through better patient communication and rapport (59%) and having a medical panel screen cases for merit (50%).

About half of psychiatrists (51%) and more than half (56%) of all physicians believe that medical organizations or state societies are not doing enough to discourage malpractice cases.

This article first appeared on Medscape.com.

Forty-one percent of U.S. psychiatrists have been sued for malpractice at least once, findings from the newly released Medscape Psychiatrist Malpractice Report 2019 show.

The top reason for the legal action was wrongful death (31%), followed by poor outcome/disease progression (23%), failure to treat/delayed treatment (11%), errors in medication administration (10%), and complications from treatment/surgery (8%).

Only 7% of psychiatrists said failure to treat/delayed treatment was the reason for the lawsuit, whereas this was the top reason for physicians overall (33%) in the report.

Medscape surveyed 4,360 physician members in more than 25 specialties about whether they have been sued for malpractice, reasons for a lawsuit, what happened, and how the experience affected the way they practice medicine and interact with patients.

Among psychiatrists named in a lawsuit, 44% said they were very surprised to be the subject of litigation. A similar percentage reported they were somewhat surprised (41%), while 15% were not at all surprised.

The vast majority of psychiatrists (87%) believed the lawsuit was not warranted, while 11% were unsure. Only a small percentage (2%) believed that legal action was justified, the lowest percentage of all physicians (6%).

Among psychiatrists who were sued, 42% were able to identify the incident that sparked the lawsuit. A slightly higher percentage (47%) said there was no specific incident that spurred legal action; 11% couldn’t recall.

Psychological factors

“There’s a whole host of what you could call psychological factors that can contribute to the filing of a claim,” David S. Szabo, a malpractice defense attorney with Locke Lord LLP, Boston, said in an interview.

“These can occur when a patient perceives a breakdown in the doctor-patient relationship or is pretty certain that there’s been a mistake and they feel like they’ve been shut out of productive conversation with their health care provider or providers,” said Mr. Szabo.

Legal action eats up time. A total of 43% of psychiatrists reported spending more than 40 hours on their defense, which involved gathering records, meeting with attorneys, and preparing for depositions.

Forty-six percent reported that the entire process took 1-2 years to resolve, but nearly a quarter (23%) said the process dragged on for 3-5 years.

One-third of psychiatrists who were named in a malpractice lawsuit said the case was settled out of court. Of the cases that went to trial, 12% of psychiatrists reported that the verdict was in their favor; 3% reported that the outcome of the case was in the plaintiff’s favor.

Asked why they think most malpractice lawsuits occurred, 61% of psychiatrists said that patients don’t understand medical risks and blame the doctor for bad outcomes even if the doctor does everything right.

A similar percentage of psychiatrists recognized that if a true medical error has occurred, patients wanted to seek restitution and/or assign blame. Only 29% of psychiatrists felt that constant advertising by lawyers to get new clients was the reason for most malpractice cases.

The overwhelming majority of psychiatrists (93%) who responded to the survey carry malpractice insurance, about the same as physicians overall (94%).

Among those with malpractice coverage who either settled or went to trial, about half were either encouraged by their insurer to settle the case or were required by their insurer to do so.

“Generally, if a physician senses that he or she is heading toward a difference of opinion with the insurer about settlement, they probably ought to invest a little time in having personal counsel look at the case,” Mr. Szabo said.

 

 

Practice changing?

Facing a lawsuit can be devastating for any physician, but nearly half (48%) of psychiatrists surveyed said they made no changes after the case was resolved.

Just over a quarter (27%) of psychiatrists said the legal action prompted a change in their approach to patients. In addition, 8% said they left their practice setting, and 3% said they bought more malpractice insurance.

Among psychiatrist cases that resulted in a settlement or a verdict in the plaintiff’s favor, nearly half (48%) of monetary awards maxed out at $100,000, while 31% maxed out at $500,000, and 8% at $1 million.

More than half of psychiatrists (55%) named in a lawsuit believed the outcome of the case was fair; 45% felt it was unfair.

Psychiatrists reported that, in retrospect, they would have done several things differently. These included maintaining better documentation of their patient’s chart (20%) and not taking on the patient in the first place (15%), followed by spending more time with the patient and his/her family (11%), getting a second opinion from a colleague (9%), and reviewing the history/chart more carefully (7%).

About three-quarters of psychiatrists felt that saying sorry or offering an apology to the patient would not have prevented the lawsuit. This is a lower percentage than was indicated by all physicians (82%) who have been sued.

Psychiatrists believe the best ways to discourage lawsuits is through better patient communication and rapport (59%) and having a medical panel screen cases for merit (50%).

About half of psychiatrists (51%) and more than half (56%) of all physicians believe that medical organizations or state societies are not doing enough to discourage malpractice cases.

This article first appeared on Medscape.com.

Publications
Publications
Topics
Article Type
Sections
Disallow All Ads
Content Gating
No Gating (article Unlocked/Free)
Alternative CME
Disqus Comments
Default
Use ProPublica
Hide sidebar & use full width
render the right sidebar.
Medscape Article

Dermatologists are uniquely suited to help sexual-, gender-minority patients

Article Type
Changed
Wed, 02/12/2020 - 15:59

– There is a deficit in scientific research for sexual- and gender-minority (SGM) patients in dermatology, despite dermatologists being uniquely suited to help these patients, Angelo Landriscina, MD, said at the ODAC Dermatology, Aesthetic, & Clinical Conference.

Dr. Angelo Landriscina


“Our knowledge lagging behind is really to our own detriment,” said Dr. Landriscina, chief resident of dermatology at George Washington University, Washington. “The unique comorbidities and lived experiences of queer patients can impact their dermatologic disease. In addition to that, we are in a really unique position to provide life-changing care for these patients.”

The topic of dermatologic care for SGM patients has been discussed with interest in the dermatology community, but it has not been well studied. In one of two papers recently published in Pediatric Dermatology, Markus D. Boos, MD, PhD, from the University of Washington, Seattle, and Seattle Children’s Hospital, and coauthors noted that there is a particular knowledge gap in how to care for SGM pediatric and adolescent patients (Pediatr Dermatol. 2019 Sep;36[5]:581-6; 587-93).

In his presentation, Dr. Landriscina outlined the differences between sexual orientation – an emotional, romantic, or sexual attraction to others – and gender identity, or how one perceives their own gender. Lesbian, gay, transgender, and queer/questioning are classical definitions, but SGM patients may also self-identify in any number of other ways. Some SGM patients may identify as gender-fluid or nonbinary, while genderqueer is an umbrella term for individuals who don’t identify with typical gender roles. On the topic of pronouns, asking SGM patients how they want to be referred to is ideal, but the singular they is considered a gender-neutral term that should work for most situations.

There are also terms to avoid: “Homosexual” may be acceptable to some SGM patients, but is from an era when same-sex attraction was pathologized; “sexual preference” characterizes sexuality as a choice; the term “lifestyle” perpetuates the idea that all SGM patients are the same; and referring to transgender patients as "pre-op" or "post-op" is problematic as these terms imply that transgender identity is defined by a medical transition. Using transgender or gay as a noun, or the word transsexual, is offensive and shouldn’t be used at all, according to Dr. Landriscina.

As these terms continue to change and be redefined, dermatologists are likely to encounter terms they are unfamiliar with in the clinic, but he emphasized that attendees need not know every term to care for these patients. “The easiest way to be right in all of these situations is to let your patients define themselves,” he said, but noted that “assumptions are your worst enemy. You’re going to have to ask the hard questions.”

Updating understanding of SGM patients

Much of the medical community’s understanding of SGM patients hasn’t been updated in decades, Dr. Landriscina said. For example, medical school students typically learn about SGM risk factors that only apply to men who have sex with men (MSM), but there is new interest in caring for transgender patients within dermatology. The focus on classical notions for treating MSM can be reductive, Dr. Landriscina explained. “It boils a whole community of people down to one disease process. I think that we need to expand the thought that there are other associations here. There are other risks these patients face.”

In contrast, dermatologists who strive to understand their patients can better see them as a whole person, can engage in a better differential diagnosis, are aware of the current comorbidities SGM patients face that affect dermatologic disease, and can even work with the patient toward preventative care.

“It’s been decades since we’ve had a paradigm shift about this, and I think it’s time,” he said.

Overall, SGM patients have a higher likelihood of suffering from mental illness and suicidal ideation, with 10%-20% of lesbian, gay, and bisexual patients attempting suicide. Gender-minority patients have a significantly higher rate of attempting suicide at 40%. SGM patients are also more likely to be homeless and uninsured, and have the highest rates of tobacco, alcohol, and illicit drug use. In the SGM population, there is a higher likelihood of being victimized, and discriminated against, with this risk being much higher in transgender patients.

For MSM, there is a high risk of HIV and other STIs such as herpes simplex virus type 2 (HSV2), human papillomavirus (HPV), gonorrhea, and chlamydia, Dr. Landriscina said. They are also at risk for hepatitis A, B, and C; clusters of meningococcal meningitis; and human herpes virus 8. While MSM are more likely to use sunscreen, they also are more likely to use tanning beds and not wear protective clothing outdoors, and are at a greater risk of skin cancer. The risks of body dysmorphia and eating disorders are also increased for MSM.

While there is not as much research on risk factors for women who have sex with women (WSW), they are still at risk for HIV, HSV, and HPV and are less likely to engage in safe sex practices. For women who have sex with both men and other women, there is an even greater risk of STIs. While WSW are more likely to perceive less need for screening, they should be given the same screening as all other women, and dermatologists can help by ensuring these patients are connected with primary care providers, he said.
 

Dermatologic sequelae for transgender patients

For patients who transition from male to female, there is little information on their sexual risk from studies, but their care should be managed similarly to MSM, Dr. Landriscina said. When seeing transgender patients, dermatologists should be aware of issues of gender dysphoria, but not offer any intervention without first having a conversation about the patient’s hopes and goals. “Not every patient will have the means or desire to have everything that you can offer,” he said.

For patients who choose to undergo a female-to-male transition, dermatological sequelae may include classical manifestations of androgen excess from hormone therapy such as acne and androgenic alopecia; acne, miliaria, tinea corporis, contact dermatitis from chest binding; and surgical scars and keloids. For acne, isotretinoin is an option if a case is severe, but dermatologists should be aware these patients may still be able to become pregnant. There is no consensus on treatment for androgenic alopecia, but use of finasteride might block wanted secondary sex characteristics, Dr. Landriscina noted.

Patients who undergo a male-to-female transition may develop melasma or asteatotic eczema while receiving estrogen therapy; unwanted facial or body hair; and complications from illicit “filler” injections that may cause foreign-body granulomas, bacterial or atypical mycobacterial infection, lymphedema, and scarring.

Transgender patients may choose to undergo aesthetic treatments that can affirm their gender and decrease their gender dysphoria, augment the effects of hormone therapy and gender-confirmation surgery, and improve their quality of life. “While this has classically fallen under the purview of plastic surgery, I feel like we’re uniquely positioned to provide really life-changing aesthetic services to these patients,” Dr. Landriscina said.

Creating an inclusive environment is key to successfully caring for SGM patients. Any practice policies should have SGM-inclusive language, employees should receive mandatory LGBTQ+ focused training, and a point person should oversee LGBTQ+ matters, according to the Joint Commission’s LGBT Guide. Practices should also begin collecting data on sexual orientation and gender identity, which may help patients who are reluctant to vocally disclose their sexual orientation and gender identity and expand understanding of SGM patients. “Before you even walk into that visit, you know what the patient’s identity is, how they want to be addressed,” said Dr. Landriscina. “It also shows patients that you value what their identities are and that you’re competent in taking care of them.”

Dr. Landriscina encouraged attendees to take the information they learned in the session and “run with it.”

“Go for it. Keep learning,” he said. “There’s more about this topic than I even had the chance to include. Your patients are going to appreciate your dedication to them.”

Dr. Adam Friedman


In an interview, Adam Friedman, MD, professor and interim chair of dermatology at George Washington University and medical director of ODAC, acknowledged the large gaps in care for SGM patients and the unique role dermatologists can play in their care, both in terms of medical and surgical procedures.

“There are specific considerations that we as dermatologists need to think about in terms of just quality of life, potentially mental disease, homelessness, access to care. I think if we consider the whole picture, we can not only provide dermatologic care, but maybe serve as a pivot point to direct them to other specialists, and other physicians, and even nonphysicians who play a role in all facets of life to really get these individuals all the care, in broader senses, that they need,” he said.

Dr. Landriscina reported no relevant conflicts of interest.

Meeting/Event
Publications
Topics
Sections
Meeting/Event
Meeting/Event

– There is a deficit in scientific research for sexual- and gender-minority (SGM) patients in dermatology, despite dermatologists being uniquely suited to help these patients, Angelo Landriscina, MD, said at the ODAC Dermatology, Aesthetic, & Clinical Conference.

Dr. Angelo Landriscina


“Our knowledge lagging behind is really to our own detriment,” said Dr. Landriscina, chief resident of dermatology at George Washington University, Washington. “The unique comorbidities and lived experiences of queer patients can impact their dermatologic disease. In addition to that, we are in a really unique position to provide life-changing care for these patients.”

The topic of dermatologic care for SGM patients has been discussed with interest in the dermatology community, but it has not been well studied. In one of two papers recently published in Pediatric Dermatology, Markus D. Boos, MD, PhD, from the University of Washington, Seattle, and Seattle Children’s Hospital, and coauthors noted that there is a particular knowledge gap in how to care for SGM pediatric and adolescent patients (Pediatr Dermatol. 2019 Sep;36[5]:581-6; 587-93).

In his presentation, Dr. Landriscina outlined the differences between sexual orientation – an emotional, romantic, or sexual attraction to others – and gender identity, or how one perceives their own gender. Lesbian, gay, transgender, and queer/questioning are classical definitions, but SGM patients may also self-identify in any number of other ways. Some SGM patients may identify as gender-fluid or nonbinary, while genderqueer is an umbrella term for individuals who don’t identify with typical gender roles. On the topic of pronouns, asking SGM patients how they want to be referred to is ideal, but the singular they is considered a gender-neutral term that should work for most situations.

There are also terms to avoid: “Homosexual” may be acceptable to some SGM patients, but is from an era when same-sex attraction was pathologized; “sexual preference” characterizes sexuality as a choice; the term “lifestyle” perpetuates the idea that all SGM patients are the same; and referring to transgender patients as "pre-op" or "post-op" is problematic as these terms imply that transgender identity is defined by a medical transition. Using transgender or gay as a noun, or the word transsexual, is offensive and shouldn’t be used at all, according to Dr. Landriscina.

As these terms continue to change and be redefined, dermatologists are likely to encounter terms they are unfamiliar with in the clinic, but he emphasized that attendees need not know every term to care for these patients. “The easiest way to be right in all of these situations is to let your patients define themselves,” he said, but noted that “assumptions are your worst enemy. You’re going to have to ask the hard questions.”

Updating understanding of SGM patients

Much of the medical community’s understanding of SGM patients hasn’t been updated in decades, Dr. Landriscina said. For example, medical school students typically learn about SGM risk factors that only apply to men who have sex with men (MSM), but there is new interest in caring for transgender patients within dermatology. The focus on classical notions for treating MSM can be reductive, Dr. Landriscina explained. “It boils a whole community of people down to one disease process. I think that we need to expand the thought that there are other associations here. There are other risks these patients face.”

In contrast, dermatologists who strive to understand their patients can better see them as a whole person, can engage in a better differential diagnosis, are aware of the current comorbidities SGM patients face that affect dermatologic disease, and can even work with the patient toward preventative care.

“It’s been decades since we’ve had a paradigm shift about this, and I think it’s time,” he said.

Overall, SGM patients have a higher likelihood of suffering from mental illness and suicidal ideation, with 10%-20% of lesbian, gay, and bisexual patients attempting suicide. Gender-minority patients have a significantly higher rate of attempting suicide at 40%. SGM patients are also more likely to be homeless and uninsured, and have the highest rates of tobacco, alcohol, and illicit drug use. In the SGM population, there is a higher likelihood of being victimized, and discriminated against, with this risk being much higher in transgender patients.

For MSM, there is a high risk of HIV and other STIs such as herpes simplex virus type 2 (HSV2), human papillomavirus (HPV), gonorrhea, and chlamydia, Dr. Landriscina said. They are also at risk for hepatitis A, B, and C; clusters of meningococcal meningitis; and human herpes virus 8. While MSM are more likely to use sunscreen, they also are more likely to use tanning beds and not wear protective clothing outdoors, and are at a greater risk of skin cancer. The risks of body dysmorphia and eating disorders are also increased for MSM.

While there is not as much research on risk factors for women who have sex with women (WSW), they are still at risk for HIV, HSV, and HPV and are less likely to engage in safe sex practices. For women who have sex with both men and other women, there is an even greater risk of STIs. While WSW are more likely to perceive less need for screening, they should be given the same screening as all other women, and dermatologists can help by ensuring these patients are connected with primary care providers, he said.
 

Dermatologic sequelae for transgender patients

For patients who transition from male to female, there is little information on their sexual risk from studies, but their care should be managed similarly to MSM, Dr. Landriscina said. When seeing transgender patients, dermatologists should be aware of issues of gender dysphoria, but not offer any intervention without first having a conversation about the patient’s hopes and goals. “Not every patient will have the means or desire to have everything that you can offer,” he said.

For patients who choose to undergo a female-to-male transition, dermatological sequelae may include classical manifestations of androgen excess from hormone therapy such as acne and androgenic alopecia; acne, miliaria, tinea corporis, contact dermatitis from chest binding; and surgical scars and keloids. For acne, isotretinoin is an option if a case is severe, but dermatologists should be aware these patients may still be able to become pregnant. There is no consensus on treatment for androgenic alopecia, but use of finasteride might block wanted secondary sex characteristics, Dr. Landriscina noted.

Patients who undergo a male-to-female transition may develop melasma or asteatotic eczema while receiving estrogen therapy; unwanted facial or body hair; and complications from illicit “filler” injections that may cause foreign-body granulomas, bacterial or atypical mycobacterial infection, lymphedema, and scarring.

Transgender patients may choose to undergo aesthetic treatments that can affirm their gender and decrease their gender dysphoria, augment the effects of hormone therapy and gender-confirmation surgery, and improve their quality of life. “While this has classically fallen under the purview of plastic surgery, I feel like we’re uniquely positioned to provide really life-changing aesthetic services to these patients,” Dr. Landriscina said.

Creating an inclusive environment is key to successfully caring for SGM patients. Any practice policies should have SGM-inclusive language, employees should receive mandatory LGBTQ+ focused training, and a point person should oversee LGBTQ+ matters, according to the Joint Commission’s LGBT Guide. Practices should also begin collecting data on sexual orientation and gender identity, which may help patients who are reluctant to vocally disclose their sexual orientation and gender identity and expand understanding of SGM patients. “Before you even walk into that visit, you know what the patient’s identity is, how they want to be addressed,” said Dr. Landriscina. “It also shows patients that you value what their identities are and that you’re competent in taking care of them.”

Dr. Landriscina encouraged attendees to take the information they learned in the session and “run with it.”

“Go for it. Keep learning,” he said. “There’s more about this topic than I even had the chance to include. Your patients are going to appreciate your dedication to them.”

Dr. Adam Friedman


In an interview, Adam Friedman, MD, professor and interim chair of dermatology at George Washington University and medical director of ODAC, acknowledged the large gaps in care for SGM patients and the unique role dermatologists can play in their care, both in terms of medical and surgical procedures.

“There are specific considerations that we as dermatologists need to think about in terms of just quality of life, potentially mental disease, homelessness, access to care. I think if we consider the whole picture, we can not only provide dermatologic care, but maybe serve as a pivot point to direct them to other specialists, and other physicians, and even nonphysicians who play a role in all facets of life to really get these individuals all the care, in broader senses, that they need,” he said.

Dr. Landriscina reported no relevant conflicts of interest.

– There is a deficit in scientific research for sexual- and gender-minority (SGM) patients in dermatology, despite dermatologists being uniquely suited to help these patients, Angelo Landriscina, MD, said at the ODAC Dermatology, Aesthetic, & Clinical Conference.

Dr. Angelo Landriscina


“Our knowledge lagging behind is really to our own detriment,” said Dr. Landriscina, chief resident of dermatology at George Washington University, Washington. “The unique comorbidities and lived experiences of queer patients can impact their dermatologic disease. In addition to that, we are in a really unique position to provide life-changing care for these patients.”

The topic of dermatologic care for SGM patients has been discussed with interest in the dermatology community, but it has not been well studied. In one of two papers recently published in Pediatric Dermatology, Markus D. Boos, MD, PhD, from the University of Washington, Seattle, and Seattle Children’s Hospital, and coauthors noted that there is a particular knowledge gap in how to care for SGM pediatric and adolescent patients (Pediatr Dermatol. 2019 Sep;36[5]:581-6; 587-93).

In his presentation, Dr. Landriscina outlined the differences between sexual orientation – an emotional, romantic, or sexual attraction to others – and gender identity, or how one perceives their own gender. Lesbian, gay, transgender, and queer/questioning are classical definitions, but SGM patients may also self-identify in any number of other ways. Some SGM patients may identify as gender-fluid or nonbinary, while genderqueer is an umbrella term for individuals who don’t identify with typical gender roles. On the topic of pronouns, asking SGM patients how they want to be referred to is ideal, but the singular they is considered a gender-neutral term that should work for most situations.

There are also terms to avoid: “Homosexual” may be acceptable to some SGM patients, but is from an era when same-sex attraction was pathologized; “sexual preference” characterizes sexuality as a choice; the term “lifestyle” perpetuates the idea that all SGM patients are the same; and referring to transgender patients as "pre-op" or "post-op" is problematic as these terms imply that transgender identity is defined by a medical transition. Using transgender or gay as a noun, or the word transsexual, is offensive and shouldn’t be used at all, according to Dr. Landriscina.

As these terms continue to change and be redefined, dermatologists are likely to encounter terms they are unfamiliar with in the clinic, but he emphasized that attendees need not know every term to care for these patients. “The easiest way to be right in all of these situations is to let your patients define themselves,” he said, but noted that “assumptions are your worst enemy. You’re going to have to ask the hard questions.”

Updating understanding of SGM patients

Much of the medical community’s understanding of SGM patients hasn’t been updated in decades, Dr. Landriscina said. For example, medical school students typically learn about SGM risk factors that only apply to men who have sex with men (MSM), but there is new interest in caring for transgender patients within dermatology. The focus on classical notions for treating MSM can be reductive, Dr. Landriscina explained. “It boils a whole community of people down to one disease process. I think that we need to expand the thought that there are other associations here. There are other risks these patients face.”

In contrast, dermatologists who strive to understand their patients can better see them as a whole person, can engage in a better differential diagnosis, are aware of the current comorbidities SGM patients face that affect dermatologic disease, and can even work with the patient toward preventative care.

“It’s been decades since we’ve had a paradigm shift about this, and I think it’s time,” he said.

Overall, SGM patients have a higher likelihood of suffering from mental illness and suicidal ideation, with 10%-20% of lesbian, gay, and bisexual patients attempting suicide. Gender-minority patients have a significantly higher rate of attempting suicide at 40%. SGM patients are also more likely to be homeless and uninsured, and have the highest rates of tobacco, alcohol, and illicit drug use. In the SGM population, there is a higher likelihood of being victimized, and discriminated against, with this risk being much higher in transgender patients.

For MSM, there is a high risk of HIV and other STIs such as herpes simplex virus type 2 (HSV2), human papillomavirus (HPV), gonorrhea, and chlamydia, Dr. Landriscina said. They are also at risk for hepatitis A, B, and C; clusters of meningococcal meningitis; and human herpes virus 8. While MSM are more likely to use sunscreen, they also are more likely to use tanning beds and not wear protective clothing outdoors, and are at a greater risk of skin cancer. The risks of body dysmorphia and eating disorders are also increased for MSM.

While there is not as much research on risk factors for women who have sex with women (WSW), they are still at risk for HIV, HSV, and HPV and are less likely to engage in safe sex practices. For women who have sex with both men and other women, there is an even greater risk of STIs. While WSW are more likely to perceive less need for screening, they should be given the same screening as all other women, and dermatologists can help by ensuring these patients are connected with primary care providers, he said.
 

Dermatologic sequelae for transgender patients

For patients who transition from male to female, there is little information on their sexual risk from studies, but their care should be managed similarly to MSM, Dr. Landriscina said. When seeing transgender patients, dermatologists should be aware of issues of gender dysphoria, but not offer any intervention without first having a conversation about the patient’s hopes and goals. “Not every patient will have the means or desire to have everything that you can offer,” he said.

For patients who choose to undergo a female-to-male transition, dermatological sequelae may include classical manifestations of androgen excess from hormone therapy such as acne and androgenic alopecia; acne, miliaria, tinea corporis, contact dermatitis from chest binding; and surgical scars and keloids. For acne, isotretinoin is an option if a case is severe, but dermatologists should be aware these patients may still be able to become pregnant. There is no consensus on treatment for androgenic alopecia, but use of finasteride might block wanted secondary sex characteristics, Dr. Landriscina noted.

Patients who undergo a male-to-female transition may develop melasma or asteatotic eczema while receiving estrogen therapy; unwanted facial or body hair; and complications from illicit “filler” injections that may cause foreign-body granulomas, bacterial or atypical mycobacterial infection, lymphedema, and scarring.

Transgender patients may choose to undergo aesthetic treatments that can affirm their gender and decrease their gender dysphoria, augment the effects of hormone therapy and gender-confirmation surgery, and improve their quality of life. “While this has classically fallen under the purview of plastic surgery, I feel like we’re uniquely positioned to provide really life-changing aesthetic services to these patients,” Dr. Landriscina said.

Creating an inclusive environment is key to successfully caring for SGM patients. Any practice policies should have SGM-inclusive language, employees should receive mandatory LGBTQ+ focused training, and a point person should oversee LGBTQ+ matters, according to the Joint Commission’s LGBT Guide. Practices should also begin collecting data on sexual orientation and gender identity, which may help patients who are reluctant to vocally disclose their sexual orientation and gender identity and expand understanding of SGM patients. “Before you even walk into that visit, you know what the patient’s identity is, how they want to be addressed,” said Dr. Landriscina. “It also shows patients that you value what their identities are and that you’re competent in taking care of them.”

Dr. Landriscina encouraged attendees to take the information they learned in the session and “run with it.”

“Go for it. Keep learning,” he said. “There’s more about this topic than I even had the chance to include. Your patients are going to appreciate your dedication to them.”

Dr. Adam Friedman


In an interview, Adam Friedman, MD, professor and interim chair of dermatology at George Washington University and medical director of ODAC, acknowledged the large gaps in care for SGM patients and the unique role dermatologists can play in their care, both in terms of medical and surgical procedures.

“There are specific considerations that we as dermatologists need to think about in terms of just quality of life, potentially mental disease, homelessness, access to care. I think if we consider the whole picture, we can not only provide dermatologic care, but maybe serve as a pivot point to direct them to other specialists, and other physicians, and even nonphysicians who play a role in all facets of life to really get these individuals all the care, in broader senses, that they need,” he said.

Dr. Landriscina reported no relevant conflicts of interest.

Publications
Publications
Topics
Article Type
Sections
Article Source

EXPERT ANALYSIS FROM ODAC 2020

Disallow All Ads
Content Gating
No Gating (article Unlocked/Free)
Alternative CME
Disqus Comments
Default
Use ProPublica
Hide sidebar & use full width
render the right sidebar.