[Barriers in careers. Towards an initiative for career management].
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In early 2001, a small group of hospital lab administrators, educators, and hospital council and health occupations leaders in the South San Francisco Bay Area, seeing no end to the area's laboratory workforce shortage, developed an ambitious plan to increase the number of clinical laboratory scientists (CLSs). Here is how they convinced administrators from 15 area hospitals to fund it.
Johnson & Johnson launched the Campaign in February 2002. Data from surveys of nursing students, RNs, and CNOs reflect a high level of awareness of several key elements of the Campaign--advertisements, recruitment materials, the discovernursing.com Web site, and regional "Promise of Nursing" fundraising events. The J & J Campaign for Nursing's Future represents the largest involvement of the private corporate sector, and through this initiative we are learning new and innovative ways to examine the challenges confronting the nursing workforce and develop actions to help resolve them.
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A program that trains and uses staff pharmacists for clinical services is described. A position was created that is filled by staff pharmacists on six-week rotations. All full-time pharmacists may participate; they work under the direction and supervision of clinical pharmacists. Basic responsibilities in the rotation include responding to drug information requests, assisting with drug-use evaluation and adverse drug experience programs, assisting with research, writing and editing for newsletters, participating in staff development programs, and reviewing and clarifying drug orders for the skilled-nursing facility. About 60% of eligible pharmacists have participated in this program. The pharmacists have gained new practice skills, greater opportunity for career enhancement, and improved attitudes toward work and colleagues, and the department has been able to provide more clinical services. The focus of the rotation is now being changed from performing clinical tasks to assuming more responsibility for patient outcomes related to drug therapy. A rotating clinical position has enabled staff pharmacists to gain additional nondispensing skills and contribute to the development and maintenance of clinical services.
A staff development program in total parenteral nutrition (TPN) is described. A 12-week education and training program was developed at a community hospital to enable staff pharmacists (those with B.S. degrees) to become involved in the pharmacy-based TPN service that has been in effect at the institution since 1978. Before 1987, the TPN pharmacist had always held a Pharm.D. degree. In the first four weeks of the program the trainee is allotted two hours per day for required reading. During the final eight weeks, the trainee accompanies a TPN pharmacist on daily rounds. A proficiency examination is given after week 10. Upon successful completion of the program, the pharmacist serves as a nutritional support therapy consultant to physicians who wish to have their patients evaluated, treated, and monitored by the TPN service. A quality assurance program was developed to enable the clinical coordinator in charge of the service to identify areas where further inservice education might be indicated and to satisfy requirements of the Joint Commission. Six staff pharmacists have completed the training program and are allowed to write TPN orders and conduct TPN rounds. The program has expanded the clinical roles of the staff pharmacists and has been well received by the medical staff. The quality assurance monitoring indicates that the service is excellent. A staff development program was successful in training staff pharmacists to participate in TPN therapy.
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