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Overcoming Challenges to Evidence‐Based Policy Development in a Large, Integrated Delivery System
Author(s) -
Frakt Austin B.,
Prentice Julia C.,
Pizer Steven D.,
Elwy A. Rani,
Garrido Melissa M.,
Kilbourne Amy M.,
Atkins David
Publication year - 2018
Publication title -
health services research
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.706
H-Index - 121
eISSN - 1475-6773
pISSN - 0017-9124
DOI - 10.1111/1475-6773.12986
Subject(s) - process management , program evaluation , psychological intervention , key (lock) , health care , implementation research , implementation , health services research , service delivery framework , program design language , veto , computer science , quality (philosophy) , service (business) , knowledge management , engineering management , medicine , nursing , business , public health , computer security , engineering , marketing , political science , software engineering , epistemology , politics , law , philosophy , public administration , programming language
Objective To describe a new Veterans Health Administration ( VHA ) program to foster the learning health system paradigm by rigorously evaluating health care initiatives and to report key lessons learned in designing those evaluations. Principal Findings The VHA 's Quality Enhancement Research Initiative and its Health Services Research and Development Service are cooperating on several large, randomized program evaluations aimed at improving the care veterans receive and the efficiency with which it is delivered. The evaluations we describe involve collaborative design, outcomes assessment, and implementation science through partnerships between VHA operations and researchers. We review key factors to assess before committing to an evaluation. In addition to traditional design issues (such as ensuring adequate power and availability of data), these include others that are easily overlooked: the stability of intervention financing, means of controlling and commitment to adhering to randomized roll‐out, degree of buy‐in from key implementation staff, and feasibility of managing multiple veto points for interventions that span several programs, among others. Conclusions Successful program implementation and rigorous evaluation require resources, specialized expertise, and careful planning. If the learning health system model is to be sustained, organizations will need dedicated programs to prioritize resources and continuously adapt evaluation designs.