| Literature DB >> 28282257 |
Kim H Chuong1, David R Mack2,3, Alain Stintzi4, Kieran C O'Doherty1.
Abstract
Healthcare institutions face widespread challenges of delivering high-quality and cost-effective care, while keeping up with rapid advances in biomedical knowledge and technologies. Moreover, there is increased emphasis on developing personalized or precision medicine targeted to individuals or groups of patients who share a certain biomarker signature. Learning healthcare systems (LHS) have been proposed for integration of research and clinical practice to fill major knowledge gaps, improve care, reduce healthcare costs, and provide precision care. To date, much discussion in this context has focused on the potential of human genomic data, and not yet on human microbiome data. Rapid advances in human microbiome research suggest that profiling of, and interventions on, the human microbiome can provide substantial opportunity for improved diagnosis, therapeutics, risk management, and risk stratification. In this study, we discuss a potential role for microbiome science in LHSs. We first review the key elements of LHSs, and discuss possibilities of Big Data and patient engagement. We then consider potentials and challenges of integrating human microbiome research into clinical practice as part of an LHS. With rapid growth in human microbiome research, patient-specific microbial data will begin to contribute in important ways to precision medicine. Hence, we discuss how patient-specific microbial data can help guide therapeutic decisions and identify novel effective approaches for precision care of inflammatory bowel disease. To the best of our knowledge, this expert analysis makes an original contribution with new insights poised at the emerging intersection of LHSs, microbiome science, and postgenomics medicine.Entities:
Keywords: Big Data; biomarkers; human microbiome; inflammatory bowel disease; learning health system; patient engagement; postgenomics medicine; precision medicine; trust
Mesh:
Year: 2017 PMID: 28282257 PMCID: PMC5810428 DOI: 10.1089/omi.2016.0185
Source DB: PubMed Journal: OMICS ISSN: 1536-2310
Key Elements of an LHS
| Patient and family engagement | An LHS recognizes and engages patients and families as active partners in the processes of learning. Strategies to engage patients and families may include the establishment of a Patient and Family Advisory Council as implemented by the Geisinger Health System (Psek et al., |
| Multistakeholder collaboration | An LHS is participatory and involves key stakeholders early in its design to ensure that their ideas are represented and their needs are met. A diverse set of internal and external stakeholders should be engaged, and innovative partnerships may need to be developed. Stakeholders include, but are not limited to, patients, families, relevant interest groups, identifiable communities, scientists, practitioners, staff members, and leaders in clinical, administrative, research, and data analytics areas. A nationwide LHS should engage federal agencies and public health agencies among other entities (Bernstein et al., |
| Transparency and accountability | An LHS is open, transparent, and accountable in its operation to foster trust of all stakeholders. There is a need to rethink the traditional distinction made between clinical care and research and develop an ethics framework more suited to the priorities and needs of an LHS (Psek et al., |
| Adaptability | An LHS enables iterative learning and rapid adaptation to meet current and evolving healthcare needs. Scientific rigor lies at the core of an LHS to ensure the validity and credibility of research findings and their application, although there may be a need to consider and develop mechanisms to balance the potential trade-off between speed (rapidity) and accuracy (Friedman et al., |
| Leadership support | LHS activities should be aligned with strategic and operational goals. Senior health leaders are more willing to support an LHS model and its activities when they are aligned with existing strategic and operational goals (Psek et al., |
| Leadership support can help promote an organizational culture that embraces learning and bridge relationships across disciplinary teams, which often operate in silos. Leadership can also establish performance criteria and provide incentives and working conditions for learning activities; front-line services may be best positioned to identify gaps in healthcare and drive learning at the operational level (Psek et al., | |
| Sustainability | An LHS is based on a sound business and governance model with strategies to enhance and sustain funding of learning activities. Financial and nonfinancial incentives should be provided to promote learning activities, particularly in clinical settings. Although an LHS is set up to improve care and lower costs, its implementation will require financial investment initially (e.g., technical and operational costs) and may compete with other organizational priorities for limited resources. (Friedman et al., |
| Data and analytics | IT infrastructure is needed to capture data at the point of care and allow for real-time assessment and knowledge generation. There should be a mechanism to protect security, privacy, and confidentiality of data and information (Psek et al., |
| Timely evaluation and dissemination | An LHS has the capacity to engender a continuous cycle of learning and improvement. Evaluation should be pragmatic, flexible, transparent, scalable, and timely, and should not create unnecessary or additional burdens on clinical operations or patient well-being (Psek et al., |
LHS, learning healthcare system.