Biomedical subjects

Patricia H Parkerton

Publications and source records attributed to Patricia H Parkerton.

5 recordsLinked to original sources

PubMed2006

Measuring the quality of colorectal cancer screening: the importance of follow-up.

PURPOSE: As evidence mounts for effectiveness, an increasing proportion of the United States population undergoes colorectal cancer screening. However, relatively little is known about rates of follow-up after abnormal results from initial screening tests. This study examines patterns of colorectal cancer screening and follow-up within the nation's largest integrated health care system: the Veterans Health Administration. METHODS: We obtained information about patients who received colorectal cancer screening in the Veterans Health Administration from an existing quality improvement program and from the Veterans Health Administration's electronic medical record. Linking these data, we analyzed receipt of screening and follow-up testing after a positive fecal occult blood test. RESULTS: A total of 39,870 patients met criteria for colorectal cancer screening; of these 61 percent were screened. Screening was more likely in patients aged 70 to 80 years than in those younger or older. Female gender (relative risk, 0.92; 95 percent confidence interval, 0.9-0.95), Black race (relative risk, 0.92; 95 percent confidence interval, 0.89-0.96), lower income, and infrequent primary care visits were associated with lower likelihood of screening. Of those patients with a positive fecal occult blood test (n = 313), 59 percent received a follow-up barium enema or colonoscopy. Patient-level factors did not predict receipt of a follow-up test. CONCLUSIONS: The Veterans Health Administration rates for colorectal cancer screening are significantly higher than the national average. However, 41 percent of patients with positive fecal occult blood tests failed to receive follow-up testing. Efforts to measure the quality of colorectal cancer screening programs should focus on the entire diagnostic process.

Aged↗

PubMed2004

Primary care practice coordination versus physician continuity.

BACKGROUND AND OBJECTIVES: This study assesses the influence of primary care continuity--both clinician and system--on patient outcomes. We consider the presumed benefits of physician continuity and practice coordination within a multi-specialty group. METHODS: The practices of 194 family physicians and general internists caring for 320000 adult members of a health maintenance organization were evaluated using four aggregate measures of outcomes--cancer screening in women, diabetic management examinations, patient satisfaction ratings, and ambulatory costs. Physician continuity and practice coordination were assessed using sequential sets of multiple regression models while controlling for patient panel and physician characteristics. RESULTS: Physician continuity, defined as seeing the same designated physician during 1 year, was not associated with any patient outcome. Practice coordination, measured by shared practice, team tenure, and medical clinic size, was significantly associated with three of the outcomes. Both medical clinic size and shared practice were associated with higher rates of cancer screening and diabetic management examinations. Team tenure exhibited a significant positive association with cancer screening, diabetic management, and patient satisfaction. CONCLUSIONS: While physician continuity was not associated with patient outcomes, primary care practice structure was. Practice coordination should be assessed to identify mechanisms to support improved care.

Continuity of Patient Care↗

PubMed2004

Primary care practice and facility quality orientation: influence on breast and cervical cancer screening rates.

BACKGROUND: Despite the importance of early cancer detection, variation in screening rates among physicians is high. Insights into factors influencing variation can guide efforts to decrease variation and increase screening rates. OBJECTIVES: To explore the association of primary care practice features and a facility's quality orientation with breast and cervical cancer screening rates. STUDY DESIGN: Cross-sectional study of screening rates among 144 Department of Veterans Affairs (VA) medical centers and for a national sample of women. METHODS: We linked practice structure and quality improvement characteristics of individual VA medical centers from 2 national surveys (1 to primary care directors and 1 to a stratified random sample of employees) to breast and cervical cancer screening rates determined from a review of random medical records. We conducted bivariate analyses and multivariate logistic regression of primary care practice and facility features on cancer screening rates, above and below the median. RESULTS: While the national screening rates were high for breast (87%) and cervical cancer (90%), higher screening rates were more likely when primary care providers were consistently notified of specialty visits and when staff perceived a greater organizational commitment to quality and anticipated rewards and recognition for better performance. CONCLUSIONS: Organization and quality orientation of the primary care practice and its facility can enhance breast and cervical cancer screening rates. Internal recognition of quality performance and an overall commitment to quality improvement may foster improved prevention performance, with impact varying by clinical service.

Breast Neoplasms↗

PubMed2003

Effect of part-time practice on patient outcomes.

BACKGROUND: Primary care physicians are spending fewer hours in direct patient care, yet it is not known whether reduced hours are associated with differences in patient outcomes. OBJECTIVE: To determine whether patient outcomes vary with physicians' clinic hours. DESIGN: Cross-sectional retrospective design assessing primary care practices in 1998. SETTING: All 25 outpatient-clinics of a single medical group in western Washington. PARTICIPANTS: One hundred ninety-four family practitioners and general internists, 80% of whom were part-time, who provided ambulatory primary care services to specified HMO patient panels. Physician appointment hours ranged from 10 to 35 per week (30% to 100% of full time). MEASUREMENTS: Twenty-three measures of individual primary care physician performance collected in an administrative database were aggregated into 4 outcome measures: cancer screening, diabetic management, patient satisfaction, and ambulatory costs. Multivariate regression on each of the 4 outcomes controlled for characteristics of physicians (administrative role, gender, seniority) and patient panels (size, case mix, age, gender). MAIN RESULTS: While the effects were small, part-time physicians had significantly higher rates for cancer screening (4% higher, P =.001), diabetic management (3% higher, P =.033), and for patient satisfaction (3% higher, P =.035). After controlling for potential confounders, there was no significant association with patient satisfaction (P =.212) or ambulatory costs (P =.323). CONCLUSIONS: Primary care physicians working fewer clinical hours were associated with higher quality performance than were physicians working longer hours, but with patient satisfaction and ambulatory costs similar to those of physicians working longer hours. The trend toward part-time clinical practice by primary care physicians may occur without harm to patient outcomes.

Adult↗

PubMed2003

Physician performance assessment: nonequivalence of primary care measures.

BACKGROUND: Assessment of the performance of primary care physicians requires multiple, reliable measures. This article explores the appropriateness of selected Health Plan Employer Data and Information Set (HEDIS) measures, developed to assess health plans, to assess individual physician performance. OBJECTIVES: To determine the consistency and reliability of 4 measures of primary care physician performance measures: cancer screening, diabetic management, patient satisfaction, and ambulatory costs. METHODS: The study population consisted of all 194 family practitioners and general internists providing ambulatory services in 1998 to a defined patient panel of 320,000 adult health maintenance organization members. Administrative data on physician practice and performance were assessed with multiple regression and analysis of variance. RESULTS: Each performance measure was significantly related to 1 or 2 of the other measures: high cancer screening rates with good diabetic management and high patient satisfaction, good diabetic management with high cancer screening rates, high patient satisfaction with high cancer screening rates and high ambulatory costs, or high ambulatory costs with higher patient satisfaction. Although 76% of the physicians ranked in the highest third for at least 1 measure, 81% of these high performers ranked in the lower third for at least 1 other measure. Three percent of physicians ranked exclusively in the top or bottom third on all measures. CONCLUSIONS: Care should be taken in assessing physicians based on narrow performance measures. Assessments of individual physicians with current performance measures might identify areas in which improvement is needed and to provide feedback to improve performance quality and efficiency. However, assumptions should not be made from one measure of performance to another.

Adult↗