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p>Singapore is undergoing an epidemiological shift and has to provide services for an aging population with a higher burden of chronic disease. In order to address this challenge, enhancing the provision of primary care by improving the ability of more primary care providers to offer care to more complex patients over the continuum of needs is seen as a promising solution. Developing capabilities and capacities of primary care services is far from straightforward and requires careful analysis of how increasing the number of primary care providers with enhanced capabilities influences the multiple objectives of the health care system. The paper demonstrates how group model building can be used to facilitate this planning process, and provides potentially valuable initial insights regarding the tradeoffs engendered by policies aimed at meeting the health care needs of a more complex population.</p
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Proceedings of the 2016 Winter Simulation Conference
T. M. K. Roeder, P. I. Frazier, R. Szechtman, E. Zhou, T. Huschka, and S. E. Chick, eds.
SIMULATION MODELING FOR PRIMARY CARE PLANNING IN SINGAPORE
David B. Matchar
John. P. Ansah
Peter Hovmand
Steffen Bayer
Department of Health Services and Systems
Research
Social System Design Lab, Brown School
Washington University
Duke-NUS Medical School
8 College Road
SINGAPORE
St. Louis, MO 63130, USA
ABSTRACT
Singapore is undergoing an epidemiological shift and has to provide services for an aging population with
a higher burden of chronic disease. In order to address this challenge, enhancing the provision of primary
care by improving the ability of more primary care providers to offer care to more complex patients over
the continuum of needs is seen as a promising solution. Developing capabilities and capacities of primary
care services is far from straightforward and requires careful analysis of how increasing the number of
primary care providers with enhanced capabilities influences the multiple objectives of the health care
system. The paper demonstrates how group model building can be used to facilitate this planning process,
and provides potentially valuable initial insights regarding the tradeoffs engendered by policies aimed at
meeting the health care needs of a more complex population.
1 INTRODUCTION
Singapore, like many other countries, is aging rapidly. Less than a decade ago, the proportion of the
resident population aged 65 years and older was less than 10%; this is expected to nearly triple by 2030
(Singapore Department of Statistics 2015; Singapore Department of Statistics 2016; National Population
and Talent Division 2012). Accompanying this demographic shift is a growing number of people with
illnesses requiring chronic care, such as diabetes and hypertension (Ministry of Health 2015a). These
conditions can progress to become complex as complications, such as heart disease and stroke, become
manifest. A consequence is that the acute hospitals and specialist services that have been the focus of a
health system designed for a younger population have been showing signs of systemic stress. This is
evident in the high bed occupancy rates in acute hospital (Lam 2014; Ministry of Health 2016a),
overburdened specialty outpatient clinics (SOCs) (Ministry of Health 2001), increasing emergency
department (ED) utilization (Anantharaman 2008), long waiting times for admission to acute hospital
wards (Ministry of Health 2016c), as well as workforce shortages (Ministry of Health 2012; Kang and
Leong 2012). Hospital admissions due to diabetes, for instance, are much higher in Singapore (432 per
100,000 population) than in countries such as the United Kingdom (64 per 100,000) or the United States
(149 per 100,000) (OECD 2016).
To adapt to the evolving needs of a population with chronic conditions, many countries have been
reassessing their healthcare system to focus on chronic care management by the “front line” providers,
namely primary care physicians and teams (World Health Organization 2002). The various models of
healthcare delivery that have been adopted include changes in the role and incentives of the private sector
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and general practitioners (GPs), changes in subsidies and the use of empanelment to assign individual
patients to designated primary care providers or care teams (Department of Health 2014; Grumbach and
Olayiwola 2015; Ham 2009). These are among the dominant policy alternatives under consideration in
Singapore.
The challenge of meeting the needs of a rapidly changing population is complicated by the many
moving parts with complex interactions (e.g., hospital services, outpatient services, private and public
providers, and so on), and the many stakeholders whose interests must be considered if a major policy
change is to be successful.
In this paper, we describe our strategy for approaching the challenge of meeting the growing need for
chronic care through enhanced primary care, as a dynamic problem. We focus on initial work completed,
in which we have worked in partnership with community stakeholders to begin a facilitated discussion on
how investments in primary care services and regulatory changes will potentially affect overall health
system success. A summary model is presented which illustrates potentially important insights that can
inform the policy discussion.
2 CONTEXT: PRIMARY CARE SERVICES IN SINGAPORE
Singapore is an island city-state with a total population of 5.5 million people, of which 3.9 million are
citizens or permanent residents. To serve their needs, the healthcare system in Singapore is a hybrid of
public and private elements that deliver primary, acute and step-down care in various institutions island
wide. An estimated 80% of acute hospital care is in the government hospitals; in contrast, 80% of primary
outpatient services are provided by private practitioners (Ministry of Health 2016b). Eighteen public
polyclinics and about 1,500 private GP clinics largely operating as solo or small group practices provide
the primary care services and people are free to choose venue of care (Ministry of Health 2015b).
Polyclinics act as “one-stop” healthcare centers, offering comprehensive range of services, including
outpatient medical care, health screening, education and vaccinations, and x-ray and laboratory services
(Ministry of Health 2015b); however, their capacity to address a full range of needs of an individual with
multiple health problems can be limited by high volume and relatively short consultation times. Private
GP clinics are generally run by solo practitioners and usually do not possess a full range of services. On
the other hand, patients in a private clinic usually see the same physician whereas in polyclinics patients
are in most cases assigned any available doctor each time they visit (Khoo, Lim, and Vrijhoef 2014). Not
infrequently, patients seek care at multiple sites.
Not only are more hospitalizations occurring in the public sector, public polyclinics also get a
disproportionate share of patients requiring complex, chronic care. While 20% of primary care attendees
are seen by public polyclinics, nearly half of patients with conditions requiring chronic care are seen in
the public sector (Sng 2010). This may be attributed to healthcare financing in Singapore, which
encourages transition to public services as needs become more complex. Healthcare financing in
Singapore is a combination of out-of-pocket payments, payments from a personal medical savings
account (Medisave) and subsidies. Public polyclinics are highly subsidized by the government. Singapore
citizens referred to specialty care from a polyclinic will also continue to receive subsidized treatment and
medication, up to 75 percent of the bill (Ministry of Health 2014). While private GP services have
historically not been subsidized, there is a move to make chronic care in the private sector more
affordable. In the past 10 years, individuals have been able to use their Medisave accounts to pay for
specific chronic conditions, subject to the GPs’ participation in the Chronic Disease Management
Programme introduced by the Ministry of Health (MOH). More recently, Singaporeans from lower-to
middle-income households eligible for the Community Health Assist Scheme (CHAS) receive subsidies
for medical care at participating GP clinics (CHAS 2016). The concern remains that patients with greater
needs continue to migrate to the public sector due to the larger range of services available (e.g., a patient
with previously mildly symptomatic heart failure will tend to go to the ED with the first onset of severe
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shortness of breath as all X-rays and lab tests are available and highly subsidized; thereafter they are
likely to remain within the public polyclinics and/or SOCs).
3 APPROACH
3.1 The Objective: What is a Successful Health System?
As a first step in this exercise to project the impact of various policies intended to enhance primary care,
we established the key outcomes for measuring success of a health care system. We chose to apply the
Quadruple Aimframework developed by the Institute for Healthcare Improvement (Institute for
Healthcare Improvement 2016). That is, policy options are assessed in terms of the degree to which
alternatives achieve an optimal mix of service effectiveness (to improve population health), patient
satisfaction, service efficiency (to minimize need for expensive services, reducing per person costs), and
provider satisfaction (to minimize staff burnout and turnover).
3.2 Preliminary Work: Group Model Building
We applied group model building (GMB) to gain insights into the dynamic forces that promote or inhibit
the development and uptake of enhanced primary care, which in turn could be useful in guiding actions
that would make enhanced primary care effective and sustainable. GMB is a participatory method for
involving stakeholders in the process of understanding and changing systems using the methodology of
system dynamics (Vennix 1992; Scott, Cavana, and Cameron 2016; Forrester 1961; Homer and Hirsch
2006). System dynamics is a simulation modeling method used to represent the structure of complex
systems in an analytic framework to facilitate understanding systems behavior over time. The
involvement of various stakeholders with vast knowledge in the continuum of care, particularly in
primary care, in the development of a system dynamics model increases the relevance and usefulness of
the model. This provides a strong framework for analytic deliberation and testing of various hypotheses
(Scott, Cavana, and Cameron 2016; Sterman 2000). Examples of its application in healthcare include the
work of Vennix and Gubbels (1992), and Homa et al. (2015).
To better understand the dynamics of chronic disease management in a primary care setting, a 2-day
roundtable workshop was organized around a GMB exercise. The workshop was comprised of 50
stakeholders and experts providing chronic care to patients or with an interest in chronic care
management, including private GPs, polyclinic doctors, hospitals administrators, and government policy
makers, as well as academic health services researchers. Patient groups were not involved in this stage,
but will be engaged in the following stages of model development.
Day 1 of the workshop began with 11 interactive presentations covering a wide range of experience
on enhanced primary and chronic disease care in the United States, United Kingdom and Singapore. After
this, a panel discussion consisting of three local GPs was conducted. The presenters and stakeholder
participants generally agreed that primary care capacity and capability is not adequate to serve the local
population over the medium- to long-term and that the essential features of enhanced primary care would
include: (1) providing the first point of contact for patients, (2) offering a broad range of services for
patients with chronic conditions, and (3) coordinating patient care across venues.
On day 2, participants were divided into breakout sessions consisting of 6-8 individuals with a mix of
backgrounds. Each breakout group had a facilitator, modeler, recorder, and reflector. Their task was to
identify key causal relationships that impacted the ability of enhanced primary care to affect health, cost,
and satisfaction of patients and providers. They were encouraged to use causal loop diagrams to represent
their hypotheses, and these diagrams were then presented to all the participants and examined in an often
highly animated plenary discussion. A summary model capturing the various insights gained from the
GMB exercise was later developed by the research team. For purposes of the current presentation, we
describe a simplified version of the summary model, which captures major issues that might promote or
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inhibit the successful development of an enhanced primary care sector (i.e., one that achieves the declared
aims of a modern healthcare system).
3.3 Model Structure
In this section, we describe the simplified summary model illustrating key insights from the workshop.
Specifically, it reflects the hypothesized causal relationship between the provision of services and the
quadruple aims” of a health care system, noted above (Figure 1). Since the two types of primary care
services (normal and enhanced) are represented in identical structures, for clarity only the single common
structure is shown; technically the separation is accounted for using variable subscripting. Table 1 shows
the parameter values used to initialize the model.
Figure 1: Causal diagram. Boxes indicate accumulations (stocks), black arrows are flows into or out of
stocks. Blue arrows indicate causal relationships. The quantities in red indicate the “quadruple aim” of the
healthcare system: population health (here represented by the proportion of the population with complex
conditions), patient satisfaction, service efficiency (cost per person in the total population), and provider
satisfaction (here represented by the doctor-patient relationship).
heal thy, at r isk
stable chronic
condition
complicated
chronic condition
incidence
progression
regression
bir ths
incidence rate
regression
rate progression
rate
mortali ty
heal thy
mortali ty rate
heal thy
mortali ty
stabl e
mortali ty rate
stabl e
mortali ty
complicated
mortali ty rate
complicated
clinic volume
patient satisfaction
change in
satisfaction
affordability
attractiveness of
clinic
out of pocket
cost
relative patient
satisfaction
initial patient
satisfaction
uptake rate of
services
total
attractiveness
average
service gap
relative service
gap
time t o change
patient satisfaction
waiting time
relative
waiting time
unit c ost of
care
number of
doctors
lengt h of
cons ulta tio n
max time per
doctor
doctor patient
relationship building
relationship
relative length
of consultation
frequency of seeing
same doctor
time to adj ust
relationship
relative doctor
patient relationship
initial doctor
patient relationship
relative frequency of
seeing same doctor
service gap
initial
regression rate
total c ost of
service provisi on
total c ost of
care
<total
population>
proportion of
popula tion wit h
complex condition
cost per
doctor
total labor
cost
cost per
hospitalization
hospitalization
rate healthy hospitalization rate
stable chronic
hospitalization rate
complicated
cost of
hospitalization
estimated
doctors
average patient
satisfaction
average doctor
pati ent re lati onship
cos t per
pers on
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3.3.1 Population Health
In considering how primary care relates to population health, the participants agreed on the notion that
individuals can be considered as occupying health states of increasing levels of severity (Homa et al.
2015). This is reflected in Figure 1 by the three stocks: (a) healthy, at risk; (b) stable chronic condition;
(c) complicated chronic condition. Each stock corresponds to the nature (type and intensity) of medical
service needs that would be expected to inhibit progression into or regression from more symptomatic or
disabling health states (represented by black flows). Chronic conditions are taken to be an aggregate of
all types of chronic diseases. This “needs-based” (as opposed to “disease-based”) perspective reflects the
fact that many health conditions are associated with similar type and level of needs (e.g., care of patients
with chronic obstructive pulmonary disease (COPD) and heart failure both entail close longitudinal
follow up by a physician, chronic medications, and the potential for sudden, life-threatening exacerbations
requiring emergency care). Moreover, the majority of individuals with chronic conditions have several
conditions and these occur in a myriad of combinations, many of which can be treated in groupings (e.g.,
asymptomatic diabetes, hypertension, and mild chronic kidney disease often occur together, and require
similar levels of management skills and intensity (how often seek medical care).
Progression refers to the transition into health states with higher needs, with greater instability,
untoward impact on quality of life, and higher costs (particularly hospitalization), while regression refers
to the reverse The rates of flow are represented byvalves(here by double triangles) which are
influenced by the degree to which service needs are met. Specifically, service gaps lead to higher rates of
progression and lower rates of regression.
3.3.2 Patient Satisfaction
In the lower right section of the causal diagram indicates the relationships influencing patient satisfaction.
Patient satisfaction is represented as a stock that can increase or diminish. Stakeholders deemed that the
main determinant of satisfaction is out-of-pocket-cost; this is consistent with published literature (Derose
and Petitti 2003; Himmel, Dieterich, and Kochen 2000; Kulu-Glasgow, Delnoij, and de Bakker 1998).
Additional factors influencing change in patient satisfaction with care is waiting time for care (Sloan and
Kasper 2008), quality of the doctor-patient relationship (Anderson, Camacho, and Balkrishnan 2007), and
perceived quality of care by patients (Williams, Weinman, and Dale 1998). For simplicity, this last factor
is assumed to be directly related to meeting medical needs (i.e., as service gaps diminish, change in
patient satisfaction becomes more positive. This section of the diagram also includes a feedback loop: all
things being equal, patients who are satisfied with care are more likely to find the venue attractive which
leads to higher patient volume, and, in turn, longer waiting times and lower patient satisfaction. This is a
balancing loop, inducing a constraining force on clinic growth.
Patient satisfaction was deemed to be related, in part, to the quality of the doctor-patient relationship.
This relationship is importantly related to the number of doctors relative to demand for services
(Alrubaiee and Alkaaida 2011) since relationships are established through longer consultation time
(Murray 2007), and the consistency of the relationship over time (i.e., ability to see the same doctor)
(Howie 1991). Stakeholders felt that current consultation time are too short and thus consistent doctor-
patient relationships are not possible in local public polyclinics. Note that this establishes another
feedback loop that balances clinic growth: if a clinic becomes more attractive by increasing consultation
time and access to the same doctor, resulting increased clinic volume forces consultation times to be
reduced and decreases the chance that a person’s doctor will be available when needed and so will need to
see other doctors, reduces patient satisfaction and clinic attractiveness.
3.3.3 Service Efficiency
Overall costs of chronic care services include two major components. The first is the cost of providing
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clinic services, a cost that is dominantly driven by numbers of providers. The second component of cost is
services that may be reduced by high-quality care. As noted above, filling service gaps reduces
progression of chronic conditions. This progression not only has a profound effect on quality of life, it is
also expensive. More medically complex individuals are more likely to use emergency services, be
hospitalized, and require expensive specialty care.
Evidence suggests that as length of consultation decreases, fewer of the needs of patients with chronic
conditions can be addressed during a visit, which impacts quality of care (Fan 2005). In addition,
integration of chronic care services among various providers, and capability of care providers influence
quality of care (Murray 2007; Campbell 2001). While addressing these problems with chronic disease
management has immediate costs, the question is whether it will ultimately reduce net costs, or at least
lead to extra costs deemed worth the health benefits.
3.3.4 Provider Satisfaction
Here the level of the doctor-patient relationship is used as an indicator of provider satisfaction. This stock
represents crucial characteristics our stakeholder physicians valued in their day-to-day work life: the
ability to have an adequate amount of time to see patients, and the opportunity to follow the same patient
over time.
3.4 Model Inputs
3.4.1 Model Parameters
Steady state:
Because the model is intended for policy exploration, stylized numbers are used to initialize the model.
To make it easier for policy analysis, the model is initialized in a steady state (i.e. a hypothetical situation
in which population, service gap, cost of care, patient satisfaction and doctor-patient-relationship are
equal and constant across the two care venues normal and enhanced primary care). To initialize the
model into steady state the following assumptions were made: (1) the population in the three health state
are assumed to remain constant; (2) there is no difference in the effectiveness of care (a proxy for service
gap) provided across the two venues; (3) both care venues have the same number of providers (medical
staff) to care for patients; and (4) the out-of-pocket cost for patients across the care venues are the same. It
is important to note that the initial steady state is a dynamic equilibrium and is numerically sensitive to
model parameters, but typical consequent behavior is not. The parameters used in the model are shown in
Table 1.
3.4.2 Policy Experimentation
To illustrate the potential impact of policy changes, the simulation was run under four scenarios in which
the steady state was perturbed by changing three main model parameters (i.e. service gap, out-of-pocket
cost, and number of doctors) stepwise under the following scenarios:
I. Equilibrium: All key policy variables were kept constant. Under this scenario, effectiveness of
normal and enhanced primary care was assumed to be equal and remain unchanged over the simulation
time. Likewise, out-of-pocket cost, and number of doctors were assumed to be equal across the two care
venues and remain constant over the simulation. All outputs were expected to remain constant at their
steady state values and provide a reference trajectory.
II. Effective enhanced primary care: The effectiveness of receiving care at an enhanced primary
care venue was assumed to be significantly higher to that of normal primary care. This was implemented
by reducing service gap from 0.5 to 0.1 at time 5 while the service gap for normal primary care remained
at 0.5 over the simulation time.
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III. Reduced out-of-pocket costs for primary care: In addition to introducing enhanced primary
care that could favorably affect clinical course, in this strategy the out-of-pocket costs for such care was
assumed to be half of normal care, in order to increase the attractiveness of seeking care in enhanced care
venues.
IV. Proactive increase of enhanced primary care providers: This scenario was the same as
scenario III except that number of providers of care at the enhanced primary care (here indicated by
number of doctors) is proactively increased as demand for enhanced primary care increases.
Table 1: Model Parameters.
Model Parameter
Unit
 [] = 0.5
Dimensionless
 []= 0.5 + (0.4,5)
Dimensionless
  ℎ = 0.1
Visit/person
   ℎ = 0.3
Visit/person
   = 1
Visit/person
  [] = 10
Doctor
  [ℎ]=   ( = 1:  : 5,  [],10)
Doctor
   =15
$/doctor/year
   =100
$/year/visit
ℎ =350
Person/year
  ℎ  =2500
Person
   [] = 1
Dimensionless
 ℎ,  =10000
Person
  = 0.05
Dimensionless/year
   [] = 50
$/visit
   [ ]=100
$/visit
   = 0.025
Dimensionless/year
    =22500
Min/doctor/year
   = 0.07
Dimensionless/year
  ℎ = 0.01
Dimensionless/year
   = 0.015
Dimensionless/year
   [] = 50
$/visit
   [ ]=50 +(25,5)
$/visit
  = 0.12
Dimensionless/year
  ℎ  =5000
Person
    = 5
Year
  ℎ   = 5
Year
    =12
Visit/person/year
   ℎ = 3
Visit/person/year
    ℎ = 6
Visit/person/year
4 RESULTS
Figure 2 shows the impact of the four scenarios on the quadruple aim of the health care system
population health (proportion with complex conditions), per person cost, patient satisfaction, and provider
satisfaction (doctor-patient-relationship).
As expected, in scenario I, “equilibrium”, given the assumptions, all the outcome variables remained
constant over the simulation period.
Under scenario II, “effective enhanced primary care”, where enhanced primary care was assumed to
be 40% more effective than normal primary care, the proportion of the population with complex
conditions decrease by 88% over the simulation time. Initially, per person cost of care increased
following the sudden increase in effectiveness for enhanced primary care and decreased gradually over
time. While average patient satisfaction increased with improved quality of care, the average doctor-
patient-relationship actually decreased.
Under scenario III, “reduced out-of-pocket costs for primary care” is the same as scenario II with the
elimination of out of pocket costs to patients (thereby enhancing the attractiveness of enhanced primary
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care to patients), the behavior of the outcome variables are similar to that of the effectiveness of care
scenario. Again, average patient satisfaction increased, now enhanced by a somewhat higher proportion of
the population receiving higher quality services and with this increase is seen a diminished doctor-patient
relationship as enhanced primary care venues become more crowded.
Lastly, under scenario IV, “proactive increase of enhanced primary care providers”, also includes a
provision for the increase in providers to meet growing service demand. Of all the alternative scenarios,
this leads to the best population health (i.e., lowest proportion of the population with complex conditions)
and highest costs. Notably it maintains high patient satisfaction as well as average doctor-patient-
relationship.
Figure 2: Impact of the four scenarios on the quadruple aim of the health care system.
5 DISCUSSION
In this exercise, we demonstrated the application of simulation modeling incorporating GMB to address a
complex social issue involving potentially substantial change to the organization of crucial services. In
addition to engaging stakeholders, the resulting model provided some preliminary insights into the
dynamic impact of introducing a new model of primary care services intended to serve the needs of a
broader range of patients than typically provided in the current system. It reinforced the general intuition
that enhanced primary care services could improve outcomes, and that costs may, at least partially, be
offset by the reduced utilization induced by better population health. Reducing the out-of-pocket costs to
0
0.04
0.08
0.12
0.16
1 6 11 16 21 26 31 36 41 46 51 56 61
Proportion of population with complex
condition
Equilibrium Effect ive enhanced PC
Low out-of-pocket cost Proactive incre ase in providers
0.5
0.9
1.3
1.7
2.1
2.5
1 6 11 16 21 26 31 36 41 46 51 56 61
Dimensionless
Average patient satisfaction
Equilibrium Effect ive enhanced PC
Low out-of-pocket cost Proactive incre ase in providers
350
375
400
425
450
475
500
1 6 11 16 21 26 31 36 41 46 51 56 61
$/person/year
Cost per person
Equilibrium Effect ive enhanced PC
Low out-of-pocket cost Proactive incre ase in providers
0.6
0.8
1
1.2
1.4
1.6
1 6 11 16 21 26 31 36 41 46 51 56 61
Dimensionless
Average doctor patient relationship
Equilibrium Effect ive enhanced PC
Low out-of-pocket cost Proactive incre ase in providers
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patients had minor effects on population health or per person costs (not unexpected as costs were merely
shifted from the patient to the government); however, since patients are quite price sensitive, this
reduction did improve patient satisfaction by promoting their use of higher quality services. Moreover,
changing the model of care without increasing the number of providers in this illustration had the
undesirable consequence of decreasing doctor satisfaction as new venues become overwhelmed with
patients seeking enhanced services, reducing continuity of providers and consultation time, and thus
detracting from the doctor-patient relationship.
There are several limitations to the simple summary model. In particular, it represents only two key
players: the normal primary care providers and enhanced primary care providers. In reality, chronic care
services can be provided in multiple venues, including private GP offices, enhanced private sector clinics,
public sector polyclinics, and specialty clinics. Each sector will offer a different mix of services and thus
have different capacities to reduce service gaps, as well as different levels of attractiveness to patients.
Thus, a practical set of policy options will not merely include the expansion of existing services (in this
case, public polyclinic services) but also the encouragement through funding and regulation to promote
enhanced primary care in the private sector. Thus, a realistic causal model must account for the tendency
for individuals to vote with their feet: for doctors to participate in alternative models of chronic care
service. Further, particularly in a system involving a mix of public and private sectors providers, quality
of care will depend on their ability to integrate (i.e., share the care of the same patient) which requires a
level of trust and communication.
A second limitation is the dearth of available data on current patterns of health service use, and the
factors likely to influence both doctors and patients to participate in alternative care venues. The
conclusions based on more complete evidence may very well be quite different. Indeed, we see this work
as a first step in a coherent sequence of activities to promote informed decision-making regarding the
development of enhanced primary care in Singapore. Based on the current exercise, we identified two
areas where reliable information would be crucial to plausible projections of the impact of policy change
and for which existing data are not available: (1) epidemiological data on the proportion of the population
in various health needs segments and the rate of transition between segments, as a function of their
patterns of care; and (2) the desirability of venues of care for patients and primary care providers based on
characteristics of those venues which emerge from policy options. Thus, we are proceeding with
collecting these data via a population-based survey and a discrete choice experiment with a broadly
representative group of primary care physicians and individuals in various health needs segments. Since
patient groups were not represented in the first GMB exercise, we will seek input from patient groups in
the refinement of the model. In addition, we have engaged multiple representatives of the Regional Health
Systems (RHSs); the RHS serve as the units responsible for planning the public response to expanding
population health needs. The RHSs have agreed to partner with the research team to tailor the model to
unique conditions in each region.
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AUTHOR BIOGRAPHIES
DAVID B. MATCHAR is Professor of Medicine at Duke University and Director of the Program in
Health Services and Systems Research at Duke-NUS Medical School. He holds a MD from University of
Maryland. He focuses his research on the evaluation of clinical practice based on “best evidence,” and the
implementation and evaluation of innovative strategies to promote practice change. His email address is
david.matchar@duke-nus.edu.sg.
JOHN P. ANSAH is an Assistant Professor in the Program in Health Services and Systems Research at
Duke-NUS Medical School. He holds a Ph.D. in the System Science methodology of System Dynamics
from University of Bergen. His research interests lie broadly in developing healthcare strategy and
planning simulation models that are rigorous, evidence-based and customized to the optimal usefulness of
stakeholders to inform policy. His email address is john.ansah@duke-nus.edu.sg.
STEFFEN BAYER received his Ph.D. from the University of Sussex, and currently is Assistant
Professor in the Program in Health Services and Systems Research at Duke-NUS Medical School. His
research interests include planning of health services, in particular the use of simulation modeling. His
email address is steffen.bayer@duke-nus.edu.sg.
PETER HOVMAND is the founding director of the Brown School’s Social System Design Lab. He
received his Ph.D. from Michigan State University. His research focuses on using participatory group
model building methods to involve communities and other stakeholders in the process of understanding
systems and designing solutions using system dynamics models and computer simulations with specific
emphasis on promoting social justice. His email address is phovmand@wustl.edu.
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... Other references, such as [31,47], investigate macrosystem reforms and feature entire primary care systems. Still, the agent-based model [31] differs from SiM-Care in its objective: It investigates the external effects of treatments in primary care on the entire health care system, whereas SiM-Care focuses on the processes within primary care systems. ...
... Hence, [31] does not model internal processes, such as appointment scheduling. Model [47] implements the system dynamics paradigm and thus focuses on a higher level system representation than SiM-Care. While system dynamics models do not consider the level of microdetail offered by agent-based simulations, they require less computational effort to run simulation experiments. ...
... The modeling team regularly consulted with health care practitioners including primary care physicians, health insurance representatives, as well as representatives from industry associations and administrative authorities. Generally, we find that explaining the simulation model through the agent-based paradigm and presenting results from related studies allows Cooperation between academics and patients, caregivers, and clinicians Model, software, and worksheets available for download and discussion [47] SD Entire primary care sector ...
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Background: We evaluated a large-scale transition of primary care physicians to blended capitation models and team-based care in Ontario, Canada, to understand the effect of each type of reform on the management and prevention of chronic disease. Methods: We used population-based administrative data to assess monitoring of diabetes mellitus and screening for cervical, breast and colorectal cancer among patients belonging to team-based capitation, non-team-based capitation or enhanced fee-for-service medical homes as of Mar. 31, 2011 (n = 10 675 480). We used Poisson regression models to examine these associations for 2011. We then used a fitted nonlinear model to compare changes in outcomes between 2001 and 2011 by type of medical home. Results: In 2011, patients in a team-based capitation setting were more likely than those in an enhanced fee-for-service setting to receive diabetes monitoring (39.7% v. 31.6%, adjusted relative risk [RR] 1.22, 95% confidence interval [CI] 1.18 to 1.25), mammography (76.6% v. 71.5%, adjusted RR 1.06, 95% CI 1.06 to 1.07) and colorectal cancer screening (63.0% v. 60.9%, adjusted RR 1.03, 95% CI 1.02 to 1.04). Over time, patients in medical homes with teambased capitation experienced the greatest improvement in diabetes monitoring (absolute difference in improvement 10.6% [95% CI 7.9% to 13.2%] compared with enhanced fee for service; 6.4% [95% CI 3.8% to 9.1%] compared with non-team-based capitation) and cervical cancer screening (absolute difference in improvement 7.0% [95% CI 5.5% to 8.5%] compared with enhanced fee for service; 5.3% [95% CI 3.8% to 6.8%] compared with non-teambased capitation). For breast and colorectal cancer screening, there were no significant differences in change over time between different types of medical homes. Interpretation: The shift to capitation payment and the addition of team-based care in Ontario were associated with moderate improvements in processes related to diabetes care, but the effects on cancer screening were less clear.
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Group model building (GMB) is a participatory approach to using system dynamics in group decision-making and problem structuring. This paper considers the published quantitative evidence base for GMB since the earlier literature review by Rouwette et al. (2002), to consider the level of understanding on three basic questions: what does it achieve, when should it be applied, and how should it be applied or improved? There have now been at least 45 such studies since 1987, utilising controlled experiments, field experiments, pretest/posttest, and observational research designs. There is evidence of GMB achieving a range of outcomes, particularly with regard to the behaviour of participants and their learning through the process. There is some evidence that GMB is more effective at supporting communication and consensus than traditional facilitation, however GMB has not been compared to other problem structuring methods. GMB has been successfully applied in a range of contexts, but there is little evidence on which to select between different GMB tools, or to understand when certain tools may be more appropriate. There is improving evidence on how GMB works, but this has not yet been translated into changing practice. Overall the evidence base for GMB has continued to improve, supporting its use for improving communication and agreement between participants in group decision processes. This paper argues that future research in group model building would benefit from three main shifts: from single cases to multiple cases; from controlled settings to applied settings; and by augmenting survey results with more objective measures.