“Leap of Reason” book about outcomes measurement

Shared by Sally Graham, Goochland Free Clinic and Family Services:

“Leap of Reason” by Mario Marino focuses on the idea that nonprofits can improve their impact and accountability by identifying and measuring outcomes then using this information to modify their programs. The book is available for free at leapofreason.org and can be ordered or downloaded. The book is informative, relevant to the collaborative’s work, and would be applicable for both clinical and administrative management.


“TED” – The Empowerment Dynamic

Shared by Peter Prizzio, The Daily Planet:   We recently had Ann Deaton from “The Bounce Collective” do a presentation on The Empowerment Dynamic  or “TED”.  It would be most helpful in moving toward PCMH credentialling.  I would encourage everyone to take a look at it:


Comparison between Nurse Practitioners and MD Providers in Diabetes Care

Shared by Cathy Wheeler, Fan Free Clinic: Interesting article in The Journal for Nurse Practitioners “Comparison between NP and MD Providers in Diabetes Care.”

Click PCMH Impact Research in the top menu to browse more studies and evaluations.

New Behavioral Health Measures Endorsed

The National Quality Forum (NQF) has previously endorsed performance measures related to behavioral health, specifically focused on mental health and substance abuse. NQF recently approved 10 new measures which are applicable to all care delivery settings – including primary and specialty care.

Behavioral Health and Chronic Care measures:

  • 0027: Medical Assistance With Smoking and Tobacco Use Cessation (NCQA)
    • Advising Smokers and Tobacco Users to Quit
    • Discussing Cessation Medications
    • Discussing Cessation Strategies
  • 0028: Preventive Care & Screening: Tobacco Use: Screening & Cessation Intervention (AMA-PCPI)
  • 1932: Diabetes screening for people with schizophrenia or bipolar disorder who are prescribed antipsychotic medications (SSD) (NCQA)
  • 1934: Diabetes monitoring for people with diabetes and schizophrenia (NCQA)
  • 1927: Cardiovascular health screening for people with schizophrenia or bipolar disorder who are prescribed antipsychotic medications (NCQA)
  • 1933: Cardiovascular health monitoring for people with cardiovascular disease and schizophrenia (SMC) (NCQA)

Behavioral Health Measures:

  • 0004: Initiation and Engagement of Alcohol and Other Drug Dependence Treatment (NCQA)
  • 1879: Adherence to Antipsychotic Medications for Individuals with Schizophrenia (CMS)
  • 1937: Follow-Up After Hospitalization for Schizophrenia (7- and 30-day) (NCQA)
  • 0576: Follow-Up After Hospitalization for Mental Illness (NCQA)

Consider these quality measures as options for benchmarks at your organization or an organization in your patient centered medical neighborhood. If your organization already reports on a similar measure, compare the measure itself and your outcomes against these newly endorsed quality measures.

NQF Behavioral Health Measures

Patient Centered Leadership: More than a Score

Why your organization is engaged in true patient-centered leadership…

Perhaps the central questions for leaders are: What really matters to patients and families? Is our organization engaged inpatient-centered leadership or patient-satisfaction leadership?

  • Patient-centered leadership: Staff members at patient-centered organizations actively work on various improvement projects at all times. They come together in cooperative, cross-functional teams and dig into the basic work of improvement— identifying variation and gaps in quality, running PDSA (Plan-Do-Study-Act) cycles and participating in other targeted patient centeredness initiatives.
  • Patient-satisfaction leadership: Organizations that focus on patient satisfaction tend to have a culture of compliance in which frontline staff members are preoccupied with conforming to a set of guidelines intended to help increase satisfaction scores. When no frontline staff are serving on an improvement team, it’s a clear sign that quality improvement in the organization is siloed and considered separate from the frontline work, that it is an additional activity rather than an integral part of every staff member’s daily work.

At truly patient-centered organizations, patient and family input and engagement are both welcomed and sought out as an integral part of the operations and culture, and staff are respectful to all patients and families, all of the time. In such organizations, patients and families participate on improvement committees, on board committees, in patient and family advisory groups and in other ways to ensure that patients play an active role in all decisions related to improvement.

It is clear from reading this article and from conversations at the monthly PCMH meetings that the organizations in the Greater Richmond PCMH Collaborative are practicing patient-centered leadership.  Consider how you achieved this type of leadership, and the steps you took to get here.

Read the full article on “Patient Centered Leadership: More Than a Score” from the Institute for Healthcare Improvement