INSIDE THE CURRENT ISSUE

March 2008

People & Opinions


 

Worth Repeating

"We have a structured contract review process here that involves the legal department and follows state law. I initiate the review process. If I find overly restrictive confidentiality clauses I strike it out of the contract. It’s up to the legal department here to work with the legal departments of the various vendor companies to come up with something we both can live with. We ended up with fairly innocuous confidentiality agreements."

Randy Jackson, senior director, materials management, Thomason General

"Healthcare providers’ ability to use ‘green’ products relies heavily on suppliers’ ability to manufacture cost-effective and cost-efficient products."

Tim Richards, senior vice president marketing, B. Braun Medical Inc.

"Unit-dose supplies are the future. Unit-dose products offer best practice, thereby ensuring that wounds heal quickly and cleanly, enabling patients to return to their normal environment as quickly as possible."

Annett Rose, vice president, sales and marketing, Winchester Laboratories

"Case carts are a major investment and should last a very long time. If you’re going to make that kind of investment, you should make sure it’s going to meet your needs."

Stephanie Wolf
Blickman Inc.

"We told vendors that if they did not meet pricing demands we would no longer use their products. The vendors rallied the physicians with threats of no access to products. The physicians sided with the vendors and forced the organizations to accept contracts with the vendors at a fraction of the originally projected savings. Orthopedic docs felt they were being screwed over by administration. We had all the evidence in the world but they didn’t care."

Joe Colonna, principal, Apple-seed Healthcare Resources

Checking your AED pulse

Why it’s important to start a dedicated AED program

by Harvey Kostinsky

In its 2005 CPR guidelines, the American Heart Association (AHA) says that hospitals and ambulatory care facilities should use automated external defibrillators (AEDs) to achieve early defibrillation — no more than three minutes from the time of collapse — in all parts of the facility.

While hospitals have traditionally focused on rapid response to cardiac emergencies in clinical areas, particularly critical care areas, planning for cardiac arrest in public areas, for example, was often ignored or meager. Many hospitals are choosing to use AEDs to help reduce cardiac arrest response times in certain areas of the facility.

However, because so few hospitals have an AED program in place, many facilities struggle to find a model to follow when establishing their own programs. The association recommends that hospitals use an approach developed by emergency caregivers at Miriam Hospital (Providence, RI) and Parkland Memorial Hospital (Dallas).

The following five key considerations for effective implementation are based on this model and ECRI Institute’s experience.

1. Choosing an AED medical director.

Most states require any site with AEDs, including hospitals, to designate an AED medical director. This person — who usually must be a physician — is responsible for selecting AEDs, coordinating AED training, establishing AED usage protocols, and reviewing documentation after each AED use for quality control. Hospital AED medical directors may also be responsible for working with AED medical directors from non-hospital locations to help ensure that the off-site programs are safe and effective and that adequate and appropriate communication is established between emergency medical technicians (EMTs) and hospital staff. Be sure to meet your state’s requirements for AED medical directors.

2. Deciding on access control.

The AHA does not make a recommendation as to whether AEDs in healthcare facilities should be secured against public access. Instead, it simply reminds AED owners that if AEDs are to be secured — whether locked in an office, in a wall-mounted cabinet, or by similar means — there must be a clear system with written policies and procedures governing access to the devices. For example, if a healthcare facility chooses to train all security staff as AED users, then all security staff should have access to the devices.

There are advantages and disadvantages to securing AEDs or leaving them accessible to the public. For instance, if AEDs are left unsecured, untrained staff or members of the public may attempt to use the devices on a patient and cause harm or may engage in horseplay and harm themselves or others. However, unsecured AEDs can likely be used more quickly by either facility-trained users (who will not have to take the time to unlock a cabinet) or other users (who will be able to simply take a unit off a wall mount and use it). AEDs do have safeguards that will prevent inadvertent discharge under most circumstances.

3. Training staff.

AED use should not be limited to advanced life support (ALS) providers; AHA has determined that it is more appropriate to train as many people as possible. AHA sponsors CPR and AED training nationwide; information on courses is available from its Web site at www.americanheart.org. Interested healthcare facilities can contact the AHA to set up staff training sessions. Also adhere to state requirements for training and who is permitted to use AEDs.

Healthcare facilities may choose to train a variety of employees in AED use. Direct care providers, such as registered nurses, who generally must maintain current basic life support for healthcare provider status, should receive AED training as part of their healthcare provider training. In addition, some facilities train security officers and other non-clinical staff. These workers are often witnesses to or the first to arrive on the scene of a sudden cardiac arrest in healthcare facilities. As such, they can be the most important staff to be trained in emergency response methods.

Other workers in healthcare facilities who have even less emergency response experience than security officers may also be trained in the use of AEDs (e.g., receptionists, volunteers, maintenance staff). Studies have shown that these individuals can be easily trained but that they require more frequent refresher training than healthcare workers. In addition, several studies have shown that without occasional use, even well trained staff may forget how to operate an AED. Therefore, at least annual refresher training should be considered for those trained in AED use.

Instructor-led training can be expensive. Computer or video training can be considered. Studies have been published that show that video-based and computer-based training can be quite successful and is less expensive than hiring an instructor. But having an instructor available can be advantageous and may be needed, for example, for skills checks for CPR.

4. Administrative and staff support.

As with many new or altered hospital programs, the first step is getting hospital-wide support for the changes. Administrative leadership support is important, but clinician leadership support (e.g., the chief nurse executive, nursing leaders, department managers, medical staff chief) is key. Facilities interested in launching AED programs get physicians and nurses on board most easily by speaking their language — by showing them that AHA endorses the use of AEDs and by talking about studies that show AEDs to be effective. Advocates should frame the discussion as an extension of existing emergency response procedures rather than as a new program.

In the past, there has been resistance from some clinicians unfamiliar with AEDs who regarded the devices as watered-down versions of manual defibrillators and incapable of delivering the same intervention. Should such resistance be encountered, showing reliable studies that demonstrate the sensitivity, specificity, and efficacy of AEDs and allowing these clinicians to observe the devices in use can help change their minds.

5. Program review.

Program effectiveness should be reviewed periodically. Parameters should be monitored, including patient outcomes, cost of equipment and training compared to BLS training alone, AED skill knowledge and retention, and adherence to standard practices for the use of AEDs. Program review is also needed to ensure that the program meets the most current CPR and AED use guidelines (See sidebar below).

Revised guidelines for CPR and emergency cardiovascular care

The 2005 American Heart Association’s (AHA) current Guidelines for Cardiopulmonary Resuscitation and Emergency Cardiovascular Care contain significant changes from the previously published guidelines. There has been some confusion about how to interpret and implement these new recommendations.

As in previous guidelines, the current recommendations distinguish between "lay rescuers," who are minimally trained people using an automated external defibrillator (AED) for public access defibrillation, and professional rescuers such as emergency medical services (EMS) personnel.

The recommendations for these groups vary in some areas based on the reasoning that lay rescuers often perform better when using simple, easy-to-remember guidelines, while professional rescuers have enough knowledge to follow more complicated procedures and to exercise judgment when appropriate. The changes affect both CPR (e.g., greater emphasis on pushing hard and fast for chest compressions, revised compression-to-ventilation ratios) and defibrillation (resume CPR immediately after defibrillation without interrupting chest compressions until approximately five cycles or two minutes of CPR are completed, defibrillation dose recommendations for monophasic and biphasic defibrillators).1

While many hospitals have already implemented changes to comply with the new recommendations, this is a good time to make sure this has taken place and to monitor progress. If not already completed, hospitals will need to retrain all responders and, in some cases, to make changes to their defibrillators to accommodate the new recommendations (most suppliers have updates or modifications available). Although it is important to address the new recommendations expeditiously, hospitals should focus on a smooth transition rather than rushing into the process, which could create confusion. Existing rescue and training programs should not be interrupted. Transition steps include:

• Identify training resources, such as training documents from AHA or your defibrillator supplier.

• Identify all responders who need training.

• Identify which of your defibrillators require upgrades or a new configuration to comply with the guidelines.

• Have a small group of people trained first, and then have these staff members provide training to the other rescuers.

• Monitor progress.

By following a plan, hospitals can help ensure that rescuers clearly understand the new guidelines, which should help them to maintain confidence, thereby promoting effective CPR. Also, by coordinating staff training with device changes, an action plan can prevent confusion that may result when responders have been trained to use one set of guidelines and defibrillators have been designed to use another — for example, if defibrillators have been upgraded to conform to the new guidelines but responders have only been trained on the old guidelines.

1. "Highlights of the 2005 American Heart Association Guidelines for Cardiopulmonary Resuscitation and Emergency Cardiovascular Care," Winter 2005-2006, Currents in Emergency Cardiovascular Care, and the complete AHA guidelines, December 2005, Circulation.

Harvey Kostinsky is technical director, ECRI Institute, Plymouth Meeting, PA.