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![Page 1: Implementing Change in Hospitals The Technical Assistance & Mentoring Program (TAM) Rivka Gordon, PA-C, MHS Senior Consultant, Technical Assistance and.](https://reader036.fdocuments.us/reader036/viewer/2022062511/5514b8aa550346ea6e8b6546/html5/thumbnails/1.jpg)
Implementing Change in Hospitals
The Technical Assistance & Mentoring Program (TAM)
Rivka Gordon, PA-C, MHSSenior Consultant, Technical Assistance and Mentoring Program
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Learning Objectives:
Describe the organizational cultural change model for implementing service-delivery change.
List the components of the mentoring process.
Apply components of the mentoring process to case examples and home settings.
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What is TAM?
Cultural change model Provide sustainable technical
assistance and mentoring Result in service delivery change Influence standards around
management of early pregnancy loss
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Primary Areas of Work
EquippingData Collection & Analysis
Training & Resource Development
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Primary Areas of Work
Training and Resource
Development
Training and Resource
Development
Prioritize geographic areas
Develop “master mentors”
Develop and implement curriculum and training tools
Disseminate model to partners
Data Collection and
Analysis
Data Collection and
Analysis
Identify research questions related to incidence, trends and management of Early Pregnancy Loss (EPL)
Develop sound outcomes targets
Collect program data
Publish and disseminate quantitative and qualitative data
EquippingEquipping
Support and implement systems in hospitals to incorporate MVA
Assist provider systems with group purchasing and product development
Update market analyses
Develop educational and marketing materials for health systems and consumers
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History of TAM: 2002
January: NARAL Pro-choice New York advocacy led to Mayor Bloomberg mandate that residents in public hospitals be trained in provision of abortion care.
March: Ipas visits 5 NYC hospitals
May: Ipas and partners lobby NY City Council for funding, resulting in $2.1 million for construction of Women’s Options Center at Kings County Hospital
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History of TAM: 2003
January: HHC system-wide Grand Rounds; Improvements in Family Planning and Abortion Care at Jacobi Hospital
March: Lincoln Medical and Mental Health Center – Grand Rounds Practicum and Clinical Training
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History of TAM: 2004
January: Queens Hospital Center – Grand Rounds, Practicum, Clinical Training
September: Dedication Women’s Options Center at Kings County Hospital
November: Kings County Hospital – Grand Rounds, Practicum, Clinical Training
December: Coeytaux & Wells Report completed
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History of TAM: 2005
January: Service Delivery Handbook and Toolkit for Management of Pregnancy Loss and Abortion developed
February: Elmhurst Hospital – Grand Rounds, Practicum, Clinical Training
March/April: APGO meeting & NAF meeting → requests for Ipas mentors
January - May: TAM Project Planning
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History of TAM: 2005, cont.
May 15 – 17, 2005:
Technical Assistance and Mentoring Project Training
8 clinicians participated(OB/Gyn, Family Practice, Pediatrics, CNM, PA)
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Training vs. Mentoring
Mentoring and training strategies complement one another for service delivery change
Training-Brief and finite period of time
-Outcomes relate to knowledge and skills
Mentoring-Sustained process
-Outcomes relate to relationship building and support
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A Combined Strategy
Mentoring clinicians and health systems through service delivery change
Training clinicians to safely and effectively perform outpatient uterine evacuation
Developing and disseminating tools and resources to assist in service delivery change
Advocating for improved standards and guidelines
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Four Predictable Stages of Mentoring
Preparation
Negotiation
Participation
Closure
Explore motivation, skill level and learning needs
Create an agreement and a work plan
Practice, build competency and confidence levels
Transition on-going responsibilities to continue at institution
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Criteria for Selecting Mentors Involvement in successful integration of
MVA into ambulatory settings Current MVA trainer Ability and willingness to complete scope of
work Personal characteristics
Listening, flexibility, devotion to high quality care, ability transfer passion, ability to appreciate and affirm personal / organizational diversity
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Criteria for Selecting Change Agents Participation in Ipas hospital assessment
and/or request for Ipas technical assistance Current engagement in effect staff
relationships Willingness to meet expected level of
commitment: Weekly listserve participation Coordinated telephone communication with
Ipas mentors Coordinated site visit with Ipas mentors
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Criteria for Selecting Participating Institutions
Completion of site assessment Geographic priority areas Opportunity windows:
Committed change agentClear institutional goalsCommitment to training residents in all
technologiesCommitted leadershipAppropriate facilities
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TAM: The Pilot Year
May 2005 – June 2006
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Pilot Year: Results
Performed interventions at 25 institutions, 22 of whom are engaged in ongoing work with TAM
Approximately 450 clinicians and staff participated in TAM activities
More than 20 active Change Agents work together and with Mentors to influence service delivery change
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TAM: Institutional PictureTAM Institutions
N=22
Private36%
Public64%
0 2 4 6
Non- Profit
For Profit
Unknown
Private Institutions
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o Interventions reached attendings, residents, advanced-practice clinicians and nurses
o Between 12 and 74 participants were reported at varying sites
Participation in TAM Activities
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Equipping TAM Participating Institutions
Equipping hospitals where the TAM worked 2005-2006 current as of the end of FY 2006
Location of the Institution FY 2005 Sales FY 2006 Sales
New York City: Multiple Hospitals $5179 $13,666
Texas: 2 Hospitals $853 $5135
Pennsylvania: 2 Hospitals $0 $892
Colorado: 1 Hospital $0 $2,384
Illinois: 2 Hospitals $0 $6038
California: 2 Hospitals $0 $30
TOTAL $6,032 $28145
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New York (HHC)
Multiple hospitals that are part of a public, urban system
Pennsylvania
3 hospitals, including 2 University-based centers
Illinois
3 hospitals, including 1 Family Medicine department, and another OB/Gyn department
California
2 hospitals, including one ED;
1 large, multi-center network
Colorado
1 hospital
Where TAM Has Worked
Texas
2 hospitals, including 1 University-based centers
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Improve quality of abortion and miscarriage services delivered by public hospitals that serve poor and marginalized women in NYC
Increase the number of clinicians trained to provide abortion services in the US by institutionalizing abortion training in teaching hospitals in NYC
Document Ipas’s service delivery improvement model of dissemination and replication in other areas of the US
New York: Objectives
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NARAL Pro-choice New York research and advocacy
2002 Mayor Michael Bloomberg mandates Women’s Options Initiative
Ipas role established throughPartnershipsCommunicationTechnical assistanceMentoring
New York: Precursors to Success
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Developed a basic outline for orientation and trainingInitial discussions and site assessmentInitial onsite visitOverview presentation, Grand Rounds
didactic and practicum componentsAdministrative supportOngoing mentoring relationship
New York: Outcomes to Build Upon
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Chicago
An example of the potential for change in service delivery due to concentrated mentoring efforts
Mentors and Change Agents worked deliberately through the four predictable stages
Change Agents at different institutions collaborated and supported one another
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Chicago: An Institutional Picture
One OB/GYN departmentGoal: improve elective abortion care
One Family Medicine departmentGoal: provide miscarriage
management Two strong change agents
Collaborated effectivelyStrong institutional support
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Chicago: Mentoring and Training Activities
Pre-intervention visits Grand Rounds on miscarriage
management MVA in-service MVA pelvic model practicum MVA clinical training Journal club
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California: New Frontiers
Taking TAM to larger systems Leveraging built-in monitoring systems Piloting a model for Emergency
Departments Collaborating to influence professional
guidelines Leveraging built-in monitoring systems Broad, diverse geographic reach
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California: Collaborations
Collaborating with partners to expand:ReachPotential for service delivery changeOpportunities to foster additional
Mentors
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California: Reaching New Systems of Care Geographically diverse, multi-facility HMO
More than 3.2 members in region Member of large national organization
8.4 members enrolled nationally Provides care in 30 medical centers 8 Residency Programs 431 offices 11,000 physicians
Capacity for internal data collection and documentation
Based on 2005 data
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Success Stories
“ Tension at our site was lowered because we spent so much time together – multiple interactions solidified trust and by the time we were really working on MVA, we were already ‘in’. It was good to talk with people who we perceive to be barriers to change even if working with them won’t bear any fruit – they are glad to be included as part of the team intervention now, and could be bigger barriers in the future if not included.”
-Change Agent, Chicago
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Success Stories
“ After Ipas’s work with us, we now care for all our women ‘the Ipas way.’ We are using much less anesthesia, providing them with all options, and making sure they have birth control immediately after their procedures. We have seen a dramatic change.”
Chief of OB/GYN, Large urban public hospital
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Success Stories
“ Two days ago, in OB triage, I had an Hispanic, non-documented patient with no financial support, missed abortion and no resources, desperate for help that I felt so lucky to be able to use my MVA since OR and L&D were booming and we could not utilize the OR even if we wanted to. It worked great, and I got to train one of the other 2nd year residents on it. It’s great. She was so appreciative and her family was so grateful. She almost had no pain. When I told her we were done, she could not believe it.”
- Change Agent, 3rd year OB/GYN resident, Texas hospital
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The Future of TAM
Moving toward a new system of care for Early Pregnancy Loss
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Institutional Change
Sustain and improve mentoring process
Continue to work in priority regions Focus on systems of care, to
influence more settings Monitor and evaluate changes Collect and disseminate findings
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Monitoring and Evaluation
Build capacity of TAM Research Core
Develop map of priority research questions
Collect baseline data and ongoing data at intervention sites
Disseminate findings
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Influence Professional Guidelines
Work with partners Utilize data from intervention sites Collect and synthesize evidence-
based standards of care Present findings to institutions
responsible for setting professional guidelines
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TAM Cultural Change Model
High Quality EPL Services throughout the US
Monitor & Evaluate
Mentoring
Ongoing assistance
Foster relationships with partners
Disseminate findings