RESUMEN
PURPOSE: The development and implementation of a residency project advisory board (RPAB) to manage multiple pharmacy residents' yearlong projects across several residency programs are described. SUMMARY: Preceptor and resident feedback during our annual residency program review and strategic planning sessions suggested the implementation of a more-coordinated approach to the identification, selection, and oversight of all components of the residency project process. A panel of 7 department leaders actively engaged in residency training and performance improvement was formed to evaluate the residency project process and provide recommendations for change. These 7 individuals would eventually constitute the RPAB. The primary objective of the RPAB at Aurora Health Care is to provide oversight and a structured framework for the selection and execution of multiple residents' yearlong projects across all residency programs within our organization. Key roles of the RPAB include developing expectations, coordinating residency project ideas, and providing oversight and feedback. The development and implementation of the RPAB resulted in a significant overhaul of our entire yearlong resident project process. Trends toward success were realized after the first year of implementation, including consistent expectations, increased clarity and engagement in resident project ideas, and more projects meeting anticipated endpoints. CONCLUSION: The development and implementation of an RPAB have provided a framework to optimize the organization, progression, and outcomes of multiple pharmacy resident yearlong projects in all residency programs across our pharmacy enterprise.
Asunto(s)
Comités Consultivos , Farmacéuticos , Residencias en Farmacia/métodos , Farmacia/métodos , Desarrollo de Programa/métodos , Comités Consultivos/tendencias , Humanos , Farmacéuticos/tendencias , Farmacia/tendencias , Residencias en Farmacia/tendenciasRESUMEN
PURPOSE: The implementation of a remote intensive care unit (ICU) pharmacy service in a 13-hospital health system is discussed. SUMMARY: Significant challenges for small hospitals are timely, consistent delivery of critical care and being able to have highly experienced critical care physicians, nurses, and pharmacists available onsite within the ICU during all hours of the day. To remedy these problems, Aurora Health Care turned to telemedicine. All 246 ICU beds in the health system are connected to a remote, office-based ICU monitoring facility powered by the eICU, a telemedicine technology. The remote ICU is located in an independent facility. The staff consists of 5.2 full-time equivalent (FTE) pharmacists and 2.2 FTE pharmacy technicians and they monitor ICU patients at all of the hospitals in the system. Each remote ICU pharmacist was educated about expectations and is familiar with the different site processes and practices. All hospitals in the system were required to implement order-scanning technology to allow the remote ICU pharmacy staff to efficiently process orders. Computerized physician order entry, which results in orders being received directly by the pharmacy information system for verification, was also implemented within the system. The remote ICU pharmacists make recommendations for problems to either the hospital-based staff or the remote ICU team. Appropriate antimicrobial coverage and formulary support were the most common recommendations. Cost reduction is an important element of the remote ICU pharmacy service, but the primary motivation for implementation was to improve the quality of patient care. CONCLUSION: Implementation of a remote ICU pharmacy service in a 13-hospital health system resulted in the provision of consistent pharmaceutical care while minimizing costs.