Deimplementation of Routine Chest X-rays in Adult Intensive Care Units

A deimplementation intervention using provider education, peer champions, and data feedback was associated with fewer CXRs in the CVICU (P < .001) but not in the MICU. The CFIR-guided qualitative analysis was valuable for evaluating our deimplementation strategy and for identifying differences between the two ICUs.

Relatively few studies have demonstrated effective interventions that address CW recommendations.^25-28 However, three population-level analyses of insurance claims show mixed results.^3,4,29 Experts have thus proposed using implementation science to improve uptake of CW recommendations.^2,3,7,8 Our study demonstrates the effectiveness of this approach. As expected, providers largely endorsed an on-demand CXR ordering strategy. Using the CFIR, however, we discovered barriers (eg, concern that data feedback did not reflect variations in patients’ needs). Using methods from implementation science allowed us to diagnose and tailor our approaches.

Our qualitative evaluation suggested that the intervention was ineffective mostly due to CFIR’s “inner setting” constructs, including resident fatigue, competing priorities, and decreased investment in QI projects because of the rotating nature of providers in training. Baseline CXR ordering rates in the MICU were also considerably lower than in the CVICU. We observed that CVICU providers ordered many CXRs following the placement of lines or tubes and that ACNPs in the MICU had received education on appropriate CXR ordering practices and had access to an alternate imaging modality in ultrasound. These factors may partially explain the difference in baseline rates.

As noted in a study of cardiac stress testing guidelines, the existence of high-value care recommendations does not mean overuse.³⁰ Indeed, the lack of significant CXR over-ordering in the MICU highlights the importance of baseline measurement and partnering with information technology departments to create the best possible data feedback systems.^30-32 Our experience shows that these systems should provide sufficient pre-implementation data (ideally >1 year), such that teams selecting QI projects can ensure that a project is a good use of institutional resources and change capital.

To inform future work, we informally assessed program costs and savings. We estimate the initiative cost $1,600, including $1,000 for curriculum development and teaching time, $300 for educational materials, and $300 for CXR tracking dashboard development. Hospital charges and reimbursements for CXR vary widely.³³ We calculated savings using a range of rates, from a conservative $23 (the Medicare reimbursement rate for single-view CXR, CPT code 71010, global fee) to $50 (an approximate blended reimbursement rate across payers).^34,35 In the CVICU, we estimate that 51 CXRs were avoided each month, saving $1,173-$2,550 per month or $9,384-$20,400 over eight months of follow-up. Annualizing these figures, we estimate net savings of $12,476-$29,000 in the first year in a 27-bed ICU. Costs to continue the program include education of new employees, booster training, and dashboard maintenance for an estimated annual cost of $1,000. It is difficult to estimate effectiveness over time, but if we conservatively assume that 30 CXRs were avoided each month, then the projected savings would be $8,280-$18,000 per year or an annual net savings of $7,280-$17,000 in the ICU. Although these amounts are modest, providing trainees with experiential learning opportunities in high-value care is valuable in its own right, meets curricular goals, may result in spill-over effects to other diagnostic and therapeutic decisions, and may influence long-term practice patterns. Institutional decisions to pursue projects such as this should take into account these potential benefits.

This evaluation is not without limitations. First, the study was conducted in a single tertiary-care hospital, potentially limiting its generalizability.³⁶ Second, the study design lacked a concurrent control group, and observed outcomes may have been influenced by broader CXR utilization trends, increased awareness of low-value care generally or from previous CW projects at VUMC, seasonal effects, or the Hawthorne effect. Third, the study outcome was all CXRs ordered, rather than CXRs that were unnecessary or not clinically indicated. We chose all CXRs because it was more pragmatic, did not require clinical case review, and could be incorporated promptly into dashboards, enabling timely performance feedback. Other performance measures have taken a similar tack (eg, tracking all-cause readmissions rather than preventable readmissions). Given this approach, we did not track clinical indications for CXRs (eg, central line placement). Fourth, although we compared resident and APRN orders, we did not collect data on other provider characteristics such as years in/out of training or board certification status. These considerations should be addressed in future research.

Finally, the increase in CVICU CXR ordering at the end of the intervention period, which occurred following two adverse events, raises concerns about sustainability. While unrelated to CXR orders, the events resulted in increased ordering of diagnostic tests and showed the difficulty of deimplementation in ICUs. Indeed, some CVICU providers argued that on-demand CXR ordering represented minimal potential cost savings and had not been studied among heart and lung transplant patients. Subsequently, Tonna et al. have shown that on-demand CXR ordering can be safely implemented among such patients.³⁷ Also similar to our study, Tonna et al. observed an initial decrease in CXR ordering, followed by a gradual increase toward baseline ordering rates. These findings highlight the need for sustained awareness and interventions and for the careful selection of high-value projects.

In conclusion, our study shows that a deimplementation intervention based on CW recommendations can reduce CXR ordering and that ongoing evaluation of contextual factors provides insights for both real-time modifications of current interventions and the design of future interventions. We found that messaging about reducing unnecessary tests works well when discussions are framed at the unit level but may be counterproductive if used to question individual ordering decisions.³⁸ Additional lessons learned include the value of participation on rounds to build trust among stakeholders, the utility of monthly rather than weekly statistics for feedback, stakeholder input and peer champions, and differences in approach with physician and ACNP audiences.