A interdisciplinaridade na produção e divulgação do conhecimento em tempos de pandemia ­ um olhar da atual gestão da EEAAC / Interdisciplinariedad en la producción y difusión de conocimiento en tiempos de pandemia: una mirada a la gestión actual de EEAAC / Interdisciplinarity in the production and dissemination of knowledge in times of pandemic ­ a view of the current management of the EEAAC

Esse trabalho tem como objetivo realizar uma breve reflexão sobre a produção e divulgação de conhecimento na enfermagem e na saúde. Assim destaca-se o papel da EEAAC na produção do conhecimento inerente a enfermagem e a suas interfaces no contexto da pandemia. Preconiza-se uma produção de conhecimento integrado ao contexto social diante dos avanços da ciência. O OBJN tem uma função primordial na difusão de conhecimentos científicos de enfermagem e áreas afins. A atual gestão almeja avançar para que a revista tenha impacto significativo e acesso aberto.

Este artículo tiene como objetivo realizar una breve reflexión sobre la producción y difusión del conocimiento en enfermería y salud. Así, se destaca el papel de la EEAAC en la producción de conocimiento inherente a la enfermería y sus interfaces en el contexto de la pandemia. Se recomienda una producción de conocimiento integrada en el contexto social ante los avances de la ciencia. OBJN tiene un papel primordial en la difusión del conocimiento científico en enfermería y campos relacionados. La gestión actual tiene como objetivo avanzar para que la revista tenga un impacto significativo y un acceso abierto.

This paper aims to make a brief reflection on the production and dissemination of knowledge in nursing and health. Thus, the role of the EEAAC in the production of knowledge inherent to nursing and its interfaces in the context of the pandemic is highlighted. A production of knowledge integrated into the social context is recommended in view of the advances in science. The OBJN has a primary role in the dissemination of scientific nursing knowledge and related areas. The current management aims to move forward so that the journal has significant impact and open access.

Sign in, time out, sign out checklist-changing practice through interdepartmental teamwork to improve safety at caesarean section.

Three similar clinical incidences over a three-month period highlighted an issue with the readiness and availability of neonatal resuscitation personnel and equipment at the time of caesarean section (CS). This identified a potential risk to the wellbeing of the mother and baby that had to be addressed. A joint venture was undertaken with the maternity and theatre directorates. A maternity-specific checklist in use in the UK maternity services was sourced, adapted and implemented. No further incidents have been reported since with resulting overall enhanced safety of pregnant women and newborn babies in the unit.

Standardized, Interdepartmental, Simulation-Based Central Line Insertion Course Closes an Educational Gap and Improves Intern Comfort with the Procedure.

Central line placement is a common procedure, routinely performed by junior residents in medical and surgical departments. Before this project, no standardized instructional course on the insertion of central lines existed at our institution, and few interns had received formal ultrasound training. Interns from five departments participated in a simulation-based central line insertion course. Intern familiarity with the procedure and with ultrasound, as well as their prior experience with line placement and their level of comfort, was assessed. Of the 99 interns in participating departments, 45 per cent had been trained as of October 2015. Forty-one per cent were female. The majority (59.5%) had no prior formal ultrasound training, and 46.0 per cent had never placed a line as primary operator. Scores increased significantly, from a precourse score mean of 13.7 to a postcourse score mean of 16.1, P < 0.001. All three of the self-reported measures of comfort with ultrasound also improved significantly. All interns reported the course was "very much" helpful, and 100 per cent reported they felt "somewhat" or "much" more comfortable with the procedure after attendance. To our knowledge, this is the first hospital-wide, standardized, simulation-based central line insertion course in the United States. Preliminary results indicate overwhelming satisfaction with the course, better ultrasound preparedness, and improved comfort with central line insertion.

Além da rede de saúde mental: entre desafios e potencialidades / Más allá de la red de salud mental: entre desafíos y potencialidades / Beyond mental health’s network: between challenges and potentialities

Objective: to evaluate the challenges and the potentialities of the network of mental health from the Family Health Strategy. Methods: It is a descriptive and exploratory study, with qualitative methodological approach. The data collection occurred in the period of April to May 2012 in Family Health Units in the city of Pelotas, RS. There were performed semi-structured interviews with six managers, which were recorded and transcribed verbatim. Results: The challenges are highlighted by: lack of support from management, excessive use of psychotropic drugs, some professionals do not know their users and lack of communication on the network. The potentialities are: the recognition of the involvement of professionals with the actions of mental health and the concern of managers with the practices of mental health within their services. Conclusion: The care involves many social actors that need to work in network to mitigate the challenges and strengthen the potential to affect the care.

Objetivo: avaliar os desafios e as potencialidades da rede de saúde mental a partir da Estratégia de Saúde da Família. Método: Estudo descritivo e exploratório, com abordagem metodológica qualitativa. A coleta de dados ocorreu no período de abril a maio de 2012 em Unidades de Saúde da Família no município de Pelotas-RS. Foram realizadas entrevistas semiestruturadas com seis gestores, as quais foram gravadas e transcritas literalmente. Resultados: Os desafios são apontados pela: falta de apoio da gestão, uso excessivo de psicofármacos, alguns profissionais não conhecem seus usuários e falta comunicação na rede. As potencialidades são: o reconhecimento do comprometimento de profissionais com as ações de saúde mental e a preocupação dos gestores com as práticas de saúde mental dentro dos seus serviços. Conclusão: O cuidado envolve muitos atores sociais que precisam trabalhar em rede para amenizar os desafios e fortalecer as potencialidades para efetivar o cuidado.

Objetivo: evaluar los desafíos y las potencialidades de la red de salud mental a partir de la Estrategia de Salud de la Familia. Métodos: Consiste en un estudio descriptivo y exploratorio, con abordaje metodológica cualitativa. La recopilación de datos ocurrió en el periodo de abril a mayo de 2012 en Unidades de Salud de la Familia en el municipio de Pelotas-RS. Fueron realizadas entrevistas semiestructuradas con seis gestores,las cuales fueron grabadas y transcritas literalmente. Resultados: Los desafíos son apuntados por la falta de apoyo de la gestión, uso excesivo de psicofármacos, algunos profesionales no conocen sus usuarios y falta comunicación en la red. Las potencialidades son: el reconocimiento del comprometimiento de profesionales con las acciones de salud mental y la preocupación de los gestores con las prácticas de salud mental dentro de sus servicios. Conclusión: El cuidado envuelve muchos actores sociales que necesitan trabajar en red para amenizar los desafíos y fortalecer las potencialidades para efectuar el cuidado.

Radiology in the Christchurch earthquake of 22 February 2011: Challenges, interim processes and clinical priorities.

INTRODUCTION: The Canterbury earthquake of 22 February 2011 initiated a mass casualty event for Christchurch Hospital, which suffered damage itself, and faced logistical difficulties in continued operation. Radiology was part of the hospital-wide response. This paper reviews the radiology department response and surveys opinions of emergency doctors to provide an overview of events of the day and thoughts regarding any potential future response. METHODS: Two main approaches were undertaken: (i) informal data gathering and discussions with staff including radiographers, sonographers, radiologists, emergency doctors and others present on the day regarding their experiences; and (ii) survey of emergency doctors regarding their experiences and recommendations. A comparison with other similar events was also conducted. RESULTS: (1) Diagnostic radiology services were initially constrained by a lack of power and lift access. Usual imaging and reporting pathways were interrupted. Alternative processes were initiated to ensure an ongoing radiology service with available resources. Lessons were learned and changes implemented locally.(2) Survey data confirmed several primary outcomes: (i) Ultrasound was crucial while CT was down; (ii) all available imaging modalities remain important in a disaster response; and (iii) preliminary reports from radiologists in the emergency department (ED) were useful in the immediate post-earthquake period. CONCLUSION: Although resources were limited, a diagnostic radiology service remained operational. The Christchurch experience reinforces the need for disaster planning and rehearsal of plans.

Articulação entre o conselho consultivo da Anvisa e o conselho nacional de saúde: uma análise no período de 2000 a 2010 / The relationship between the advisory board of Anvisa and the national health council: an analysis from 2000 to 2010

O estudo analisou os debates, no período de 2000 a 2010, no Conselho Nacional de Saúde (CNS) e na Comissão Intersetorial de Vigilância Sanitária e Farmacoepidemiologia (CIVSF), sobre os temas da vigilância sanitária e articulação com o Conselho Consultivo da Agência Nacional de Vigilância Sanitária (Anvisa). A pesquisa documental, de natureza qualitativa, que analisou 163 atas de reuniões do CNS e da CIVSF, e demais documentos a elas relacionados, buscou reunir informações sobre o contexto político-institucional e as interfaces e conexões entre as três instâncias. Observou-se baixa inserção do tema "vigilância sanitária" na pauta do CNS e uma atuação insuficiente da CIVSF para o fortalecimento desse debate. Conclui-se pela fragilidade de integração entre o Conselho Consultivo da Anvisa e as instâncias de controle social no Sistema Único de Saúde. Esse resultado é fruto de dificuldades de comunicação interinstitucional e da baixa inserção da vigilância sanitária no SUS, historicamente construída.

The study examined the discussions, in the period from 2000 to 2010, in the National Health Council (CNS) and the Inter-Sectoral Commission for Health Surveillance and Pharmacoepidemiology (CIVSF) about issues related to health surveillance and the articulation with the Consultant Council of the National Health Surveillance Agency (Anvisa). The documentary research, of qualitative nature, that analyzed 163 records of meetings of the CNS and CIVSF, and other documents related, sought to gather information about the political-institutional context and interfaces and connections between the three spaces. There was low insertion of the topic of health surveillance in the CNS agenda and insufficient performance of CIVSF to strengthen this debate. We conclude there is weak integration between the Advisory Council of Anvisa and social control agencies in the SUS. This is the result of difficulties in interagency communication and low insertion of health surveillance in SUS, historically constructed.

Taking care of patients with brain tumor-related epilepsy: results from an Italian survey.

UNLABELLED: To date, no data have been published in literature regarding either a "model" or systematic approach to caring for patients with brain tumor-related epilepsy (BTRE). In Italy, there are numerous dedicated centers for epilepsy. STUDY AIMS: to investigate how many BTRE patients were followed by these specialized centers, independent of histological grade; to have a national snapshot of the range of care issues concerning these patients, with surveys completed by Italian centers adhering to the Italian League Against Epilepsy (LICE) study group for BTRE. Each participating Italian center received a survey requesting: description of organizational structure/service model for diagnosis and treatment of epilepsy; number of patients followed (from 1/2010 to 12/2011); services offered, within the same institution or in close proximity; degree of access to colleagues from other disciplines for discussion of cases, with indication of departments/areas of specialization were sought. Thirty out of the 35 centers adhering to LICE study group completed the survey indicating total of 2,528 patients with BTRE had been treated with 940 new patients/year. Data regarding the care model, service offerings, referral sources were collected. This study is a first collaborative project of epilepsy centers throughout Italy, aimed at collecting data on a national scale. Results indicate: (1) 2,528 patients had been followed by participating centers and account for 21 % of estimated patients with BTRE in Italy (2) difficulties in organizing meetings with other specialists (e.g. for discussion of cases/patient briefings); (3) need for multidisciplinary integration with other specialists as a priority area for intervention.

Teamwork, communication, formula-one racing and the outcomes of cardiac surgery.

Most cardiac units achieve excellent results today, but the risk of cardiac surgery is still relatively high, and avoidable harm is common. The story of the Green Lane Cardiothoracic Unit provides an exemplar of excellence, but also illustrates the challenges associated with changes over time and with increases in the size of a unit and the complexity of practice today. The ultimate aim of cardiac surgery should be the best outcomes for (often very sick) patients rather than an undue focus on the prevention of error or adverse events. Measurement is fundamental to improving quality in health care, and the framework of structure, process, and outcome is helpful in considering how best to achieve this. A combination of outcomes (including some indicators of important morbidity) with key measures of process is advocated. There is substantial evidence that failures in teamwork and communication contribute to inefficiency and avoidable harm in cardiac surgery. Minor events are as important as major ones. Six approaches to improving teamwork (and hence outcomes) in cardiac surgery are suggested. These are: 1) subspecialize and replace tribes with teams; 2) sort out the leadership while flattening the gradients of authority; 3) introduce explicit training in effective communication; 4) use checklists, briefings, and debriefings and engage in the process; 5) promote a culture of respect alongside a commitment to excellence and a focus on patients; 6) focus on the performance of the team, not on individuals.

Developing and executing quality improvement projects (concept, methods, and evaluation).

Continuous quality improvement, quality assurance, cycles of change--these words of often used to express the process of using data to inform and improve clinical care. Although many of us have been exposed to theories and practice of experimental work (e.g., randomized trial), few of us have been similarly exposed to the science underlying quality improvement. Through the lens of a single-center quality improvement study, this article exposes the reader to methodology for conducting such studies. The reader will gain an understanding of these methods required to embark on such a study.

Does palliative care have a future in the emergency department? Discussions with attending emergency physicians.

CONTEXT: Palliative care focuses on the relief of pain and suffering and achieving the best possible quality of life for patients. Although traditionally delivered in the inpatient setting, emergency departments (EDs) are a new focus for palliative care consultation teams. OBJECTIVES: To explore attitudes and beliefs among emergency care providers regarding the provision of palliative care services in the ED. METHODS: Three semistructured focus groups were conducted with attending emergency physicians from an academic medical center, a public hospital center, and a community hospital. The discussions were digitally recorded and transcribed to conduct a thematic analysis using grounded theory. A coding scheme was iteratively developed to subsequently identify themes and subthemes that emerged from the interviews. RESULTS: Twenty emergency physicians participated (mean age 41 years, range 31-61 years, median practice time nine years, 40% female). Providers acknowledged many benefits of palliative care presence in the ED, including provision of a specialized skill set, time to discuss goals of care, and an opportunity to intervene for seriously ill or injured patients. Providers believed that concerns about medicolegal issues impaired their ability to forgo treatments where risks outweigh benefits. Additionally, the culture of emergency medicine-to provide stabilization of acute medical emergencies-was sometimes at odds with the culture of palliative care, which balances quality of life with the burdens of invasive treatments. Some providers also felt it was the primary physician's responsibility, and not their own, to address goals of care. Finally, some providers expressed concern that palliative care consultation was only available on weekdays during daytime hours. Automatic consultation based on predetermined criteria was suggested as a way to avoid conflicts with patients and family. CONCLUSION: Emergency providers identified many benefits to palliative care consultation. Solving logistical problems and developing clear indications for consultation might help increase the use of such services.

Characteristics of dental clinics in US children's hospitals.

PURPOSE: This study's purpose was to describe the workforce, patient, and service characteristics of dental clinics affiliated with US children's hospitals belonging to the National Association of Children's Hospital and Related Institutions (NACHRI). METHODS: A 2-stage survey mechanism using ad hoc questionnaires sought responses from hospital administrators and dental clinic administrators. Questionnaires asked about: (1) clinic purpose; (2) workforce; (3) patient population; (4) dental services provided; (5) community professional relations; and (5) relationships with medical services. RESULTS: Of the 222 NACHRI-affiliated hospitals, 87 reported comprehensive dental clinics (CDCs) and 64 (74%) of CDCs provided data. Provision of tertiary medical services was significantly related to presence of a CDC. Most CDCs were clustered east of the Mississippi River. Size, workload, and patient characteristics were variable across CDCs. Most were not profitable. Medical diagnosis was the primary criterion for eligibility, with all but 1 clinic treating special needs children. Most clinics (74%) had dental residencies. Over 75% reported providing dental care prior to major medical care (cardiac, oncology, transplantation), but follow-up care was variable. CONCLUSIONS: Many children's hospitals reported comprehensive dental clinics, but the characteristics were highly variable, suggesting this element of the pediatric oral health care safety net may be fragile.

Improving the interaction between the ophthalmology and histopathology departments.

PURPOSE: The purpose of this study was to improve communication between the ophthalmology and histopathology departments at Royal Hallamshire Hospital, Sheffield, by effectively changing the structure and completion of the histopathology request form through the process of a successful audit. This aimed to ensure that comprehensive information was made available to the histopathologist. METHODS: An audit was performed by review of 710 histopathology request forms, completed by the ophthalmology department, over a 1-year period, between July 2005 and June 2006 inclusive. Results were used to re-model the ophthalmic histopathology request form. New forms were circulated and all forms completed over a 3-month period, between January 2008 and March 2008, were reviewed, thus closing the audit loop. RESULTS: On the basis of audit results of 710 histopathology request forms, a new histopathology request form was created, which was easier to complete. Review of the 224 new histopathology request forms showed improved percentages of completion of important sections of the form. CONCLUSIONS: Through the audit process we have created a new ophthalmic histopathology request form that is more user-friendly for the ophthalmologist and more consistently provides the necessary information for the ophthalmic histopathologist. This has improved efficiency and effectiveness of communication between the specialities, which should contribute to minimise the chances of medical error and improved turnaround times for the planning and delivery of patient care.

[The role of a mobile geriatrics team in surgical department]. / Place d'une équipe mobile de gériatrie dans un service de chirurgie.

The impact of ageing has favoured the emergence of new forms of work organisation, in particular the development of mobile geriatrics teams. Surgical departments have become the chosen area of interprofessional cooperation in line with the aim of providing quality care. Caregivers play a crucial role in detecting the need for and implementing geriatric treatment.

Collaboration between perioperative nurses and sterile processing department personnel.

Ensuring patient safety requires collaboration between all members of the surgical team, which includes personnel in the sterile processing department. Because of the close working relationship between the OR and sterile processing department, it is important that employees in these departments work well together. Reducing errors and misunderstandings can contribute to improved relationships between personnel in these two departments. Strategies should include a focus on reducing instrument set errors, fostering teamwork and positive relationships, improving interdepartmental communication, and ensuring compliance with policies that are based on the most current evidence available.

Safety and 'silos' don't mix TJC says in new alert.

Hold regular meetings involving representatives from all units and departments. Ensure adequate input from frontline staff; avoid a "top-down" approach. Within your department, hold joint meetings between physicians and nurses on an ongoing basis.

Clinical microsystems, Part 4. Building innovative population-specific mesosystems.

BACKGROUND: In 2005, the Geisinger Health System (Danville, Pennsylvania) developed ProvenCare, first applied to coronary artery bypass graft (CABG), as an innovative provider-driven quality improvement program to promote reliable delivery of evidence-based best practices. A new mesosystem is created for each ProvenCare model, integrating the care delivery process between contributing microsystems and defining new mesosystem leadership. The approach has been expanded to many patient populations, including percutaneous coronary intervention (PCI). A NEW PCI MESOSYSTEM: In 2007 clinical microsystem thinking was applied to PCI: understanding the current processes and patterns, assembling the frontline professionals to redesign the processes, and using a beta-test phase to measure the changes and adjust accordingly, until the best process was established. A new mesosystem team was created to ensure that the right care is delivered at the tight time. REFINING IMPLEMENTATION: In the course of developing the CABG initiative, Geisinger established role definitions to keep teams on track; a comprehensive plan from design through execution and follow-up; and guiding principles established for the teams engaged in designing, developing, and implementing ProvenCare programs. PRELIMINARY EXPERIENCE: For the 40 measurable process elements in the PCI mesosystem pathway, as of month seven (July 2008) of the beta-test phase, 55% of the patients received 100% of the identified process elements. CONCLUSION: Geisinger Health System has joined different microsystems to form an innovative mesosystem capable of producing reliable, evidence-based care for patient subpopulations. This approach to embedding evidence-based care into routine care delivery can be adapted by others.

Clinical microsystems, Part 3. Transformation of two hospitals using microsystem, mesosystem, and macrosystem strategies.

BACKGROUND: Two hospitals-a large, urban academic medical center and a rural, community hospital-have each chosen a similar microsystem-based approach to improvement, customizing the engagement of the micro-, meso-, and macrosystems and the improvement targets on the basis of an understanding of the local context. CINCINNATI CHILDREN'S HOSPITAL MEDICAL CENTER (CCHMC): Since 2004, strategic changes have been developed to support microsystems and their leaders through (1) ongoing improvement training for all macro-, meso-, and microsystem leaders; (2) financial support for physicians who are serving as co-leaders of clinical microsystems; (3) increased emphasis on aligning academic pursuits with improvement work at the clinical front lines; (4) microsystem leaders' continuous access to unit-level data through the organization's intranet; and (5) encouragement of unit leaders to share outcomes data with families. COOLEY DICKINSON HOSPITAL (CDH): CDH has moved from near closure to a survival-turnaround focus, significant engagement in quality and finally, a complete reframing of a quality focus in 2004. Since then, it has deployed the clinical microsystems approach in one pilot care unit (West 2, a medical surgery unit), broadened it to two, then six more, and is now spreading it organizationwide. In "2+2 Charters," interdisciplinary teams address two strategic goals set by senior leadership and two goals set by frontline microsystem leaders and staff DISCUSSION: CCHMC and CDH have had a clear focus on developing alignment, capability, and accountability to fuse together the work at all levels of the hospital, unifying the macrosystem with the mesosystem and microsystem. Their improvement experience suggests tips and actions at all levels of the organization that could be adapted with specific context knowledge by others.

Antibiotics in 30 minutes or less for febrile neutropenic patients: a quality control measure in a new hospital.

Infections are the most common complication in patients receiving treatment for cancer with neutropenia being the primary risk factor for the development of an infection. In the neutropenic patient, bacteremia remains a significant cause of mortality. Although the literature reports that prompt empiric antibiotic therapy to prevent death caused by virulent organisms is the standard of care, the literature fails to identify what prompt antibiotic administration means. Door/fever-to-patient antibiotic delivery was evaluated as a quality control measure in a new children's hospital. Initially, door/fever-to-patient time was significantly delayed. Collaboration between pharmacy, hospital bed control, medical, and nursing staff resulted in many changes in practice by all groups. As a result, the goal for prompt antibiotic delivery of thirty minutes or less is now achievable.