Impact of a newly established expert clinical pharmacological advice program based on TDM results in tailoring antimicrobial therapies hospital-wide in a tertiary university hospital: findings after the first-year of implementation

BACKGROUND

Therapeutic drug monitoring (TDM) may be helpful in tailoring treatment with antimicrobials, and expert interpretation of the results may make it more clinically useful.

METHOD

The study aim was to assess retrospectively the first-year impact (July 2021-June 2022) of a newly established expert clinical pharmacological advice program (ECPA) based on TDM results in tailoring therapy with 18 antimicrobials hospital-wide in a tertiary university hospital. All patients having ≥1 ECPA were grouped in five cohorts [hematology, intensive care unit (ICU), pediatrics, medical- and surgical- wards]. Four indicators of performance were identified [total ECPAs; total ECPA recommending dosing adjustments/total ECPAs both at first and at subsequent assessments; turnaround time (TAT) of ECPAs, defined as optimal (<12h), quasi-optimal (12-24h), acceptable (24-48h), suboptimal (>48h)].

RESULTS

A total of 8484 ECPAs were provided for tailoring treatment in 2961 patients, mostly admitted in the ICU (33.8%) and in the medical wards (29.4%). The proportions of ECPAs recommending dosing adjustments were >40% at first assessment (40.9% in hematology; 62.8% in ICU; 53.9% in pediatrics; 59.1% in medical wards; 59.7% in surgical wards), and decreased consistently at subsequent TDM assessments (20.7% in hematology; 40.6% in ICU; 37.4% in pediatrics; 32.9% in medical wards; 29.2% in surgical wards). The overall median TAT of the ECPAs was optimal (8.11h).

CONCLUSIONS

The TDM-guided ECPA program was successful in tailoring treatment with a wide panel of antimicrobials hospital-wide. Expert interpretation by MD clinical pharmacologists, short TATs and strict interaction with ID consultants and clinicians were crucial in attaining this.

The Hospital of Tomorrow Case Study: Multidisciplinarity, Inclusiveness and Holistic Approaches to Foster Innovation in Complex Organizations

BACKGROUND

This case study describes and analyses an action research initiative undertaken by management, staff and WHO at the St. Orsola-Malpighi Polyclinic in Bologna, Italy. The initiative utilised staff engagement approaches developed during the COVID-19 pandemic to rethink and reshape future development plans. The initiative provides a 'how-to' case study for complex health facilities on ways to create similar multisectoral, inclusive and holistic processes in planning structural, functional and organizational solutions for their 'hospitals of tomorrow'.

METHODS

The case study utilised an action research approach coordinated by a team of WHO facilitators in close collaboration with the Board of Hospital Directors. Heterogeneous and multidisciplinary working groups were created, with members from different levels of the hospital staff. In the context of facilitated group meetings held weekly over a one-year period, participants were asked to review topics of interest to future plans of the hospital and make recommendations on effective/innovative ways of addressing these in the short and long term. Working groups focused on different challenges.

RESULTS

The initiative was successful in creating and sustaining broad staff engagement in the future planning processes. 80% groups maintained high staff participation throughout the entire project year. Participating staff reported enhanced communication and cooperation between departments represented in different groups. 87% of the proposed plans suggested by the working groups were approved by the Board for implementation.

CONCLUSION

Key factors contributing to the high approval rate of plans, strong engagement record of staff and enhanced cooperation between involved departments; included: multisectoral/cross hierarchal staff involvement, group attention to defining time-bound contextual goals, flexible implementation monitoring approaches, personnel skills and profiles of participants, direct and open communication at all levels and times, member commitment and clear exit strategy. The case study is presented as a model to stimulate similar actions in other complex health care facilities.