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| home > ebr > autumn 2003 > emerging changes in the management of clinical trials in nhs organisations |
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European BioPharmaceutical Review
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In recent years single specialist clinical trial sites have experienced various difficulties (see Figure 1). Sites have struggled to withstand fluctuations in workload and many have taken unprofitable work to meet overheads and fixed employment costs. In some cases units were no longer able to support their own account research, whilst exit costs were prohibitive. To add to this pressure, income from NHS run clinical trials has impacted on trust operational budgets, adding extra responsibility to deliver key NHS reforms. In order to minimise the risk, four options seemed possible:
1. Close down - however the Department of Health acknowledges research as essential for promotion of health and wellbeing and emphasises the importance of commercially-funded clinical trials in developing beneficial treatments for NHS patients (1,2)
2. Effective marketing to gain more work, either in the same therapeutic area (provided that sufficient work and patient pools exists) or expand into other therapeutic areas (which may require additional expertise and expense)
3. Focus only on academic clinical trials - but long lead times may not solve the immediate problem
4. Team up with other sites to pool expertise
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