COVID-19 Intelligence-Driven Operational Response Platform: Experience of a Large Tertiary Multihospital System in the Middle East.

The COVID-19 pandemic has resulted in global disruptions within healthcare systems, leading to quick dynamic fluctuations in hospital operations and supply chain management. During the early months of the pandemic, tertiary multihospital systems were highly viewed as the go-to hospitals for handling these rapid healthcare challenges caused by the rapidly increasing number of COVID-19 cases. Yet, this pandemic has created an urgent need for coordinated mechanisms to alleviate increasing pressures on these large multihospital systems and ensure services remain high-quality, accessible, and sustainable. Digital health solutions have been identified as promising approaches to address these challenges. This case report describes results for developing multidisciplinary visualizations to support digital health operations in one of the largest tertiary multihospital systems in the Middle East. The report concludes with some lessons and insights learned from the rapid development and delivery of this user-centric COVID-19 multihospital operations intelligent platform.

The usefulness of an ambulatory care pharmacy performance dashboard during the COVID-19 pandemic in a complex tertiary care system.

PURPOSE: To describe the usefulness of an innovative "semi-real-time" pharmacy dashboard in managing workload during the unpredictable coronavirus disease 2019 (COVID-19) pandemic. SUMMARY: We created a pharmacy dashboard to monitor workload and key performance indicators during the dynamic COVID-19 crisis. The dashboard accessed the prescribing workload from our clinical information system and filled prescriptions from robotic prescription dispensing systems. The aggregated data was visualized using modern tools. The dashboard presents performance data in near real time and is updated every 15 minutes. After validation during the early weeks of the COVID-19 crisis, the dashboard provided reliable data and served as a great decision support aid in calculating the backlog of prescribed but unfilled prescriptions. It also aided in adjusting manpower, identifying prescribing and dispensing patterns, identifying trends, and diverting staff resources to appropriate locations. The dashboard has been useful in clearing the backlog in a timely manner, staff planning, and predicting the next coming surge so that we can proactively minimize accumulation of backlogged prescriptions. CONCLUSION: Developing a dynamic, semi-real-time pharmacy dashboard during unstable circumstances such as those that have arisen during the COVID-19 pandemic can be very useful in ambulatory care pharmacy workload management.

The impact of clinical pharmacist in a cardiac-surgery intensive care unit.

OBJECTIVE: To evaluate the clinical pharmacists' interventions in an intensive care unit (ICU) setting with regard to their acceptance by the medical team, frequency, clinical significance, and targeted patient's outcomes. METHODS: This is a prospective, non-comparative, observational study evaluating the clinical pharmacist interventions in an ICU setting from December 2002 to May 2003. The study was conducted in a 19-bed Cardiac-Surgery ICU at King Faisal Specialist Hospital & Research Center, a tertiary-care hospital in Riyadh, Saudi Arabia. The clinical pharmacist performed daily multi-disciplinary team rounds, with documentation of all his interventions. On the same day, a physician, who is a part of the team, verified all interventions for validity and clinical significance. The institutional Office of Research Affairs approved the study. RESULTS: The clinical pharmacist intervened 394 times on the 600 patients [0.66 intervention-per-patient]. The medical team accepted almost all interventions (94.3%). The main drug-related problems were the following: no drug prescribed for medical condition (33.2%), inappropriate dosing regimen (28.9%), and no indication for drug use (14.3%). Approximately 55.7% of the interventions targeted enhancing therapeutic outcomes, whilst 21.8% of interventions resulted in the prevention of an adverse drug reaction. The interventions that may have resulted in decreasing mortality, preventing, or reducing organ damage, or decreasing hospitalization, represented 8.1% of all interventions. CONCLUSION: Participation of a clinical pharmacist in the daily multidisciplinary team rounds in an ICU setting significantly reduces unfavorable morbidities and enhances therapeutic outcomes.