Overcome major OPPE hurdles

For many organizations, an OPPE program is the first systematic process for large-scale practitioner performance improvement. Progress can be sidelined by this inexperience, or by an ineffective approach to selecting indicators, reviewing reports, and engaging practitioners. The following are strategies for combatting common mistakes that medical staffs make when implementing OPPE programs.

• Problem: Jumping to tasks (such as selecting indicators) without first defining the organizational vision and quality goals for OPPE. Without a compelling reason for the OPPE program, practitioners may not be receptive to its implementation. This lack of direction leads to difficulty in selecting meaningful indicators.

Solution: During the indicator selection process, ask the question, “Does this indicator measure performance that aligns with the organization’s or department’s vision and goals?”

• Problem: Holding one group accountable for creating the OPPE program. At some organizations, medical staff leaders coordinate the entire process, whereas at others, the quality and performance improvement department or the medical staff services department is responsible for data collection and report evaluation.

Solution: Rather than launching segregated efforts, encourage medical staff leaders and the contributing department to work together, as they bring different skills and knowledge to the table.

• Problem: Failing to identify deficiencies in the current program and to address practitioner skepticism. Practitioners may be skeptical of the new OPPE program based on their experiences with the previous program for reappointment profiling. For example, they may feel that the data provided was not helpful in determining clinical competence relative to the privileges requested.

Solution: To create a credible OPPE program, identify deficits in the existing program for reappointment profiling so that the medical staff does not make the same mistakes when developing the OPPE program.