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Health Services Research: Fostering High Reliability in the
Military Health System
• Dr. Tanisha Hammill, Dr. Michael Dinneen, Dr. Alan Sim, Dr. Tracey Koehlmoos
• 4 December, 2019
Disclosures
Presenters have no conflict of interest to disclose.
AMSUS and ACE/PESG staff have no interest to disclose.
This continuing education activity is managed and accredited by Affinity CE/Professional Education Services Group (ACE/PESG) in cooperation with AMSUS. ACE/PESG, AMSUS, planning committee members and all accrediting organizations do not support or endorse any product or service mentioned in this activity.
Learning Objectives
At the conclusion of this activity, the participant will be able to:
1. Describe current HSR priorities for the MHS
2. Describe obstacles and opportunities for data use within this system
3. Identify opportunities for research leading to knowledge translation within their own areas.
CE/CME Credit
If you would like to receive continuing education credit for this activity, please visit:
http://amsus.cds.pesgce.com
CE Certificates will only be
available for 30 DAYS
after this event
Defense Program for
Health Services Research
December 2019
AMSUS
5“Medically Ready Force…Ready Medical Force”
6“Medically Ready Force…Ready Medical Force”
Health Services Research (HSR)
7
Multi-disciplinary field of research that examines how social factors,financing systems, organizational structures and processes, healthtechnologies, and personal behaviors affect access to health care, thequality and cost of health care, and ultimately health and well-being.-AcademyHealth, 2002
HSR
A cornerstone to the DHA strategic goal, W1: Becoming a LearningOrganization.
Generates insights about the factors that affect healthcare outcomes,quality, economics, variation, and military health readiness.
Creates evidence-based knowledge about delivery of care by creating ahigh reliability, learning organization.
Health Services Research
8
DHA Assessment
9
• The MHS lacks a robust Health Services Research line of effort that generates knowledge about enterprise health care delivery
Need
Challenge
Goal
• Embedding research within clinical care in the MHS• Building internal capacity to utilize MHS data to build evidence
that informs policy and decision making at all levels of the organization
• Building capacity for health services research
• Better care• Better health• Improve health readiness• More effective and efficient healthcare system
Former Director DHAVADM Raquel Bono
“Two weeks ago, we announced the first grant for Health Services Research
proposals. With these new grants, we will officially become part of the health care
delivery systems research world. Our efforts here will generate knowledge about the MHS so that we, as an enterprise, can
achieve better care, better health, and increased military readiness, all at a lower
cost.”
10
23 July 2019
Learning Health System
11
Diagram: Kaiser Permanente Washington Health Research Institute*University of Michigan Medical School, Learning Health System Definition
∎ Concept first expressed by the Institute of Medicine in 2007.
∎ Organizations or networks that continuously self-study and adapt using data and analytics to generate knowledge, engage stakeholders and implement behavior change to transform practice.*
∎ Support data-driven decision making by using quantitative research to inform changes in treatment and care to improve outcomes.
∎ Disseminate knowledge throughout the system, proliferating standardized, repeatable and proven practices that elevate clinical quality and support readiness.
HSR Role in a Learning Organization
Operational Analytics• Provides the foundational
analytics that defines the problems
• Provides a rapid response to questions
• Tracks performance measures, indicators and highlights basic findings
• Produces descriptive statistics such as counts, averages and basic trends
• Discovers potential patterns in the data
Health Services Research• Uses complex theory based models
that control for variables that may confound outcomes
• Measures impact of policies and systems process changes, analyzes costs of treatments
• Explores new methods for further understanding the issues in delivering care
• Provides context and identifies other variables that influence patterns in the data
• Allows for improved comparisons to other health systems
12
Defense Program for Health Services Research
13
Align HSR with W1 Initiative: Become a Learning Organization Socializing HSR as the cornerstone to a learning organization by building capability within the MHS and establishing a grants process
Strategic Alignment
HSR Capacity Building
Outcomes
• Expand HSR capacity through issuance of intramural and extramural grant opportunities focused on the needs of MHS
• Link HSR to clinical care by encouraging embedded research and building research capability hubs that utilize existing research capability
• HSR brings data-driven knowledge about health care delivery• Supports MHS evolution to becoming a high reliability,
learning organization• Strengthens policies at all levels of the organization;
enterprise to bedside
Current Program Development Efforts
“Medically Ready Force…Ready Medical Force” 14
Strategic AlignmentResearch PrioritiesAlign the research priorities to the needs of the Military Health System
Grant Funding
Opportunity
Announcements through Grants.gov
Just completed the first HSR grant round (FY19); will be issuing separate calls for intramural and extramural research in FY20
Grant ProcessCompetitive Grant ProcessIncludes a three tiered review and post-award support for both intramural and extramural awardees
Capability Hubs
Support for Health Services Researchers
Identified capability hubs to support a network of health services researchers
Developing an approach for streamlining the timeline to data access for external awardees
Portfolio
Management
Develop and manage HSR Portfolio Develop grants management accountability processDevelop the metrics and processes to manage the HSR portfolio
FY19 Award Process
50 Letters of Intent submitted
• 28 extramural
• 22 intramural
14 were invited to submit full proposals
• 8 extramural
• 6 intramural
3 intramural and 3 extramural proposals were selected for award
15
Stay Informed
16
https://www.health.mil/About-MHS/OASDHA/Defense-Health-Agency/Research-and-Developmenthttps://info.health.mil/rd/Pages/Home.aspx
HSR POC
Dr. Richard F. Stoltz HSR mailbox
Richard.F.Stoltz.civ@mail.mil dha.ncr.j-9.mbx.hsr@mail.mil
Announcements will be posted on
GRANTS.GOV
(Search for DHA)
17
Governance Implementation Planning Team
Pre-Decisional Deliberative Matter – For Official Use Only Within DoD
Aligning Health System Research to the
Military Health System Strategy
UNCLASSIFIED
Mike Dinneen, Chief Strategy Officer
OASD(HA)
Pre-Decisional Deliberative Matter – For Official Use Only Within DoD
MHS Strategy Map
Mission: We, the Military Health System, enable the National Defense Strategy by providing a ready medical force, a medically ready force, and improve the
health of all those entrusted to our care.
Vision: We deliver world-class, innovative health for the Warfighter and families at home and abroad through an integrated system of readiness and health.
UNCLASSIFIEDSlide 19
ME
AN
SE
ND
SW
AY
S
Goal 1: Measure and improve the
readiness of the Force
Goal 2: Measure and improve health
outcomes of the population we serve
Goal 3: Reform the MHS for greater
performance and affordability
Ready Medical Force Healthy PopulationMedically Ready Force Efficiently Use Resources
Optimize globally integrated health services
Advance the currency and capability of healthcare
teams
Improve individual and family health
readinessAchieve safety and high reliability in all processes
Deliver value-based care
Improve healthy behaviors, communities, and
environments
Optimize deployment cycle
Advance research and scholarship in support of the warfighter
Transform and optimize markets, military treatment facilities, and support functions
Strengthen partnerships with governments, academia, and leading health systems
Enhance planning, management, and improvement
capabilities
Improve strategic communications
Align resources to strategic priorities
Improve information infrastructure
Make the Military Health System the best
place to work in the Department of
Defense
R R
G
Y Y
Y
Y
Y
R R
R R
R
R
G
R
G
G
G
Pre-Decisional Deliberative Matter – For Official Use Only Within DoD
Potential HSR topics linked to a Strategic Objective
Mission: We, the Military Health System, enable the National Defense Strategy by providing a ready medical force, a medically ready force, and improve the
health of all those entrusted to our care.
Vision: We deliver world-class, innovative health for the Warfighter and families at home and abroad through an integrated system of readiness and health.
UNCLASSIFIEDSlide 20
ME
AN
SE
ND
SW
AY
S
Goal 1: Measure and improve the
readiness of the Force
Goal 2: Measure and improve health
outcomes of the population we serve
Goal 3: Reform the MHS for greater
performance and affordability
Ready Medical Force Healthy PopulationMedically Ready Force Efficiently Use Resources
Optimize globally integrated health services
Advance the currency and capability of healthcare
teams
Improve individual and family health
readinessAchieve safety and high reliability in all processes
Deliver value-based care
Improve healthy behaviors, communities, and
environments
W3 Optimize Deploymnt Cycle
Advance research and scholarship in support of the warfighter
Transform and optimize markets, military treatment facilities, and support functions
Strengthen partnerships with governments, academia, and leading health systems
Enhance planning, management, and improvement
capabilities
Improve strategic communications
Align resources to strategic priorities
Improve information infrastructure
Make the Military Health System the best
place to work in the Department of
Defense
R R
G
Y Y
Y
Y
Y
R R
R R
R
R
G
R
G
G
G
• Validation studies for clinical measures of
knowledge, skills and abilities
• Efficacy studies (comparative effectiveness)
PTSD, Depression, TBI, etc. (Once
measurement system is in place.)
Pre-Decisional Deliberative Matter – For Official Use Only Within DoD
Mission: We, the Military Health System, enable the National Defense Strategy by providing a ready medical force, a medically ready force, and improve the
health of all those entrusted to our care.
Vision: We deliver world-class, innovative health for the Warfighter and families at home and abroad through an integrated system of readiness and health.
UNCLASSIFIEDSlide 21
ME
AN
SE
ND
SW
AY
S
Goal 1: Measure and improve the
readiness of the Force
Goal 2: Measure and improve health
outcomes of the population we serve
Goal 3: Reform the MHS for greater
performance and affordability
Ready Medical Force Healthy PopulationMedically Ready Force Efficiently Use Resources
Optimize globally integrated health services
Advance the currency and capability of healthcare
teams
Improve individual and family health
readinessAchieve safety and high reliability in all processes
Deliver value-based care
Improve healthy behaviors, communities, and
environments
Optimize deployment cycle
Advance research and scholarship in support of the warfighter
Transform and optimize markets, military treatment facilities, and support functions
Strengthen partnerships with governments, academia, and leading health systems
Enhance planning, management, and improvement
capabilities
Improve strategic communications
Align resources to strategic priorities
Improve information infrastructure
Make the Military Health System the best
place to work in the Department of
Defense
R R
G
Y Y
Y
Y
Y
R R
R R
R
R
G
R
G
G
G
• Study efficacy of process improvement efforts.
• Study cost effectiveness of safety program (and
specific initiatives)
Potential HSR topics linked to a Strategic Objective
Pre-Decisional Deliberative Matter – For Official Use Only Within DoD
Potential HSR topics linked to a Strategic Objective
Mission: We, the Military Health System, enable the National Defense Strategy by providing a ready medical force, a medically ready force, and improve the
health of all those entrusted to our care.
Vision: We deliver world-class, innovative health for the Warfighter and families at home and abroad through an integrated system of readiness and health.
UNCLASSIFIEDSlide 22
ME
AN
SE
ND
SW
AY
S
Goal 1: Measure and improve the
readiness of the Force
Goal 2: Measure and improve health
outcomes of the population we serve
Goal 3: Reform the MHS for greater
performance and affordability
Ready Medical Force Healthy PopulationMedically Ready Force Efficiently Use Resources
Optimize globally integrated health services
Advance the currency and capability of healthcare
teams
Improve individual and family health
readinessAchieve safety and high reliability in all processes
Deliver value-based care
Improve healthy behaviors, communities, and
environments
Optimize deployment cycle
Advance research and scholarship in support of the warfighter
Transform and optimize markets, military treatment facilities, and support functions
Strengthen partnerships with governments, academia, and leading health systems
Enhance planning, management, and improvement
capabilities
Improve strategic communications
Align resources to strategic priorities
Improve information infrastructure
Make the Military Health System the best
place to work in the Department of
Defense
R R
G
Y Y
Y
Y
Y
R R
R R
R
R
G
R
G
G
G
• Efficacy of integrated practice units
in managing clinical conditions
(readiness and health outcomes)
• Efficacy of value based purchasing
in improving quality and lowering
cost
• HSR as the engine of improvement
• Efficacy studies (comparative
effectiveness) PTSD, Depression,
TBI, LBP, etc. (Once measurement
system is in place.)
Pre-Decisional Deliberative Matter – For Official Use Only Within DoD
Potential HSR topics linked to a Strategic Objective
Mission: We, the Military Health System, enable the National Defense Strategy by providing a ready medical force, a medically ready force, and improve the
health of all those entrusted to our care.
Vision: We deliver world-class, innovative health for the Warfighter and families at home and abroad through an integrated system of readiness and health.
UNCLASSIFIEDSlide 23
ME
AN
SE
ND
SW
AY
S
Goal 1: Measure and improve the
readiness of the Force
Goal 2: Measure and improve health
outcomes of the population we serve
Goal 3: Reform the MHS for greater
performance and affordability
Ready Medical Force Healthy PopulationMedically Ready Force Efficiently Use Resources
Optimize globally integrated health services
Advance the currency and capability of healthcare
teams
Improve individual and family health
readinessAchieve safety and high reliability in all processes
Deliver value-based care
Improve healthy behaviors, communities, and
environments
W3
Advance research and scholarship in support of the warfighter
Transform and optimize markets, military treatment facilities, and support functions
Strengthen partnerships with governments, academia, and leading health systems
Enhance planning, management, and improvement
capabilities
Improve strategic communications
Align resources to strategic priorities
Improve information infrastructure
Make the Military Health System the best
place to work in the Department of
Defense
R R
G
Y Y
Y
Y
Y
R R
R R
R
R
G
R
G
G
G
• Pace and effect of standardization.
• Effectiveness of spread across system
• Effects on safety of improvements in the built
environment (evidence based design)
Pre-Decisional Deliberative Matter – For Official Use Only Within DoD
Potential HSR topics linked to a Strategic Objective
Mission: We, the Military Health System, enable the National Defense Strategy by providing a ready medical force, a medically ready force, and improve the
health of all those entrusted to our care.
Vision: We deliver world-class, innovative health for the Warfighter and families at home and abroad through an integrated system of readiness and health.
UNCLASSIFIEDSlide 24
ME
AN
SE
ND
SW
AY
S
Goal 1: Measure and improve the
readiness of the Force
Goal 2: Measure and improve health
outcomes of the population we serve
Goal 3: Reform the MHS for greater
performance and affordability
Ready Medical Force Healthy PopulationMedically Ready Force Efficiently Use Resources
Optimize globally integrated health services
Advance the currency and capability of healthcare
teams
Improve individual and family health
readinessAchieve safety and high reliability in all processes
Deliver value-based care
Improve healthy behaviors, communities, and
environments
W3
Advance research and scholarship in support of the warfighter
Transform and optimize markets, military treatment facilities, and support functions
Strengthen partnerships with governments, academia, and leading health systems
Enhance planning, management, and improvement
capabilities
Improve strategic communications
Align resources to strategic priorities
Improve information infrastructure
Make the Military Health System the best
place to work in the Department of
Defense
R R
G
Y Y
Y
Y
Y
R R
R R
R
R
G
R
G
G
G
• Quantitative analysis of drivers of
increased value from EHR
• Analysis of safety before and after
implementation of EHR
Streamlining Data Access Within the Military Health System (MHS)
Alan Sim, PhDChief, Data Innovation (DI) BranchEnterprise Intelligence and Data Solutions (EIDS)DAD-IO/J-6, Defense Health Agency (DHA)
“Medically Ready Force…Ready Medical Force”
Enterprise Intelligence and Data Solutions (EIDS) Mission and Delivery
The Enterprise Intelligence and Data Solutions (EIDS) PMO was established within the Solution Delivery Division (SDD) of the Defense Health Agency (DHA) to help execute the DHA Data Vision of providing
seamless data services and decision support for clinicians, patients, beneficiaries, analysts, researchers, and DoD leadership.
Data
Logic
Presentation
• Single source for secondary data use to facilitate DHA Information and discover/define patterns in enterprise data
• Includes: Infrastructure, data, and data marts
• Data transformation to deploy data virtualization and develop BI strategy and define analytics toolkit
• Includes: Virtual Data/SOA/APIs, Business Rules Engine, Routes in the ESB
• Predictive, diagnostic, and descriptive tools for information delivery• Includes: CarePoint information Portal, dashboards and reporting services,
and external apps
Mission: To support MHS strategic goals and facilitate informed decision-making through the delivery of robust information services and data in a timely, relevant, and actionable manner.
EIDS Solution Layers
Program Management Approach
Data System Assets (Data)
Consolidate data warehousing for legacy systems such as AFCHIPS, COHORT, and other cached data sources
Strategize a legacy data repository to archive clinical and business data as MHS GENESIS is rolled out to Military Treatment Facilities (MTFs)
Delivery Platforms (Information Technology)
Offer and maintain a suite of data tools including the CarePoint Application Portal for business intelligence, customer reports, and decision support
Provide data science support for tools such as SAS, Enterprise Miner, STATA, AsterData, Python, R, Tableau, and SEMOSS
Domain Expertise (Data Science)
Provide expertise from a team of highly trained Data Scientists, Informaticists, Epidemiologists, Biostatisticians, Health Services Researchers, Mathematicians, Data Modelers and Architects, ETL Developers, Database Administrators, and Business Intelligence Developers with advanced analytical skills
Program Management Activities
Project Management
Contract Support
Engineering
Technical Requirements
Information Assurance
Procurement
Network, Hosting, and System Administration
Software Licensing
Hardware Licensing
DoD CIO Alignment
EIDS oversees a number of program activities to bring together data, information technology, and data science, delivering analytics-driven insights for customers.
Increasing appetite for food… and data
From the source? Processed/Transformed?
28
Self-Service?
“Medically Ready Force…Ready Medical Force” 29
MHS Information Platform
(Convergence of M2 / MDR / HSDW /
CarePoint and other systems)
Data Use
- Population Health*- Corporate Metrics/Measures*
- Clinical Decision Support tools- Big Data Analytics (Predictive/ Prescriptive)- Clinical Research- Operational Analytics - Medical ReadinessInnovation…….Artificial Intelligence…….Machine Learning
MHS GENESISMillennium
RhapsodyHealtheIntent*
Dentrix
HIE
ACS DAL
Social Determinant
Data
Wearables Data
ApplicationData
ApplicationData
ApplicationData
Warehouse
Warehouse
Warehouse
Bio-Medical Data * EIDS provides Population Health tools
and Corporate Measures/Metrics for MTF management; GOAL: Provide these from
HealtheIntent at FOC or before depending on maturity of tool CONSIDERATIONS: User provisioning, training, data ingest,
analytics tool availability
* Expect 80+% of day to day data needs to be accomplished
via HealtheIntent tools
* Legacy System Interfaces will be removed; Legacy Data will
be ingested
Potential Warehouse Examples: Army Analytics Group (AAG),
Financial Data etc..
Potential Application Examples: DMHRSi,
Essence etc.…
Proposed DHA Future-State MIP - Data Flow and Use
Virtual Data Environment (VDE)
Why do we need one?
Often may take 12-24 months to go from hypothesis to data access
Exporting of large data sets to non-DoD partners puts us at risk
Processes are not streamlined
Not a good use of tax payer dollars to fund redundant data centers/enclaves
…..
“Medically Ready Force…Ready Medical Force” 30
DataBrokerTransform
Scientific Review Layer
• Internal (DoD IRBs)/e-IRB
• External (USUHS?, Universities)
Data Privacy/Sharing
Layer
• DHA Privacy Review (Internal)
• HRPO Review (External)
Data Access/Transform
Layer
• Data Stewards
• Data Extractors/Managers
?
MDR
CCQAS
Within DoD Repository
Deid/Limited
Use
IRB
APP
DSA
IRB
APP
DSA
IRB
APP
DSA External Repository
Data B
roker/Tran
sform
Len
gth
of
Tim
e (D
ata
Ap
pro
val/
Acc
ess
)
Number of Data Sources Required for Study
Scientific Review Layer
• Internal (DoD IRBs)/e-IRB
• External (USUHS?, Universities)
Data Privacy/Sharing
Layer
• DHA Privacy Review (Internal)
• HRPO Review (External)
Data Access/Transform
Layer
• Data Stewards
• Data Extractors/Managers
?
MDRCCQAS
Deid/Limited
Use
IRB DSA
External Repository
x
Standardized deidentification strategyData Broker/Transform
$ per hour,
seat, usageCommon intake/
approval rules
Len
gth
of
Tim
e (D
ata
Ap
pro
val/
Acc
ess
)
Number of Data Sources Required for Study
Audit Trail/Usage Statistics
Benefits of Virtual Data Environment
- Access to data and tools occurs in a centralized, virtual, secure environment
- Common intake process for research requests
- Standardized business rules and deidentification strategy
- Incentivize data source stewards to participate in a streamlined process; reduces time to approve data requests
- Supports policies/handoff from DHA Privacy Office/HRPO
- Financial models to accurately estimate cost to access/utilize VRE
- Large data sets no longer exported to external repositories; Researchers export results not data from enclave.
Next Steps
Short-term Actions- Proof of Concept funded as part of the Interagency Collaboration for Advancing
Predictive Analytics (ICAPA) Joint Incentive Fund (JIF) project- Identify high level requirements- Prepare a pilot for demonstration purposes Long-term Activities- Obtain functional stakeholder support from internal DHA organizations and others
stakeholders to sustain VDE activities and data prioritization- Establish governance process/standardize policies for research- Define content, architecture, technology solution- Plan and estimate resources needed for data transformation layer and other areas
requiring resources
Health Services Research Program4 December 2019
Tracey Perez Koehlmoos, PhD, MHAPrincipal Investigator, HSRP
Disclosures
• Presenter has no financial interest to disclose.• Disclaimer: The content of this presentation is
the sole responsibility of the author(s) and does not necessarily reflect the views or policies of Uniformed Services University of the Health Sciences (USUHS), the Henry M. Jackson Foundation for the Advancement of Military Medicine, Inc. (HJF), the Department of Defense (DoD), or the Departments of the Army, Navy, or Air Force. Mention of trade names, commercial products, or organizations does not imply endorsement by the U.S. Government
• Author Institutional Affiliations: (1)Uniformed Services University of the Health Sciences, Bethesda, MD
40
DISCLOSURES
Agenda
• Background
• Strategic Goals and Program Areas
• Major Accomplishments
• Opportunities for Engagement
• Future Directions
• Discussion
2
Background:
• 2014 MHS review found “Wealth of data” but ability to use it for decision-making was “nascent”.
• Insufficient health services research capability to analyze MHS data for improving care.
• Goal is to have evidence informed policy & decision making.
• The role of HSRP:
• Identify and disseminate opportunities for improvement= knowledge translation
• Use results to drive iterative learning (Learning Health System)
• Build capacity for future HSR support of MHS
3
HSRP Strategic Goals
• Foster a culture of health services research excellence.• Support researchers in growing and diversifying health services research
funding.• Enhance scholarly output related to health services research.• Elevate the visibility and importance of health services research.• Expand collaborations with the health services research community.• Provide coordination across multiple departments to optimize health
services research opportunities.• Expand opportunities for knowledge translation of research results to
improve policy and practice in the MHS.• Cultivate student research/training platforms in health services research
5
Program Areas:
6
Funding Intramural Partnerships*• 6 first-round awards• 26 new submissions
under review
Relevant Workshops• Grant Writing• DaVINCI• Ethics of Big Data
Enabling Expertise to CCAC
Collaboration/Partnership With Other Institutions• OSD (HA, CAPE,
Strategy)• DHA J6 and J9• UMD HSA dept• Nat. Bureau of
Economics Research• National Science
Foundation
HSR Interest Group• >80 members
Development of USU Faculty, Staff, and Students• 20 alumni• 12 current students/• residents
Management of HSR in the NCR Portfolio• Readiness and
financial impacts of consolidating complex care
• Low value care in the MHS
• Evaluation of DoD/VA joint pain education program
• Primary care by remotely supervised medics and corpsmen
Direct Research Support to DoD, MHS, DHA• Low back pain
pathway at WRNMMC (DHA)
• Global burden of disease (DoD)
• Applying Kotter’s 8 Principles to transform the MHS (OSD)
• Quick answers to priority questions
Intramural Research, Round 1: 6 funded projects
• Adams R, et al. Post-Deployment Screening In The Military Health System: An Opportunity To Intervene For Possible Alcohol Use Disorder. Health Affairs 2019 August 38 (8) https://doi.org/10.1377/hlthaff.2019.00284
• Richard P, et al: Understanding Provider Influence on Initiating Opioid Prescriptions in Dentistry• incorporated into DHAPI 6025.04
• Roberts TA, et al: Contraceptive use and childbirth rates by service branch during the first 24 months on active duty in the United States military: from 2013 to 2018: a retrospective cohort analysis.. Contraception. 2019 Aug;100(2):147-151
• Highland K, et al. Anesthesia Resident Training in Relation to Tactical Combat Casualty Care Readiness in the Military Health System
• Hawks B, et al. Looking at MHS Surgical Procedures through the Lens of an Episode Grouper
• Leggit J, et al. Range of Practices, Cost and Outcomes of Shoulder Dysfunction across the Military Health System
Intramural Research, Round #2: In Progress
36
• Letters of Intent
29
• Invited to Submit
26
• Full Proposals Submitted
TBD
• Final Selection
• Call announced May 2019• Letters of Interest due June 15, 2019• Full proposals due August 30, 2019• Scientific review (at NIH) completed December 18, 2019
Other Major Accomplishments:
7
Panel Sessions and Meetings:• MHSRS 2017• MHSRS pre-conference session 2018• AMSUS 2018 and 2019• Standup of HSR Interest Group, May 2018• Ethics of Big Data workshop with NSF/CSTS,
December 2018
Standup of PhD Program in Public Health at USUHS• Scientific degree complements needs of the
services/enables HSR• New students admitted Summer 2019
Knowledge DisseminationCapacity Building
Community EngagementProfessional Development
Opportunities For Engagement:
• Join the HSR Interest Group
• Sign up for workshop on DaVINCI joint DoD-VA clinical data sharing system• December 9, onsite (Bethesda, MD) or online. FREE to attend
• Sponsored by HSRP, paid by VA, presented by Kennell and Associates
• FIRST training available to MHS and our partners
• Link to register: https://hjf.cvent.com/2019DaVINCITraining.
• Support a panel focused on HSR at the 2020 MHSRS
• Let us know YOUR priorities for health and readiness
Future Directions
• Governance Documents/Charter• USU Pathway to Centerhood
• Priority Setting• DHA or HA, Capabilities Based Assessment
• Development of HSRP Strategic Plan
• Development of direct inquiry/response platform for high-level priority issues
• Review of Round 2 proposals
• Galvanizing the Community: capacity building, knowledge translation, community relationships
14
DiscussionIf you have input, questions or concerns, please contact:
HSRP PI: Dr. Tracey Koehlmoos
Tracey.Koehlmoos@usuhs.edu
301-319-4519
Program Manager: Dr. Cathaleen Madsen (ask about DaVINCI training)
Cathaleen.Madsen.ctr@usuhs.edu
301-295-1426
Project Manager: Ms. Shatonya Lumpkin (ask about HSR Interest Group)
Shatonya.Lumpkin.ctr@usuhs.edu
301-295-0629
15
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