A telepharmacy program enables offsite pharmacists to review and approve medication orders in 14 hospitals, leading to expanded hours of service, reduced order processing times, enhanced pharmacy services, higher nurse satisfaction, freed up pharmacist time, and more than $1 million in annual cost savings.
A dementia care facility takes a person-centered approach to caring for residents who exhibit challenging, aggressive behavior, leading to less need for psychiatric hospitalizations and behavior-related medications.
Liberty Country Living, a long-term care facility for people with dementia, offered nurse-managed care in a home-like setting, with a focus on supporting residents' capabilities. The facility had a high ratio of staff to residents and promoted social interaction, ambulation, and continence. The program helped residents stay ambulatory, maintain continence, avoid weight loss, avoid falls and disruptive behaviors, and reduce psychotropic medication use. After 5 years of operation, Liberty closed abruptly due to changes in State regulations.
Pharmacy residents complete one 24-hour shift at a hospital approximately every 2 weeks, providing an array of services, including consultations and assistance with emergency situations; the program has led to low dosing error rates and to high levels of adherence to recommended guidelines for emergency stroke patients and has helped to produce more confident, capable pharmacists.
During peak census hours, phlebotomists are assigned to work in the emergency department to quickly collect blood specimens and label them for priority processing and analysis by laboratory staff, leading to faster turnaround times, lower rates of blood culture contamination, more than $400,000 in annual cost savings, and higher levels of patient satisfaction.
A multifaceted program in a rural, community hospital reduced mean decision-to-incision time for emergency cesarean deliveries and increased adherence to guidelines that recommend that such deliveries begin in less than 30 minutes.
Intensivists guide care around the clock in two medical–surgical intensive care units, leading to lower length of stay and the near elimination of ventilator-associated pneumonia, hospital-acquired pressure ulcers, and central line infections.
A hospital created a new nursing position, the clinical resource nurse, to ensure continuity of care, facilitate care planning, coordinate with physicians, encourage adherence to evidence-based practices, and mentor less experienced nurses, leading to more timely discharges, fewer falls and pressure ulcers, lower nurse turnover, and higher patient, nurse, and physician satisfaction.
VITAS Telecare service centers address a wide variety of hospice patient and family needs after hours, providing advice and comfort over the telephone and dispatching nurses to patient homes when necessary.
Cambridge Health Alliance enhanced its round-the-clock interpreter services by tracking key indicators that gauge the quality of these services; analyses of these data led to significant improvements in the program's telephone-based services and staff efficiency and the decision to implement depression screening in patients with limited English proficiency.