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

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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Feasibility of medication coordination with lay navigators in outpatient oncology clinics.

Journal of Clinical Oncology ◽

10.1200/jco.2018.36.30_suppl.81 ◽

2018 ◽

Vol 36 (30_suppl) ◽

pp. 81-81

Author(s):

Katherine P. Morgan ◽

Jean B. Sellers ◽

Benyam Muluneh ◽

Megan Carlson ◽

William Allen Wood ◽

...

Keyword(s):

Patient Care ◽

Medical Center ◽

Academic Medical Center ◽

Cost Effective ◽

Direct Patient Care ◽

Assistance Program ◽

Clinic Staff ◽

Medication Access ◽

Training And Supervision ◽

Academic Medical

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

Academic Medicine ◽

10.1097/acm.0000000000002026 ◽

2018 ◽

Vol 93 (3) ◽

pp. 491-497 ◽

Cited By ~ 3

Author(s):

Jose A. Perez ◽

Melina Awar ◽

Aryan Nezamabadi ◽

Richard Ogunti ◽

Mamta Puppala ◽

...

Keyword(s):

Patient Care ◽

Medical Center ◽

Academic Medical Center ◽

Direct Patient Care ◽

Quality Outcomes ◽

Academic Medical ◽

Care Costs

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Latent Class Analysis of Specialized Palliative Care Needs in Adult Intensive Care Units From a Single Academic Medical Center

Journal of Pain and Symptom Management ◽

10.1016/j.jpainsymman.2018.10.270 ◽

2019 ◽

Vol 57 (1) ◽

pp. 73-78

Author(s):

David Wang ◽

Caleb Ing ◽

Craig D. Blinderman ◽

May Hua

Keyword(s):

Palliative Care ◽

Intensive Care ◽

Latent Class Analysis ◽

Latent Class ◽

Medical Center ◽

Academic Medical Center ◽

Care Needs ◽

Academic Medical ◽

Specialized Palliative Care ◽

Palliative Care Needs

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Descriptive Epidemiology of Safety Events at an Academic Medical Center

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph17010353 ◽

2020 ◽

Vol 17 (1) ◽

pp. 353

Author(s):

Alexandre R. Marra ◽

Abdullah Algwizani ◽

Mohammed Alzunitan ◽

Theresa M. H. Brennan ◽

Michael B. Edmond

Keyword(s):

Patient Safety ◽

Patient Care ◽

Surveillance System ◽

Medical Center ◽

Academic Medical Center ◽

Incident Reporting ◽

Near Miss ◽

Descriptive Epidemiology ◽

Near Misses ◽

Academic Medical

Background: Adverse safety events in healthcare are of great concern, and despite an increasing focus on the prevention of error and harm mitigation, the epidemiology of safety events remains incomplete. Methods: We performed an analysis of all reported safety events in an academic medical center using a voluntary incident reporting surveillance system for patient safety. Safety events were classified as: serious (reached the patient and resulted in moderate to severe harm or death); precursor (reached the patient and resulted in minimal or no detectable harm); and near miss (did not reach the patient). Results: During a three-year period, there were 31,817 events reported. Most of the safety events were precursor safety events (reached the patient and resulted in minimal harm or no detectable harm), corresponding to 77.3%. Near misses accounted for 10.8%, and unsafe conditions for 11.8%. The number of reported serious safety events was low, accounting for only 0.1% of all safety events. Conclusions: The reports analysis of these events should lead to a better understanding of risks in patient care and ways to mitigate it.

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An Analysis of Patient Care Questions Asked by Pediatricians at an Academic Medical Center

Ambulatory Pediatrics ◽

10.1367/1539-4409(2004)004<0018:aaopcq>2.0.co;2 ◽

2004 ◽

Vol 4 (1) ◽

pp. 18-23 ◽

Cited By ~ 10

Author(s):

Donna M. D'Alessandro ◽

Clarence D. Kreiter ◽

Michael W. Peterson ◽

Peggy Kingsley ◽

Jill Johnson-West

Keyword(s):

Patient Care ◽

Medical Center ◽

Academic Medical Center ◽

Academic Medical

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COVID-19: An Organizational-theory-guided Holistic Self-caring and Resilience Project

Journal of Holistic Nursing ◽

10.1177/08980101211007007 ◽

2021 ◽

pp. 089801012110070

Author(s):

Paras Barnett ◽

Michael Barnett ◽

Elizabeth Borgueta ◽

Janette V. Moreno ◽

Jean Watson

Keyword(s):

Mindfulness Meditation ◽

Medical Center ◽

Academic Medical Center ◽

Self Care ◽

The Self ◽

Care Needs ◽

Guided Practice ◽

Caring Science ◽

Academic Medical ◽

Human Caring

Purpose: In response to the coronavirus disease 2019 (COVID-19) global human caring crisis, this article describes an innovative, theory-guided, holistic practice project at a major academic medical center in Northern California. The purpose of this theory-guided COVID-19 project was to address the self-care needs of caregivers so they could better care for patients/families who are confronting daily pandemic demands. Study design: The organization's professional practices are guided by Watson's theory of human caring and Caritas Processes. This setting has 16 Caritas Coaches® who have acquired expertise in human caring from an accredited program of the Watson Caring Science Institute ( www.watsoncaringscience.org ). Methods: Caritas Coaches® were mobilized to implement holistic caring–healing modalities such as aromatherapy and mindfulness meditation throughout the organization. Findings: By addressing the self-care needs of caregivers, the organizational culture shifted from fear, fatigue, stress, and burnout, to more intentional conscious, mindful, caring presence, gratitude, and purpose. Conclusion: This study has implications for other institutions regarding theory-guided practice and system responses to self-care needs of staff. This study provides an overview of the project from its origin to implementation and outcomes.

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