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The Value of Innovation to Implementation Program (VI(2)P): A strategic approach to aligning and leveraging academic research and clinical care missions
PROBLEM: Inefficient implementation of evidence‐based care garners increasing attention as a source of suboptimal value of clinical care, and integration of quality improvement methodology into clinical practice represents a potential solution. Academic medical centers (AMCs) often have expertise in...
Autores principales: | , , , , , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
John Wiley and Sons Inc.
2019
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6802527/ https://www.ncbi.nlm.nih.gov/pubmed/31641687 http://dx.doi.org/10.1002/lrh2.10199 |
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author | Li, Jing Williams, Mark V. Page, Cecilia Cassis, Lisa Kern, Philip A. DiPaola, Robert S. |
author_facet | Li, Jing Williams, Mark V. Page, Cecilia Cassis, Lisa Kern, Philip A. DiPaola, Robert S. |
author_sort | Li, Jing |
collection | PubMed |
description | PROBLEM: Inefficient implementation of evidence‐based care garners increasing attention as a source of suboptimal value of clinical care, and integration of quality improvement methodology into clinical practice represents a potential solution. Academic medical centers (AMCs) often have expertise in implementation science, yet it is not leveraged effectively to solve operational inefficiencies or to rapidly implement evidence‐based practices (EBPs). APPROACH: To leverage in‐house research expertise, the University of Kentucky (UK) College of Medicine and Center for Health Services Research (CHSR) launched a pilot awards program—Value of Innovation to Implementation Program (VI(2)P)—across its health system and six health professional colleges. Criteria for awards included a transdisciplinary research team and addressing health disparity issues faced by Kentucky. Outcome measures included EBP adoption and implementation and future funding. OUTCOMES: The VI(2)P produced 26 transdisciplinary teams that submitted letters of intent. Ten teams were invited to submit full proposal, and four projects were selected for award, spanning the entire continuum of health‐impact research. Three nonawarded projects were implemented and prompted system redesign for an “implementation research living laboratory.” A Workgroup for ImplementatioN Science (WINS) was established to forge transdisciplinary teams to pursue federal grant funding yielding proposals totaling $17.17 million submitted, $4.38 million awarded, and $5.97 million under review. Junior faculty were encouraged to pursue implementation science as a research focus. NEXT STEPS: UK WINS will continue serve as the hub for dissemination and implementation researchers at UK. On the basis of the enthusiasm expressed by multiple groups and many inquiries about the future training opportunities at UK, we plan to develop a tailored dissemination and implementation (D&I) training program to build research and practice capacity at UK. |
format | Online Article Text |
id | pubmed-6802527 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2019 |
publisher | John Wiley and Sons Inc. |
record_format | MEDLINE/PubMed |
spelling | pubmed-68025272019-10-22 The Value of Innovation to Implementation Program (VI(2)P): A strategic approach to aligning and leveraging academic research and clinical care missions Li, Jing Williams, Mark V. Page, Cecilia Cassis, Lisa Kern, Philip A. DiPaola, Robert S. Learn Health Syst Experience Report PROBLEM: Inefficient implementation of evidence‐based care garners increasing attention as a source of suboptimal value of clinical care, and integration of quality improvement methodology into clinical practice represents a potential solution. Academic medical centers (AMCs) often have expertise in implementation science, yet it is not leveraged effectively to solve operational inefficiencies or to rapidly implement evidence‐based practices (EBPs). APPROACH: To leverage in‐house research expertise, the University of Kentucky (UK) College of Medicine and Center for Health Services Research (CHSR) launched a pilot awards program—Value of Innovation to Implementation Program (VI(2)P)—across its health system and six health professional colleges. Criteria for awards included a transdisciplinary research team and addressing health disparity issues faced by Kentucky. Outcome measures included EBP adoption and implementation and future funding. OUTCOMES: The VI(2)P produced 26 transdisciplinary teams that submitted letters of intent. Ten teams were invited to submit full proposal, and four projects were selected for award, spanning the entire continuum of health‐impact research. Three nonawarded projects were implemented and prompted system redesign for an “implementation research living laboratory.” A Workgroup for ImplementatioN Science (WINS) was established to forge transdisciplinary teams to pursue federal grant funding yielding proposals totaling $17.17 million submitted, $4.38 million awarded, and $5.97 million under review. Junior faculty were encouraged to pursue implementation science as a research focus. NEXT STEPS: UK WINS will continue serve as the hub for dissemination and implementation researchers at UK. On the basis of the enthusiasm expressed by multiple groups and many inquiries about the future training opportunities at UK, we plan to develop a tailored dissemination and implementation (D&I) training program to build research and practice capacity at UK. John Wiley and Sons Inc. 2019-07-11 /pmc/articles/PMC6802527/ /pubmed/31641687 http://dx.doi.org/10.1002/lrh2.10199 Text en © 2019 The Authors. Learning Health Systems published by Wiley Periodicals, Inc. on behalf of the University of Michigan This is an open access article under the terms of the http://creativecommons.org/licenses/by-nc/4.0/ License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited and is not used for commercial purposes. |
spellingShingle | Experience Report Li, Jing Williams, Mark V. Page, Cecilia Cassis, Lisa Kern, Philip A. DiPaola, Robert S. The Value of Innovation to Implementation Program (VI(2)P): A strategic approach to aligning and leveraging academic research and clinical care missions |
title | The Value of Innovation to Implementation Program (VI(2)P): A strategic approach to aligning and leveraging academic research and clinical care missions |
title_full | The Value of Innovation to Implementation Program (VI(2)P): A strategic approach to aligning and leveraging academic research and clinical care missions |
title_fullStr | The Value of Innovation to Implementation Program (VI(2)P): A strategic approach to aligning and leveraging academic research and clinical care missions |
title_full_unstemmed | The Value of Innovation to Implementation Program (VI(2)P): A strategic approach to aligning and leveraging academic research and clinical care missions |
title_short | The Value of Innovation to Implementation Program (VI(2)P): A strategic approach to aligning and leveraging academic research and clinical care missions |
title_sort | value of innovation to implementation program (vi(2)p): a strategic approach to aligning and leveraging academic research and clinical care missions |
topic | Experience Report |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6802527/ https://www.ncbi.nlm.nih.gov/pubmed/31641687 http://dx.doi.org/10.1002/lrh2.10199 |
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