Approaches to Quality Improvement

Systematically tracking quality measures (also known as “performance measures”) will help identify areas in need of improvement; set measurable goals for change; and evaluate the effectiveness of a new policy, process, or procedure.¹ Measures can be used for quality improvement initiatives, benchmarking against other providers or organizations, and accountability.² Performance measures can also be similar, if not the same, as those used for Tracking Patient Progress and simply used for different purposes.

Practices should consider the program’s strengths and weaknesses and identify areas with room for improvement, such as issues related to access, implementation, and outcomes:

Access—Patients may experience gaps in service coverage or other barriers to care, as evidenced by high no-show rates or loss to followup. Programs could consider tracking measures related to the number of patients on a waiting list, time elapsed between first contact and patient’s first treatment services, time elapsed between followup visits, and similar measures.

Implementation—Programs may need to improve their processes to identify patients with opioid use disorder, attitudes toward those with substance use disorders or MAT, capacity to serve MAT patients, or confidence in team function and shared workflows. Related performance measures include:

• Percentage of patients screened for opioid use disorders,
• Percentage of patients being prescribed medication among those with an opioid use disorder,
• Number of patients served by the MAT program,
• Proportion of eligible providers with a buprenorphine waiver,
• Proportion of waivered providers actively prescribing,
• Proportion of waivered providers prescribing at capacity, and
• Average caseload per prescriber.

Outcomes—Additional areas for improvement related to the impact of the MAT program on patient outcomes include reduction in opioid use, retention in treatment, patient functioning, followup and engagement with external referrals, overdose rates, utilization of hospital services, impact of co-occurring conditions, and other health outcomes among high-risk patients. To measure progress in these areas, providers may consider monitoring:

• Results of urine drug screens,
• Retention rates (30 day, 60 day, 90 day, 6 month, 1 year),
• Health-related quality of life scores,
• Functional outcomes,
• Patient satisfaction,
• Patient Health Questionnaire (PHQ-9) scores,
• Clinical Opiate Withdrawal Scale (COWS)/Subjective Opiate Withdrawal Scale (SOWS) side effect scores,
• Pain, Enjoyment, and General Activity (PEG) scores (among patients with chronic pain),
• Participation in psychosocial supports,
• Rate of opioid-related emergency department visits,
• Rate of opioid-related hospital admissions, and
• Mortality rates.

The measures used will vary based on the program’s goals, model, and capacity for analysis. When selecting measures, programs should consider the time and resources needed to collect and analyze these data. It is best to start by selecting one or more measures that are both important to the program or patient population and reasonable to measure with existing resources.³

How will data be collected? Practices need to determine the intervals at which data will be collected for each measure they focus on at any given time. When choosing quality measures, practices should consider the burden on providers and other staff to collect the data as well as how data will be stored (e.g., electronic health record system, care registry, separate database, or spreadsheet). Data from existing sources should be used whenever possible. Practices may want to adapt this table of data to consider tracking (This link will open in new window) (Word—57.4 KB) to help think about whether these measures exist in a form that can be easily pulled for analysis.

How will data be analyzed and reported? Practices need to decide how frequently they will conduct data analysis and summarize the results. They should consider whether performance indicators will be reported on the practice as a whole, by program or care team, or specifically by provider.

When undertaking quality improvement initiatives, practices should consider any barriers to change in the program, such as internal resistance due to negative attitudes, a lack of understanding, or competing priorities. NIATx recommends picking a powerful change leader with the respect, authority, and time to help with these quality improvement activities.⁴ Also, involving stakeholders from across the practice in the planning and implementation of any changes will provide unique insight from members with different roles and will encourage staff buy-in.

Some practices may also need additional external support from other individuals or organizations to help with quality improvement efforts, such as⁵:

• Data feedback and benchmarking: Offers feedback on key quality indicators and allows practices to compare performance with other practices and providers. It can identify areas for improvement and provide motivation to change.
• Practice facilitation or practice coaching: Helps build the practice’s skills and internal capacity for quality improvement through sharing of tools, resources, and expertise.
• Expert consultation: Encourages adoption of best practices by sharing knowledge and experience.
• Learning collaboratives: Creates a community to collaborate among peers, share lessons learned, and promote a culture of quality improvement.

These external supports may come from a variety of sources such as quality improvement organizations, practice-based research networks, professional organizations, and public or private insurers.⁵ Practices should check for local organizations, State programs, or federally funded initiatives that may be available.

“While all changes do not lead to improvement, all improvement requires change. The ability to develop, test, and implement changes is essential for any individual, group, or organization that wants to continuously improve.”⁶

Whenever possible, practices should make changes to their program based on observations in the data that are collected and analyzed. After selecting an area for improvement, the practice needs to create goals or objectives for the desired changes. These goals should be SMART (S-Specific, M-Measurable, A-Achievable, R-Realistic/Relevant, T-Timely).

Plan-Do-Study-Act (PDSA) Cycles. Changes can be implemented and tested with a process such as the PDSA cycle. PDSA is a series of short, rapid cycles in which changes are tested first on a small scale, adjusted if needed, and then fully implemented when the results indicate significant improvement. This incremental method of implementing and testing changes helps minimize resources invested until a change has demonstrated significant impact. Starting on a small scale also allows practices to make changes in a manner that is less disruptive to clients and staff and less likely to encounter staff resistance.⁷

The stages of a PDSA Cycle are^{7, 8}:

• Plan—Identify the purpose and goal of the change. Develop a plan to test the change, including who should be involved and how data will be collected and analyzed.
• Do—Implement the change on a small scale. Collect data and document any problems or unexpected observations.
• Study—Analyze the data and compare the results with your predicted outcome. Summarize and reflect what you have learned so far.
• Act— Make a plan for the next steps you will take based on the results of the test. Consider whether the change should be adopted (implement and test on a larger scale), adapted (modify the change and begin a new PDSA cycle), or abandoned (stop testing this change idea).

Lean Management Principles. This approach has been used effectively in manufacturing companies for decades, particularly in Japan. So what is meant by “lean thinking”? Simply put, lean means using less to do more. While lean thinking is not typically associated with health care, the principles of lean management can, in fact, work in health care in much the same way they do in other industries. Lean thinking is not a manufacturing tactic or a cost-reduction program, but a management strategy to improve processes.

All organizations—including health care organizations—use a series of processes or sets of actions intended to create value for those who use or depend on them (e.g., patients). The core idea of lean involves determining the value of any given process by distinguishing value-added steps from nonvalue-added steps, and eliminating waste so that ultimately every step adds value to the process.

Learn more about lean management principles in the Institute for Healthcare Improvement’s white paper Going Lean in Health Care.

Communicating the Results. Practices should share successes of quality improvement efforts with all providers and staff. It can create a positive feedback loop in which seeing discernible changes and improvements will help gain staff buy-in for future quality improvement initiatives.