Last data update: May 13, 2024. (Total: 46773 publications since 2009)
Records 1-6 (of 6 Records) |
Query Trace: Ned-Sykes R[original query] |
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Regional Consortia : A Framework for Public Health Laboratory Collaboration and Service Sharing.
Ned-Sykes RM , Pentella M , Kurimski L , Zanto S , Matt Charles E , Bean C , Gibson D , Breckenridge K , Su B , Ridderhof J . Public Health Rep 2021 137 (2) 333549211002774 Public health laboratories (PHLs) provide specialized testing services for programs focused on the prevention and control of communicable diseases, early detection of congenital disorders, testing for antimicrobial resistance, and identification of environmental contaminants, among other responsibilities. Although national public health programs and partners provide some funding support, training, and technical resources to PHLs, no dedicated funding is provided from federal programs to fully support comprehensive PHL services across the United States or the underlying infrastructure needed for PHLs to provide and ensure their core functions and capabilities. Public health laboratories have begun to rely on a "community of practice" approach to addressing various service needs by creating and formalizing regional consortia, which are organized groups of geographically clustered PHLs that share expertise, capacities, and capabilities to enhance PHL services. The number of states participating in these networks increased from 13 to 48 from 2015 to 2020, including participation by multiple local PHLs and a territorial PHL. These consortia have enabled strengthening of partnerships and collaboration among PHLs to address regional priorities and challenges. We explore the background and evolution of regional consortia, outline some of their practices and activities, review lessons learned from these successful collaborations, and discuss the positive effect they have on the national public health system. |
Meeting an urgent public health workforce need: Development of the CDC laboratory Leadership Service Fellowship program
Glynn MK , Liu X , Ned-Sykes R , Dauphin LA , Simone PM . Health Secur 2020 18 (5) 418-423 Laboratory scientists of the US Centers for Disease Control and Prevention (CDC) and other public health laboratories play a fundamental and increasingly complex role in implementing public health programs while ensuring laboratory safety and quality. In 2014, a series of laboratory safety incidents highlighted the need for improvement in federal and other government laboratories. One component of the CDC's response to these incidents was a new career-entry fellowship program, the Laboratory Leadership Service (LLS). Offering laboratory safety and quality training and leadership development for laboratory scientists, LLS is intended to create a pipeline of future laboratory leaders who prioritize quality and safety as a core part of their laboratory science and practice throughout their careers. LLS incorporates evidence-based practices such as the service-learning model, a competency-based curriculum, ongoing stakeholder engagement, and program evaluation to maximize the program's success. This article describes how the CDC created LLS as a workforce development measure to respond to an urgent public health need-to improve laboratory safety and quality-and presents key factors for success in quickly establishing the program. |
Advancing the public health laboratory system through partnerships
St George K , Ned-Sykes R , Salerno R , Pentella MA . Public Health Rep 2019 134 3s-5s In many areas of health care, we have witnessed a trend toward increased collaborations and partnerships between investigators, teams, programs, institutions, and agencies. As challenges in health care are frequently complex, multifaceted approaches may result in more effective problem-solving than those undertaken by individual groups or facilities. We have seen these approaches in diverse areas, from cross-functional clinical care teams, to large research initiatives that harness the expertise of multiple investigators, to joint ventures and other collaborations among health care organizations. In public health, partnerships are essential for solving the increasingly complex, multifaceted challenges that are encountered. For public health laboratories (PHLs) in particular, collaborations may include a variety of alliances, including PHL networks; partnerships between PHLs and other laboratories (eg, clinical, commercial, environmental, agricultural, veterinary); and partnerships between PHLs and industry, academia, and other public agencies. The numerous benefits of these collaborations include improved service capabilities and efficiencies, as well as enhanced emergency response and disease prevention strategies. |
Critical gaps in laboratory leadership to meet global health security goals
Albetkova A , Isadore J , Ridderhof J , Ned-Sykes R , Maryogo-Robinson L , Blank E , Cognat S , Dolmazon V , Gasquet P , Rayfield M , Peruski L . Bull World Health Organ 2017 95 (8) 547-547a Public health laboratories play a critical role in the detection, prevention and control of diseases. However, reliable laboratory testing continues to be limited in many low- and middle-income countries.1 The 2013–2016 Ebola virus disease outbreak in West Africa provided many examples of how functioning laboratories were needed for disease control and prevention efforts.2 This outbreak highlighted the need for laboratory directors to be able to influence national laboratory policy and to implement national laboratory strategic plans.3,4 Global health initiatives such as The United States President’s Emergency Plan for AIDS Relief (2003),5 the International Health Regulations (IHR; 2005),6 the Global Health Security Agenda (GHSA; 2014)5 and the health-related United Nations sustainable development goal (SDG 3) of the 2030 Agenda for sustainable development (2015),7 all emphasize the need for laboratory systems capable of providing affordable, sustainable and quality laboratory testing. However, despite progress made, only 22% (42/193) of countries reported meeting the IHR core capacities’ requirements for surveillance and response by the June 2012 target date and 34% (65/193) by the November 2015 target date.5,6 The GHSA was launched in 2014 to accelerate progress towards global health preparedness and to support capacity-building efforts. The GHSA objectives and IHR’s core capacities overlap in several areas, including laboratory systems and workforce development.5 | The GHSA Workforce Development Action Package8 outlines the need for rigorous and sustainable training programmes for public health professionals and emphasizes the need for practical, hands-on experience to support public health systems. Ideally, such programmes would help the public health laboratory workforce in gaining the skills and expertise to navigate an often-chaotic environment.9 |
Noncanonical role of transferrin receptor 1 is essential for intestinal homeostasis.
Chen AC , Donovan A , Ned-Sykes R , Andrews NC . Proc Natl Acad Sci U S A 2015 112 (37) 11714-9 Transferrin receptor 1 (Tfr1) facilitates cellular iron uptake through receptor-mediated endocytosis of iron-loaded transferrin. It is expressed in the intestinal epithelium but not involved in dietary iron absorption. To investigate its role, we inactivated the Tfr1 gene selectively in murine intestinal epithelial cells. The mutant mice had severe disruption of the epithelial barrier and early death. There was impaired proliferation of intestinal epithelial cell progenitors, aberrant lipid handling, increased mRNA expression of stem cell markers, and striking induction of many genes associated with epithelial-to-mesenchymal transition. Administration of parenteral iron did not improve the phenotype. Surprisingly, however, enforced expression of a mutant allele of Tfr1 that is unable to serve as a receptor for iron-loaded transferrin appeared to fully rescue most animals. Our results implicate Tfr1 in homeostatic maintenance of the intestinal epithelium, acting through a role that is independent of its iron-uptake function. |
Competency Guidelines for Public Health Laboratory Professionals: CDC and the Association of Public Health Laboratories.
Ned-Sykes R , Johnson C , Ridderhof JC , Perlman E , Pollock A , DeBoy JM . MMWR Suppl 2015 64 (1) 1-81 These competency guidelines outline the knowledge, skills, and abilities necessary for public health laboratory (PHL) professionals to deliver the core services of PHLs efficiently and effectively. As part of a 2-year workforce project sponsored in 2012 by CDC and the Association of Public Health Laboratories (APHL), competencies for 15 domain areas were developed by experts representing state and local PHLs, clinical laboratories, academic institutions, laboratory professional organizations, CDC, and APHL. The competencies were developed and reviewed by approximately 170 subject matter experts with diverse backgrounds and experiences in laboratory science and public health. The guidelines comprise general, cross-cutting, and specialized domain areas and are divided into four levels of proficiency: beginner, competent, proficient, and expert. The 15 domain areas are 1) Quality Management System, 2) Ethics, 3) Management and Leadership, 4) Communication, 5) Security, 6) Emergency Management and Response, 7) Workforce Training, 8) General Laboratory Practice, 9) Safety, 10) Surveillance, 11) Informatics, 12) Microbiology, 13) Chemistry, 14) Bioinformatics, and 15) Research. These competency guidelines are targeted to scientists working in PHLs, defined as governmental public health, environmental, and agricultural laboratories that provide analytic biological and/or chemical testing and testing-related services that protect human populations against infectious diseases, foodborne and waterborne diseases, environmental hazards, treatable hereditary disorders, and natural and human-made public health emergencies. The competencies support certain PHL workforce needs such as identifying job responsibilities, assessing individual performance, and providing a guiding framework for producing education and training programs. Although these competencies were developed specifically for the PHL community, this does not preclude their broader application to other professionals in a variety of different work settings. |
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