Adaptation for sustainability in an implementation trial of team-based collaborative care

Author:

Miller Christopher J.12,Sullivan Jennifer L.34,Connolly Samantha L.12,Richardson Eric J.12,Stolzmann Kelly L.1,Brown Madisen1ORCID,Bailey Hannah M.1,Weaver Kendra5,Sippel Lauren567,Kim Bo12

Affiliation:

1. Center for Healthcare Organization and Implementation Research (CHOIR), VA Boston Healthcare System, Boston, MA, USA

2. Department of Psychiatry, Harvard Medical School, Boston, MA, USA

3. Center of Innovation in Long Term Services and Supports (LTSS COIN), VA Providence Healthcare System Capt. Jonathan H. Harwood Jr. Center for Research, Providence, RI, USA

4. Department of Health Services, Policy and Practice, School of Public Health, Brown University, Providence, RI, USA

5. U.S. Department of Veterans Affairs Office of Mental Health and Suicide Prevention, Washington, DC, USA

6. Department of Veterans Affairs Northeast Program Evaluation Center, West Haven, Connecticut, USA

7. Department of Psychiatry, Geisel School of Medicine at Dartmouth, Hanover, New Hampshire, USA

Abstract

Background Sustaining healthcare interventions once they have been implemented is a pivotal public health endeavor. Achieving sustainability requires context-sensitive adaptations to evidence-based practices (EBPs) or the implementation strategies used to ensure their adoption. For replicability of adaptations beyond the specific setting in question, the underlying logic needs to be clearly described, and adaptations themselves need to be plainly documented. The goal of this project was to describe the process by which implementation facilitation was adapted to improve the uptake of clinical care practices that are consistent with the collaborative chronic care model (CCM). Method Quantitative and qualitative data from a prior implementation trial found that CCM-consistent care practices were not fully sustained within outpatient general mental health teams that had received 1 year of implementation facilitation to support uptake. We undertook a multistep consensus process to identify adaptations to implementation facilitation based on these results, with the goal of enhancing the sustainability of CCM-based care in a subsequent trial. The logic for these adaptations, and the resulting adaptations themselves, were documented using two adaptation-oriented implementation frameworks (the iterative decision-making for evaluation of adaptations [IDEA] and the framework for reporting adaptations and modifications to evidence-based implementation strategies [FRAME-IS], respectively). Results Three adaptations emerged from this process and were documented using the FRAME-IS: (a) increasing the scope of implementation facilitation within the medical center, (b) having the internal facilitator take a greater role in the implementation process, and (c) shortening the implementation timeframe from 12 to 8 months, while increasing the intensity of facilitation support during that time. Conclusions EBP sustainability may require careful adaptation of EBPs or the implementation strategies used to get them into routine practice. Recently developed frameworks such as the IDEA and FRAME-IS may be used to guide decision-making and document resulting adaptations themselves. An ongoing funded study is investigating the utility of the resulting adaptations for improving healthcare.

Funder

Quality Enhancement Research Initiative

Publisher

SAGE Publications

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