Suchergebnisse

Community-based participatory research (CBPR) is challenging to research ethics committees (RECs). We reviewed the REC preparedness when reviewing CBPR projects. We searched the MEDLINE database and included qualitative studies of CBPR researchers or REC members about their experiences with RECs. The search yielded 107 studies, of which 10 met our criteria. Barriers were that the community is not prepared to conduct research, the reluctance of RECs to work outside the university, the difficulty RECs have understanding CBPR, and that REC forms evaluate individual rather than community risk. Facilitators were having a CBPR expert as an REC member and educating RECs. Therefore, RECs are not prepared to evaluate CBPR projects leading to unnecessary delays in the approval process.

Fire rescue organizations are central to community models of resilience, especially in the context of crisis. The ability of fire rescue organizations to fulfill their role relies on their ability to operate at full capacity; however, fire rescue services may face internal crises that require these organizations to be resilient in their own right. This study uses grounded theory drawing on concepts of organizational culture and resilience to show how one key partner in the community model of resilience (Palm Beach County Fire Rescue) is working to address their own crisis—an epidemic of cancer. Firefighters are engaging in behaviours to increase resilience by working towards cultural change to reduce cancer risk, using social capital to increase networks and expertise, and utilizing internal assets to enact change. Barriers to change include cultural practices, perceived threats to occupational practice, and logistics and resources to enact desired change. A model of risk reduction and resilience is advanced that explores how organizational culture and practice both support and undermine individual resilience and organizational resilience. Implications for communication and change efforts are explored.

When South Florida became a hot spot for COVID-19 disease in March 2020, we faced an urgent need to develop test capability to detect SARS-CoV-2 infection. We assembled a transdisciplinary team of knowledgeable and dedicated physicians, scientists, technologists, and administrators who rapidly built a multiplatform, polymerase chain reaction- and serology-based detection program, established drive-through facilities, and drafted and implemented guidelines that enabled efficient testing of our patients and employees. This process was extremely complex, due to the limited availability of needed reagents, but outreach to our research scientists and multiple diagnostic laboratory companies, and government officials enabled us to implement both Food and Drug Administration authorized and laboratory-developed testing–based testing protocols. We analyzed our workforce needs and created teams of appropriately skilled and certified workers to safely process patient samples and conduct SARS-CoV-2 testing and contact tracing. We initiated smart test ordering, interfaced all testing platforms with our electronic medical record, and went from zero testing capacity to testing hundreds of health care workers and patients daily, within 3 weeks. We believe our experience can inform the efforts of others when faced with a crisis situation.