Evidence-Based Research: Its Role in Developing the DPHT Strategic Plan
by Karen Kreizman Reczek
What is Evidence-Based Research (EBR)?
One thing is certain, this is a topic that goes by many namesevidence-based medicine, evidence-based decision-making, evidence-based practice, etc. In a nutshell, EBR aims to achieve the appropriate balance of sound theory and relevant empirical evidence to make decisions.
The Pharmaceutical and Health Technology Division's (DPHT) Strategic Planning Committee set out to do just thatapply evidence-based research to the development of the division's strategic plan. The division wanted a road map to follow, in order to ensure that we were meeting member needs and providing growth for the future.
"As a profession which has the ability to manage the literature of research, librarianship is uniquely placed to model the principles of evidence-based practice, not only as they apply to other disciplines which we serve, but also as they apply to our own professional practice," Ann Ritchie said in the December 1999 issue of incite Magazine (http://www.alia.org.au/incite/1999/12/appraisal.html).
What Did We Do?
The first step in the process was to gather some empirical evidence. We needed to survey our members. The committee examined model surveys/division surveys for ideas, while also reviewing literature on designing effective surveys. The division board provided input on the survey instrument. One member recommended including questions on the division's strengths and weaknesses and the potential opportunities and threats. Once finalized, the survey was mailed to all division members. The goals of the survey were to:
Gather useful information on:
· Who are we professionally
· What we do in SLA
· What we do in our division
· What we want/need out of our division
Understand these demographics to assist us in:
· Targeting our programs
· Determining whether we should co-sponsor programs
· Understanding what topics should be offered in our programming
· Evaluating the services the PHT Division provides
· Planning to meet the specific needs of the membership
While only a small sampling of surveys were returned (91 out of 816a mere 11 percent), they depict a broad cross-section of the division and seem representative of what we believe to be the demographic characteristics of the division as a whole. The survey results were then tabulated (charts and graphs were created) and comments were compiled. All and all, this was quite an arduous task. The results were then posted on the division Web site.
Now, the real work had to begin. The committee needed to analyze the data and ask the ever-important question, "So what?" After analyzing the data, the committee realized we had more unanswered questions than when we started! We agreed that we needed more "evidence" to support our theories. Our concern was we were lacking a statistically representative number of responses from division members in management positions and in non-pharma companies. We also discovered that many of the responses we received needed further probing, which couldn't be accomplished via a mail survey.
Our next step was to conduct focus group interviews. Each committee member chose five division members (many in senior level management position) to contact directly. Every effort was made to provide a cross-representation of health care industries and geographies. The results were phenomenal! This time we had managed to get at the heart of the issues and receive excellent feedback that would serve as the foundation for developing our strategic plan.
However, we didn't stop there! The committee spent time reviewing SLA's strategic plans as well as the strategic plans available from other divisions and chapters. Once completed, we drafted the plan. The draft plan was then sent to the PHT Board for validation and comment. In June, the plan was presented to the division membership at the Annual Business Meeting in Los Angeles.
Was It Worth the Effort?
You bet! The outcome of this labor-intensive, year-and-a-half process was an evidence-based strategic plan, which clearly addresses division member needs and concerns. As the incoming 2002/2003 DPHT Board assumes office, they will have a well-grounded plan by which to guide their decisions.
Strategic Planning Committee members included: Sean DeNora, Novartis Pharmaceuticals Canada; Bernadette Ewen, Aventis Pasteur (PHT Division Chair); Stephanie Fitch, DeLoitte & Touche; and Karen Kreizman Reczek, MTL-ACTS (Committee Chair).
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