, 1 Aceita Térmico y
PRODUCTO PARA
2.5 TECNOLOGÍAS PARA EL ENFRIAMIENTO DEL GAS
2.5.3 Absorción Refrigerada
course sessions spread over a standard term, these degree programs must a) be
consistent with the mission of the program and within the program’s established areas of expertise; b) be guided by clearly articulated student learning outcomes that are rigorously evaluated; c) be subject to the same quality control processes that other degree programs in the university are; and d) provide planned and evaluated learning experiences that take into consideration and are responsive to the characteristics and needs of adult learners. If the program offers distance education or executive degree programs, it must provide needed support for these programs, including
administrative, travel, communication, and student services. The program must have an ongoing program to evaluate the academic effectiveness of the format, to assess learning methods and to systematically use this information to stimulate program improvements. The program must have processes in place through which it establishes that the student who registers in a distance education course or degree is the same student who participates in and completes the course or degree and receives the academic credit.
2.12.a. Identification of all degree programs that are offered in a format other than regular, on-site course sessions spread over a standard term, including those offered in full or in part through distance education in which the instructor and student are separated in time or place or both. The instructional matrix in Criterion 2.1 may be referenced for this purpose.
Dartmouth’s MPH program currently does not offer a distance learning MPH. However, plans are underway for an online MPH program to begin enrollment in August 2016. The 2014 program evaluation, subsequent market research, and the number of inquiries from prospective students over the years indicated the need for an online MPH.
The online MPH curriculum will focus on Dartmouth’s distinctive expertise in health care improvement and health policy. It will further the mission of TDI by broadening our cohort of students who are working to improve health care systems, health care delivery, and population health.
This two-year online program will include six residential periods, each of one week or less. As a cohort-based program, these residential periods will be designed to build networks among the students and with faculty. Online students also will overlap with the residential MPH cohort and we will deliberately work to build ties across the cohorts.
The brief residential periods will be followed by online instruction. Students will enroll in one class at a time, along with time devoted to practicum work. Students will work in study groups during the program to further build relationships among the students. The first year will consist only of required courses, while there will be opportunities for elective courses in the second year. The curriculum and program is designed to meet the same standards for academic rigor as our residential program. We will use continuous improvement methodology to evaluate and make
118 changes to the program as the first cohort moves through. The Center for Program Evaluation and Design (CPED) at Dartmouth will conduct an evaluation of the program and will be an objective resource for identifying the strengths and weaknesses of our proposed plan and subsequent implementation.
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Criterion 3.0
Creation, Application and
Advancement of Knowledge
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3.0 Creation, Application and Advancement of Knowledge
3.1 Research. The program shall pursue an active research program, consistent with its mission, through which its faculty and students contribute to the knowledge base of the public health disciplines, including research directed at improving the practice of public health.
3.1.a. A description of the program’s research activities, including policies, procedures and practices that support research and scholarly activities.
The research goal of TDI’s program is to conduct and disseminate collaborative scholarly and applied research.
TDI is comprised of academic and clinical scholars holding appointments in departments within Dartmouth College, the Geisel School of Medicine – including The Dartmouth Institute for Health Policy & Clinical Practice – and Dartmouth-Hitchcock Medical Center, and possessing expertise in diverse disciplines from medicine, economics, psychology, sociology, computer science and beyond. Adding to the pool of research resources are alliances with local, state, national and international experts, including applicable agencies. The TDI Research Policy follows.
The Dartmouth Institute for Health Policy and Clinical Practice Research Policy Statement We expect our faculty members to conduct scholarly investigation that advances the principles of regarding the measurement, organization and improvement of health care. There are four
thematic areas of research inquiry: 1) Evaluating Health Care- Health Systems Research, 2) Evaluating Health Care-Comparative Effectiveness Research, 3) Implementation and Improvement Research, 4) Patient Engagement Research. Each area is directed by a senior faculty member who is charged with expanding the current knowledge within the field of their expertise, while seeking out new areas of research that are complementary to their activities, and that offer development opportunities for junior faculty. Within each area senior faculty members mentor junior faculty members and provide critical appraisal and analysis of proposed research activities that will support development of their research careers. Senior faculty members when submitting grant proposals routinely include junior faculty members as research team
participants, providing funding support and publication opportunities.
For all faculty members, original investigation, teaching, and the integration and application of knowledge are different forms of scholarly activity required to support the sustained growth of our Program. The level of excellence by which these endeavors are carried out is best defined by intellectual, published productivity and to contributions to the field or discipline leading to recognition by peers. Guided by the Director of The Dartmouth Institute and the faculty research area directors each faculty member defines the particular activities through which he or she will contribute to the academic mission. Clarity of intent and a focus on achieving excellence leads to progressive growth in the academic dimensions of a faculty member’s professional life.
As in other academic institutions, the appointments and promotions process recognizes excellence achieved in academic research, as well as other contributions essential to the
122 academic medical center mission, such as leadership roles within the medical school, within Dartmouth-Hitchcock Medical Center, and related academic and professional societies and organizations.
Scholarly investigation is one of three areas of endeavor upon which faculty of the Geisel School of Medicine, including those in the MPH program, are evaluated for promotion and tenure. To help guide faculty in all schools and departments, Dartmouth College has prepared a Sponsored Research Manual, which is available online at
http://www.dartmouth.edu/~osp/resources/manual/
Policies and Procedures for Grants and Contracts at TDI:
The TDI Research Administration office acts as a liaison between TDI researchers and
Dartmouth’s Office of Sponsored Projects (OSP), which submits all grant and contract proposals and accepts all awards on behalf of the Trustees of Dartmouth College. If your job
responsibilities involve participating in the grant submission process, please set up a meeting with us to review Dartmouth and TDI policies and procedures.
The TDI Research Administration office is responsible for the following activities related to TDI proposal submissions, pre-award coordination, award acceptance and ongoing grant and contract management:
Proposal submissions – The Research Administration office works closely with Principal Investigators (PIs) and their staff to prepare and coordinate the submission of all TDI grant and contract proposals, including management of all administrative components, preparation of budget and related documents, coordination with sub-recipient organizations, internal approvals and submission to OSP, and final submission to sponsor. Please contact our office as soon as you know you (or your faculty supervisor) plan to submit a grant or contract proposal. We will prepare a deadline schedule and will meet with the researchers and/or staff to go over the various components, assign responsibilities and set a timeline for submission.
Pre-award coordination – The Research Administration office coordinates with OSP
(Dartmouth College’s Office of Sponsored Projects) and the PIs to respond to any questions or requests from sponsors prior to the issuance of awards, including “Just-in-Time” requests for IRB approval, other support information, budget revisions, etc.
Award acceptance – The Research Administration office reviews award documents and final contracts and works closely with OSP and the PI to correct any errors and clarify any questions prior to OSP signoff and official acceptance of the award. In cases where the award is contingent upon the receipt of additional information or reports, we also work with the PIs to ensure these issues are resolved.
Once an award has been officially accepted by Dartmouth, OSP issues the official notice of award via email to the PI; and the Research Administration office works with OSP to create the account string. OSP then sends a second email to the PI, informing them of the account string. Once the account string has been issued, the TDI Research Administration office sends the final budget to the TDI Financial Administration office and informs them of various financial details
123 relating to the particular grant/contract. At that point, the responsibility for post-award financial management transfers to the TDI Financial Administration office.
Ongoing grant/contract management – Throughout the life of a grant or contract, the Research Administration office continues to work closely with the TDI Financial Administration office and maintains responsibility for various ongoing activities, including the following:
Subaward requests – The Research Administration office is responsible for preparing subaward requests and submitting the required materials to OSP, so that they can issue agreements and modifications to sub-recipient institutions.
Non-competing renewal applications/progress reports/final reports – The Research Administration office works with PIs and their staffs to coordinate the submission of annual non-competing renewal applications, progress reports and final technical reports, which require OSP review and signoff. We coordinate with the Financial Administration office with regard to certain components of renewal applications, including current year financial projections.
Budget revisions, carryover requests and no-cost extensions – The Research Administration and Financial Administration groups share responsibility for budget revisions and other requests requiring sponsor approval.
Other support requests – The Research Administration office keeps current information on other support for TDI researchers. “Other support” involves standard information on the current research funding of key personnel and may be requested as part of the proposal or award process for grants to be awarded to TDI, as well as to other
departments or institutions. In any case, these requests should be processed through the TDI Research Administration office.
3.1.b. A description of current research activities undertaken in collaboration with local, state, national or international health agencies and community-based organizations. Formal research agreements with such agencies should be identified.
Research is the cornerstone of the work at TDI. For three decades, TDI has asked questions no one else was asking. The answers they found, documenting geographic and ethnic variations in the delivery and quality of care, increasing over diagnosis and over treatment of patients, better value and lesser cost through shared decision making, quality improvement, and new approaches to systems of care, have radically changed understanding of our health care systems. We have three main areas of research:
1. Evaluating Health Care
The Dartmouth Institute monitors, analyzes and studies medical care to determine what works and what does not. We focus on two areas:
o Disease/Condition Focus
Breast Cancer Screening (PROSPR) Cancer Imaging
Comparative Effectiveness Musculoskeletal Health Care
124 Pragmatic Clinical Trials
o Health System Focus
Accountable Care Organizations Measuring Value
Population Health
Primary Care Service Area The Dartmouth Atlas
Wennberg International Collaborative 2. Intervention, Improvement and Implementation
TDI collaborates with partners in health care to fashion, improve and implement models for health care systems around the world. We do this in the following areas:
Cystic Fibrosis
Aging Resource Center Microsystem Academy Prevention Research Rehabilitation (TREAT) ReThink Health
High Value Healthcare Collaborative 3. Engaging, Empowering, Enabling
TDI applies what works to make care better, safer and less expensive. We do this in the following areas:
Informed Choice Prescription Drugs Medicine in the Media
The Science of Effective Risk Communication Overdiagnosis
3.1.c. A list of current research activity of all primary and secondary faculty identified in 4.1.a and 4.1.b., including amount and source of funds, for each of the last three years. These data must be presented in table format and include at least the following: a) principal investigator and faculty member’s role (if not PI), b) project name, c) period of funding, d) source of funding, e) amount of total award, f) amount of current year’s award, g) whether research is community based, and h) whether research provides for student involvement. Distinguish projects attributed to primary faculty from those attributed to other faculty by using bold text, color or shading. Only research funding should be reported here; extramural funding for service or training grants should be reported in Template 3.2.2 (funded service) and Template 3.3.1 (funded training/workforce
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Table 3.1.c. Research Activity from 2012 to 2015 (calendar years through October 2015) Project Name Principal
Investigator Funding Source
Funding Period Start/End Amount Total Award Amount Current Year Community- Based Y/N Student Participation Y/N 2012
Rural Town Walkability: Measuring the Effect of the Built Environment
Adachi-Mejia, Anna (PI); Foster, Tina (Co-I) University of Washington (NIH) 05/01/2012- 08/31/2012 $37,438 $37,438 N N
Patient Safety and Acute Kidney Injury Brown, Jeremiah AHRQ 09/30/2009- 01/31/2015 $695,892 $133,941 N N National Automated Surveillance of Cardiac Catheterization Post- Procedural Acute Kidney Injury Brown, Jeremiah Vanderbilt University (Veterans Administration) 09/01/2012- 01/31/2016 $63,537 $0 N N Effects of Medicare Payment Incentives on Treatment and Costs for Cancer Patients
Colla, Carrie American Cancer Society
(Institutional Research Grant)
04/01/2011- 09/30/2012
$30,000 $30,000 N N
Cancer Patients in the Physician Group Practice Demonstration: Implications for Accountable Care Organizations
Colla, Carrie Norris Cotton Cancer
Center
01/01/2012- 12/31/2012
$24,641 $24,641 N N
Learning from Medicare Payment Reform: Economic Effects of ACO Incentives (R21)
Colla, Carrie NIH/NIA 09/01/2012-
08/31/2014
$437,863 $324,747 N N
Reducing Disparities in Health for Vulnerable Populations in NH & VT (Category 2)
Fisher, Elliott CDC 09/30/2009-
09/29/2014
$1,511,650 $300,000 Y N
HITECH EHR Incentive Program Electronic
Fisher, Elliott Booz Allen Hamilton 09/30/2011-
09/29/2014
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Clinical Quality Measure Development Leadership Support for Population Health and Policy
Fisher, Elliott Rippel Foundation 10/01/2011-
09/30/2013
$239,362 $117,498 N N
Accelerating Learning From ACO
Implementation: Tracking the Early Evolution of ACOs
Fisher, Elliott Commonwealth Fund 01/01/2012-
01/31/2013 $377,693 $377,693 N N Planning Grant to Evaluate Local Adaptation of Quality Improvement
Foster, Tina Robert Wood Johnson Foundation 10/15/2011- 07/31/2012 $81,952 $81,952 N N Accelerating Improvement for CF Care Godfrey, Margie Cystic Fibrosis Foundation 07/01/2012- 06/30/2013 $309,543 $309,543 N N The Sheffield Microsystem Coaching Academy Godfrey, Margie
The Health Foundation 05/09/2012- 06/30/2013
$185,000 $185,000 N N
Primary Care Service Area Program (PCSA)
Goodman, David HRSA 09/30/2007- 09/12/2012 $1,961,346 $399,819 N N Dartmouth Atlas of Healthcare Project Goodman, David WellPoint 04/01/2009- 03/31/2013 $750,000 $250,000 N N
The Dartmouth Atlas of Healthcare: Guiding the Implementation of Health Care Reform
Goodman, David & Fisher, Elliott (PIs); Wennberg, John (Co-I)
Robert Wood Johnson Foundation 08/01/2011- 11/30/2013 $2,735,015 $1,188,401 N N Improving Children's Health through Restoring Pediatric Leadership in Measuring Health System Performance Goodman, David Charles H. Hood Foundation 02/28/2012- 11/30/2014 $500,000 $250,000 N N
How Will Vulnerable Populations Fare in ACOs? Lewis, Valerie (PI); Fisher, Elliott (Co-I) Commonwealth Fund 01/01/2012- 12/31/2012 $246,398 $246,398 N Y
127 Comparative Effectiveness Trial 07/31/2015 A Multicenter Prospective Study of Quality of Life in Adult Scoliosis
Lurie, Jon Washington University (NIH/NIAMS) 09/01/2009- 08/31/2015 $455,548 $116,373 N N Translation of Rehabilitation Engineering Advances and Technology (TREAT)
Lurie, Jon SIMBEX LLC (NICHD) 09/01/2010- 05/31/2016
$302,305 $61,601 N N
Bringing Drug Facts Boxes to the Public: Developing a Self- Sustaining Model Schwartz, Lisa & Woloshin, Steven
Robert Wood Johnson Foundation 11/01/2011- 04/30/2013 $199,800 $199,800 N N Causes and Consequences of Healthcare Efficiency Skinner, Jonathan (PI)/Barr, Paul; Colla, Carrie; Fisher, Elliott; Goodman, David; Sirovich, Brenda (Co-Is) NIH/NIA 12/01/2012- 11/30/17) (Project has been funded since 2001) $9,899,193 $2,030,460 N N Accuracy of Breast Pathology and the Impact of Technology and Double Reading (BPATH) Tosteson, Anna (PI); Onega, Tracy (Co-I) University of Washington (NIH/NCI) 07/07/2009- 05/31/2015 $416,574 $119,292 N N Community Ambulation Following Hip Fracture
Tosteson, Anna University of Maryland (NIH) 09/01/2010- 05/31/2015 $408,104 $67,086 N N Accuracy of the Diagnosis of Melanoma and the Impact of Technology and Double Reading (M-PATH) Tosteson, Anna (PI); Onega, Tracy (Co-I) University of Washington (NIH/NCI) 08/01/2011- 05/31/2016 $825,183 $154,157 N N
128 Screening in Community Settings Anna (PI); Onega, Tracy (Co-I) Institute (NIH/NCI) 08/31/2016 Advancing Systems Approaches to Personal & Population Breast Cancer Screening Tosteson, Anna & Onega, Tracy (PIs) NIH/NCI 09/27/2011- 05/31/2016 $5,417,780 $851,562 N N Multidisciplinary Clinical Research Center
Tosteson, Anna (PI); Lurie, Jon (Co-I) NIH/NIAMS 09/01/2012- 08/31/2017 $6,101,458 $1,251,448 N N Implementing Shared Decision Making in Clinical Practice
Vidal, Dale Informed Medical Decisions Foundation
07/01/2012- 06/30/2013
$200,000 $200,000 N N
Low Back Pain: A Multi-Center Clinical Trial Weinstein, James (PI)/ Lurie, Jon; Tosteson, Anna (Co-Is) NIH/NIAMS 06/01/2009- 05/31/2014 (Project funded since 1999) $3,268,290 $612,166 N N 2013
Patient Safety and Acute Kidney Injury Brown, Jeremiah AHRQ 09/30/2009- 01/31/2015 $695,892 $137,562 N N Information Extraction of Hospital Reports for Automating Readmission and Mortality Models Brown, Jeremiah Dartmouth Neukom Institute 07/01/2013- 12/31/2014 $39,936 $39,936 N N National Automated Surveillance of Cardiac Catheterization Post- Procedural Acute Kidney Injury Brown, Jeremiah Vanderbilt University (Veterans Administration) 09/01/2012- 01/31/2016 $63,537 $0 N N
Mobile Ethnography and Lived Experiences of Vulnerable Rural Populations Carpenter- Song, Elizabeth
AHRQ Early Career Development Program for Patient-Centered Outcomes Research (Bartels Program, PI)
07/01/2013- 06/30/2015
$890,190 $148,365 N N
Prevalence and
Variation in Over-Use of
Colla, Carrie Robert Wood Johnson
Foundation
03/31/13- 02/28/14
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Health Services: Choosing Wisely Measuring Overuse of Health Care: Are Providers and Patients 'Choosing Wisely'?
Colla, Carrie Brigham & Women’s
Hospital (Commonwealth Fund)
05/01/2013- 10/31/2015
$72,618 $32,130 N N
Learning from Medicare Payment Reform: Economic Effects of ACO Incentives (R21)
Colla, Carrie NIH/NIA 09/01/2012-
08/31/2014
$437,863 $113,116 N N
Reducing Disparities in Health for Vulnerable Populations in NH & VT (Category 2)
Fisher, Elliott CDC 09/30/2009-
09/29/2014
$1,511,650 $300,000 Y N
HITECH EHR Incentive Program Electronic Clinical Quality Measure Development
Fisher, Elliott Booz Allen Hamilton 09/30/2011-
09/29/2014
$1,121,963 $425,620 N N
Leadership Support for Population Health and Policy
Fisher, Elliott Rippel Foundation 10/01/2011-
09/30/2013
$239,362 $121,864 N N
Evaluating the Formation and Performance of ACOs
Fisher, Elliott Commonwealth Fund 01/01/2013-
12/31/2013
$381,024 $381,024 N N
Development of a VA National Quality Scholars Program
Foster, Tina Veterans Administration 01/28/2013- 01/27/2015
$1,215,239 $622,198 N N
Clinical Microsystems for Emergency Medicine Programme
Godfrey, Margie
Health Service Executive (Ireland) 05/30/2013- 06/27/2014 $124,000 $124,000 N N Accelerating Improvement for CF Care Godfrey, Margie (PI); Foster, Tina (Co-I) Cystic Fibrosis Foundation 07/01/2013- 06/30/2014 $242,793 $242,793 N N
CF Canada Learning and Leadership
Collaborative
Godfrey, Marjorie
Cystic Fibrosis Canada 09/01/2013- 10/31/2016
$609,040 $325,000 N N
The Dartmouth Atlas of Healthcare: Guiding the Implementation of
Goodman, David & Fisher, Elliott
Robert Wood Johnson Foundation