Optimization of DOAC management services in a centralized anticoagulation clinic

Research and Practice in Thrombosis and Haemostasis

Alisia Chen¹  John Fanikos²  Katelyn W. Sylvester²  Andrea Lewin²  Samuel Z. Goldhaber³  Jean M. Connors⁴ 

[1] Bouve College of Health Sciences Northeastern University Boston Massachusetts USA;Department of Pharmacy Services Brigham and Women’s Hospital Boston Massachusetts USA;Division of Cardiovascular Medicine Brigham and Women’s Hospital Boston Massachusetts USA;Division of Hematology Brigham and Women’s Hospital Boston Massachusetts USA;

关键词: anticoagulant;    burnout;    clinical pharmacy services;    direct‐acting oral anticoagulant;    quality improvement;   

DOI  :  10.1002/rth2.12696

来源: DOAJ

【 摘 要 】

Abstract Background In 2017, the Brigham and Women’s Hospital Anticoagulation Management Service (BWH AMS) expanded services to patients on direct oral anticoagulants (DOACs). We have since updated our DOAC management plan and adjusted the workflow of our clinic. Objectives This report describes how our DOAC management has evolved and describes key interventions made. Additionally, we report on the results of a survey completed by referring physicians that assessed perspectives regarding centralized DOAC management by BWH AMS pharmacists. Methods An analysis was completed of all patients referred to the BWH AMS and the number of interventions completed and documented in our anticoagulation management software. A survey with eight questions was sent to 110 referring physicians (selected based on referring to the AMS within the past 1.5 years). Results Over 4 years, 1622 patients on DOACs were referred to the BWH AMS, amounting to 3154 DOAC encounters. A total of 212 interventions for medication procurement, 171 dose adjustment interventions, and 603 coordinated procedure plans were completed. Of the 32 physicians who responded to the survey, many believed that the quality and safety of anticoagulation therapy was improved with BWH AMS management. Despite provider satisfaction with pharmacist‐led care in DOACs, physicians expressed concerns regarding the lack of provider awareness of the clinic and possible duplicative efforts. Conclusion We plan to evolve the DOAC clinic model to optimize its clinical and operational value and to improve our delivery of care using electronic tools to move toward a population management approach for DOAC management.

【 授权许可】

Unknown