Establishing a Point-of-Care Ultrasound Program: An Institutional Approach for Developing a Point-of-Care Ultrasound Program Infrastructure.

Point-of-care ultrasound (POCUS) is rapidly accelerating in adoption and applications outside the traditional realm of diagnostic radiology departments. Although the use of this imaging technology in a distributed fashion has great potential, there are many associated challenges. To address these challenges, the authors developed an enterprise-wide POCUS program at their institution (Stanford Health Care). Here, the authors share their experience, the governance organization, and their approaches to device and information security, training, and quality assurance. The authors also share the basic principles they use to guide their approach to manage these challenges. Through their work, the authors have learned that a foundational framework of defining POCUS and the different levels of POCUS use and delineating program management elements are critical. The authors hope that their experience will be helpful to others who are also interested in POCUS or in the process of creating POCUS programs at their institutions. With a clearly established framework, patient safety and quality of care are improved for everyone.

Program for Supporting Frontline Improvement Projects in an Academic Radiology Department.

OBJECTIVE. The purpose of this study was to describe the results of an ongoing program implemented in an academic radiology department to support the execution of small- to medium-size improvement projects led by frontline staff and leaders. MATERIALS AND METHODS. Staff members were assigned a coach, were instructed in improvement methods, were given time to work on the project, and presented progress to department leaders in weekly 30-minute reports. Estimated costs and outcomes were calculated for each project and aggregated. An anonymous survey was administered to participants at the end of the first year. RESULTS. A total of 73 participants completed 102 projects in the first 2 years of the program. The project type mix included 25 quality improvement projects, 22 patient satisfaction projects, 14 staff engagement projects, 27 efficiency improvement projects, and 14 regulatory compliance and readiness projects. Estimated annualized outcomes included approximately 4500 labor hours saved, $315K in supply cost savings, $42.2M in potential increased revenues, 8- and 2-point increase in top-box patient experience scores at two clinics, and a 60-incident reduction in near-miss safety events. Participant time equated to approximately 0.35 full-time equivalent positions per year. Approximately 0.4 full-time equivalent was required to support the program. Survey results indicated that the participants generally viewed the program favorably. CONCLUSION. The program was successful in providing a platform for simultaneously solving a large number of organizational problems while also providing a positive experience to frontline personnel.