Employees organization/structure and functioning of the stem cell transplant center – how to optimize the transplant program?

Milena Todorović Balint, Bela Balint, Irena Đunić, Mihailo Smiljanić, Biljana Mihaljević

Med Reč / Med Word 2020; 1(3): 109–113



There are four stem cell (SC) transplant centers in Serbia that carry out their activities within the European Group for Blood and Marrow Transplantation (EBMT). They are positioned in the Clinical Center of Serbia, Military Medical Academy, Institute for Mother and Child Healthcare “Dr. Vukan Čupić” and in the Clinical Center of Vojvodina. The aim of this paper is to analyze the basic approaches and aspects, as well as main parameters and guidelines – related to the optimization of the functioning of SC transplantation centers. The existence of a competent and motivated professional employees of the transplant center, as well as an adequate operational locality/area and up to date equipments are imperative for the successful performance of this specific and  complex procedure. The current tendency – and in the near future an obligation or requirement – is for each transplant center within the EBMT to be fully staffed and structurally equipped and ready to be included in the accreditation process by the Joint Accreditation Committee International. Begining the accreditation process implies, in addition to the implementation of education and training of employees, the establishment and implementation of specific quality control standards (ISO 9001: 2015, ISO 13485, ISO 13485: 2016, ISO 15189: 2007, ISO 17025, ISO / IEC 7025: 2005). The activity indicators of every transplant center have to be transparent and presented by: the number of treated patients, the rate of transplant mortality, the duration and quality of patient’s lives. Also important parameters are various methods of economic analyses – different specific cost-benefit analyses. In conclusion, in order to achieve consistent/comparable therapeutic effects and outcomes for patients globally – it is imperative that transplant centers and related organizations work together on the quality system assurance, using a continuous and adequate “educational and organizational-structural models”.

Key words: stem cells, transplant center, organization, quality assurance

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