製藥產業醫學再進修教育（CME）：適合環境中的計畫效益評估

Pharmaceutical CME: Measuring Program Effectiveness in the Compliance Environment

出版商	Cutting Edge Information
出版日期	2006年09月	商品編碼	44121
內容資訊	英文 165 Pages
價格	本報告書已不再販售

簡介
目錄
相關商品

本報告已在2011年12月09日停止出版。

簡介

製藥產業醫學再進修教育（CME）領域基於各種理由，現在正針對效益進行評估。但是由於目前缺乏有效評估醫療教育系統的方法，其投資報酬率難以正確估算。

專門提供製藥產業創新且實用調查及顧問服務的市調公司 Cutting Edge Information（總公司：美國北卡羅來那州），針對製藥產業醫學再進修教育的趨勢進行調查分析，並出版報告書 "Pharmaceutical CME: Measuring Program Effectiveness in the Compliance Environment" 。

本報告書內容包括：CME計畫之效益評估最佳範例及策略檢驗、製藥產業整體CME策略及支援趨勢、輔助經費申請流程、計畫管理及評價流程概要等。內容綱要摘記如下：

實施概要

CME的架構、人員配置、投資

有效的CME部門架構組織化
支援CME之人員的確保及管理
CME支援：預算分配及投資

CME計畫策略及目標

合適的CME策略發展
品牌CME策略之演進
以宣傳CME為目標的設計

CME輔助經費申請管理流程

輔助經費申請文件提出流程
輔助經費申請文件評價流程
CME預算編列程序及資金來源

CME計畫管理及效益評估

針對有效CME計畫管理之指導
CME計畫的效益評估

CME成果評價

CME目標成果及目的
CME成果衡量及計畫回饋
CME的教育投資報酬率評估

醫療教育的適合性

適合性的影響
醫療教育訓練：適合性維持管理方法

Pharmaceutical CME departments struggle to measure performance for a number of reasons. The lack of hard measures for medical education, along with a fear of appearing non-compliant stops many companies from tracking return on investment (ROI). Many medical education departments use post-CME outcomes measures to judge the effectiveness of their investments in CME events. Unfortunately, attendance figures are the only hard measurement available from outcomes measurements - and high attendance numbers do not always translate into effective programs.

Cutting Edge Information' s study presents best practices and strategies for measuring CME program effectiveness, as well as explores the recent changes that pharmaceutical CME teams have undergone since the Office of Inspector General (OIG) published its guidance document in 2003. The study is a comprehensive look at the pharmaceutical industry' s strategies and support for CME in the current compliance environment.

Pharmaceutical CME: Measuring Program Effectiveness in the Compliance Environment explores the current challenges facing continuing medical education, as well as includes trend analysis, successful strategies and best practices. The study' s major focus areas include:

CME Structure, Staffing and Spending - Cutting Edge Information collected case studies and benchmark data to underscore CME investment trends and reorganization strategies to remain compliant with industry regulations.
CME Program Strategies and Goals - Analysts compared industry-leading strategies and outlined goals for CME departments.
Grants Process - Our study identifies best practices in standardizing the CME grants request process. The study also outlines changes in the process to meet with new compliance standards.
Evaluating Program Management and Effectiveness - The most effective CME departments in the pharmaceutical industry invest in various vehicles to deliver medical education to target physician audiences. Cutting Edge Information compiled best practices and industry trends regarding the ideal CME media mix, including live events, eCME and enduring content.
Performance Measurement - Our analysts took a strategic look at hard and soft measures that pharma companies use to determine return on investment and return on education.
CME Compliance - The study outlines top compliance challenges and presents solutions for pharmaceutical companies to operate effective CME programs in an ever-changing compliance environment.

Charts and Graphics

Figure 1.1: CME Department Organization: Centralized vs. Decentralized
Figure 1.2: CME Departments' Reporting Relationships
Figure 1.3: CME Staffing in FTEs by Company
Figure 1.4: Average Percentage of Dedicated Staff Time Given to Media Mix
Figure 1.5: CME Staffing Compared to Previous Year
Figure 1.6: CME Staffing Projections for Coming Year
Figure 1.7: Challenges to CME Program Management
Figure 1.8: Yearly CME Budgets at Surveyed Companies
Figure 1.9: Media Mix Spending: Budget Breakdown by Types of CME
Figure 1.10: CME Budgets Compared to Previous Year
Figure 1.11: CME Budget Projections for Coming Year
Figure 2.1: Breakdown of how Companies Align their CME Activities
Figure 2.2: Percent of CME Departments Receiving Input from Each Function
Figure 2.3: Top Challenges Faced by Participating Pharmaceutical CME Programs
Figure 2.4: Effectiveness of Companies' CME Strategies
Figure 2.5: Percent of Companies CME Strategy
Figure 2.6: Percent of Companies Supporting CME by Continent

Figure 4.1: Number of CME Events Sponsored Compared to Last Year
Figure 4.2: Number of CME Events Supported by Surveyed Companies Annually
Figure 4.3: CME Spending Per Event at Surveyed Companies
Figure 4.4: Projections for Number of CME Events Sponsored in the Coming Year
Figure 4.5: Average Media Mix: Participation in Live vs. eCME Events
Figure 4.6: Media Mix As a Percentage of Company Budget
Figure 4.7: Media Mix as a Percentage of FTEs' Dedicated Time
Figure 4.8: Top Challenges Faced by Participating Pharmaceutical CME Programs

Figure 5.1: CME Soft Goal Performance Measurement Process
Figure 5.2: Percentage of Drug Companies that Track CME Return on Investment (ROI)
Figure 5.3: Companies' Self-Assessments of CME Events' Return on Investment (ROI)

Figure 6.1: Top Challenges Faced by Participating Pharmaceutical Companies
Figure 6.2: US Sentencing Commission Guidelines