Center for Health Outcomes Research
University of Illinois College of Medicine at Peoria (UICOMP)
Definition of Health Outcomes Research
“ Research to study the effectiveness of intervention(s) intended to improve community health”
Mission Statement
The C enter for H ealth O utcomes R esearch (CHOR) exists to conduct multidisciplinary, collaborative research in health systems, health services and health outcomes. CHOR will work with UICOMP Clinical Departments, our affiliated hospitals and community organizations to conduct and publish the outcomes of interventions intended to improve the quality of healthcare in the community.
Goals and Objectives
1. Improve the health of our community through

Identification of the relationships between particular patterns of care and high-quality outcomes

Evaluation of the results of health care delivery redesign on the production of desired outcomes;
 Building collaboration between Peoria’s industrial, academic and healthcare leaders in support of specific system redesigns

Creating value in medical care by examining the outcomes/cost ratio

Creating knowledge that will guide development of health policy related to the delivery of health care.
2. Recruit and sustain faculty, maintain and develop residencies/fellowships, and build reputation as a regional academic medical destination through the development of increased scholarship by

Recruiting and retaining an innovative, mid-career investigator with leadership skills, research experience and vision to create a center for health outcomes research

Identifying existing faculty and recruiting new faculty with an interest in health outcomes research

Developing a health outcomes research infrastructure that will support and mentor new faculty/staff for the CHOR and support the development of researchers in clinical departments.

Collaborating with existing UIC resources including the CCTS (Center for Clinical and
Translational Sciences) and the School of Public Health
3. Develop new revenue streams that will help support the educational, research and community service missions of the UICOMP
Support of the UIC Mission
The mission and goals of the CHOR are consistent with the mission and goals of the
University and with the strategic plan reaffirmed by the regional UICOMP campus in
2007.
The University’s mission is “to create knowledge that transforms our views of the world and, through sharing and application, transforms the world.” The CHOR will create knowledge that could transform healthcare delivery. The University also has a strategic

sub-goal
“to excel as an internationally recognized center for research and creativity by advancing and disseminating knowledge within and across boundaries and by translating discovery into application, practice and the marketplace.” The CHOR will translate knowledge of effective therapies/interventions into practical systems of care that assure that all patients receive the right interventions at the right time at the most appropriate site.
In the Strategic Plan developed in 2002 and reaffirmed in 2007, the Regional
Campus at Peoria recognized a lack of research infrastructure. This plan also identified as a campus goal producing “ A healthier population where the needs of all are addressed within a financially viable system reflecting the best use of resources.” These plans identified Health Outcomes Research as providing a unique opportunity for developing research infrastructure and improving population health. This is true because of the community’s assets (size, collaborators, rural networks) and the ability of this infrastructure to cross traditional department lines. The CHOR reflects years of ground work to raise community awareness and build internal/external support for expansion of our research mission.
Demand for Services of the Center for Health Outcomes Research
Internal Customers - UICOMP

UICOMP Clinical Departments – The Academic Departments need/want to develop faculty research and desire to share an infrastructure to enhance departmental collaboration and develop cost-effective research programs

UICOMP Residencies – Several residencies have been cited as having inadequate amounts of resident and faculty research. Residencies are key to the generation of the physicians who provide regional health care and sustain the health care economy
Internal Customers – UIC

CCTS (Center for Clinical and Translational Science) – The Peoria community has 850 inpatient beds, a rural regional network, a single community IRB and the potential to access data from large data sets. An expanded research infrastructure at UICOMP would strengthen the CCTS and yield collaborative projects

School of Public Health – The Peoria Campus already has an MPH program through the School of Public Health and could provide clinical projects for PhD students at the School of Public Health
External Customers

OSF-SFMC – 550 bed tertiary care academic medical center with 9 residencies

Methodist Medical Center - 250 bed academic medical center with 2 residencies

Illinois Neurologic Institute – Regional integrated neurologic services

Heart-Care Midwest – 35 member cardiology group

Quality Quest for Health – Collaborative of insurers, companies, doctors and hospitals that identifies best practice care standards, measures performance, analyzes results and shares knowledge to create a healthier community, reduce waste, and get the best value for the money spent on healthcare.


CAT – Global heavy equipment manufacturer that is a leader in building the world’s infrastructure
Education
The Center for Health Outcomes Research will

Provide faculty development to the junior faculty enrolled in the endowed 18 month CAT Scholars faculty development program

Educate residents, students and fellows in the techniques of health systems research

Provide mentors for the capstone projects of MPH students located in Peoria

Promote and measure the outcome of community education projects intended to improve community health
Sources and Amounts of Funding
One time funding for the project includes

$750,000 from Caterpillar Tractor Company ($375,000 in two successive years)

$900,000 in Recruitment Package to the Regional Dean ($425,000 received to date, $300,000 due in FY 2010)
Committed annual funding

$60,000 statistical support from Departments of Medicine and Pediatrics

$60,000 support from OSF through GME
 $60,000 support from the Dean’s office
Other probable local and regional business funding

$95,000 annually HeartCare Midwest – Research Coordinator

$100,000 annually Illinois Neurologic Institute

$750,000 match funding Caterpillar
Research Dollars

Grants for Health Outcomes Research
Contract Dollars

Funds paid to scientifically assess quality outcomes of interest to the medical center such as impact of revised central line insertion procedures on number of blood stream infections
Donor Dollars

A local donor is being approached about funding a Health Outcomes
Professorship to support the Center Director
Location of Center
The core offices of the Center will be located in about 1200 square feet of contiguous open landscape space already made available within the College of Medicine Building.
Additional space adjacent to this could be made available for expansion.
Organization and Reporting Authority
The Center Director reports to the Regional Dean (Dr. Sara Rusch) who reports to the
Executive Dean (Dr. Joe Flaherty) who in turn reports to the Provost

The Center Director will supervise the other core members of the Center for Health
Outcomes Research. Initially these members will include two additional junior faculty, a statistician, a research coordinator and a secretary for staff support.
As an interdisciplinary organization, it is expected that some clinical faculty may have shared appointments with their clinical activity occurring within the clinical department and their research activity occurring within the CHOR.
Internal Advisory Committee
The internal advisory committee consists of key internal stakeholders. This committee is
Chaired by the Senior Associate Dean for Research (Dr. Jasti Rao) and contains the
Chairs of the three primary clinical departments Dr. Pedro DeAlarcon (Peds), Dr. Jim
Graumlich (Medicine) and Dr John Halvorson. This Internal Advisory Committee has been meeting for 18 months to develop a proposal for the CHOR . The Regional Dean will be an ex officio member as will the Center Director. As the Center grows, additional members will be added from other Departments
External Advisory Committee
The External Advisory Committee consists of internal and external stakeholders, The proposed committee will include the members of the internal advisory committee plus
Dr. Steve Goldman, (Medical Director of CAT), Dr. Gail Amundson (CEO of Quality
Quest), Dr. Don McElroy (Heartcare Midwest), and a representative from the Illinois
Neurologic Institute.
Measurement of Quality/Outcomes
Initial measures (First Three Years)
1) Successful Recruitment of Center Director, 2 core faculty, statistician, and research coordinator (Goal 100%)
2) Increase Number of CAT scholars who choose and complete a Health Outcomes related research project (Goal 60%)
3) Increase Number of Clinical Faculty who implement a health outcomes related research project after receiving mentorship or support from the CHOR (Goal of 6 distinct faculty by year 3)
4) Increase the Number of Collaborative projects done between the CCTS/UIC and
UICOMP (Have 1 study implemented in year 2 and a second in year 3)
5) Increase the number of residents/students who have health outcomes related posters/papers accepted at regional/national meetings. (3 from core programs in year 2 and 6 from core programs in year 3)
By year Five
In addition to continued increases in measures 3,4, and 5 above, by the end of year five
1) Three to five peer reviewed research publications from the core faculty of the CHOR
2) An additional 5 – 6 health outcomes publications from mentored clinical faculty
3) External Research Funding equal to 50% of the Director salary and supporting 80% of two junior faculty
4) CHOR recognized in by our community partners as a valuable community/academic asset as evidenced by continued support and utilization.