scholarly journals 2389

2017 ◽  
Vol 1 (S1) ◽  
pp. 38-39
Author(s):  
Molly Wasko ◽  
Elaine Morrato ◽  
Nicholas Kenyon ◽  
Suhrud Rajguru ◽  
Bruce Conway ◽  
...  
Keyword(s):  
Best Practices ◽  
Network Capacity ◽  
Lessons Learned ◽  
Academic Medical Centers ◽  
Conference Calls ◽  
Train The Trainer ◽  
Medical Centers ◽  
Academic Medical ◽  
Teaching Team ◽  
The Impact

OBJECTIVES/SPECIFIC AIMS: The goal of this abstract/presentation is to share lessons learned from participation in the NIH SBIR I-Corps Train-The-Trainer Program, discuss our experiences offering programs at our local institutions, and communicate our plans to develop an I-Corps@NCATS program that can be disseminated across the CTSA network. We believe that an I-Corps@NCATS program will enhance the process of scientific translation by taking best practices from NSF I-Corps and adapting the program to meet the needs of biomedical scientists in academic medical centers. By integrating I-Corps@NCATS training, we hypothesize that the clinical and translational investigator base will be better prepared to identify new innovations and to accelerate translation through commercialization. METHODS/STUDY POPULATION: The diverse, interdisciplinary team of investigators involved in this project span 9 CTSA Hubs, including UAB, Rockefeller, UC Denver, HMC-Penn State, UMass, UC Davis, Emory/Georgia Tech, Miami and Michigan. This team was funded by NCATS in 2015–2016 to participate in the CTSA I-Corps Train-The-Trainer Program in conjunction with the NIH-SBIR/STTR I-Corps national program. The goals were to observe the curriculum, interact with and learn from the NSF National Teaching Team and begin implementation of similar programs at our home institutions. Our I-Corps@NCATS team has been holding monthly, and more recently weekly, conference calls to discuss our experiences implementing local programs and to develop a strategy for expanding CTSA offerings that include innovation and entrepreneurship. Our experience revealed several challenges with the existing NSF/NIH I-Corps program offerings: (1) there is no standard curriculum tailored to academic clinical and translational research and biomedical innovations in the life sciences, and (2) the training process to certify instructors in the I-Corps methodology is a much more rigorous and structured process than just observing an I-Corps program (eg, requires mentored training with a national NSF I-Corps trainer). Our team is proposing to address these gaps by taking best practices from NSF I-Corps and adapting the program to create the I-Corps@NCATS Program, tailored to meet the needs of researchers and clinicians in academic medical centers. RESULTS/ANTICIPATED RESULTS: There are 3 primary anticipated results of our project. First, develop a uniform curriculum for the I-Corps@NCATS Program using the National Teaching Team of experts from the NIH’s SBIR I-Corps program. Second, build the I-Corps@NCATS network capacity through a regional Train-The-Trainer Program. Third, develop a set of common metrics to evaluate the effectiveness and impact of the I-Corps@NCATS Program across the community of CTSA Hubs and their respective collaborative networks. DISCUSSION/SIGNIFICANCE OF IMPACT: Over the past 10 years, CTSA Hubs have accelerated science by creating/supporting programs that provide research infrastructure, informatics, pilot funding, education/training, and research navigator services to investigators. These investments help to ensure that we are “doing science right” using the best practices in clinical research. Even so, it is equally important to make investments to ensure that we are “doing the right science.” Are our investigators tackling research problems that our stakeholders, patients, and communities want and need, to make sure that our investments in science have real-world impact? In order to accelerate discoveries toward better health, scientists need to have a better way to understand the needs, wants and desires of the people for whom their research will serve, and how to overcome key obstacles along the path of innovation and commercialization. To fill this gap, we propose that the CTSA Hubs should include in their portfolio of activities a hands-on, lean startup program tailored after the highly successful NSF Innovation Corps (I-Corps) program. We hypothesize that by adapting the NSF I-Corps program to create an I-Corps@NCATS program tailored to medical research, we will better prepare our scientists and engineers to extend their focus beyond the laboratory and broaden the impact of their research. Investigators trained through I-Corps@NCATS are expected to be able to produce more innovative ideas, take a more informed perspective about how to evaluate the clinical and commercial impact of an idea, and quickly prototype and test new solutions in clinical settings.

scholarly journals Implementing Resident Team Assistant Programs at Academic Medical Centers: Lessons Learned

2020 ◽  
Vol 12 (6) ◽  
pp. 769-772
Author(s):  
Ryosuke Takei ◽  
George Dalembert ◽  
Jeanine Ronan ◽  
Nicole Washington ◽  
Stuti Tank ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Clinical Care ◽  
Lessons Learned ◽  
Academic Medical Centers ◽  
Institutional Goals ◽  
Medical Centers ◽  
Academic Medical ◽  
Medical Teams ◽  
Administrative Task ◽  
Administrative Tasks

ABSTRACT Background Excessive inpatient administrative tasks can lead to adverse consequences for residents and their patients. Furthermore, this burden has been linked to depersonalization, a major component of physician burnout. Objective To describe the development, implementation, feasibility, acceptability, and early outcomes of Resident Team Assistant (RTA) programs. Methods Three large academic medical centers created RTA programs in which administrative assistants are incorporated into inpatient medical teams. First steps included a needs assessment and driver diagram creation to identify key issues and to solidify goals. Program directors were assigned, and RTAs were hired, trained, and incorporated into inpatient teams at each institution (2003, 2016, 2018). Program leadership and institutional stakeholders met regularly to discuss development and quality assurance. Surveys and direct interviews were performed to evaluate impact and acceptability. Institutional goals in accordance to RTAs tasks were also investigated. Results Resident surveys and interviews have shown acceptability with RTAs completing a large percentage of resident administrative tasks while promoting time spent in direct clinical care and job satisfaction. Hospital-specific improvements have included increase in referring physician communication rate and decrease in work hour violations. The programs have maintained high feasibility and sustainability with a relatively low time commitment from leadership and cost for the institutions. Conclusions The RTA programs at the 3 institutions have continued to be sustained over time with perceived improvements in administrative task burden and job satisfaction for the residents. They have maintained high acceptability and feasibility in terms of effort and costs for the hospitals.

Learning Collaboratives in Medical Education: Exploring the Impact of Collaboratives’ Structure and Resources and Teams’ Experience

2019 ◽  
Vol 35 (4) ◽  
pp. 297-305
Author(s):  
Robert Dressler ◽  
Hania Janek ◽  
Lauren Sager ◽  
David S. Kountz ◽  
Judi Gravdal
Keyword(s):  
Academic Medical Centers ◽  
Learning Collaborative ◽  
Self Assessment ◽  
Medical Centers ◽  
Academic Medical ◽  
Learning Collaboratives ◽  
National Initiative ◽  
Assessment Survey ◽  
The Impact ◽  
Post Assessment

The Alliance of Independent Academic Medical Centers (AIAMC) organized and coordinated a multicenter learning collaborative, National Initiative V (NI V), focused on community health and health inequity. A pre–post descriptive study was designed to examine the outcomes of the AIAMC NI V. Data were collected from pre- and post-assessment surveys as well as a project milestone self-assessment survey. Twenty-nine institutions participated. By the conclusion of the NI, the majority of institutions had completed at least 1 of the milestones in each of the pre-work/background (65.52%), measurement (62.07%), methods (62.07%), and implement/sustain (20.69%) domains. Institutions reported a significant association between their readiness assessments prior to the start of the NI compared with their status of activities on completion. Milestone achievement is significantly associated with 3 of the assessment items. Learning collaboratives with thoughtfully integrated structure and support can be impactful on topic readiness for the participating organizations.

A multicenter quality improvement initiative on the impact of pharmacists’ postdischarge follow-up to reduce medication-related acute care episodes

2020 ◽  
Vol 77 (12) ◽  
pp. 938-942
Author(s):  
Lydia Noh ◽  
Kristina Heimerl ◽  
Rita Shane
Keyword(s):  
Quality Improvement ◽  
High Risk ◽  
Acute Care ◽  
Academic Medical Centers ◽  
Quality Improvement Initiative ◽  
Medical Centers ◽  
Academic Medical ◽  
Risk Patients ◽  
The Impact

Abstract Purpose This multicenter quality improvement initiative aims to measure and quantify pharmacists’ impact on reducing medication-related acute care episodes (MACEs) for high-risk patients at an increased risk for readmission due to drug-related problems (DRPs). Methods This was a prospective, multicenter quality improvement initiative conducted at 9 academic medical centers. Each participant implemented a standardized methodology for evaluating MACE likelihood to demonstrate the impact of pharmacist postdischarge follow-up (PDFU). The primary outcome was MACEs prevented, and the secondary outcome was DRPs identified and resolved by pharmacists. During PDFU, pharmacists were responsible for identification and resolution of DRPs, and cases were reviewed by physicians to confirm whether potential MACEs were prevented. Results A total of 840 patients were contacted by 9 participating academic medical centers during a 6-week data collection period. Of these, 328 cases were identified as MACEs prevented during PDFU by pharmacists, and physician reviewers confirmed that pharmacist identification of DRPs during PDFU prevented 27.9% of readmissions. Pharmacist identified 959 DRPs, 2.8% (27) of which were identified as potentially life threatening. Potentially serious or significant DRPs made up 56.6% (543) of the DRPs, and 40.6% (389) were identified as having a low capacity for harm. Conclusion The results demonstrate that PDFU of high-risk patients reduces DRPs and prevents MACEs based on physician confirmation. Implementation of MACE methodology provides health-system pharmacy departments the ability to demonstrate pharmacists’ value in transitions of care and assist in expanding pharmacist services.

scholarly journals The impact of July hospital admission on outcome after surgery for spinal metastases at academic medical centers in the United States, 2005 to 2008

Cancer ◽  
2011 ◽  
Vol 118 (5) ◽  
pp. 1429-1438 ◽  
Author(s):  
Hormuzdiyar H. Dasenbrock ◽  
Michelle J. Clarke ◽  
Richard E. Thompson ◽  
Ziya L. Gokaslan ◽  
Ali Bydon
Keyword(s):  
United States ◽  
Hospital Admission ◽  
Spinal Metastases ◽  
The United States ◽  
Academic Medical Centers ◽  
Medical Centers ◽  
Academic Medical ◽  
The Impact

Future Training of Pediatricians: Summary Report of a Series of Conferences Sponsored by the American Board of Pediatrics

PEDIATRICS ◽  
1987 ◽  
Vol 80 (3) ◽  
pp. 451-457
Author(s):  
William W. Cleveland ◽  
Robert C. Brownlee
Keyword(s):  
San Antonio ◽  
Academic Medical Centers ◽  
Pediatric Hematology ◽  
The Third ◽  
Medical Centers ◽  
Faculty Appointment ◽  
Academic Medical ◽  
The Individual ◽  
The Impact ◽  
Graduating Students

Recently, the American Board of Pediatrics sponsored three conferences for consideration of specific issues relative to the training and practice of pediatricians. Two of these, to be described briefly, served as background for the third, which will be reported in detail. The first meeting was held in San Antonio, TX, in January 1984, for the principal purpose of discussing the training and practice of subspecialists in pediatrics. The discussion was precipitated by a petition from the Sub-Board of Pediatric Hematology-Oncology to extend the period of training in hematology-oncology from 2 to 3 years. Dr David Nathan spoke on the certification of subspecialists. He questioned the concept, in general, and the specification of an exact period of time for training, in particular. He suggested that the length of training might be variable for the individual and occur at some time during the faculty appointment. Dr Charles Abildgaard presented the justification for extending training on behalf of the Sub-Board. The thrust of the argument was that the discipline has become so complex that 3 years are required to acquire clinical proficiency; the research component was also emphasized. His presentation precipitated general discussion of some questions related to practice: Should subspecialists function in community hospitals or only in academic medical centers? Should the Board certify only clinical competence or should there be certification of competence to do research? What will be the impact of the large number of graduating students and of the increasing number of women studying medicine and entering pediatrics? At this meeting Dr Robert Brownlee proposed some changes in the pattern of certification.

scholarly journals The Impact of Leadership Training Programs on Physicians in Academic Medical Centers

2013 ◽  
Vol 88 (5) ◽  
pp. 710-723 ◽  
Author(s):  
Sharon E. Straus ◽  
Charlene Soobiah ◽  
Wendy Levinson
Keyword(s):  
Leadership Training ◽  
Training Programs ◽  
Academic Medical Centers ◽  
Medical Centers ◽  
Academic Medical ◽  
The Impact

Implementing a National Program to Reduce Catheter-Associated Urinary Tract Infection: A Quality Improvement Collaboration of State Hospital Associations, Academic Medical Centers, Professional Societies, and Governmental Agencies

2013 ◽  
Vol 34 (10) ◽  
pp. 1048-1054 ◽  
Author(s):  
Mohamad G. Fakih ◽  
Christine George ◽  
Barbara S. Edson ◽  
Christine A. Goeschel ◽  
Sanjay Saint
Keyword(s):  
Urinary Tract Infection ◽  
Urinary Tract ◽  
Tract Infection ◽  
State Hospital ◽  
Significant Proportion ◽  
Lessons Learned ◽  
Academic Medical Centers ◽  
Governmental Agencies ◽  
Medical Centers ◽  
Academic Medical

Catheter-associated urinary tract infection (CAUTI) represents a significant proportion of healthcare-associated infections (HAIs). The US Department of Health and Human Services issued a plan to reduce HAIs with a target 25% reduction of CAUTI by 2013. Michigan's successful collaborative to reduce unnecessary use of urinary catheters and CAUTI was based on a partnership between diverse hospitals, the state hospital association (SHA), and academic medical centers. Taking the lessons learned from Michigan, we are now spreading this work throughout the 50 states. This national spread leverages the expertise of different groups and organizations for the unified goal of reducing catheter-related harm. The key components of the project are (1) centralized coordination of the effort and dissemination of information to SHAs and hospitals, (2) data collection based on established definitions and approaches, (3) focused guidance on the technical practices that will prevent CAUTI, (4) emphasis on understanding the socioadaptive aspects (both the general, unit-wide issues and CAUTI-specific challenges), and (5) partnering with specialty organizations and governmental agencies who have expertise in the relevant subject area. The work may serve in the future as a model for other large improvement efforts to address other hospital-acquired conditions, such as venous thromboembolism and falls.

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