Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing this collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden to Department of Defense, Washington Headquarters Services, Directorate for Information Operations and Reports (0704-0188), 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to any penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. PLEASE DO NOT RETURN YOUR FORM TO THE ABOVE ADDRESS. Design: This 2 x 3 fixed factorial design examined 32 access, continuity, staff and patient satisfaction, and quality care indices in Family (FM) and Internal Medicine (IM) clinics across three time periods.
REPORT DATE (DD-MM-YYYY)Sample/Methods: Nursing staff (n=42) and patients (n=1220) were recruited using nonpurposive sampling for the satisfaction questionnaires. Aggregated quality care, access, and continuity metrics from each clinic and selected questions from the Army Provider Level Satisfaction Survey (n=2834) and the Interactive Customer Evaluation (n=4275) were analyzed using descriptive and inferential statistics. Qualitative data from questionnaires were analyzed using content analysis, identifying points of convergence, divergence, and complementarity with quantitative data. Analysis/Findings: Communication (p=.004), access/convenience (p=.001), see provider when needed (p=.039) and overall satisfaction (p=.015) improved over time. Patient satisfaction was more favorable in FM than IM (Wilk's λ = .982, p= .001). Staff satisfaction improved in FM (p<.05) only; RN/MD relationships improved (F (2, 85) = 19.2, p < .05) in both clinics. Few quality care metrics improved in either FM (n=2) or IM (n=3). Qualitatively, staff identified significant work turbulence: frequent changes, lack of resources, ineffective leadership communication, management style, staffing, and practice constraints as issues. Furthermore, Patient Centered Medical Home (PCMH) implementation eclipsed PPMs, as nursing staff felt excluded from decision-making. Staff dissatisfaction was mirrored in the patient comments, as patients felt rushed, commenting that staff needed more help.
Military Nursing implications:Conduct research and EBP projects to refine nurse-sensitive, outpatient outcome measures, develop a staff satisfaction instrument for use with multilevel nursing staff and assess effects of PCMH teams on nurse-sensitive metrics. Educate leadership and staff regarding change management, effective communication, nurses practicing at the top of their education and training, and interdisciplinary collaboration in the spirit of the IO...