As with so many technology-facilitated relationships these days, researchers at the University of Colorado School of Medicine discovered that distance need not be a barrier when providing clinical pharmacy services to its outpatient family medicine clinics. While onsite clinical pharmacy services had been offered at the university’s A.F. Williams Family Medicine clinic for more than 15 years, those services were not cost-effective for the three other, more distant clinics. By developing relationships built on mutual trust and respect, clinical pharmacists reviewing the medication regimens of patients with upcoming appointments via their EPIC electronic medical record have saved more than $52,000 in unnecessary high-cost drugs, among other impressive results. Study co-author Joseph J. Saseen, MD, explains further in this video interview with Wing of Zock editor Jennifer Salopek. The CU team was recognized for its work in the AAMC’s Clinical Care Innovation Challenge. A full abstract of the study can be found here.
Originally published October 21, 2014
By Meg Lagunas
The 2014 Hotspotting Mini-Grant Project gives health professional students an unprecedented hands-on opportunity to practice an innovative model of care delivery called hotspotting. Hotspotters identify health care super-utilizers: people who are admitted to the hospital multiple times a year, frequently for avoidable complications of chronic conditions, and who often have social barriers to adhering to their care plan. The hotspotters proactively bring additional attention, follow-up, resources and care to these patients in their homes and communities to help keep them out of the hospital. Student hotspotters will share their experiences here twice a month for the rest of this year in “Notes from the Hotspotters.”
I had a 17-year-old brother with Prader-Willi Syndrome who required the care of numerous specialists. Each specialist was individually an great health care provider who worked hard to give the best care possible to my brother and family, but each of these specialists only worked within their own specialty, their own body system, their own silo.
By Jennifer J. Salopek
Although it occupies a physical structure made of brick, featuring study carrels and a circulation desk, the Claude Moore Health Sciences Library at the University of Virginia houses much more than books and journals. As it has sought to redefine itself in the digital age, as so many other medical libraries have done, CMHSL has added intangibles to its collection: knowledge, collaboration, experimentation, innovation. Indeed, Director and Associate Dean Gretchen Arnold and her staff have brought a fresh approach to the very definition of “library.”
By Dennis S. Charney, MD
The Icahn School of Medicine at Mount Sinai embraces collaboration, creativity, disruptive thinking, and entrepreneurship—the same principles that have guided Silicon Valley companies such as Google, Apple, and Facebook—and changed our lives. Scientific revolutions, like technological breakthroughs, occur when we pursue big ideas and challenge conventional wisdom knowing there are no guarantees.
The traditional, brick-by-brick, “development by accumulation” approach of academic medicine is simply progressing too slowly. Our society needs breakthroughs, the kind of paradigm shifts that author Thomas S. Kuhn described in his book, The Structure of Scientific Revolutions.
Originally published September 28, 2014
By Ulfat Shaikh, MD
India’s recent Mars Orbiter Mission was remarkable in many respects. India was the first country that successfully sent a spacecraft into Mars’ orbit on its first try. The mission took only two years to accomplish from announcement to execution. However, one of Mars Orbiter Mission’s most remarkable aspects was its sticker price. The mission cost $74 million, about three quarters the amount it took to make the Hollywood movie, Gravity.
Originally published October 6, 2014
By Sonya Collins
This summer marked the launch of the 2014 Hotspotting Mini-Grant Project. The initiative, a collaboration between Camden Coalition of Healthcare Providers (CCHP), the Association of American Medical Colleges (AAMC), and Primary Care Progress (PCP), gives health professional students an unprecedented hands-on opportunity to learn and practice an innovative model of health care delivery called hotspotting.
Care coordination can be different—and difficult—for Medicaid and Medicare beneficiaries in a primary care environment. After forming a relationship with Cerner Corporation to develop innovative technologies and founding its Tiger Institute think tank, the University of Missouri Medical School was well-positioned to explore how information technology might be leveraged to aid care coordination. The goal of the LIGHT2 project, explains Lori Popejoy, PhD, APRN, GCNS-BC, was to engage patients and prepare the provider workforce to use technology to improve care. As Popejoy explains in the following video interview with Wing of Zock editor Jennifer Salopek, 23 care coordinators worked with 130 doctors and more than 10,000 patients to “Leverage Information Technology to Guide Hi-Tech, Hi-Touch Care” (LIGHT2). The results—decreased hospitalizations, decreased ED use, increased screenings, and decreased smoking—were sufficiently impressive to earn the Missouri team honors in the AAMC’s Clinical Care Innovation Challenge. An abstract of the project can be found here.
Second in the series arising from our new partnership with Healthcare: The Journal of Delivery Science and Innovation. Read more about the partnership here.
By Robert W. Weisberg, Ph.D., Rebecca M. Speck, Ph.D., MPH, and Lee A. Fleisher, MD
We recently published an article in Healthcare about ways academic medical centers can foster innovation among their employees. We believe that innovation is not a domain exclusive to a select set of individuals—the innovators—but, rather, that the potential for innovation can be universal.