Background
Capturing patients’ perspectives of their health and healthcare needs using standardized patient-reported outcome and experience measures (referred to herein as PROMs and PREMs, respectively) has been the focus of over 40 years of research [
1,
2]. PROMs/PREMs are standardized, validated questionnaires (generic or disease-specific); PROMs are completed by patients about their health, functioning, and quality of life, whereas PREMs are focused on patients’ experiences whilst receiving care [
1]. PROMs/PREMs are associated with a robust evidence-base across multiple illnesses; they can increase charting of patients’ needs [
3], and improve patient-clinician communication [
3‐
5], which in turn can lead to improved symptom management [
4‐
6], thereby improving patients’ quality of life, reducing health care utilization [
5], and increasing survival rates [
7].
Multipurpose applications of PROMs/PREMs have led to substantial investments in their implementation. In the USA, PROMs are part of payer mandates; in the United Kingdom, they are used for benchmarking and included in a national registry; and Denmark has embedded them across healthcare sectors [
8‐
11]. In Canada, the Canadian Institute for Health Information (CIHI) has advocated for a standardized core set of PROMs [
12], and the Canadian Partnership Against Cancer (CPAC) recently spearheaded PROM implementation in oncology in 10 provinces/territories. In 2017, the Organisation for Economic Co-operation and Development (OECD) launched the Patient-Reported Indicators Surveys (PaRIS) to build international capacity for PROMs/PREMs in primary care [
13]. Yet, in many countries across the globe, their use remains fragmented, characterized by broad swaths of pre-implementation, pilots, and full implementation in narrow domains [
12,
14,
15]. PROM/PREM implementation remains driven by silos of local healthcare networks [
16].
Barriers and enablers to the implementation of PROMs/PREMs exist at the patient level (e.g., low health literacy), [
17] clinician level (e.g., obtaining PROM/PREM results from external digital platforms) [
17‐
19], service level (e.g., lack of integration in clinics’ workflow) [
17,
20] and organizational/system-level (e.g., organizational policies conflicting with PROM implementation goals) [
21]. Foster and colleagues [
22] conducted an umbrella review on the barriers and facilitators to implementing PROMs in healthcare settings. The umbrella review identified a number of bidirectional factors arising at different stages that can impact the implementation of PROMs; these factors were related to the implementation process, the organization, and healthcare providers [
22]. However, the umbrella review focused solely on PROMs, excluding PREMs, and the theory-based analysis of implementation factors was limited. Another ongoing umbrella review is restricted to investigating barriers and enablers at the healthcare provider level, omitting the multilevel changes required for successful PROM/PREM implementation [
23].
State-of-the-art approaches from implementation science can support the identification of multilevel factors influencing the implementation of PROMs and PREMs in different healthcare settings [
24‐
26]. The second version of the Consolidated Framework for Implementation Research (CFIR 2.0) can guide the exploration of determinants influencing the implementation of PROMs and PREMs [
27]. The CFIR is a meta-theoretical framework providing a repository of standardized implementation-related constructs at the individual, organizational, and external levels that can be applied across the spectrum of implementation research [
27]. CFIR 2.0 includes five domains pertaining to the characteristics of the innovation targeted for implementation, the implementation process, the individuals involved in the implementation, the inner setting, and the outer setting [
27]. Using an implementation framework to identify the multilevel factors influencing the implementation of PROMs/PREMs is critical to select and tailor implementation strategies to address barriers [
28‐
31]. Implementation strategies are the “how”, the specific means or methods for promoting the adoption of evidence-based innovations (e.g., role revisions, audit, provide feedback) [
32]. Selecting and adapting implementation strategies to facilitate the implementation of PROMs/PREMs can be time-consuming, as there are more than 73 implementation strategies to choose from [
33]. Thus, a detailed understanding of the barriers to PROM/PREM implementation can inform and streamline the selection and adaptation of implementation strategies, saving financial, human, and material resources [
24‐
26,
32,
34].
Review objective and questions
In this umbrella review, we aim to consolidate available evidence from existing quantitative, qualitative, and mixed-methods systematic and scoping reviews covering factors that influence the implementation of PROMs and PREMs in healthcare settings.
We will address the following questions:
1.
What are the factors that hinder or enable the implementation of PROMs and PREMs in healthcare settings, and what is the level of confidence in the evidence supporting these factors?
2.
What are the similarities and differences in barriers and enablers across settings and geographical regions?
3.
What are the similarities and differences in the perceptions of barriers and enablers between patients, clinicians, managers, and decision-makers?
4.
What are the implementation theories, models, and frameworks that have been used to guide research in this field?
Discussion
This protocol outlines an umbrella review aiming to consolidate available evidence on the implementation of PROMs and PREMs in healthcare settings. Through our synthesis of quantitative, qualitative, and mixed-methods systematic and scoping reviews, we will answer two key questions: which factors hinder or enable the adoption and sustained use of PROMs and PREMs in healthcare settings, and what is the level of confidence in the evidence supporting these factors? Our findings will indicate which factors can influence the adoption of PROMs and PREMs, including clinician buy-in, patient engagement, and organizational support. Furthermore, our review will provide key insights regarding how barriers and enablers to PROM/PREM implementation differ across settings and how perceptions around their implementation differ between patients, clinicians, managers, and decision-makers. The consideration of different healthcare settings and the inclusion of studies from different geographical regions and healthcare systems will provide a global perspective, essential for understanding how context-specific factors might influence the generalizability of findings.
Strengths of this umbrella review include the use of a state-of-the-art implementation framework (CFIR 2.0) to identify, categorize, and synthesize multilevel factors influencing the implementation of PROMs/PREMS, and the use of the GRADE-CERQual approach to identify the level of confidence in the evidence supporting these factors. Using CFIR 2.0 will address a key limitation of current research in the field, since reviews and primary research are often focused on provider- and patient-level barriers and enablers, omitting organizational- and system-level factors affecting PROM/PREM implementation. This umbrella review will expose knowledge gaps to orient further research to improve our understanding of the complex factors at play in the adoption and sustained use of PROMs and PREMs in healthcare settings. Importantly, using CFIR 2.0 will allow the mapping of barriers and enablers identified to relevant implementation strategy taxonomies, such as the Expert Recommendations for Implementing Change (ERIC) Taxonomy [
34]. This is crucial for designing tailored implementation strategies, as it can ensure that the chosen approaches to support implementation are directly aligned with the specific barriers and enablers to the uptake of PROMs and PREMs.
Umbrella reviews are also associated with some limitations, including being limited to the inclusion of systematic reviews and other knowledge syntheses, while additional primary studies are likely to have since been published. These additional empirical studies will not be captured, but we will minimize this risk by updating the search strategy at least once before the completion of the umbrella review. A second key challenge in umbrella reviews is the overlap between the primary studies, as many studies will have been included in different systematic reviews on the same topic. To address this issue, we will prepare a matrix of primary studies included in systematic reviews to gain insight into double counting of primary studies.
We will maintain an audit trail document amendments to this umbrella review protocol and report these in both the PROSPERO register and subsequent publications. Findings will be disseminated through publications in peer-reviewed journals in the fields of implementation, medicine, as well as health services, and policy research. We will also disseminate results through relevant conferences and social media using different strategies (e.g., graphical abstract). Furthermore, we will leverage existing connections between SDL and decision-makers at a provincial and national level in Canada to disseminate the findings of the review to a wider audience (e.g., the Director of Quebec Cancerology Program, Canadian Association of Psychosocial Oncology).
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