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Establishment of a clinical trials office at a children's hospital
1Children's Hospital and Department of Pediatrics, University of Colorado School of Medicine, Denver, Colorado 80218, USA. abzug.mark@tchden.org
Insights
Establishing a dedicated pediatric clinical trials office (CTO) significantly boosted industry-sponsored research and revenue at a children's hospital. The CTO enhanced participation in pediatric clinical trials, exceeding projections and costs.
Area of Science:
- Pediatric clinical research
- Healthcare administration
- Clinical trial management
Background:
- Children's hospitals face unique challenges in managing pediatric clinical trials.
- A centralized approach can streamline research processes and increase participation.
Purpose of the Study:
- To establish a dedicated Clinical Trials Office (CTO) for pediatric research.
- To evaluate the impact of the CTO on clinical trial activity and revenue.
Main Methods:
- Developed a conceptual plan for a pediatric-focused, one-stop CTO.
- Defined guiding principles, including voluntary use and fee-for-service model.
- Created a comprehensive business plan for CTO operations.
Main Results:
- The CTO successfully launched, offering a wide range of services.
- Significant increases observed in the number of studies, investigators, and industry-sponsored clinical trial revenue.
- CTO-administered research grew to over 50% of industry-sponsored trials, with revenue exceeding operational costs.
Conclusions:
- A specialized pediatric Clinical Trials Office is effective in enhancing a children's hospital's capacity for pediatric clinical research.
- The CTO model improves participation in the increasing number of pediatric clinical trials.
Objective:
To create a clinical trials office (CTO) at a children's hospital and assess its impact.
Methods:
Meetings with faculty and clinical trials groups were undertaken to develop a conceptual plan for an exclusively pediatric CTO designed to be a 1-stop office for sponsors, contract research organizations, and investigators. Guiding principles, eg, use of the CTO would be voluntary and paid for on a fee-for-service basis, were defined, and a business plan was developed.
Results:
The CTO opened in October 1997, offering a broad menu of services. Initial marketing efforts have been followed by steadily increasing use of the CTO, measured in a number of studies and investigators who use CTO services. Commensurate growth in CTO staffing has been required. Since the CTO's opening, the number of and revenues from industry-sponsored clinical trials performed at the hospital have been significantly greater than the pre-CTO baseline and have exceeded business plan projections. In addition, the proportion of industry-sponsored clinical research at the hospital that is administered by the CTO has expanded (now >50%). The increase in hospital revenues from industry-sponsored clinical trials has exceeded the cost of running the CTO. Studies performed by the CTO have involved a mix of general pediatric clinic/private office patients, subspecialty clinic patients, and hospitalized children.
Conclusion:
A CTO dedicated to pediatric clinical research can enhance the ability of a children's hospital to participate in the growing number of pediatric clinical trials.
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