An organizational model for developing multidisciplinary clinical research in the academic medical center

1993 ◽  
Vol 36 (6) ◽  
pp. 741-749 ◽  
Author(s):  
Mary E. Charlson ◽  
John P. Allegrante ◽  
James P. Hollenberg ◽  
Ted P. Szatrowski ◽  
Margaret G. E. Peterson ◽  
...  
Keyword(s):  
Clinical Research ◽  
Medical Center ◽  
Academic Medical Center ◽  
Organizational Model ◽  
Academic Medical

scholarly journals Factors Associated with Clinical Research Recruitment in a Pediatric Academic Medical Center—A Web-Based Survey

PLoS ONE ◽  
2015 ◽  
Vol 10 (10) ◽  
pp. e0140768 ◽  
Author(s):  
Erica Rose Denhoff ◽  
Carly E. Milliren ◽  
Sarah D. de Ferranti ◽  
Sarah K. Steltz ◽  
Stavroula K. Osganian
Keyword(s):  
Clinical Research ◽  
Medical Center ◽  
Academic Medical Center ◽  
Web Based ◽  
Research Recruitment ◽  
Factors Associated ◽  
Academic Medical

scholarly journals Adapting data management education to support clinical research projects in an academic medical center

2019 ◽  
Vol 107 (1) ◽  
Author(s):  
Kevin B. Read
Keyword(s):  
Best Practices ◽  
Clinical Research ◽  
Data Management ◽  
Data Transfer ◽  
Medical Center ◽  
Academic Medical Center ◽  
Research Process ◽  
Academic Medical ◽  
Collaborative Training

Background: Librarians and researchers alike have long identified research data management (RDM) training as a need in biomedical research. Despite the wealth of libraries offering RDM education to their communities, clinical research is an area that has not been targeted. Clinical RDM (CRDM) is seen by its community as an essential part of the research process where established guidelines exist, yet educational initiatives in this area are unknown.Case Presentation: Leveraging the author’s academic library’s experience supporting CRDM through informationist grants and REDCap training in our medical center, we developed a 1.5 hour CRDM workshop. This workshop was designed to use established CRDM guidelines in clinical research and address common questions asked by our community through the library’s existing data support program. The workshop was offered to the entire medical center 4 times between November 2017 and July 2018. This case study describes the development, implementation, and evaluation of this workshop.Conclusions: The 4 workshops were well attended and well received by the medical center community, with 99% stating that they would recommend the class to others and 98% stating that they would use what they learned in their work. Attendees also articulated how they would implement the main competencies they learned from the workshop into their work. For the library, the effort to support CRDM has led to the coordination of a larger institutional collaborative training series to educate researchers on best practices with data, as well as the formation of institution-wide policy groups to address researcher challenges with CRDM, data transfer, and data sharing.

scholarly journals Impact of implementing a competency-based job framework for clinical research professionals on employee turnover

2020 ◽  
Vol 4 (4) ◽  
pp. 331-335
Author(s):  
Marissa Stroo ◽  
Kirubel Asfaw ◽  
Christine Deeter ◽  
Stephanie A. Freel ◽  
Rebecca J. N. Brouwer ◽  
...  
Keyword(s):  
Clinical Research ◽  
Employee Turnover ◽  
Large Scale ◽  
Turnover Rate ◽  
Medical Center ◽  
Academic Medical Center ◽  
Medical Setting ◽  
Academic Medical ◽  
Competency Based ◽  
Research Professionals

AbstractIntroduction:A new competency-based job framework was implemented for clinical research professionals at a large, clinical research-intensive academic medical center. This study evaluates the rates of turnover before and after implementation of the new framework. Turnover in this workforce (as with most) is costly; it contributes to wasted dollars and lost productivity since these are highly specialized positions requiring extensive training, regardless of experience in the field.Methods:Trends in employee turnover for 3 years prior to and after the implementation of competency-based job framework for clinical research positions were studied using human resources data. Employee demographics, turnover rates, and comparisons to national statistics are summarized.Results:Employee turnover within the clinical research professional jobs has decreased from 23% to 16%, a 45% reduction, since the implementation of competency-based job framework.Conclusion:The new jobs and career ladders, both of which are centered on a competency-based framework, have decreased the overall turnover rate in this employee population. Since little is known about the rates of turnover in clinical research, especially in the academic medical setting, the results of this analysis can provide important insights to other academic medical centers on both employee turnover rate in general and the potential impact of implementing large-scale competency-based job changes.

scholarly journals Nurse adaptability: Implementing clinical trials in the midst of a pandemic

2020 ◽  
Vol 11 (4) ◽  
pp. 30
Author(s):  
Sarah J. Mendez ◽  
Brian Raimondo ◽  
Patricia Hughes
Keyword(s):  
Clinical Research ◽  
Nursing Staff ◽  
Medical Center ◽  
Academic Medical Center ◽  
Hospital Units ◽  
Training Materials ◽  
Academic Medical ◽  
Clinical Research Trials ◽  
Novel Coronavirus ◽  
Study Intervention

Working in Manhattan, the center of the nations’ outbreak of the novel coronavirus-19 virus truly demonstrated how adaptable nurses are. During this time, multiple clinical research trials began at our academic medical center, NYU Langone Health, as researchers attempted to learn what medical interventions worked best to treat critically-ill COVID-19 patients. In designing and implementing these trials, the researchers had little familiarity with the workings of inpatient hospital units. They did not understand how nursing staff provided care to patients on these units. Likewise, many bedside nurses had never assisted researchers in conducting clinical research on their patients. Therefore, a nursing operations team (NOT) was needed to assist both the research teams and the inpatient nurses. NOT met with the researchers to review proposed clinical research trials and determine how nursing staff would be utilized to complete the required research tasks such as specimen and data collection, study intervention administration, and patient monitoring. Toward that end, NOT developed education and training materials on all of the research trials that were implemented at NYU Langone Health for our bedside nurses. This education included tip sheets, safety huddle rounds with the involved units, and “just in time” education to any nurse whose patient was urgently enrolled in a trial. In this way, NOT helped bedside nurses quickly adapt to their role in assisting the research team conduct their studies on our COVID positive inpatients.

scholarly journals Why a National University Hospital should Prioritize and Fund Research

2020 ◽  
Vol 54 (3) ◽  
Author(s):  
Jean Anne B. Toral
Keyword(s):  
Clinical Research ◽  
General Hospital ◽  
Medical Center ◽  
Academic Medical Center ◽  
Implementation Process ◽  
The Philippines ◽  
University Hospital ◽  
Academic Medical ◽  
National University ◽  
Facilitative Role

The Philippine General Hospital (PGH) is the designated National University Hospital, state-owned, administered and operated by the University of the Philippines Manila. It was created under Act No. 1688 of the Philippine Commission on the 17th of August 1907.1What used to be a 330-bed hospital back in 1910 when it first opened is now a 1,500-bed hospital. Over the years, it has undergone major renovations and has expanded its services. The Out-Patient Service alone sees close to 600,000 patients in a year. It caters to 18 fully accredited residency and 65 post-residency fellowship training programs. The PGH vision remains clear, that is, to be “globally competitive and committed to the health of the Filipino people, through a system of networking and teamwork of competent, compassionate and ethical professionals, and shall be the center of excellence and leadership in health care training and research that impacts on health policies”.2Its mission for research is to undertake biomedical and health system researches that will serve as basis for relevant health policies. Why should a national university hospital take the tab on research? Research in the health sciences can really be expensive. There is manpower, equipment, diagnostics, and workspace needed. Though it is also true that science should be able to adopt to the environment where research can be done. Researchers would always say the environment can be made more conducive for the conduct of research. At the turn of the century, Dr. William Pinsky of the Alton Oschner Medical Foundation of New Orleans identified the roles of the academic medical center in research.3Research can take many forms from bench to health services to clinics. Clinical research, in particular, aims to promote health. Clinical trials find home in these centers. But the clear edge is in the large and diverse population of patients coupled with interested and experienced investigators. Having organizational support and infrastructure to carry the research make the process even better. Philippine General Hospital has taken gradual steps to make the institution more conducive for research. A research agenda was developed which was consistent with the National Unified Health Research Agenda (NUHRA). A dedicated research fund was established which its research office coordinates. Humble research grants have been given to trainees, faculty, nurses, and paramedicals now on its third year. Subscription to 2 lead journals has been made where constituents can publish their works. The question now is what is the role of PGH as a funder? Is it taking the traditional role? Or is a stepping up on its way? Kessler and Glasgow defined the traditional funder’s role as following these steps: receive grant applications, evaluate the applicants, fund the most suitable ones, and evaluate research outputs.4 There is a necessity, however, for an emergent role for research funders. This is what Brantnell et al define as facilitative.5 The facilitative role has something to do with implementation: facilitating the steps leading to implementation and the implementation itself. They further gave examples of facilitate roles as follows: Involvement in implementation of innovations in health care; advocating for the use of research results; managing implementation programs; creating interaction between researchers and research users; making sure that researchers submit an implementation plan together with their grant application; and disseminating research findings. Implementation needs initiators, facilitators, and persons responsible for it. There has to be a monitoring process for the implementation outcomes. The effectiveness of interventions found in research finds its true value when applied to the end-users. Imperative to this implementation process is also adopting to expansions in clinical research including “big data” repositories across clinical networks, involvement of communities, and focusing on quality improvement, patient satisfaction, efficiency, and integration of these in healthcare delivery.6 This facilitative role and the implementation process may be the answer to the problems of wide knowledge-practice gap, inadequate implementation of clinical research, and ultimately optimal patient care in the setting of a national university hospital. This is the direction the national university hospital as a researcher and funder has to take for a better health service delivery to the constituents it dutifully serves.     Jean Anne B. Toral, MD, MScCoordinator for ResearchPhilippine General Hospital       REFERENCES1. Acts of the Philippine Commission [Internet]. [cited 2020 June 4]. Available from: www.officialgazette.gov.ph.2. Habana MAE, editor. University of the Philippines Manila Philippine General Hospital Training Manual 2017, published by the Office of theDeputy Director for Health Operations.3. Pinsky WW. The roles of research in an academic medical center. Ochsner J. 2000; 2(4):201-2.4. Kessler R, Glasgow RE. A proposal to speed translation of healthcare research into practice: dramatic change is needed. Am J Prev Med. 2011;40(6):637-44.5. Brantnell A, Baraldi E, van Achterberg T, Winblad U. Research funders’ roles and perceived responsibilities in relation to the implementation ofclinical research results: a multiple case study of Swedish research funders. Implement Sci. 2015; 10:100.6. Konstam MA, Hill JA, Kovacs RJ, Harrington RA, Arrighi JA, Khera A. The Academic Medical System: reinvention to survive the revolution inhealth care. J Am Coll Cardiol. 2017; 69(10):1305-12.

scholarly journals Measuring and Improving Quality of Care in an Academic Medical Center

2013 ◽  
Vol 9 (3) ◽  
pp. 138-141 ◽  
Author(s):  
Douglas W. Blayney
Keyword(s):  
Quality Of Care ◽  
Clinical Research ◽  
Patient Care ◽  
Medical Center ◽  
Academic Medical Center ◽  
Medical Practices ◽  
Quality Patient Care ◽  
Research Mission ◽  
Academic Medical

Leaders of academic medical practices need to balance the perceptions of conflict among the basic, translational, or clinical research mission; the teaching mission; and the patient care mission to deliver quality patient care.

Gender differences in career progress and satisfaction in an academic medical center

2002 ◽  
Vol 2 (3) ◽  
pp. 95-104 ◽  
Author(s):  
JoAnn Manson ◽  
Beverly Rockhill ◽  
Margery Resnick ◽  
Eleanor Shore ◽  
Carol Nadelson ◽  
...  
Keyword(s):  
Gender Differences ◽  
Medical Center ◽  
Academic Medical Center ◽  
Academic Medical ◽  
Career Progress
Sign in / Sign up

Export Citation Format

Share Document