[Developmental neurology - networked medicine and new perspectives]. / Entwicklungsneurologie ­ vernetzte Medizin und neue Perspektiven.

Developmental neurology is one of the major areas of neuropediatrics and is among other things (legally) responsible for monitoring the motor, cognitive and psychosocial development of all infants using standardized monitoring investigations. The special focus is on infants born at risk and/or due to premature birth before 32 weeks of gestation or a birth weight less than 1500 g. Early diagnosis of deviations from normal, age-related development is a prerequisite for early interventions, which may positively influence development and the long-term biopsychosocial prognosis of the patients. This article illustrates the available methods in developmental neurology with a focus on recent developments. Particular attention is paid to the predictive value of general movements (GM). The current development of markerless automated detection of spontaneous movements using conventional depth imaging cameras is demonstrated. Differences in spontaneous movements in infants at the age of 12 weeks are illustrated and discussed exemplified by three patients (healthy versus genetic syndrome versus cerebral palsy).

[Migraine in children and adolescents-brain and muscle? : Another example of why children are not small adults]. / Migräne im Kindes- und Jugendalter ­ Gehirn und Muskel? : Warum Kinder einmal mehr keine kleinen Erwachsenen sind.

Migraine as primary headache is a life-long disease which is relevant for the quality of life and is based on complex genetics. It often starts in childhood with symptoms typical for the specific age. These show different nuances compared to the migraine symptoms in adults, for example, regarding (bilateral/unilateral) localization of the acute migraine headache. Only over the course of years-during adolescence and young adulthood-do the more specific symptoms as defined by the International Classification of Headache Disorders (ICHD 3 beta) develop. In this article we focus on the clinical specifics of children and adolescents with migraine. We elaborately refer to the trigeminocervical complex (TCC) because it forms a conceptual bridge for the understanding of migraine, for psychoeducation, and for therapeutic options. We pragmatically discuss options and limits of treatments.

Pharmacist interventions to improve prescribing of vancomycin and tobramycin.

The effect of clinical pharmacist interventions that promoted the use of nafcillin rather than vancomycin and of gentamicin rather than tobramycin, when appropriate, was evaluated. Physician information sheets and criteria describing appropriate use of the target drugs vancomycin and tobramycin were developed by a clinical pharmacist and infectious disease physicians. When drugs were prescribed for indications that did not meet the established criteria, the clinical pharmacist either contacted the prescribing physician or left the sheet in the patient's chart if the physician was not available. The average use of the target drugs and their alternatives was evaluated monthly during two six-month study periods and compared with the average use of these drugs during a three-month period before the target-drug programs were initiated. Throughout the 12-month study, on a per-patient basis, nafcillin use increased 31% while vancomycin use decreased 27% compared with the reference period; gentamicin use increased 21% while tobramycin use decreased 12% during the same period. These changes in use resulted in a net decrease in drug expenditures of $161,396. Approximately 0.5 full-time equivalent was spent on the program, and the return on investment for the service was greater than 10 to 1. Clinical pharmacist interventions through target-drug programs were effective in improving the appropriateness of vancomycin and tobramycin prescribing based on literature-derived criteria. The effects achieved by these interventions may decrease with time, and ongoing drug-use monitoring and physician education are necessary.

Design of a revised controlled substances distribution system.

A controlled substances distribution system that uses daily audit and disposition forms for three different groups of drug products is described. In the previously used system, only Schedule II drugs were controlled, using shingled proof-of-use forms for each product. All other controlled substances were dispensed like regular prescriptions. Accountability, record retrieval, and security weaknesses led to the development of a new system. The new system has a separate audit and disposition form for Schedule II injections, Schedule II orals and miscellaneous drugs, and Schedule III and IV oral and injectable drug products. Each form lists the most frequently prescribed products in the category. Nurses record daily shift counts on the bottom of the form. Twenty-one shingles are attached to the form that are similar to the shingles on the proof-of-use forms of the old system; these serve as patient charge slips. Each nursing station uses at least one of each form every day. Pharmacy reviews these forms daily for discrepancies and to determine the restocking needs of the nursing stations. A quality assurance program to assess the performance of the new system is described. Use of the daily audit and disposition forms for controlled substances combines accountability, security, and efficiency for nursing personnel with an effective charging mechanism.

Complying with workers' right-to-know legislation.

The development of a manual of drug monographs about the handling of antineoplastic agents that complies with the Minnesota Right-to-Know Act is described. The Occupational Safety and Health Administration (OSHA) regulations require manufacturers to provide employees with information about dangerous substances they handle as part of their jobs. OSHA regulations exclude the health-care job sector and drugs, but many states have passed workers' right-to-know acts that include pharmacies. Under the Minnesota Workers' Right-to-Know Act, many antineoplastic drugs are classified as hazardous substances. The Minnesota law applies to all employers, who must provide information and training to all employees who handle these agents. At Midway Hospital in St. Paul, a manual containing information about antineoplastic drugs was developed by the pharmacy department to comply with Minnesota law. The drug monographs were written by pharmacy personnel using information received from drug companies and published articles. The manual was used to teach technicians as well as members of the oncology-unit nursing staff and nursing personnel at a nearby clinic about handling antineoplastic agents. Pharmacy directors in states with right-to-know laws must determine whether the health-care job sector and drugs are covered and, if so, implement policies to teach employees about the handling of these toxic agents.

Pharmacist activities under alternative staffing arrangements.

The proportions of time pharmacists spent in professional and nonprofessional activities is compared under alternative staffing arrangements. Daily activities were observed in three pharmacy satellites each serving approximately 100 beds of a 730-bed hospital. Ten pharmacy administrators and residents recorded more than 8000 observations over a 14-day period, 24 hours per day. In each observation, basic functions were noted; these were chosen from a list compiled to include all pharmacy activities. A specific staffing pattern was identified in each observation. The observations were then categorized as professional or nonprofessional activities as predefined by the majority of the pharmacy staff. As staffing patterns varied, significant differences occurred in the ratio of professional to nonprofessional activities. The greatest percentage of professional activity was observed when one pharmacist worked with more than one technician; where the staffing pattern contained more pharmacists than technicians, a smaller percentage of the pharmacists' time was used in professional activity. Overall, pharmacists were engaged in activities considered professional in 52% of the observations. Assuming that the most efficient use of pharmacy personnel involves a high ratio of professional to nonprofessional activity in the pharmacists' workload, the optimum staffing arrangement would include at least the same number of technicians as pharmacists. Factors other than staff mix affect efficient management of pharmacists' professional time.

Implementing a stand-alone packaged pharmacy computer system in a 580-bed hospital.

The problems experienced by a hospital pharmacy department in implementing a stand-alone packaged computer system are discussed, and recommendations for avoiding and managing these problems are presented. In 1984, a stand-alone packaged computer system was implemented in a 580-bed, tertiary-care institution that provides services from a central pharmacy and five satellite pharmacies. The department developed a request for proposal and contracted with a vender for a system that would support unit dose drug distribution and i.v. admixture services. During the implementation process, the following problems were experienced: The hardware was insufficient for the department's workload, the software design was limited, and personnel were frustrated with learning to use the system. These problems were intensified by the heavy workload and the large number of users. In the 18 months since implementation, the department has purchased more hardware, improved the software applications, and resolved many of the problems associated with employee frustration. Pharmacy departments at other large institutions might avoid some of these problems by training personnel adequately before implementation and by researching and estimating hardware and software needs in advance. In this large hospital, the efficiency of a stand-alone packaged pharmacy computer system has improved 18 months after implementation.

Evolving to provide pharmaceutical care without additional resources in a university hospital.

Our department is committed to a process of continuous quality improvement focusing on delivering the best possible pharmaceutical care services. Three committees, each with representation from pharmacists and pharmacy technicians from all areas of the department, were convened in 1991 to 1992 to further identify areas for service enhancement and to plan for the future. Based on the recommendations of these committees, further expansion in ambulatory services is a priority. Other changes will include further automation of the drug-distribution system, examination of the role of the pharmacy technician, development of an automated patient-care system with direct physician order entry, computerized documentation of clinical interventions, and reaffirmation of the role of the pharmacist as the professional responsible for proper use of medications at UMHC.