Health services research

An image is titled: Health Services Research and Implementation Science ‘Flagship Research Programs.’ A geometric purple chart depicts 4 categories of research models, the first says ‘precision, prevention, diagnosis, treatment & support.’ The second one is ‘models of treatment and care pre-dx, dx, tx and beyond.’ Next is ‘Applied learning health systems,’ and finally, ‘engaging with & supporting patients during and after TX.’ Below these headings are the values ‘Equity, Workforce, Value & Sustainability,’ then, ‘Science of Practice Innovation – Implementation Science, Health Economics, Study Design, Digital Vehicles,’ and finally, ‘Data Informed Approaches – PROMs/PREMs, EMR Tools, Audit and Feedback.’ Bidirectional arrows indicate how metrics are informed by these principles and vice versa. Under the heading ‘Metrics’ are two blocks of subheadings, the first with dot points ‘Outcome measures, Key performance indicators and capacity building,’ and the second with dot points ‘Culture, partnerships & collaborations, and commercialisation.’ The Peter MacCallum Cancer Centre logo is included after the image.

This image depicts the Health Services Research & Implementation Science ‘Strategic Road Map,’ which is in large purple text. Next to this is a purple geometric text box which reads ‘Vision: To impact quality of treatment and care to ensure world leading cancer outcomes and experienced for all people affected by cancer. Beneath that is ‘Mission: To enable the delivery of world class, equitable and evidence-based patient-centred cancer treatment and care.’ The next heading depicts ‘Our Values,’ which has a cartoon etching of an outstretched hand holding a love heart icon and two subheadings. The first subheading is ‘value-based healthcare: Our research aims to improve equity, health outcomes and experiences of receiving care. It will demonstrate effectiveness and efficiency of care,’ and the second subheading says ‘Learning Health Systems: We will use a data-driven approach to develop healthcare improvement initiatives incorporating cyclical systems and processes, expertise and resources.’ Beneath this, is ‘Our Drivers,’ with a cartoon image of a cog, and 5 distinct textboxes which read; ‘Innovation,’ ‘Excellence,’ ‘Compassion,’ ‘Inclusivity, Diversity & Equity,’ and ‘Quality.’ Beneath ‘Innovation,’ it reads ‘We embrace invention, adoption and diffusion that minimize waste and enable scalable and equitable improvements in healthcare service provision.’ Under ‘Excellence’ the text reads ‘We uphold the highest standards of performance and professionalism in the pursuit of accessible, appropriate, acceptable quality healthcare for all people affected by cancer.’ Next is ‘Compassion,’ which reads, ‘We value, and our work is motivated by, the experiences of all people affected by cancer. The patient is at the centre of our work.’ Under ‘Inclusivity, Diversity and Equity’ it says ‘Our research will meet the needs of all patients regardless of geography, special needs, cultural, and socioeconomic background.’ Lastly, under ‘Quality’ it says ‘Our research targets healthcare quality to minimize unnecessary and expensive care. It promotes better health outcomes for all people impacted by cancer.’ Beneath these 5 textboxes is a heading ‘Our Strategic Goals and Objectives’ and a cartoon icon of a lightbulb with a cog inside it. 4 Subheadings are beneath this, which each have a goal and 5 objectives beneath them. The first subheading ‘Data and Evidence’ has the goal ‘Build maturity of system and patient-level data and evidence to support HSRIS.’ The 5 objectives beneath this goal are as follows; 1. Use the learning health system framework to drive research and clinical priorities (see goal 2 objective 1) 2. Build patient/clinical data capture, management, and access systems and processes 3. Identify measures and establish the available dataset in HSRIS key priority areas (see goal 2: objective 1) 4. Use priority datasets to establish and test audit and feedback, as well as data science methodologies 5. Establish a group of EMR super-users to optimise the utility of the EMR for effective clinical care and research. The next subheading ‘Operational Model’ has the goal ‘Develop and implement an operational model that fosters HSRIS across Peter Mac. This goal has 5 more objectives that read; 1. Map HSRIS activities across Peter Mac and establish key priority areas and flagship sustainable research programs 2. Establish mechanisms, structures, and processes to ensure the voice of the consumer is embedded in the work we do 3. Establish mechanisms for clinical and research staff to engage with HSRIS platforms to seek support for the work they want to do 4. Identify and negotiate key partnerships/ collaborations with external groups and programs to fill skills and knowledge gaps 5. Establish and refine project review mechanisms to ensure the highest quality HSRIS is undertaken. The third subheading, ‘Research Approach’ has the goals: 1. Undertake an engagement process with key consumer groups and staff to develop a core model of project co-design,’ with dot points: ‘Include regional & satellite sites’ and ‘Include collaborating health services and primary care.’ Then objective 2, Establish an equity-informed approach to our work and intervention development. 3. Design a project assessment approach informed by concepts of equity, sustainability, scalability, cost-effectiveness, workforce demand & capacity, broader impact, and risk stratification 4. Adopt an approach that embraces digital technologies where appropriate 5. Establish agreed core outcomes measures/tools sensitive to impact.’ The final subheading is ‘Workforce capacity’ with a goal that reads ‘Build the capacity of the workforce to undertake HSRIS.’ There are 5 more objectives beneath this goal; 1. Capacity build Department of Health Services Research team 2. Develop career pathways and future leaders in HSRIS across the organisation 3. Define the research development and training needs of various workforce groups including; with dot points, ‘Clinicians and clinical researchers,’ ‘HSRIS researchers,’ ‘Research & other managers (e.g., HODs),’ ‘Consumers,’ and ‘All research support staff.’ The next objective is 4. Build capacity to embed behaviour, change concepts and evidence into intervention development, and 5. Develop toolkits for clinicians and researchers to support the conduct HSRIS. The Peter MacCallum Cancer Centre logo signs off the image.

The Peter MacCallum Cancer Centre logo is in the top right of this page. The heading of this image is in dark purple text, reading ‘Health Services Research & Implementation Science (HSRIS), ‘Strategic Road Map – Theory of Change.’ An arrow extends from this heading and stylistically weaves its way down the page, with the heading ‘inputs,’ followed by a number of icons. First is a conical flask icon with a molecule, and the text ‘Clinical research programs.’ Next is a venn diagram-like image with overlapping circles and the text ‘collaboration with service users, researchers and clinicians.’ Then there is a lightbulb icon with a cog inside it labelled ‘Health Services Research & Implementation Science Platforms.’ Lastly there is a graph icon and the text ‘data and information.’ As the arrow continues down the page there is a heading ‘Outputs,’ and 5 more logos with text. First is the same graph logo and text that reads ‘data-driven research priorities.’ Next is an icon depicting an outstretched hand holding a love-heart and the text ‘co-designed models of care.’ Then, there is an graduation-style cap with a dollar sign and the text ‘grants and research scholarships.’ The next icon is a computer desktop screen with a molecule-like image and the text ‘Health services research development activities,’ and lastly there is an icon with a document and a ticked-box next to it, which reads ‘knowledge translation into policy and practice. As the arrow continues to loop further down the page, two geometric shapes with many interlaced purple blocks appear next to eachother. There is a bracket structure linking these to the above icons indicating that they are ‘Value-based care.’ The first purple structure has a centralised heading ‘Intermediate Outcomes – HSRIS specific.’ Next to this is an icon of a scale and the text ‘Reduced disparities and gaps in care; low value care is phased out.’ To the side of this is another icon of a star, and the text ‘PMCC is a destination training facility for Health Services Research & Implementation Science.’ Above this is another logo of a cog, and text that indicates ‘Health Services Research & Implementation Science is embedded in clinical quality activities, and changes to clinical treatment and care.’ The arrow continues to it’s final destination, the other purple shape, which has a bracket linking it to the previous purple shape indicating that they are both ‘learning health systems.’ This second icon has the centralised heading ‘longterm outcomes – hospital strategy.’ Beneath this it says ‘Peter Mac influences the care of people with cancer across Australia.’ Above the centralised heading it says ‘Outcomes for Peter Mac service users are world class, equitable and cost effective.