Evaluation of initial progress to implement Common Metrics across the NIH Clinical and Translational Science Awards (CTSA) Consortium.
Evaluation of initial progress to implement Common Metrics across the NIH Clinical and Translational Science Awards (CTSA) Consortium.
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DOI：
10.1017/cts.2020.517
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发表时间：
2020-07-28
影响因子：
2.6
通讯作者：
Selker HP
中科院分区：
文献类型：
--
作者：
Welch LC;Tomoaia-Cotisel A;Noubary F;Chang H;Mendel P;Parajulee A;Fenwood-Hughes M;Etchegaray JM;Qureshi N;Chandler R;Selker HP
临床和转化科学奖（CTSA）联盟，约60个国家卫生研究院（NIH）支持的CTSA中心在全国学术医疗保健机构，负责改善临床和转化研究企业。该联盟与美国国立卫生研究院国家转化科学推进中心（NCATS）一起，实施了共同的绩效改进框架。在19个月期间，采用定量和定性方法对各中心的初步执行情况进行了评估。主要成果是实施了三个共同战略和业绩改进框架。提出了挑战和促进者。在拥有数据的59个中心中，所有中心都开始实施通用数据库，但大约三分之一的中心在研究期间完成了三个指标的所有活动。绝大多数枢纽计算指标结果，并开展活动，以了解性能。在制定和执行业绩改进计划方面出现了完成情况的差异。影响进展的七个关键因素是：中心的规模和资源、中心以往在绩效管理方面的经验、当地环境与共同可持续发展目标实施需求的一致性、中心在当地机构结构中的权威、中心的参与（包括CTSA主要研究者的参与）、利益相关者的参与以及参加培训和辅导。在一个以研究为重点的组织的大型网络中实施共同评估和绩效改进被证明是可行的，但需要大量的时间和资源。各枢纽在数据系统、现有流程和人员、组织结构以及本国机构的本地优先事项方面存在相当大的异质性，造成了各枢纽的不同体验。未来基于度量的绩效管理计划应在不同的本地环境中预测并考虑这些类型的差异。
The Clinical and Translational Science Awards (CTSA) Consortium, about 60 National Institutes of Health (NIH)-supported CTSA hubs at academic health care institutions nationwide, is charged with improving the clinical and translational research enterprise. Together with the NIH National Center for Advancing Translational Sciences (NCATS), the Consortium implemented Common Metrics and a shared performance improvement framework. Initial implementation across hubs was assessed using quantitative and qualitative methods over a 19-month period. The primary outcome was implementation of three Common Metrics and the performance improvement framework. Challenges and facilitators were elicited. Among 59 hubs with data, all began implementing Common Metrics, but about one-third had completed all activities for three metrics within the study period. The vast majority of hubs computed metric results and undertook activities to understand performance. Differences in completion appeared in developing and carrying out performance improvement plans. Seven key factors affected progress: hub size and resources, hub prior experience with performance management, alignment of local context with needs of the Common Metrics implementation, hub authority in the local institutional structure, hub engagement (including CTSA Principal Investigator involvement), stakeholder engagement, and attending training and coaching. Implementing Common Metrics and performance improvement in a large network of research-focused organizations proved feasible but required substantial time and resources. Considerable heterogeneity across hubs in data systems, existing processes and personnel, organizational structures, and local priorities of home institutions created disparate experiences across hubs. Future metric-based performance management initiatives across heterogeneous local contexts should anticipate and account for these types of differences.
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影响因子：
1.6
作者：
DeGroff, Amy;Schooley, Michael;Poister, Theodore H.
通讯作者：
Poister, Theodore H.
影响因子：
5.4
作者：
Pannick, Samuel;Sevdalis, Nick;Athanasiou, Thanos
通讯作者：
Athanasiou, Thanos
影响因子：
4.4
作者：
Tomoaia-Cotisel, Andrada;Scammon, Debra L.;Stange, Kurt C.
通讯作者：
Stange, Kurt C.
影响因子：
3.4
作者：
Fetters, Michael D.;Curry, Leslie A.;Creswell, John W.
通讯作者：
Creswell, John W.
影响因子：
4.5
作者：
Harris PA;Taylor R;Thielke R;Payne J;Gonzalez N;Conde JG
通讯作者：
Conde JG