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Riding the wave of primary care research

Development of a primary health care research centre

Melissa Donskov, MHA CHE
Operations Manager of Medical Affairs for Bruyère Continuing Care in Ottawa

Grant Russell, MD MB BS FRACGP PhD
Clinical Investigator at the CTLC and an Associate Professor in the Department of Family Medicine at the University of Ottawa

Kevin Pottie, MD MClSc CCFP FCFP
Clinical Investigator at the CTLC and an Associate Professor in the Department of Family Medicine at the University of Ottawa

Clare Liddy, MD MSc CCFP FCFP
Clinical Investigator at the CTLC and an Assistant Professor in the Department of Family Medicine at the University of Ottawa

Sharon Johnston, MD LLM
Clinical Investigator at the CTLC and an Assistant Professor in the Department of Family Medicine at the University of Ottawa

Larry Chambers, PhD FACE FFPH(UK)
President and Chief Scientist at the Élisabeth Bruyère Research Institute and a Professor in the Department of Epidemiology and Community Medicine and in the Department of Family Medicine at the University of Ottawa

Correspondence: Dr William Hogg, University of Ottawa, 43 Bruyère St, Ottawa, ON K1N 5C8; e-mailwhogg{at}uottawa.ca

PROBLEM BEING ADDRESSED Family medicine departments and primary health care research centres across the country are growing in size and complexity and therefore require increasingly sophisticated management strategies. Conducting effective and relevant research relies on a stable and efficient organization.

OBJECTIVE OF THE PROGRAM To focus on the needs of individuals, teams, and the organization in order to ensure the success of research projects.

PROGRAM DESCRIPTION In order to ensure the success of research projects, the C.T. Lamont Primary Health Care Research Centre (CTLC) in Ottawa, Ont, used the following strategies: ensuring organizational support (ie, protected time for research and sustained funding for some investigators); arranging financial and infrastructure support; building skills and confidence (eg, education sessions); organizing linkages and collaborations (eg, forums among staff members); creating appropriate dissemination (eg, newsletter, website); and providing continuity and sustainability.

CONCLUSION In order to ensure progress in primary health care research, the CTLC created solutions that focused on the individual, team, and organizational levels. With its management strategies, the CTLC was successful in maintaining a high-functioning team and a well-organized research organization.