Transforming the Future of Surgeon-Scientists

Author:

Ladner Daniela P.1,Goldstein Allan M.2,Billiar Timothy R.3,Cameron Andrew M.4,Carpizo Darren R.5,Chu Daniel I.6,Coopersmith Craig M.7,DeMatteo Ronald P.8,Feng Sandy9,Gallagher Katherine A.10,Gillanders William E.11,Lal Brajesh K.12,Lipshutz Gerald S.13,Liu Annie14,Maier Ronald V.15,Mittendorf Elizabeth A.16,Morris Arden M.17,Sicklick Jason K.18,Velazquez Omaida C.19,Whitson Bryan A.20,Wilke Lee G.21,Yoon Sam S.22,Zeiger Martha A.23,Farmer Diana L.24,Hwang E. Shelley14,

Affiliation:

1. Department of Surgery, Northwestern University, Chicago, IL

2. Department of Surgery, Massachusetts General Hospital, Harvard Medical School, Boston, MA

3. Department of Surgery, University of Pittsburgh, Pittsburgh, PA

4. Department of Surgery, Johns Hopkins University, Baltimore, MD

5. Department of Surgery, University of Rochester, Rochester, NY

6. Department of Surgery, University of Alabama at Birmingham, Birmingham, AL

7. Department of Surgery, Emory University, Atlanta, GA

8. Department of Surgery, University of Pennsylvania, Philadelphia, PA

9. Department of Surgery, University of California, San Francisco, CA

10. Department of Surgery, University of Michigan, Ann Arbor, MI

11. Department of Surgery, Washington University at St. Louis, St. Louis, MO

12. Department of Surgery, University of Maryland, Baltimore, MD

13. Department of Surgery, University of California, Los Angeles, CA

14. Department of Surgery, Duke University, Durham, NC

15. Department of Surgery, University of Washington, Seattle, WA

16. Department of Surgery, Brigham and Women’s Hospital, Harvard Medical School, Boston, MA

17. Department of Surgery, Stanford University, Palo Alto, CA

18. Department of Surgery, University of California, San Diego, CA

19. Department of Surgery, University of Miami, Miami, FL

20. Department of Surgery, The Ohio State University, Columbus, OH

21. Department of Surgery, University of Wisconsin, Madison, WI

22. Department of Surgery, Columbia University, New York, NY

23. National Cancer Institute, National Institutes of Health, Bethesda, MD

24. Department of Surgery, University of California, Davis, CA

Abstract

Objective: To create a blueprint for surgical department leaders, academic institutions, and funding agencies to optimally support surgeon-scientists. Background: Scientific contributions by surgeons have been transformative across many medical disciplines. Surgeon-scientists provide a distinct approach and mindset toward key scientific questions. However, lack of institutional support, pressure for increased clinical productivity, and growing administrative burden are major challenges for the surgeon-scientist, as is the time-consuming nature of surgical training and practice. Methods: An American Surgical Association Research Sustainability Task Force was created to outline a blueprint for sustainable science in surgery. Leaders from top NIH-sponsored departments of surgery engaged in video and in-person meetings between January and April 2023. A strength, weakness, opportunities, threats analysis was performed, and workgroups focused on the roles of surgeons, the department and institutions, and funding agencies. Results: Taskforce recommendations: (1) SURGEONS: Growth mindset: identifying research focus, long-term planning, patience/tenacity, team science, collaborations with disparate experts; Skill set: align skills and research, fill critical skill gaps, develop team leadership skills; DEPARTMENT OF SURGERY (DOS): (2) MENTORSHIP: Chair: mentor-mentee matching/regular meetings/accountability, review of junior faculty progress, mentorship training requirement, recognition of mentorship (eg, relative value unit equivalent, awards; Mentor: dedicated time, relevant scientific expertise, extramural funding, experience and/or trained as mentor, trusted advisor; Mentee: enthusiastic/eager, proactive, open to feedback, clear about goals; (3) FINANCIAL SUSTAINABILITY: diversification of research portfolio, identification of matching funding sources, departmental resource awards (eg, T-/P-grants), leveraging of institutional resources, negotiation of formalized/formulaic funds flow investment from academic medical center toward science, philanthropy; (4) STRUCTURAL/STRATEGIC SUPPORT: Structural: grants administrative support, biostats/bioinformatics support, clinical trial and research support, regulatory support, shared departmental laboratory space/equipment; Strategic: hiring diverse surgeon-scientist/scientists faculty across DOS, strategic faculty retention/ recruitment, philanthropy, career development support, progress tracking, grant writing support, DOS-wide research meetings, regular DOS strategic research planning; (5) COMMUNITY AND CULTURE: Community: right mix of faculty, connection surgeon with broad scientific community; Culture: building research infrastructure, financial support for research, projecting importance of research (awards, grand rounds, shoutouts); (6) THE ROLE OF INSTITUTIONS: Foundation: research space co-location, flexible start-up packages, courses/mock study section, awards, diverse institutional mentorship teams; Nurture: institutional infrastructure, funding (eg, endowed chairs), promotion friendly toward surgeon-scientists, surgeon-scientists in institutional leadership positions; Expectations: RVU target relief, salary gap funding, competitive starting salaries, longitudinal salary strategy; (7) THE ROLE OF FUNDING AGENCIES: change surgeon research training paradigm, offer alternate awards to K-awards, increasing salary cap to reflect market reality, time extension for surgeon early-stage investigator status, surgeon representation on study section, focused award strategies for professional societies/foundations. Conclusions: Authentic recommitment from surgeon leaders with intentional and ambitious actions from institutions, corporations, funders, and society is essential in order to reap the essential benefits of surgeon-scientists toward advancements of science.

Publisher

Ovid Technologies (Wolters Kluwer Health)

Subject

Surgery

同舟云学术

1.学者识别学者识别

2.学术分析学术分析

3.人才评估人才评估

"同舟云学术"是以全球学者为主线,采集、加工和组织学术论文而形成的新型学术文献查询和分析系统,可以对全球学者进行文献检索和人才价值评估。用户可以通过关注某些学科领域的顶尖人物而持续追踪该领域的学科进展和研究前沿。经过近期的数据扩容,当前同舟云学术共收录了国内外主流学术期刊6万余种,收集的期刊论文及会议论文总量共计约1.5亿篇,并以每天添加12000余篇中外论文的速度递增。我们也可以为用户提供个性化、定制化的学者数据。欢迎来电咨询!咨询电话:010-8811{复制后删除}0370

www.globalauthorid.com

TOP

Copyright © 2019-2024 北京同舟云网络信息技术有限公司
京公网安备11010802033243号  京ICP备18003416号-3