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When it comes to identifying and selecting the right CTMS for your organization, it’s imperative to keep three points in mind:
- the view from the C-Suite
- the variables of the selection process
- the value in through-put and decision support
Our recent webinar shared perspectives from resident experts, Sean Walsh, Director, Site Development, Christian Weydert, Finance Manager and Al Peters, Managing Partner.
From the executive viewpoint, how the CTMS selection process impacts planning is a prime consideration. It’s here that the Halo Effect of clinical research comes into play with strategic, financial and quality values to consider.
“Tying these three together is a way to communicate value to the C-Suite to support the value of the CTMS,” explained Sean. “You need to deploy the CTMS with a combination of leadership support with good workflows, SOPs and interdepartmental communications.”
To obtain critical C-Suite buy-in, be sure to relate the benefits of the CTMS through education and transparency in communication. “Since compliance, legal and IT are all involved, make sure everyone’s eyes are wide open about what the CTMS can do to drive efficiency,” said Sean.
Christian advised “Do your due diligence before you choose a CTMS. You want to develop an operational needs assessment that’s specific to your site operations and research vision. Request and analyze feedback from the point of view of operational workers and the boots on the ground.”
By researching systems that fit into your departmental capabilities, you’ll be able to determine which systems are in alignment with your objectives when it comes time to demo. And remember, not all needs are absolute. Recommendations can be made, reviewed and tabled for implementation later. Demoing up to five systems is not an unreasonable approach.
“Of course, issues of security and HIPPA compliance are non-negotiables, but typically this is not an issue,” Christian added.
Al emphasized that “The operational workflow of the CTMS is the backbone of your business. The value of the CTMS is 100% there and greatly outweighs the anxiety that may come up about implementing or changing a CTMS.”
In terms of through-put, the three key operational functions of the system include operational workflow, financial workflow and decision support.
“You need to marry data with your gut feelings about what you need from a CTMS. Tracking the sales pipeline is the blood flow of your business,” Al explained.
The CTMS allows you to look at metrics, win-rates, project revenue, through-put, e-source monitoring as well as financial and non-financial decision support through looking at KPIs (key performance indicators).
“You’re looking for data to steer your ship – whatever your department or organization,” said Al.
CTMS are beneficial in the clinical research business to ensure study success and overarching organizational longevity.
“You need a CTMS for the long game,” Al added.
GuideStar’s experts bring best practice experience from around the country to take a deep dive into your specific research program. From operational efficiencies and staffing analysis to financial management and coverage analysis, GuideStar not only has the depth of knowledge to pinpoint areas for improvement, but also the capacity to outline and implement steps for strategically moving forward toward greater success. Based in New Orleans, Louisiana, GuideStar is part of the ClinX family of companies which include BTC Network and ClinEdge.
Post by Christian Weydert -
Christian came to GuideStar with 8 years of professional experience in clinical research operations, healthcare finance, and audit. As Research Finance Manager, he creates and develops workflows and tools that promote effective financial management for GuideStar clients. Christian’s business interests include process improvements, system development and research revenue cycle management. He holds a BS in Finance from Louisiana State University and an MBA with a finance concentration from the University of New Orleans.