Cancer Screening Resurgence
Project status
Collaborators
Innovation leads
Opportunity
Penn Medicine screens thousands of patients for cancer across numerous hospitals and outpatient sites in Pennsylvania and New Jersey each year. Routine cancer screenings such as colonoscopies and mammograms are crucial for long-term health as they can help detect cancer early so that it can be treated effectively.
At the onset of the COVID-19 pandemic, elective medical procedures, including cancer screenings, were put on hold to reduce the risk of COVID-19 spread in health care settings. Unfortunately, when restrictions were lifted, and elective procedures were reintroduced, screening rates for colonoscopies and mammograms did not return to pre-COVID levels.
Despite extensive efforts to call patients whose appointments were canceled during the shutdown and those newly due for screening, appointment slots were not booking up. Additionally, clinic staff noted that Black and Medicaid patients were less likely to reschedule.
Intervention
To increase colonoscopy and mammography screening rates amid the pandemic, we had to find a way to make patients feel comfortable returning for in-person care. It was also imperative that we reduced the burden on clinical staff as new pre-procedure COVID-19 testing protocols, increased scheduling duties, and space constraints for social distancing were making it difficult to maintain operational efficiency. We ran a series of pilots to explore what might move the needle.
We tested different modes of outreach, including text messaging, email, and mail, and experimented with various framing strategies. For example, some messages affirmed the rationality of patient decisions to delay and defer care during the shutdown, while others positioned information about increased safety protocols in the forefront.
We also tested new workflows. For example, we leveraged bulk ordering and automated text-based outreach to enable patients to easily self-schedule mammography appointments. Similarly, we tried automating the first portion of the scheduling call for colonoscopy patients, allowing them to share their medical history via text message so that schedulers only had to jump in to finish the process for “qualified leads” via phone call.
Impact
Bulk ordering and self-scheduling doubled the rate of mammography appointments scheduled. And the automated text outreach and streamlined scheduling process for colonoscopy procedures resulted in time savings that would enable the existing clinic staff to schedule an additional 2,000 appointments per year.
Both interventions improved patient experience by reducing frustrating phone tag scenarios and decreasing time on hold. We also observed that there was higher participation across age and race when we leveraged more accessible and asynchronous channels like text or email. For example, we saw a drop in the screening disparities between Black and White patients in the colonoscopy pilot. Outcomes like this indicate that particular modes of outreach can reduce disparities in cancer screening.
Based on these pilot results, the clinical team we worked with is partnering with Penn Medicine Information Services to develop a pre-screening questionnaire that can be sent electronically to patients and allow call center staff to identify patients ready for scheduling and minimize the amount of time on the phone.
The bulk ordering and text messaging interventions were subsequently tested among patients eligible for breast cancer screening in pragmatic randomized clinical trials. As a result of this body of work, the Centralized Mammogram Outreach program is now implemented widely across Penn Medicine Primary Care.
Innovation Methods
A day in the life
A day in the life
A day in the life
One of the best ways to learn more about a problem area is to experience it yourself. Immerse yourself in the physical environment of your user.
Do the things they are required to do to gain a firsthand experience of the challenges they face. Completing a day in the life exercise will enable you to uncover actionable insights and build empathy for the people you're hoping to help.
A day in the life
Shadowing clinic staff enabled our team to understand the various steps involved in scheduling, arranging for pre-procedure protocols to be met, and supporting patients to complete screening. We created safety protocols to conduct this contextual inquiry safely amid the pandemic and shared them with stakeholders in advance. We wore masks on site, maintained social distance, and conducted interviews in open spaces like hallways.
Fake back end
Fake back end
Fake back end
It is essential to validate feasibility and understand user needs before investing in the design and development of a product or service.
A fake back end is a temporary, usually unsustainable, structure that presents as a real service to users but is not fully developed on the back end.
Fake back ends can help you answer the questions, "What happens if people use this?" and "Does this move the needle?"
As opposed to fake front ends, fake back ends can produce a real outcome for target users on a small scale. For example, suppose you pretend to be the automated back end of a two-way texting service during a pilot. In that case, the user will receive answers from the service, just ones generated by you instead of automation.
Fake back end
We used REDCap, a secure web application for building and managing online surveys, to run fake back end pilots for the automated text-based outreach, during which members of our team managed the messaging. This enabled our team to validate that text messaging could increase the number of appointments scheduled while reducing the burden on clinic staff before investing in and building out custom software.