A recent front-page story in The New York Times, detailed the dilemma for hourly workers without banking credentials who are employed at companies with payroll systems that require automatic deposit to checking or savings accounts. In many instances, the only alternative for these workers is payment via a prepaid debit card. While compensation via a prepaid card system costs less to administer for the company, there are some hidden, and not so hidden, charges for the hourly worker. Dreaded card fees – use fees, non-use fees, lost or stolen card fees, transfer card fees, and the like – deplete the worker’s revenue to the point that many in the minimum wage pool actually make significantly less than the law-required amount. In essence, the company saves at a real cost to the employee.
In clinical R&D enrollment feasibility studies, I typically see all manner of questions aimed toward potential investigators that seek to establish (with accuracy) the number of patients they see, treat, and manage on a daily / weekly / monthly / quarterly basis. Typically, the question is confounded with layers of study eligibility criteria, and so the answer of course is rarely given with anything close to accuracy.
Although my high school glory days are over, I still compete in two men’s basketball leagues. The way each team functions is vastly different for one big reason: process. Let’s take a look at each scenario and how that affects each team’s success.
Given hectic schedules and competing priorities, including clinical care-, administrative- , and research-related activities, recruitment for a single study is often sidetracked, even given the best of site staff intentions. Add to that one or two recruitment challenges, such as a lengthy enrollment period for a population with a low incidence, a projected high screen-failure rate, and / or an incredibly crowded treatment landscape, and you can readily intuit that you will need a way to make sure that recruitment for your study stays front and center.
The first days of DIA 2013 have been nothing short of amazing! We’re having a great time meeting industry colleagues, attending sessions, raising funds for The One Fund Boston, launching new products, and handing out our booth giveaways. We’re almost out of our giveaways, so be sure to stop by booth 307 and get one while they’re still around! Also – with the help of the DIA attendees, we’re excited to announce that we’ve been able to raise over $15,000 for The One Fund Boston in just two short days.
Product Showcases Individual Study Locations with a 360-Degree Interactive Tour
The ascent of the buzzword “innovation” in our industry conferences, articles, and blogs has been meteoric. Not sure about you, but for me it has become so mainstream and overused at this point that the word is now a popular cliché – something that is, in and of itself, indolent and predictable.
For this blog Matt Kibby, our BBK Principal who oversees the TCN team, worked with Rakesh Chittineni to describe a new feature of the system called StudyGram.
Editor’s note: This blog is the fifth in a seven-part series on TrialCentralNetSM (TCN), a single infrastructure for managing everything from enrollment metrics to clinical trial reference documents through all phases of development and approval, as well as customized reports, training, and communications. The goal of this series is to give you the “backstory” – a BBK insider’s view of the system from the perspectives of those who build, manage, and rely on it. In their own words, our executive leadership, developers, and power users all tell it like it is. They’re passionate about the system they so tirelessly build and manage – and you’ll hear that come through in their writing.
This blog is from Matt Kibby, our BBK Principal who oversees the TCN team. In this blog, Matt talks about document management.