Development of a cardiac technician led paediatric echocardiographic service--experience from a district general hospital in the United Kingdom

OBJECTIVES

To report our experience in providing cardiac technician led paediatric echocardiography services in a district general hospital in the United Kingdom.

METHODS

We have collected prospectively the numbers of referrals, and the proportion of abnormal echocardiograms, since inception of the service in 2000. In additional, for a period of 12 months, we have audited in detail the patterns of referral to the service, and outcomes, assessing the effect of the service on the outreach clinic run by a visiting paediatric cardiologist.

RESULTS

Use of the system resulted in detection of a wide range of abnormalities, with our audit showing that the patients received appropriate management. The total referrals to the service increased 10 fold over the 4 year period of the study. The proportion of abnormal hearts detected by echocardiography, however, dropped from 90 per cent to 16 per cent over the same period. The numbers of patients seen in the outreach cardiology clinic remained unaltered.

CONCLUSIONS

Having been proved to be an effective model for the triage of children with suspected congenital cardiac disease, adoption of a cardiac technician led echocardiographic service has seen a dramatic increase in the numbers of echocardiograms requested, without decreasing the workload of the visiting paediatric cardiologist.

A clinical development unit in cardiology: The way forward

The clinical development unit (CDU) has been recognized as an effective strategy to progress creativity and resourcefulness in nursing practice to improve patient outcomes. Clinical development units, through transformational leadership, promote staff development, the use of research evidence and dissemination of research findings through publication and presentations. The aim of this paper is to clearly articulate the processes (in particular, research and education initiatives) related to the development of staff that address issues in the everyday workplace and, accordingly, have been instrumental in the success of the creation of a CDU in cardiology. These units aim to achieve and promote excellence in an identifiable area of nursing using a systematic, transparent and defensible approach. A review of acute coronary syndrome informed the needs and direction of staff activities in the cardiology unit of a tertiary referral hospital. Through a collaborative staff approach, evidence was carefully examined to plan its appropriate adoption into the clinical area. Nursing practice and education resulting from this review was scheduled into staff career progression. These initiatives have been incorporated into staff development learning, enabling the integration of research into practice, which ultimately has a positive impact on patient outcomes.

Geisinger checklist speeds transfer of heart attack patients

In cardiology, there is a saying that "time is muscle." The longer it takes to reopen a heart attack patient's blocked artery, the more damage is done to the heart muscle. Cardiologists and emergency department physicians at Geisinger Medical Center are working together to shorten the time that it takes for patients to receive angioplasty, thus saving more heart muscle.

Leaders with heart

Although cardiovascular care is typically a lucrative service line, competition from other providers is often fierce. To gain market advantage, providers should follow best practices of top-performing organizations and use benchmarking data to identify areas in need of process improvement.

Adoption of Angiomax at Christus Santa Rosa Medical Center decreases costs and increases satisfaction

Angiomax allows for easier post-percutaneous coronary intervention care and enhanced throughput and has become the gold standard of care in our institution. This article describes how Angiomax was brought into our hospital; the rationale and science to support its use; and the resulting patient and staff satisfaction, improved throughput, and cost savings.

The future of coronary bypass surgery

A strength and weakness analysis is made of the current coronary surgery practice and integrated in the socio-economic and legal changes. This analysis identifies important issues for the stability of a cardio-surgical unit. Current literature studying economic survival and innovation propose a disruptive strategy as most likely towards economic survival versus an incremental strategy. A disruptive strategy is then proposed for the survival of coronary surgery; implementing this in most units will demand an unprecedented openness of mind.

A time of accelerated change in academic cardiovascular medicine

With the vast epidemic of vascular disease predicted to be the leading cause of death and disability by a growing margin over the next 30 years, academic medical centers with cardiology training programs have a special responsibility. Given the dramatic advances of biotechnology in producing highly effective but expensive strategies of prevention and treatment, cardiovascular specialists should assist their academic centers in envisioning the future to prepare trainees for a different environment. Cardiologists of the future must be able to adapt to a societal need for patient-oriented, team-based clinical care and rapidly evolving technology, while maintaining the fundamental skills and knowledge required for individual patient interaction. Academic programs should benchmark their activities to ensure responsible resource allocation so that cardiologists of the future will be trained in an environment stimulating excellence and creativity.

Bringing measurement and management science to the cath laboratory: the National Cardiovascular Data Registry (ACC-NCDR) and the Cardiac Catheterization Laboratory Continuous Quality Improvement Toolkit (ACC-CathKIT)

Diagnostic cardiac catheterization and percutaneous coronary interventions are widely performed for the evaluation and treatment of patients with cardiac disease. Because of high utilization, cost, and complication rates, invasive cardiac procedures are closely monitored and frequently measured using national benchmark databases and public reports. Before decision makers can accept these data and reports as accurate, it is necessary that the measurement process be performed correctly. However, collecting and measuring data is only the first step and does not automatically lead to improvements in quality. For an improvement to occur, a continuous quality improvement effort must exist to transform data into improved outcomes for patients. Recognizing the need to supply healthcare providers with methods and standards for measurement reporting and tools to assist facilities in the development of effective continuous quality improvement efforts, the American College of Cardiology developed the National Cardiovascular Data Registry (ACC-NCDR). Subsequently, the American College of Cardiology Foundation, in cooperation with the Society for Cardiovascular Angiography and Interventions, the American College of Cardiovascular Administrators, and several other professional organizations, developed the ACC-Cardiac Catheterization Laboratory Continuous Quality Improvement Toolkit (ACC-CathKIT). The development and usefulness of these products is described in this paper.

Successfully developing a cardiovascular research program in a community hospital

Hoag Memorial Hospital, located in Newport Beach, Calif, is a not-for-profit community medical center. Within 2 years, our cardiovascular (CV) research program had enrolled more than 150 patients in 13 industry-sponsored clinical trials. This article highlights the best practices that have allowed us to create a foundation for success.

The rise and uncertain future of cath labs

Few places have the potential to dramatically change the clinical and financial landscape."Cath labs are turning hospitals and health care upside down right now" says Skip Meador, director of cardiology for Centra Health, Lynchburg, Va."It's sure a different animal now than it was even seven or eight years ago" Cardiovascular programs--which increasingly rely on procedures performed in the cath lab--have long been the linchpin of hospital profitability, and have tended to prop up other money-losing areas. But critical issues threaten that profitability, such as the cost of technology, operating expenses and payer reimbursement. Likewise, such other technology as implantable cardiac defibrillators, biventricular pacemakers and ventricular assist devices bring more potential to change the landscape of cardiac care delivery. A case in point: the advent of primary angioplasty.