Comparison of Direct Patient Care Costs and Quality Outcomes of the Teaching and Nonteaching Hospitalist Services at a Large Academic Medical Center

81 Background: Significant obstacles exist with approval and payment of oncology medications for both the patient and pharmacy team. Our medication assistance program is supported by the clinical pharmacist (CP) and clinic staff. Many tasks are time consuming, interrupt patient care and may create medication access delays. Patients also need assistance with health insurance literacy and have minimal understanding of medication assistance resources. Lay navigators (LN) are volunteers who assist cancer patients overcome barriers to care. They are trained to work in tandem with clinical staff while linking patients to financial resources. A pilot was developed to determine the feasibility and value of integrating LN support within the pharmacy team. Methods: Four LN were integrated into oncology clinics. Tasks were assigned to the LN under the supervision of the CP. The LN documented tasks executed, entities and patients they communicated with and time spent on each encounter. Results: From April to June 2018, 4 LN were available 2 to 4 hours per week. The LN completed 46 interventions for 20 patients (Table 1). Average time spent on each intervention was 19 minutes. Over the 9-week pilot period the LN saved clinic staff a total of 10.87 hours. LN survey feedback was positive and 75% of the LN report confidence when communicating with patients about medication access. Conclusions: We have demonstrated that LN can be utilized as a pharmacy advocate for medication coordination in oncology clinics at our academic medical center. LN satisfaction was high and time savings allowed CP to focus on direct patient care. The model is cost effective and requires few resources other than financial toxicity training and supervision. Future steps will include determining financial impact, patient satisfaction and expansion into additional clinics.[Table: see text]

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A Rural Cancer Outreach Program Lowers Patient Care Costs and Benefits Both the Rural Hospitals and Sponsoring Academic Medical Center

The Journal of Rural Health ◽

10.1111/j.1748-0361.1999.tb00735.x ◽

1999 ◽

Vol 15 (2) ◽

pp. 157-167 ◽

Cited By ~ 21

Author(s):

Christopher E. Desch ◽

Michael A. Grasso ◽

Michael J. McCue ◽

Debra Buonaiuto ◽

Kay Grasso ◽

...

Keyword(s):

Patient Care ◽

Medical Center ◽

Academic Medical Center ◽

Rural Hospitals ◽

Outreach Program ◽

Costs And Benefits ◽

Academic Medical ◽

Care Costs

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Moral Distress in Nurses Providing Direct Patient Care at an Academic Medical Center

Worldviews on Evidence-Based Nursing ◽

10.1111/wvn.12213 ◽

2017 ◽

Vol 14 (2) ◽

pp. 128-135 ◽

Cited By ~ 12

Author(s):

Janet Sirilla ◽

Kathrynn Thompson ◽

Todd Yamokoski ◽

Mark D. Risser ◽

Esther Chipps

Keyword(s):

Patient Care ◽

Moral Distress ◽

Medical Center ◽

Academic Medical Center ◽

Direct Patient Care ◽

Academic Medical

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Knowledge management in the era of digital medicine: A programmatic approach to optimize patient care in an academic medical center

Learning Health Systems ◽

10.1002/lrh2.10022 ◽

2017 ◽

Vol 1 (2) ◽

pp. e10022 ◽

Cited By ~ 3

Author(s):

Jane L. Shellum ◽

Rick A. Nishimura ◽

Dawn S. Milliner ◽

Charles M. Harper ◽

John H. Noseworthy

Keyword(s):

Knowledge Management ◽

Patient Care ◽

Medical Center ◽

Academic Medical Center ◽

Digital Medicine ◽

Academic Medical

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RR1. Vascular Surgeon Contribution to Patient Care at a Tertiary Academic Medical Center

Journal of Vascular Surgery ◽

10.1016/j.jvs.2015.04.354 ◽

2015 ◽

Vol 61 (6) ◽

pp. 187S-188S

Author(s):

Yana Etkin ◽

Julia D. Glaser ◽

Ronald M. Fairman ◽

Scott M. Damrauer ◽

Grace J. Wang ◽

...

Keyword(s):

Patient Care ◽

Medical Center ◽

Academic Medical Center ◽

Vascular Surgeon ◽

Academic Medical

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Attitudes and Behavior towards Interprofessional Collaboration among Healthcare Professionals in a Large Academic Medical Center

Healthcare ◽

10.3390/healthcare8030323 ◽

2020 ◽

Vol 8 (3) ◽

pp. 323

Author(s):

Benjamin E. Ansa ◽

Sunitha Zechariah ◽

Amy M. Gates ◽

Stephanie W. Johnson ◽

Vahé Heboyan ◽

...

Keyword(s):

Patient Care ◽

Interprofessional Education ◽

Healthcare Professionals ◽

Interprofessional Collaboration ◽

Medical Center ◽

Core Competencies ◽

Academic Medical Center ◽

Healthcare Team ◽

Interprofessional Communication ◽

Academic Medical

The increasing rates of comorbidities among patients and the complexity of care have warranted interprofessional collaboration (IPC) as an important component of the healthcare structure. An initial step towards assessing the effectiveness of collaboration requires the exploration of the attitudes and experience of healthcare professionals towards IPC. This online survey aimed to examine the attitudes of healthcare professionals working in a large public academic medical center toward IPC in patient care and the healthcare team, and their behavior and experience regarding IPC. The rankings, according to the perceived importance among the respondents, of the four Interprofessional Education Collaborative (IPEC) core competencies (values/ethics, roles/responsibilities, interprofessional communication, teams/teamwork) were assessed. There were strong but varying levels of consensus among healthcare professionals (N = 551) that IPC facilitates efficient patient care, improves patient problem-solving ability, and increases better clinical outcomes for patients. They acknowledged that IPC promotes mutual respect within the healthcare team and providers’ ability to make optimal patient care decisions. However, overall more than 35% of the respondents did not attend multidisciplinary education sessions (grand rounds, seminars, etc.), and about 23% did not participate in bedside patient care rounds. Interprofessional communication was ranked as the most important IPEC core competence. Although the attitude towards IPC among healthcare professionals is strongly positive, many healthcare professionals face challenges in participating in IPC. Institutional policies that facilitate interprofessional learning and interactions for this group of healthcare professionals should be formulated. Online distance learning and interactions, and simulation-enhanced interprofessional education, are options for addressing this barrier. Hospital administrators should facilitate conducive work environments that promote IPC, based on IPEC core competencies, and promote programs that address the challenges of IPC.

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Impact of an innovative partnership in patient care between an academic medical center department of pharmacy and a school of pharmacy

American Journal of Health-System Pharmacy ◽

10.1093/ajhp/zxz250 ◽

2019 ◽

Vol 76 (24) ◽

pp. 2070-2076

Author(s):

Mary-Haston Vest ◽

Mary G Petrovskis ◽

Scott W Savage ◽

Nicole R Pinelli ◽

Ashley L Pappas ◽

...

Keyword(s):

Patient Care ◽

Medical Center ◽

Academic Medical Center ◽

Lessons Learned ◽

Residency Programs ◽

Pharmacy Department ◽

Academic Medical ◽

American Society ◽

The Impact ◽

The Relationship

Abstract Purpose Pharmacy departments and schools of pharmacy have long held professional affiliations. However, the success of each entity is often not interdependent and aligned. In 2010, our institutions found ourselves in a position where the complementary motivations of each aligned to support a more meaningful and committed engagement, leading to the development of the Partnership in Patient Care. The impact of the partnership was evaluated 7 years postimplementation, and both the successes realized and the lessons learned are described. Summary The partnership provided many advantages to our pharmacy department and the school of pharmacy. This initial iteration of the partnership was a strong proof of concept that an intentional approach to the relationship between a school of pharmacy and a pharmacy department can lead to substantive improvements in a wide array of meaningful outcomes. We experienced an increase in the number of student rotation months completed, growth in the American Society of Health-System Pharmacists–accredited residency programs, and enhanced clinical services. However, the partnership was not without challenges. For instance, lack of a formalized tracking method made certain outcomes difficult to track. Conclusion The purposeful establishment of the Partnership in Patient Care, built on the needs of a school of pharmacy and an academic medical center pharmacy department, allowed our institutions to develop an intertwined mission and vision. Over the initial years of the partnership, many successes were realized and lessons were learned. Both the successes and the challenges are serving as the foundation for future iterations of the partnership.

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Development of a Nurse Staffing Model to Accurately Reflect Complexity and Intensity of Patient Care Needs in an Urban Academic Medical Center

Journal of Obstetric Gynecologic & Neonatal Nursing ◽

10.1111/1552-6909.12722 ◽

2015 ◽

Vol 44 ◽

pp. S40

Author(s):

Joan L. Torbet ◽

Marleen Mulkeen ◽

Lynn Stringer ◽

Kate Fitzpatrick

Keyword(s):

Patient Care ◽

Medical Center ◽

Academic Medical Center ◽

Nurse Staffing ◽

Care Needs ◽

Staffing Model ◽

Academic Medical

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Effects of Intraoperative Reading on Vigilance and Workload during Anesthesia Care in an Academic Medical Center

Anesthesiology ◽

10.1097/aln.0b013e318194b1fc ◽

2009 ◽

Vol 110 (2) ◽

pp. 275-283 ◽

Cited By ~ 15

Author(s):

Jason M. Slagle ◽

Matthew B. Weinger

Keyword(s):

Medical Records ◽

Medical Center ◽

Academic Medical Center ◽

Direct Patient Care ◽

General Anesthetic ◽

Task Distribution ◽

Anesthesia Providers ◽

Academic Medical ◽

Random Intervals ◽

Manual Tasks

Background During routine cases, anesthesia providers may divert their attention away from direct patient care to read clinical (e.g., medical records) and/or nonclinical materials. The authors sought to ascertain the incidence of intraoperative reading and measure its effects on clinicians' workload and vigilance. Methods In 172 selected general anesthetic cases in an academic medical center, a trained observer categorized the anesthesia provider's activities into 37 possible tasks. Vigilance was assessed by the response time to a randomly illuminated alarm light. Observer- and subject-reported workload were scored at random intervals. Data from Reading and Non-Reading Periods of the same cases were compared to each other and to matched cases that contained no observed reading. The cases were matched before data analysis on the basis of case complexity and anesthesia type. Results Reading was observed in 35% of cases. In these 60 cases, providers read during 25 +/- 3% of maintenance but not during induction or emergence. While Non-Reading Cases (n = 112) and Non-Reading Periods of Reading Cases did not differ in workload, vigilance, or task distribution, they both had significantly higher workload than Reading Periods. Vigilance was not different among the three groups. When reading, clinicians spent less time performing manual tasks, conversing with others, and recordkeeping. Conclusions Anesthesia providers, even when being observed, read during a significant percentage of the maintenance period in many cases. However, reading occurred when workload was low and did not appear to affect a measure of vigilance.

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