A model development of research and innovation management for Emergency Medical Service

Abstract

This research aimed to develope a model for managing emergency medical research and innovation through partic ipatory action research; and to monitor and evaluate the efficiency, outputs, and outcomes of each project managed under this model. The development process of this management model was conducted in three phases, applying the concepts of Kemmis & McTaggart in four key steps: Planning, Action, Observation, and Reflection. The effectiveness of the research management model was monitored and evaluated by collecting both quantitative and qualitative data from target groups based on the CIPP Model, which is a project evaluation approach used to guide decision-making at various stages of the project — Context, Input, Process, and Product. Quantitative data were analyzed using descriptive statistics, while qualitative data were analyzed through content analysis. The research was conducted from October 2022 to September 2023. Through a literature review and collaboration with research management agencies, as well as within the National Science, Research, and Innovation System (NSRI), it was found that all agencies manage research in 3 stages; including (1) upstream level, (2) Mid-steam level, and (3) downstream level. In recent years, research management has focused on utilizing research outputs. This study co-designed and developed a research and innovation management model for emergency medicine, aiming to push research results toward policy utilization and emergency medical system development at the local level. It considered 14 factors for effective management, covering 12 main activities across the three stages, through eight management mechanisms, methods, and tools. This was conducted under a comprehensive, inclusive, and equitable emergency medical system development plan for the fiscal year 2023, driven by an intelligent organization. The evaluation revealed that, overall, most researchers under stood the management model, policies, and research strategies well. However, there were some problems and obstacles that need improvement in the next year. These included limited participation in setting research directions, issues with regulations, guidelines, conditions, and research expense reimbursement rates, as well as insufficient technology support and unclear pro cedures. In mid-term research management, there were issues with operational support systems for document handling and progress reporting, which were not efficient enough. Problems also arose with the bureaucracy, such as delays in expense reimbursement, contracts, and project approval processes. In the final phase, issues were related to the clarity of how research results would be disseminated and utilized. The output monitoring showed that most of the research management goals aligned with the targets set by the Thailand Science Research and Innovation (TSRI). Policy management was coordinated with the Health Systems Research Institute (HSRI) to open a research plan for the development of the emergency medical system. However, to enhance the efficiency and application of research knowledge, it is essential to continuously strengthen research management across all three phases, focusing on key activities at each stage, especially on fostering participation and identi fying tools and methods that enable researchers to conduct their work efficiently. Additionally, systematic monitoring of the research’s efficiency, outputs, and outcomes is necessary.