Search

Reporting primary care quality measures is an essential component of value-based care delivery and is part of the strategy to bend the health care cost curve. As primary care physicians are increasingly pressed for time, incorporating ancillary staff screening into pre-visit workflows can increase screening rates, but can pose a challenge in large practice settings. The objective was to improve screening rates for depression and falls risk at a large, urban primary care practice. Jefferson Family Medicine Associates is a practice in downtown Philadelphia that serves 35,000 patients and provides approximately 80,000 visits annually. The majority of patients are African American. Screening responsibilities were realigned within medical assistant workflows, and a training program was designed and implemented to ensure its success and sustainability. Monthly Group Practice Reporting Option data on depression screening and falls risk screening was collected from January 1, 2015, to October 31, 2016. The primary outcome measures were the rate of depression screening and falls risk screening performed for patients who had a visit during the study period. The average monthly depression screening rate changed from 1.41% pre intervention to 49.77% post intervention (z = -100.65; P .001). The average monthly falls screening rate changed from 19.23% pre intervention to 61.33% post intervention (z = -77.97, P .001). This workflow redesign, training model, and implementation was successful at increasing screening rates for depression and falls risk, and may benefit other practices that hope to accomplish similar quality measure improvements.

The objective was to quantify the activities required for patient-centered medical home (PCMH) transformation in a sample of small to medium-sized National Committee for Quality Assurance (NCQA) recognized practices, and explore barriers and facilitators to transformation. Eleven small to medium-sized PCMH practices in Southeastern Pennsylvania completed a survey, which was adapted from the 2011 NCQA standards. Semistructured follow-up interviews were conducted, descriptive statistics were computed for the quantitative analysis, and a process of thematic coding was deployed for the qualitative analysis. Practices had considerable quantitative variation in their workforce composition and the PCMH-related activities they implemented. Most practices improved access and continuity through staff training and team-based care as well as expanded data collection for population management. The barriers to PCMH recognition were least burdensome for the largest practices. The heterogeneity of the small PCMH practices within the study sample underscore the need to understand the key transformation issues as efforts to disseminate the PCMH model continue.