February 2024 SOCRA Source Journal - Journal - Page 76
2022 POSTER
PROGRAM
G. KYLE RYBCZYK, FNP-BC
Being a New Human
Research Protections
Program (HRPP) Director:
The First Six Months
G. Kyle Rybczyk, FNP-BC
Vanderbilt University Medical Center
Director, Human Research Protections Program
Purpose: Assuming the role of HRPP Director can be overwhelming given that there are no “best practices” codified
for this position. While this role may vary by institution, even broadly defining the HRPP Director role involves
engagement from multiple complex constituents. Given that many HRPP’s may be operating under a remote-work
policy, ensuring success can be even more challenging. Providing strategies for new HRPP Directors to assimilate into
their role can contribute to their overall success and will subsequently enhance protections of human subjects, the
primary goal of HRPP departments.
Methods: Several areas of HRPP Directorship were prioritized during the first six months in this new position. Past
experience as a research study coordinator and IRB Committee Chair were drawn upon for the initial evaluation
of department processes. Additional input was sought from other HRPP Directors at peer academic medical
center institutions. Thorough communication with institutional leadership and the local research community were
established to ensure role expectations were understood and that consistent messaging would outflow to other
institutional entities. Regulatory requirements and departmental policies were reviewed through independent reading
and attendance at continuing education offerings. Existing staff organization (structure and function) was evaluated
via one-on-one interviews and review of job roles and descriptions. Additional meetings and other communication
methods were established to include all levels of departmental staff. Personal management philosophy was shared
with all employees that encompassed business goals, personal motivation as a Director, and a desire to focus on
departmental employees’ needs. A strategic plan was then devised with input from all staff members and institutional
leadership.
Results: By developing a Strategic Plan, structure was provided for the focus of the HRPP Director role. Awareness of
factors important to the institution as well as the HRPP department created a vision for action items and management
needs. Through development of this Strategic Plan, areas of service, collaboration, quality, and internal operations
were addressed. It became apparent that the interview-hire process for new employees was cumbersome, retention
was below the institutional rate, employees needed involvement in projects outside of their daily work, some internal
regulatory processes needed policy and procedure support, and additional staffing was needed. Institutional plans
for expanding research extramurally also impacted plan development. These direct findings led to modifications of
previous operations. Procedures and processes were developed in areas of need, and the Strategic Plan continues to
be evaluated regularly for progress.
Conclusions: Comprehensive evaluation of resources both locally and nationally can attribute to the success of an
HRPP Director. Development of a Strategic Plan based on findings is a productive approach to duties while open
communication with staff members guides management styles that are necessary in different situations.
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SOCRA SOURCE © May 2023