Generic statins topped costlier branded meds in adherence, clinical outcomes

Lower costs improve adherence
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Generic statins topped costlier branded meds in adherence, clinical outcomes

Patients started on less costly generic statin drugs have significantly better adherence than those started on brand name statins, as well as improved cardiovascular outcomes, according to results from a study that looked at records from more than 90,000 Medicare patients aged 65 and older (mean age 75.6, 61% female) over a 2-year period.

The study, led by Joshua J. Gagne, Pharm.D., Sc.D., of Brigham and Women’s Hospital and Harvard Medical School, Boston, Massachusetts, and published online Sept. 15 in Annals of Internal Medicine (doi:10.7326/M13-2942), found that the average portion of days covered under prescribed statin therapy was 77% for patients started on generic lovastatin, pravastatin, or simvastatin, and 71% for patients started on name brands of these medications (P < .001). Researchers pinpointed cost as the likeliest reason for the differences in adherence; mean copay in the study was $10 for generics and $48 for brand-name drugs.

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Patients are more likely to adhere to cheaper, generic statin prescriptions than brand-name statins.

Dr. Gagne and colleagues also reported that patients on generics saw an 8% reduction in cardiovascular events (as measured by a composite outcome of hospitalization for an acute coronary syndrome, stroke, or all-cause mortality), compared with those on brand-name medications (hazard ratio, 0.92; 95% confidence interval, 0.86-0.99).

Dr. Gagne and colleagues called the difference in cardiovascular outcomes “commensurate with the expected effect” based on differences in adherence, while noting that theirs was the first study to demonstrate differences in health outcomes related to the dispensing of generic or brand-name statins. Most patients in the study (n = 83,731) were started on generics. Generic drug recipients were more likely to be women (62% vs. 54%), and brand-name statin recipients were more likely to be white (66% vs. 48%).

“In the setting of tiered copayments in typical pharmacy benefit designs, initiating a generic versus a brand-name statin seems to be associated with lower out-of-pocket costs, improved adherence to therapy, and improved clinical outcomes,” the researchers concluded (Ann. Int. Med. 2014;161:400-7. [doi:10.7326/M13-2942]).

Dr. Gagne and colleagues noted among the limitations of their study its nonrandomized design, the use of only three statins, and the fact that they could not determine who decided whether patients initiated a generic or brand-name drug, noting that many states require pharmacists to dispense generics unless a prescriber or patient requests otherwise. The results may not apply to patients with types of insurance other than Medicare, they noted.

Teva pharmaceuticals, a manufacturer of generic medications, sponsored the study; Dr. Gagne and a coauthor, Niteesh K. Choudhry, M.D., Ph.D., disclosed grant support from Teva, while three coauthors disclosed being employees of CVS Caremark, a major pharmacy benefits administrator.

References

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This retrospective study used administrative data to robustly test an important hypothesis and provides evidence of the effectiveness of generic drugs in improving patient adherence and clinical outcomes. The clinical benefits may be explained by low out-of-pocket prescription expenses leading to improved patient adherence. These benefits and the lower costs to the health system strongly support the implied cost-effectiveness of prescribing generic drugs.

Dr. Walter Cullen and Dr. Patrick Murray are with UCD School of Medicine and Medical Science, Dublin. Ms. Anne Harnett is a pharmacist with the University of Limerick (Ireland). Their remarks were taken from an editorial accompanying the research in the Annals of Internal Medicine (Ann Intern Med. 2014;161:447-8 [doi:10.7326/M14-1778]).

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This retrospective study used administrative data to robustly test an important hypothesis and provides evidence of the effectiveness of generic drugs in improving patient adherence and clinical outcomes. The clinical benefits may be explained by low out-of-pocket prescription expenses leading to improved patient adherence. These benefits and the lower costs to the health system strongly support the implied cost-effectiveness of prescribing generic drugs.

Dr. Walter Cullen and Dr. Patrick Murray are with UCD School of Medicine and Medical Science, Dublin. Ms. Anne Harnett is a pharmacist with the University of Limerick (Ireland). Their remarks were taken from an editorial accompanying the research in the Annals of Internal Medicine (Ann Intern Med. 2014;161:447-8 [doi:10.7326/M14-1778]).

Body

This retrospective study used administrative data to robustly test an important hypothesis and provides evidence of the effectiveness of generic drugs in improving patient adherence and clinical outcomes. The clinical benefits may be explained by low out-of-pocket prescription expenses leading to improved patient adherence. These benefits and the lower costs to the health system strongly support the implied cost-effectiveness of prescribing generic drugs.

Dr. Walter Cullen and Dr. Patrick Murray are with UCD School of Medicine and Medical Science, Dublin. Ms. Anne Harnett is a pharmacist with the University of Limerick (Ireland). Their remarks were taken from an editorial accompanying the research in the Annals of Internal Medicine (Ann Intern Med. 2014;161:447-8 [doi:10.7326/M14-1778]).

Title
Lower costs improve adherence
Lower costs improve adherence

Patients started on less costly generic statin drugs have significantly better adherence than those started on brand name statins, as well as improved cardiovascular outcomes, according to results from a study that looked at records from more than 90,000 Medicare patients aged 65 and older (mean age 75.6, 61% female) over a 2-year period.

The study, led by Joshua J. Gagne, Pharm.D., Sc.D., of Brigham and Women’s Hospital and Harvard Medical School, Boston, Massachusetts, and published online Sept. 15 in Annals of Internal Medicine (doi:10.7326/M13-2942), found that the average portion of days covered under prescribed statin therapy was 77% for patients started on generic lovastatin, pravastatin, or simvastatin, and 71% for patients started on name brands of these medications (P < .001). Researchers pinpointed cost as the likeliest reason for the differences in adherence; mean copay in the study was $10 for generics and $48 for brand-name drugs.

©PhotoDisk
Patients are more likely to adhere to cheaper, generic statin prescriptions than brand-name statins.

Dr. Gagne and colleagues also reported that patients on generics saw an 8% reduction in cardiovascular events (as measured by a composite outcome of hospitalization for an acute coronary syndrome, stroke, or all-cause mortality), compared with those on brand-name medications (hazard ratio, 0.92; 95% confidence interval, 0.86-0.99).

Dr. Gagne and colleagues called the difference in cardiovascular outcomes “commensurate with the expected effect” based on differences in adherence, while noting that theirs was the first study to demonstrate differences in health outcomes related to the dispensing of generic or brand-name statins. Most patients in the study (n = 83,731) were started on generics. Generic drug recipients were more likely to be women (62% vs. 54%), and brand-name statin recipients were more likely to be white (66% vs. 48%).

“In the setting of tiered copayments in typical pharmacy benefit designs, initiating a generic versus a brand-name statin seems to be associated with lower out-of-pocket costs, improved adherence to therapy, and improved clinical outcomes,” the researchers concluded (Ann. Int. Med. 2014;161:400-7. [doi:10.7326/M13-2942]).

Dr. Gagne and colleagues noted among the limitations of their study its nonrandomized design, the use of only three statins, and the fact that they could not determine who decided whether patients initiated a generic or brand-name drug, noting that many states require pharmacists to dispense generics unless a prescriber or patient requests otherwise. The results may not apply to patients with types of insurance other than Medicare, they noted.

Teva pharmaceuticals, a manufacturer of generic medications, sponsored the study; Dr. Gagne and a coauthor, Niteesh K. Choudhry, M.D., Ph.D., disclosed grant support from Teva, while three coauthors disclosed being employees of CVS Caremark, a major pharmacy benefits administrator.

Patients started on less costly generic statin drugs have significantly better adherence than those started on brand name statins, as well as improved cardiovascular outcomes, according to results from a study that looked at records from more than 90,000 Medicare patients aged 65 and older (mean age 75.6, 61% female) over a 2-year period.

The study, led by Joshua J. Gagne, Pharm.D., Sc.D., of Brigham and Women’s Hospital and Harvard Medical School, Boston, Massachusetts, and published online Sept. 15 in Annals of Internal Medicine (doi:10.7326/M13-2942), found that the average portion of days covered under prescribed statin therapy was 77% for patients started on generic lovastatin, pravastatin, or simvastatin, and 71% for patients started on name brands of these medications (P < .001). Researchers pinpointed cost as the likeliest reason for the differences in adherence; mean copay in the study was $10 for generics and $48 for brand-name drugs.

©PhotoDisk
Patients are more likely to adhere to cheaper, generic statin prescriptions than brand-name statins.

Dr. Gagne and colleagues also reported that patients on generics saw an 8% reduction in cardiovascular events (as measured by a composite outcome of hospitalization for an acute coronary syndrome, stroke, or all-cause mortality), compared with those on brand-name medications (hazard ratio, 0.92; 95% confidence interval, 0.86-0.99).

Dr. Gagne and colleagues called the difference in cardiovascular outcomes “commensurate with the expected effect” based on differences in adherence, while noting that theirs was the first study to demonstrate differences in health outcomes related to the dispensing of generic or brand-name statins. Most patients in the study (n = 83,731) were started on generics. Generic drug recipients were more likely to be women (62% vs. 54%), and brand-name statin recipients were more likely to be white (66% vs. 48%).

“In the setting of tiered copayments in typical pharmacy benefit designs, initiating a generic versus a brand-name statin seems to be associated with lower out-of-pocket costs, improved adherence to therapy, and improved clinical outcomes,” the researchers concluded (Ann. Int. Med. 2014;161:400-7. [doi:10.7326/M13-2942]).

Dr. Gagne and colleagues noted among the limitations of their study its nonrandomized design, the use of only three statins, and the fact that they could not determine who decided whether patients initiated a generic or brand-name drug, noting that many states require pharmacists to dispense generics unless a prescriber or patient requests otherwise. The results may not apply to patients with types of insurance other than Medicare, they noted.

Teva pharmaceuticals, a manufacturer of generic medications, sponsored the study; Dr. Gagne and a coauthor, Niteesh K. Choudhry, M.D., Ph.D., disclosed grant support from Teva, while three coauthors disclosed being employees of CVS Caremark, a major pharmacy benefits administrator.

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Key clinical point: Patients adhere better to generic statin prescriptions than brand-name statins, likely because of lower out-of-pocket costs.

Major finding: Patients receiving generics had 77% adherence vs. 71% for brand names, and better cardiovascular outcomes over 2 years.

Data source: Cohort of 90,111 Medicare patients started on lovastatin, pravastatin, or simvastatin between 2006 and 2008.

Disclosures: Teva, a manufacturer of generic medications, funded the study. The lead author and one coauthor report grants from Teva, and three coauthors are employees of the pharmacy benefits manager CVS Caremark.

States with higher malpractice rates have more cesarean deliveries and fewer vaginal deliveries

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States with higher malpractice rates have more cesarean deliveries and fewer vaginal deliveries

Over the last 20 years, litigation rates, malpractice coverage costs, and the number of cesarean deliveries have increased significantly. In fact, many ObGyns have dropped their obstetric practices because of the increased cost of malpractice insurance, say researchers from Johns Hopkins and Brown, and three states (New York, Florida, and Virginia) now have birth injury funds to help deflect the burden of malpractice insurance and litigation costs.1

What is the existing state-level relationship between malpractice rates and the mode of delivery, including cesarean delivery (CD) and vaginal delivery (VD), as well as operative vaginal delivery (OVD)? And how do the state-run injury funds affect this relationship, asked Clark T. Johnson, MD, MPH, and Erika F. Werner, MD.

To answer their question, the investigators collected 8 years of data on mode of delivery (from the Centers for Disease Control and Prevention National Vital Statistics System) and malpractice rates for ObGyns in each US state (from the 2011 Medical Liability Monitor Rate Survey). The researchers used linear regression modeling to analyze their 2003−2010 data.1

They found that states with higher malpractice rates had higher CD delivery rates and lower VD rates than states with lower malpractice rates, and that higher malpractice rates also correlated with lower rates of OVD, including the use of forceps and vacuum extraction. Overall, the change in malpractice rates between 2003 and 2010 did not correlate with the rates of OVD.1

Those states with the highest average annual malpractice insurance rate (> $120,000) to cover claims with a cap of $1 million/$3 million in 2010, were Florida, New York, and Connecticut. Illinois, Pennsylvania, New Jersey, and Maryland had an average annual rate of $100,000 to $120,000.

Those states with the lowest average annual malpractice insurance rate (0$ to $40,000) were North Dakota, South Dakota, Nebraska, Minnesota, Iowa, and Wisconsin.

In the 1980s, medical malpractice insurance rates soared and insurance companies were faced with eliminating coverage to obstetricians. In 1987, the Virginia General Assembly developed the Virginia Birth-Related Neurological Injury Compensation Program. This no-fault system ensures lifetime care to eligible participants, and has successfully stabilized the malpractice environment in the state.2 Birth-related neurologic injury funds were also created in Florida in 19883 and in New York in 2011.4

The three states with birth injury funds showed a decrease in malpractice rates, a slower rate of CD-rate increase, and an OVD-rate decrease. However, the researchers note that while developing a state birth injury fund is seen as a trend that might reduce malpractice rates, there were not enough data to demonstrate significance.1

References

1.     Johnson CT, Werner EF. The nationwide relationship between malpractice rates and rates of vaginal and cesarean delivery. Poster presented at: American College of Obstetricians and Gynecologists 62nd Annual Clinical Meeting; April 26–30, 2014; Chicago, IL. Obstet Gynecol.

2.     Medical Society of Virginia. Virginia birth injury fund (BIF) FAQs. http://www.msv.org/MainMenuCategories/MemberCenter/FAQs/Virginia-Birth-Injury-Fund-BIF-FAQs.aspx. Accessed July 30, 2014.

3.     What is NICA? Florida Birth-Related Neurological Injury Compensation Association (NICA) Web site. https://www.nica.com/what-is-nica.html. Accessed July 30, 2014.

4.     Medical Indemnity Fund frequently asked questions. New York State Department of Financial Services Web site. http://www.dfs.ny.gov/insurance/mif/mif_faqs.htm. Updated February 13, 2012. Accessed July 30, 2014.

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Over the last 20 years, litigation rates, malpractice coverage costs, and the number of cesarean deliveries have increased significantly. In fact, many ObGyns have dropped their obstetric practices because of the increased cost of malpractice insurance, say researchers from Johns Hopkins and Brown, and three states (New York, Florida, and Virginia) now have birth injury funds to help deflect the burden of malpractice insurance and litigation costs.1

What is the existing state-level relationship between malpractice rates and the mode of delivery, including cesarean delivery (CD) and vaginal delivery (VD), as well as operative vaginal delivery (OVD)? And how do the state-run injury funds affect this relationship, asked Clark T. Johnson, MD, MPH, and Erika F. Werner, MD.

To answer their question, the investigators collected 8 years of data on mode of delivery (from the Centers for Disease Control and Prevention National Vital Statistics System) and malpractice rates for ObGyns in each US state (from the 2011 Medical Liability Monitor Rate Survey). The researchers used linear regression modeling to analyze their 2003−2010 data.1

They found that states with higher malpractice rates had higher CD delivery rates and lower VD rates than states with lower malpractice rates, and that higher malpractice rates also correlated with lower rates of OVD, including the use of forceps and vacuum extraction. Overall, the change in malpractice rates between 2003 and 2010 did not correlate with the rates of OVD.1

Those states with the highest average annual malpractice insurance rate (> $120,000) to cover claims with a cap of $1 million/$3 million in 2010, were Florida, New York, and Connecticut. Illinois, Pennsylvania, New Jersey, and Maryland had an average annual rate of $100,000 to $120,000.

Those states with the lowest average annual malpractice insurance rate (0$ to $40,000) were North Dakota, South Dakota, Nebraska, Minnesota, Iowa, and Wisconsin.

In the 1980s, medical malpractice insurance rates soared and insurance companies were faced with eliminating coverage to obstetricians. In 1987, the Virginia General Assembly developed the Virginia Birth-Related Neurological Injury Compensation Program. This no-fault system ensures lifetime care to eligible participants, and has successfully stabilized the malpractice environment in the state.2 Birth-related neurologic injury funds were also created in Florida in 19883 and in New York in 2011.4

The three states with birth injury funds showed a decrease in malpractice rates, a slower rate of CD-rate increase, and an OVD-rate decrease. However, the researchers note that while developing a state birth injury fund is seen as a trend that might reduce malpractice rates, there were not enough data to demonstrate significance.1

Over the last 20 years, litigation rates, malpractice coverage costs, and the number of cesarean deliveries have increased significantly. In fact, many ObGyns have dropped their obstetric practices because of the increased cost of malpractice insurance, say researchers from Johns Hopkins and Brown, and three states (New York, Florida, and Virginia) now have birth injury funds to help deflect the burden of malpractice insurance and litigation costs.1

What is the existing state-level relationship between malpractice rates and the mode of delivery, including cesarean delivery (CD) and vaginal delivery (VD), as well as operative vaginal delivery (OVD)? And how do the state-run injury funds affect this relationship, asked Clark T. Johnson, MD, MPH, and Erika F. Werner, MD.

To answer their question, the investigators collected 8 years of data on mode of delivery (from the Centers for Disease Control and Prevention National Vital Statistics System) and malpractice rates for ObGyns in each US state (from the 2011 Medical Liability Monitor Rate Survey). The researchers used linear regression modeling to analyze their 2003−2010 data.1

They found that states with higher malpractice rates had higher CD delivery rates and lower VD rates than states with lower malpractice rates, and that higher malpractice rates also correlated with lower rates of OVD, including the use of forceps and vacuum extraction. Overall, the change in malpractice rates between 2003 and 2010 did not correlate with the rates of OVD.1

Those states with the highest average annual malpractice insurance rate (> $120,000) to cover claims with a cap of $1 million/$3 million in 2010, were Florida, New York, and Connecticut. Illinois, Pennsylvania, New Jersey, and Maryland had an average annual rate of $100,000 to $120,000.

Those states with the lowest average annual malpractice insurance rate (0$ to $40,000) were North Dakota, South Dakota, Nebraska, Minnesota, Iowa, and Wisconsin.

In the 1980s, medical malpractice insurance rates soared and insurance companies were faced with eliminating coverage to obstetricians. In 1987, the Virginia General Assembly developed the Virginia Birth-Related Neurological Injury Compensation Program. This no-fault system ensures lifetime care to eligible participants, and has successfully stabilized the malpractice environment in the state.2 Birth-related neurologic injury funds were also created in Florida in 19883 and in New York in 2011.4

The three states with birth injury funds showed a decrease in malpractice rates, a slower rate of CD-rate increase, and an OVD-rate decrease. However, the researchers note that while developing a state birth injury fund is seen as a trend that might reduce malpractice rates, there were not enough data to demonstrate significance.1

References

1.     Johnson CT, Werner EF. The nationwide relationship between malpractice rates and rates of vaginal and cesarean delivery. Poster presented at: American College of Obstetricians and Gynecologists 62nd Annual Clinical Meeting; April 26–30, 2014; Chicago, IL. Obstet Gynecol.

2.     Medical Society of Virginia. Virginia birth injury fund (BIF) FAQs. http://www.msv.org/MainMenuCategories/MemberCenter/FAQs/Virginia-Birth-Injury-Fund-BIF-FAQs.aspx. Accessed July 30, 2014.

3.     What is NICA? Florida Birth-Related Neurological Injury Compensation Association (NICA) Web site. https://www.nica.com/what-is-nica.html. Accessed July 30, 2014.

4.     Medical Indemnity Fund frequently asked questions. New York State Department of Financial Services Web site. http://www.dfs.ny.gov/insurance/mif/mif_faqs.htm. Updated February 13, 2012. Accessed July 30, 2014.

References

1.     Johnson CT, Werner EF. The nationwide relationship between malpractice rates and rates of vaginal and cesarean delivery. Poster presented at: American College of Obstetricians and Gynecologists 62nd Annual Clinical Meeting; April 26–30, 2014; Chicago, IL. Obstet Gynecol.

2.     Medical Society of Virginia. Virginia birth injury fund (BIF) FAQs. http://www.msv.org/MainMenuCategories/MemberCenter/FAQs/Virginia-Birth-Injury-Fund-BIF-FAQs.aspx. Accessed July 30, 2014.

3.     What is NICA? Florida Birth-Related Neurological Injury Compensation Association (NICA) Web site. https://www.nica.com/what-is-nica.html. Accessed July 30, 2014.

4.     Medical Indemnity Fund frequently asked questions. New York State Department of Financial Services Web site. http://www.dfs.ny.gov/insurance/mif/mif_faqs.htm. Updated February 13, 2012. Accessed July 30, 2014.

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The VALOR Program: Preparing Nursing Students to Care for Our Veterans

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The VALOR Program: Preparing Nursing Students to Care for Our Veterans

The VA Learning Opportunity Residency (VALOR) program is a prelicensure experience with a nurse preceptor for rising senior students enrolled in a bachelor of science in nursing program. Students must have a minimum 3.0 grade-point average to apply. The program provides 800 hours of paid learning experiences in diverse didactic and hands-on clinical situations. The first 400 hours of the program (10 weeks) occur over the summer, and the second 400 hours take place during the fall and spring semesters of the student’s last year of school.1 During the last 400 hours, students are placed in the areas they are interested in working as new graduate nurses.

The aim of the Salem VALOR program is to develop the next generation of VAMC nurses by recruiting new graduate nurses. The Salem VAMC structures the VALOR program to meet the needs of both the students and the facility. According to Glenda Fuller, the student programs manager for the VA, national VALOR retention rates from 2007 to 2011 have averaged 38%. However, more applicants apply for new graduate nurse positions than are available. Included in the VHA Directive 2011-039, facilities that hire a nurse with ≤ 1 year of experience must enroll them in a yearlong transition-to-practice program.2 Therefore, facilities may limit the number of new graduate nurse positions.

On entry into the VALOR program, participants write a journal entry regarding their fears and concerns about becoming a new graduate nurse. In addition, each student turns in a written reflection about their experiences each week and participates in daily group discussions with the program coordinator. The last day of the summer portion of the program, students again write about their fears and concerns about becoming a new graduate nurse. After reviewing the VALOR journals, conducting focus groups, and taking notes during the daily meetings, the authors describe the following VALOR experience from the summer of 2013 at the Salem VAMC.

Preparing New Graduates

Hospitals are under pressure to provide high-quality nursing care despite hiring new graduate nurses who are unfamiliar and inexperienced in caring for patients’ complex health care needs. New graduate nurses currently make up more than 10% of hospital nursing staff, and that number is expected to grow as baby boomers retire.3 Boswell and colleagues suggest that those new graduate nurses are unprepared for the registered nurse role.4 Identifying strategies to facilitate the transition from student to the new graduate nurse role will likely decrease attrition rates and increase the effectiveness and the quality of patient care. Nursing programs, such as the VALOR, can ease the transition from the classroom to the working environment.5

This result is evident when observing how VALOR students enhance their nursing skills after the 10-week summer program. VALOR participant Andrea King published her summer experience at the Salem VAMC in The Torch, the Virginia Nursing Students’ Association newsletter.6 “I had so much practice and eventually confidence in my nursing skills,” she wrote, “that I had the autonomy and independence to feel like I was working as an actual nurse.”6

The VALOR Experience

During the summer months, senior nursing students have the opportunity to go on rounds with the chaplain, work with nurse practitioners, attend outings with mental health patients, participate in home health visits, interact with patients in groups, and rotate to different hospital units. Students attend FranklinCovey classes (which specialize in employee performance improvement), participate in an evidence-based practice (EBP) project (which helps them to learn about teamwork), and collaborate with interdisciplinary health care professionals. At the end of the summer, students present their team EBP project to the nurse executive committee. Presentation experience assists students in acquiring public speaking skills. Students are nervous about presenting to a room full of executives. However, they learn to depend on one another and to strengthen weaknesses and build on strengths.

When high-performing students come together as one cohort, this dynamic poses challenges for the VALOR participants. One student described her vulnerability in relation to her VALOR peers as “the hardest hit to my self-confidence has been working with such intelligent and accomplished cohorts.” Another student found that even though she was at the top of her class, working with the other VALORs “challenged her self-confidence” because all the program participants were high-performing students. She found it pushed her to perform better. One person reflected, “I feel the VALOR experience has really given all of us the opportunity to unleash our full potential. I have no doubt that these students will become future health care leaders.”

Building Skills

 

 

Learning new skills and interacting with physicians are stressful experiences for new graduate nurses.7 A study by Casey and colleagues suggests that new graduate nurses feel inadequate and lack self-confidence.8 VALOR participants share these concerns. The initial journal entries revealed fears of making a mistake, harming patients, fitting in to the work culture, working with doctors, feeling anxious about patient interactions, and performing clinical skills competently.

Initially, students focused on needing extensive practice with nursing skills as evidenced by one student’s comments, “I’m honestly concerned about some of the procedures; I’ve only put in 3 IVs during nursing school, I am not confident walking in to a room and performing a procedure on my own. I would be overwhelmed.” When considering RN-to-MD communication, one student commented, “I’m nervous, doctors can be very hard on new nurses, I’ve witnessed this over and over.”

During the first weeks, the participants discussed the fear of being “on their own” without the benefit of their instructor once they graduate. One person noted this feeling as “The seed of fear grows as graduation approaches.” This lack of self-confidence and feeling scared is a consistent issue with all the VALOR students the first day of the program.

During the program, VALOR students developed nursing skills and became certified in advanced cardiac life support (ACLS). One student suggested that the ACLS class was a great team builder and instilled confidence among the VALOR participants. Another student shared, “We all agreed that attaining this certification was a culmination of our overall VA experience.” A student who was working in an acute care area applied the newly learned ACLS skills the following week when a patient coded. The student’s journal reflected how preparation makes a difference and described his experience and knowing how to react as “powerful.”

The Reality of Nursing

The VALOR program helps connect the academic environment with the realities of the workplace. Wilson found bridging the theory-practice gap between school and workplace improves learning opportunities for students.9 Wilson also suggests that having peers to identify with helps to bridge the theory-practice gap.9 Journal entries reflected “the perfect hospital” of textbooks was different from working every day and “almost being a nurse.” During the VALOR program, students immerse themselves in the realistic nursing environment of staff shortages, equipment unavailability, disgruntled patients, and peer-to-peer communication that is not always civil. The 40-hour workweek provides a realistic hands-on view of nursing and introduces students to socializing as a nurse and the nursing work culture.

After the 2013 summer portion of the program, students were able to differentiate between the realities of the world of health care and the academic view of the health care environment. As students progressed over the summer, a noticeable transformation took place. The student who wrote about needing more skills practice on day 1 found that she was comfortable with injections, hanging IVs, and providing patient care at the end of week 3. Students grew more comfortable collaborating with doctors and other interdisciplinary professionals. They also became competent with basic nursing skills and had a realistic view of the nursing world.

In addition, students became aware of the emotional aspects of nursing. One student discussed making a difference in a veteran’s life after participating in a substance abuse group. “While I was on my way home I started thinking about those vets and their stories, and I started getting emotional. I just felt bad that after doing the great deed of fighting for our country that they became victims of substance abuse,” the student explained. “That afternoon, as I departed the vets, I left hopeful and realized I could make a difference in the life of a veteran.” Another student perceived that doctors were discussing a veteran’s terminal lung cancer “nonchalantly” and reflected, “though I do recognize that a certain degree of disconnection must take place, a certain measure of empathy must remain at all times to effect positive outcomes in the patient’s health.”

VALOR students noted that the program gave them exposure to different areas of nursing. This experience assisted them in deciding on an area of nursing interest. One student who always wanted to be an emergency department nurse found that after that rotation, she was not “cut out to be an emergency department nurse.” Some students came into the program thinking they knew precisely what they wanted to do following graduation, but found a new interest.

Daily Debriefings

Through daily debriefing discussions, students learn about best practices, patient advocacy, nursing leadership, and communication skills. Some have said that it has helped them “get through the day” knowing they had an outlet to review their experiences with VALOR peers. Discussions focus on both the positive and negative aspects of their day.

 

 

Students found that group discussions bonded them as a team and allowed them to share their feelings openly. One student found, “What really impacted me was just the amount of learning I received from my VALOR friends.” The group discussions and projects allow students who may typically work in isolation to come together as a team, providing a safe outlet for reflection and self-expression. Meeting daily with peers to share personal experiences increases team cohesion. Research suggests that students learn from their peers.10,11 Working closely with these students, the benefit of peer-to-peer learning was obvious. Students support and teach one another in a nonthreatening environment, which enhances their learning process.

End of the Summer Journey

For the students’ final journal entry, they are asked to identify their greatest fear from week 1 and describe how that has changed by week 10. Journal entries indicated that the students were no longer afraid of being a new nurse, and doctors were “not so scary anymore.” Students already know that nursing is not “going to be peachy,” but participating in the VALOR program allayed their worst fears. One student wrote, “When I had the experiences of doctors, dieticians, and physical therapists asking me questions about my patient and taking what I said seriously, it really boosted my confidence.”

Students seemed less nervous taking on the new graduate nurse role, because they practiced skills and experienced the real life of a nurse. The student who was worried about starting IVs stated, “It is second nature now.” The student who was worried about talking to doctors is now paging and communicating with them in teams. “I feel that I’m more likely to converse with other members of the health care team because of this experience,” one student reported. Another student experienced being afraid of practicing clinical skills because of her lack of experience. “I had put in only 3 IVs previously. I had never seen a cardiac catheterization,” she related.  “I had never run an electrocardiography (EKG), and I had never had an opportunity to see many of the things I have seen. I was afraid of taking a full patient load, and I was apprehensive about simple things such as hanging IV medications. I was unsure of myself, and desperately needed practice. I lacked confidence, and needed to gain experience. Now, looking back, those things seem silly.”

Coming out of this program, one student suggested, “I have found that my expectations were blown away.” The 2013 cohort walked away from the summer portion of the program with ACLS training, EKG classes, interdisciplinary team experiences, FranklinCovey personal development seminars, and most of all, hands-on experience that provided these future nurses with confidence in their abilities. Participants felt that after this summer they would be “a step ahead” of their peers when they returned to school in the fall. One student related, after returning to school, “My professor asked me to help teach an EKG class since I was ACLS certified.”

Conclusion

The goal of sharing the VALOR program and students’ experiences at the Salem VAMC is to highlight how students grow clinically and professionally. The program is not a single-person endeavor. The chief nurse executive, managers, interdisciplinary health care professionals, and nursing preceptors support the program. Gaining stakeholder buy-in for the program results in positive experiences for both students and veterans.

Taking top-performing students and grouping them as a cohort creates a learning experience for students and benefits the facility. Students develop essential nursing skills, which assist their transition to the new graduate nurse role. In the words of one student, “As this experience comes to a close, I find myself increasingly apprehensive of finishing. The VALOR position has been like a dream come true for me. I have developed as a person and a future nurse.” As the new generation of nurses, the VALORs provide the institution with fresh eyes and new ideas on how to improve the system and to care for our nation’s veterans.

Author disclosures
The authors report no actual or potential conflicts of interest with regard to this article.

Disclaimer
The opinions expressed herein are those of the authors and do not necessarily reflect those of
Federal Practitioner, Frontline Medical Communications Inc., the U.S. Government, or any of its agencies. This article may discuss unlabeled or investigational use of certain drugs. Please review the complete prescribing information for specific drugs or drug combinations—including indications, contraindications, warnings, and adverse effects—before administering pharmacologic therapy to patients.

References

 

1. Shipman D, Garrison M, Hooten J. VALOR: A win-win for VA medical centers and BSN students. Fed Pract. 2010;27(7):31-33.

2. U.S. Department of Veterans Affairs. VHA registered nurses (RN) transition-to-practice program. Veterans Health Administration Website.
http://www1.va.gov/vhapublications/ViewPublication.asp?pub_ID=2469. Published November 23, 2011. Accessed July 1, 2014.

3. Nursing Executive Center. Bridging the Preparation-Practice Gap. Vol. 1: Quantifying new graduate nurse improvement needs. Washington, DC: The Advisory Board Company; 2008. https://hci-portal.hci.utah.edu/sites/hch-nursing/staff-development/Shared%20Documents/Manager%20Tools/Published%20Articles/Bridging%20the%20Preparation%20Practice%20Gap.10.10.pdf. Published 2008. Accessed July 1, 2014.

4. Boswell S, Lowry LW, Wilhoit K. New nurses’ perceptions of nursing practice and quality patient care. J Nurs Care Qual. 2004;19(1):76-81.

5. Rhoads J, Sensenig K, Ruth-Sahd L, Thompson E. Nursing externship: A collaborative endeavor between nursing education and nursing administration. Dimens Crit Care Nurs. 2003;22(6):255-258.

6. King A. My summer externship experience. The Torch. Virginia Nursing Students’ Association Newsletter. Fall 2013. VNSA Website. http://www.vnsa.us/uploads/1/9/0/2/19025131/fall2013torch-final-1.pdf. Accessed July 1, 2014.

7. Oermann MH, Moffitt-Wolf A. New graduates’ perceptions of clinical practice. J Contin Educ Nurs. 1997;28(1):20-25.

8. Casey K, Fink R, Krugman M, Propst J. The graduate nurse experience. J Nurs Adm. 2004;34(6):303-311.

9. Wilson J. Bridging the theory practice gap. Aust Nurs J. 2008;16(4):25.

10. Etheridge SA. Learning to think like a nurse: Stories from new nurse graduates. J Contin Educ Nurs. 2007;38(1):24-30.

11. Roberts D. Friendship fosters learning: The importance of friendship in clinical practice. Nurse Educ Pract. 2009;9(6):367-371.

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Debra Shipman, PhD, MSN, MBA, RN; Jack Hooten, RN, MSN, MHA; and Sharon Stanley, RN-BC, BSN

Dr. Shipman and Mr. Hooten are nurse educators and Ms. Stanley is a manager for acute psychiatry, all at the Salem VAMC in Salem, Virginia. Ms. Shipman is also an adjunct faculty member for American Sentinel University, based in Aurora, Colorado.

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Federal Practitioner - 31(9)
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VALOR program, VA Learning Opportunity Residency program, prelicensure experience, bachelor of science in nursing program, Salem VALOR program, Glenda Fuller, new graduate nurses, nursing skills, FranklinCovey classes, Debra Shipman, Jack Hooten, Sharon Stanley
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Debra Shipman, PhD, MSN, MBA, RN; Jack Hooten, RN, MSN, MHA; and Sharon Stanley, RN-BC, BSN

Dr. Shipman and Mr. Hooten are nurse educators and Ms. Stanley is a manager for acute psychiatry, all at the Salem VAMC in Salem, Virginia. Ms. Shipman is also an adjunct faculty member for American Sentinel University, based in Aurora, Colorado.

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Debra Shipman, PhD, MSN, MBA, RN; Jack Hooten, RN, MSN, MHA; and Sharon Stanley, RN-BC, BSN

Dr. Shipman and Mr. Hooten are nurse educators and Ms. Stanley is a manager for acute psychiatry, all at the Salem VAMC in Salem, Virginia. Ms. Shipman is also an adjunct faculty member for American Sentinel University, based in Aurora, Colorado.

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Related Articles

The VA Learning Opportunity Residency (VALOR) program is a prelicensure experience with a nurse preceptor for rising senior students enrolled in a bachelor of science in nursing program. Students must have a minimum 3.0 grade-point average to apply. The program provides 800 hours of paid learning experiences in diverse didactic and hands-on clinical situations. The first 400 hours of the program (10 weeks) occur over the summer, and the second 400 hours take place during the fall and spring semesters of the student’s last year of school.1 During the last 400 hours, students are placed in the areas they are interested in working as new graduate nurses.

The aim of the Salem VALOR program is to develop the next generation of VAMC nurses by recruiting new graduate nurses. The Salem VAMC structures the VALOR program to meet the needs of both the students and the facility. According to Glenda Fuller, the student programs manager for the VA, national VALOR retention rates from 2007 to 2011 have averaged 38%. However, more applicants apply for new graduate nurse positions than are available. Included in the VHA Directive 2011-039, facilities that hire a nurse with ≤ 1 year of experience must enroll them in a yearlong transition-to-practice program.2 Therefore, facilities may limit the number of new graduate nurse positions.

On entry into the VALOR program, participants write a journal entry regarding their fears and concerns about becoming a new graduate nurse. In addition, each student turns in a written reflection about their experiences each week and participates in daily group discussions with the program coordinator. The last day of the summer portion of the program, students again write about their fears and concerns about becoming a new graduate nurse. After reviewing the VALOR journals, conducting focus groups, and taking notes during the daily meetings, the authors describe the following VALOR experience from the summer of 2013 at the Salem VAMC.

Preparing New Graduates

Hospitals are under pressure to provide high-quality nursing care despite hiring new graduate nurses who are unfamiliar and inexperienced in caring for patients’ complex health care needs. New graduate nurses currently make up more than 10% of hospital nursing staff, and that number is expected to grow as baby boomers retire.3 Boswell and colleagues suggest that those new graduate nurses are unprepared for the registered nurse role.4 Identifying strategies to facilitate the transition from student to the new graduate nurse role will likely decrease attrition rates and increase the effectiveness and the quality of patient care. Nursing programs, such as the VALOR, can ease the transition from the classroom to the working environment.5

This result is evident when observing how VALOR students enhance their nursing skills after the 10-week summer program. VALOR participant Andrea King published her summer experience at the Salem VAMC in The Torch, the Virginia Nursing Students’ Association newsletter.6 “I had so much practice and eventually confidence in my nursing skills,” she wrote, “that I had the autonomy and independence to feel like I was working as an actual nurse.”6

The VALOR Experience

During the summer months, senior nursing students have the opportunity to go on rounds with the chaplain, work with nurse practitioners, attend outings with mental health patients, participate in home health visits, interact with patients in groups, and rotate to different hospital units. Students attend FranklinCovey classes (which specialize in employee performance improvement), participate in an evidence-based practice (EBP) project (which helps them to learn about teamwork), and collaborate with interdisciplinary health care professionals. At the end of the summer, students present their team EBP project to the nurse executive committee. Presentation experience assists students in acquiring public speaking skills. Students are nervous about presenting to a room full of executives. However, they learn to depend on one another and to strengthen weaknesses and build on strengths.

When high-performing students come together as one cohort, this dynamic poses challenges for the VALOR participants. One student described her vulnerability in relation to her VALOR peers as “the hardest hit to my self-confidence has been working with such intelligent and accomplished cohorts.” Another student found that even though she was at the top of her class, working with the other VALORs “challenged her self-confidence” because all the program participants were high-performing students. She found it pushed her to perform better. One person reflected, “I feel the VALOR experience has really given all of us the opportunity to unleash our full potential. I have no doubt that these students will become future health care leaders.”

Building Skills

 

 

Learning new skills and interacting with physicians are stressful experiences for new graduate nurses.7 A study by Casey and colleagues suggests that new graduate nurses feel inadequate and lack self-confidence.8 VALOR participants share these concerns. The initial journal entries revealed fears of making a mistake, harming patients, fitting in to the work culture, working with doctors, feeling anxious about patient interactions, and performing clinical skills competently.

Initially, students focused on needing extensive practice with nursing skills as evidenced by one student’s comments, “I’m honestly concerned about some of the procedures; I’ve only put in 3 IVs during nursing school, I am not confident walking in to a room and performing a procedure on my own. I would be overwhelmed.” When considering RN-to-MD communication, one student commented, “I’m nervous, doctors can be very hard on new nurses, I’ve witnessed this over and over.”

During the first weeks, the participants discussed the fear of being “on their own” without the benefit of their instructor once they graduate. One person noted this feeling as “The seed of fear grows as graduation approaches.” This lack of self-confidence and feeling scared is a consistent issue with all the VALOR students the first day of the program.

During the program, VALOR students developed nursing skills and became certified in advanced cardiac life support (ACLS). One student suggested that the ACLS class was a great team builder and instilled confidence among the VALOR participants. Another student shared, “We all agreed that attaining this certification was a culmination of our overall VA experience.” A student who was working in an acute care area applied the newly learned ACLS skills the following week when a patient coded. The student’s journal reflected how preparation makes a difference and described his experience and knowing how to react as “powerful.”

The Reality of Nursing

The VALOR program helps connect the academic environment with the realities of the workplace. Wilson found bridging the theory-practice gap between school and workplace improves learning opportunities for students.9 Wilson also suggests that having peers to identify with helps to bridge the theory-practice gap.9 Journal entries reflected “the perfect hospital” of textbooks was different from working every day and “almost being a nurse.” During the VALOR program, students immerse themselves in the realistic nursing environment of staff shortages, equipment unavailability, disgruntled patients, and peer-to-peer communication that is not always civil. The 40-hour workweek provides a realistic hands-on view of nursing and introduces students to socializing as a nurse and the nursing work culture.

After the 2013 summer portion of the program, students were able to differentiate between the realities of the world of health care and the academic view of the health care environment. As students progressed over the summer, a noticeable transformation took place. The student who wrote about needing more skills practice on day 1 found that she was comfortable with injections, hanging IVs, and providing patient care at the end of week 3. Students grew more comfortable collaborating with doctors and other interdisciplinary professionals. They also became competent with basic nursing skills and had a realistic view of the nursing world.

In addition, students became aware of the emotional aspects of nursing. One student discussed making a difference in a veteran’s life after participating in a substance abuse group. “While I was on my way home I started thinking about those vets and their stories, and I started getting emotional. I just felt bad that after doing the great deed of fighting for our country that they became victims of substance abuse,” the student explained. “That afternoon, as I departed the vets, I left hopeful and realized I could make a difference in the life of a veteran.” Another student perceived that doctors were discussing a veteran’s terminal lung cancer “nonchalantly” and reflected, “though I do recognize that a certain degree of disconnection must take place, a certain measure of empathy must remain at all times to effect positive outcomes in the patient’s health.”

VALOR students noted that the program gave them exposure to different areas of nursing. This experience assisted them in deciding on an area of nursing interest. One student who always wanted to be an emergency department nurse found that after that rotation, she was not “cut out to be an emergency department nurse.” Some students came into the program thinking they knew precisely what they wanted to do following graduation, but found a new interest.

Daily Debriefings

Through daily debriefing discussions, students learn about best practices, patient advocacy, nursing leadership, and communication skills. Some have said that it has helped them “get through the day” knowing they had an outlet to review their experiences with VALOR peers. Discussions focus on both the positive and negative aspects of their day.

 

 

Students found that group discussions bonded them as a team and allowed them to share their feelings openly. One student found, “What really impacted me was just the amount of learning I received from my VALOR friends.” The group discussions and projects allow students who may typically work in isolation to come together as a team, providing a safe outlet for reflection and self-expression. Meeting daily with peers to share personal experiences increases team cohesion. Research suggests that students learn from their peers.10,11 Working closely with these students, the benefit of peer-to-peer learning was obvious. Students support and teach one another in a nonthreatening environment, which enhances their learning process.

End of the Summer Journey

For the students’ final journal entry, they are asked to identify their greatest fear from week 1 and describe how that has changed by week 10. Journal entries indicated that the students were no longer afraid of being a new nurse, and doctors were “not so scary anymore.” Students already know that nursing is not “going to be peachy,” but participating in the VALOR program allayed their worst fears. One student wrote, “When I had the experiences of doctors, dieticians, and physical therapists asking me questions about my patient and taking what I said seriously, it really boosted my confidence.”

Students seemed less nervous taking on the new graduate nurse role, because they practiced skills and experienced the real life of a nurse. The student who was worried about starting IVs stated, “It is second nature now.” The student who was worried about talking to doctors is now paging and communicating with them in teams. “I feel that I’m more likely to converse with other members of the health care team because of this experience,” one student reported. Another student experienced being afraid of practicing clinical skills because of her lack of experience. “I had put in only 3 IVs previously. I had never seen a cardiac catheterization,” she related.  “I had never run an electrocardiography (EKG), and I had never had an opportunity to see many of the things I have seen. I was afraid of taking a full patient load, and I was apprehensive about simple things such as hanging IV medications. I was unsure of myself, and desperately needed practice. I lacked confidence, and needed to gain experience. Now, looking back, those things seem silly.”

Coming out of this program, one student suggested, “I have found that my expectations were blown away.” The 2013 cohort walked away from the summer portion of the program with ACLS training, EKG classes, interdisciplinary team experiences, FranklinCovey personal development seminars, and most of all, hands-on experience that provided these future nurses with confidence in their abilities. Participants felt that after this summer they would be “a step ahead” of their peers when they returned to school in the fall. One student related, after returning to school, “My professor asked me to help teach an EKG class since I was ACLS certified.”

Conclusion

The goal of sharing the VALOR program and students’ experiences at the Salem VAMC is to highlight how students grow clinically and professionally. The program is not a single-person endeavor. The chief nurse executive, managers, interdisciplinary health care professionals, and nursing preceptors support the program. Gaining stakeholder buy-in for the program results in positive experiences for both students and veterans.

Taking top-performing students and grouping them as a cohort creates a learning experience for students and benefits the facility. Students develop essential nursing skills, which assist their transition to the new graduate nurse role. In the words of one student, “As this experience comes to a close, I find myself increasingly apprehensive of finishing. The VALOR position has been like a dream come true for me. I have developed as a person and a future nurse.” As the new generation of nurses, the VALORs provide the institution with fresh eyes and new ideas on how to improve the system and to care for our nation’s veterans.

Author disclosures
The authors report no actual or potential conflicts of interest with regard to this article.

Disclaimer
The opinions expressed herein are those of the authors and do not necessarily reflect those of
Federal Practitioner, Frontline Medical Communications Inc., the U.S. Government, or any of its agencies. This article may discuss unlabeled or investigational use of certain drugs. Please review the complete prescribing information for specific drugs or drug combinations—including indications, contraindications, warnings, and adverse effects—before administering pharmacologic therapy to patients.

The VA Learning Opportunity Residency (VALOR) program is a prelicensure experience with a nurse preceptor for rising senior students enrolled in a bachelor of science in nursing program. Students must have a minimum 3.0 grade-point average to apply. The program provides 800 hours of paid learning experiences in diverse didactic and hands-on clinical situations. The first 400 hours of the program (10 weeks) occur over the summer, and the second 400 hours take place during the fall and spring semesters of the student’s last year of school.1 During the last 400 hours, students are placed in the areas they are interested in working as new graduate nurses.

The aim of the Salem VALOR program is to develop the next generation of VAMC nurses by recruiting new graduate nurses. The Salem VAMC structures the VALOR program to meet the needs of both the students and the facility. According to Glenda Fuller, the student programs manager for the VA, national VALOR retention rates from 2007 to 2011 have averaged 38%. However, more applicants apply for new graduate nurse positions than are available. Included in the VHA Directive 2011-039, facilities that hire a nurse with ≤ 1 year of experience must enroll them in a yearlong transition-to-practice program.2 Therefore, facilities may limit the number of new graduate nurse positions.

On entry into the VALOR program, participants write a journal entry regarding their fears and concerns about becoming a new graduate nurse. In addition, each student turns in a written reflection about their experiences each week and participates in daily group discussions with the program coordinator. The last day of the summer portion of the program, students again write about their fears and concerns about becoming a new graduate nurse. After reviewing the VALOR journals, conducting focus groups, and taking notes during the daily meetings, the authors describe the following VALOR experience from the summer of 2013 at the Salem VAMC.

Preparing New Graduates

Hospitals are under pressure to provide high-quality nursing care despite hiring new graduate nurses who are unfamiliar and inexperienced in caring for patients’ complex health care needs. New graduate nurses currently make up more than 10% of hospital nursing staff, and that number is expected to grow as baby boomers retire.3 Boswell and colleagues suggest that those new graduate nurses are unprepared for the registered nurse role.4 Identifying strategies to facilitate the transition from student to the new graduate nurse role will likely decrease attrition rates and increase the effectiveness and the quality of patient care. Nursing programs, such as the VALOR, can ease the transition from the classroom to the working environment.5

This result is evident when observing how VALOR students enhance their nursing skills after the 10-week summer program. VALOR participant Andrea King published her summer experience at the Salem VAMC in The Torch, the Virginia Nursing Students’ Association newsletter.6 “I had so much practice and eventually confidence in my nursing skills,” she wrote, “that I had the autonomy and independence to feel like I was working as an actual nurse.”6

The VALOR Experience

During the summer months, senior nursing students have the opportunity to go on rounds with the chaplain, work with nurse practitioners, attend outings with mental health patients, participate in home health visits, interact with patients in groups, and rotate to different hospital units. Students attend FranklinCovey classes (which specialize in employee performance improvement), participate in an evidence-based practice (EBP) project (which helps them to learn about teamwork), and collaborate with interdisciplinary health care professionals. At the end of the summer, students present their team EBP project to the nurse executive committee. Presentation experience assists students in acquiring public speaking skills. Students are nervous about presenting to a room full of executives. However, they learn to depend on one another and to strengthen weaknesses and build on strengths.

When high-performing students come together as one cohort, this dynamic poses challenges for the VALOR participants. One student described her vulnerability in relation to her VALOR peers as “the hardest hit to my self-confidence has been working with such intelligent and accomplished cohorts.” Another student found that even though she was at the top of her class, working with the other VALORs “challenged her self-confidence” because all the program participants were high-performing students. She found it pushed her to perform better. One person reflected, “I feel the VALOR experience has really given all of us the opportunity to unleash our full potential. I have no doubt that these students will become future health care leaders.”

Building Skills

 

 

Learning new skills and interacting with physicians are stressful experiences for new graduate nurses.7 A study by Casey and colleagues suggests that new graduate nurses feel inadequate and lack self-confidence.8 VALOR participants share these concerns. The initial journal entries revealed fears of making a mistake, harming patients, fitting in to the work culture, working with doctors, feeling anxious about patient interactions, and performing clinical skills competently.

Initially, students focused on needing extensive practice with nursing skills as evidenced by one student’s comments, “I’m honestly concerned about some of the procedures; I’ve only put in 3 IVs during nursing school, I am not confident walking in to a room and performing a procedure on my own. I would be overwhelmed.” When considering RN-to-MD communication, one student commented, “I’m nervous, doctors can be very hard on new nurses, I’ve witnessed this over and over.”

During the first weeks, the participants discussed the fear of being “on their own” without the benefit of their instructor once they graduate. One person noted this feeling as “The seed of fear grows as graduation approaches.” This lack of self-confidence and feeling scared is a consistent issue with all the VALOR students the first day of the program.

During the program, VALOR students developed nursing skills and became certified in advanced cardiac life support (ACLS). One student suggested that the ACLS class was a great team builder and instilled confidence among the VALOR participants. Another student shared, “We all agreed that attaining this certification was a culmination of our overall VA experience.” A student who was working in an acute care area applied the newly learned ACLS skills the following week when a patient coded. The student’s journal reflected how preparation makes a difference and described his experience and knowing how to react as “powerful.”

The Reality of Nursing

The VALOR program helps connect the academic environment with the realities of the workplace. Wilson found bridging the theory-practice gap between school and workplace improves learning opportunities for students.9 Wilson also suggests that having peers to identify with helps to bridge the theory-practice gap.9 Journal entries reflected “the perfect hospital” of textbooks was different from working every day and “almost being a nurse.” During the VALOR program, students immerse themselves in the realistic nursing environment of staff shortages, equipment unavailability, disgruntled patients, and peer-to-peer communication that is not always civil. The 40-hour workweek provides a realistic hands-on view of nursing and introduces students to socializing as a nurse and the nursing work culture.

After the 2013 summer portion of the program, students were able to differentiate between the realities of the world of health care and the academic view of the health care environment. As students progressed over the summer, a noticeable transformation took place. The student who wrote about needing more skills practice on day 1 found that she was comfortable with injections, hanging IVs, and providing patient care at the end of week 3. Students grew more comfortable collaborating with doctors and other interdisciplinary professionals. They also became competent with basic nursing skills and had a realistic view of the nursing world.

In addition, students became aware of the emotional aspects of nursing. One student discussed making a difference in a veteran’s life after participating in a substance abuse group. “While I was on my way home I started thinking about those vets and their stories, and I started getting emotional. I just felt bad that after doing the great deed of fighting for our country that they became victims of substance abuse,” the student explained. “That afternoon, as I departed the vets, I left hopeful and realized I could make a difference in the life of a veteran.” Another student perceived that doctors were discussing a veteran’s terminal lung cancer “nonchalantly” and reflected, “though I do recognize that a certain degree of disconnection must take place, a certain measure of empathy must remain at all times to effect positive outcomes in the patient’s health.”

VALOR students noted that the program gave them exposure to different areas of nursing. This experience assisted them in deciding on an area of nursing interest. One student who always wanted to be an emergency department nurse found that after that rotation, she was not “cut out to be an emergency department nurse.” Some students came into the program thinking they knew precisely what they wanted to do following graduation, but found a new interest.

Daily Debriefings

Through daily debriefing discussions, students learn about best practices, patient advocacy, nursing leadership, and communication skills. Some have said that it has helped them “get through the day” knowing they had an outlet to review their experiences with VALOR peers. Discussions focus on both the positive and negative aspects of their day.

 

 

Students found that group discussions bonded them as a team and allowed them to share their feelings openly. One student found, “What really impacted me was just the amount of learning I received from my VALOR friends.” The group discussions and projects allow students who may typically work in isolation to come together as a team, providing a safe outlet for reflection and self-expression. Meeting daily with peers to share personal experiences increases team cohesion. Research suggests that students learn from their peers.10,11 Working closely with these students, the benefit of peer-to-peer learning was obvious. Students support and teach one another in a nonthreatening environment, which enhances their learning process.

End of the Summer Journey

For the students’ final journal entry, they are asked to identify their greatest fear from week 1 and describe how that has changed by week 10. Journal entries indicated that the students were no longer afraid of being a new nurse, and doctors were “not so scary anymore.” Students already know that nursing is not “going to be peachy,” but participating in the VALOR program allayed their worst fears. One student wrote, “When I had the experiences of doctors, dieticians, and physical therapists asking me questions about my patient and taking what I said seriously, it really boosted my confidence.”

Students seemed less nervous taking on the new graduate nurse role, because they practiced skills and experienced the real life of a nurse. The student who was worried about starting IVs stated, “It is second nature now.” The student who was worried about talking to doctors is now paging and communicating with them in teams. “I feel that I’m more likely to converse with other members of the health care team because of this experience,” one student reported. Another student experienced being afraid of practicing clinical skills because of her lack of experience. “I had put in only 3 IVs previously. I had never seen a cardiac catheterization,” she related.  “I had never run an electrocardiography (EKG), and I had never had an opportunity to see many of the things I have seen. I was afraid of taking a full patient load, and I was apprehensive about simple things such as hanging IV medications. I was unsure of myself, and desperately needed practice. I lacked confidence, and needed to gain experience. Now, looking back, those things seem silly.”

Coming out of this program, one student suggested, “I have found that my expectations were blown away.” The 2013 cohort walked away from the summer portion of the program with ACLS training, EKG classes, interdisciplinary team experiences, FranklinCovey personal development seminars, and most of all, hands-on experience that provided these future nurses with confidence in their abilities. Participants felt that after this summer they would be “a step ahead” of their peers when they returned to school in the fall. One student related, after returning to school, “My professor asked me to help teach an EKG class since I was ACLS certified.”

Conclusion

The goal of sharing the VALOR program and students’ experiences at the Salem VAMC is to highlight how students grow clinically and professionally. The program is not a single-person endeavor. The chief nurse executive, managers, interdisciplinary health care professionals, and nursing preceptors support the program. Gaining stakeholder buy-in for the program results in positive experiences for both students and veterans.

Taking top-performing students and grouping them as a cohort creates a learning experience for students and benefits the facility. Students develop essential nursing skills, which assist their transition to the new graduate nurse role. In the words of one student, “As this experience comes to a close, I find myself increasingly apprehensive of finishing. The VALOR position has been like a dream come true for me. I have developed as a person and a future nurse.” As the new generation of nurses, the VALORs provide the institution with fresh eyes and new ideas on how to improve the system and to care for our nation’s veterans.

Author disclosures
The authors report no actual or potential conflicts of interest with regard to this article.

Disclaimer
The opinions expressed herein are those of the authors and do not necessarily reflect those of
Federal Practitioner, Frontline Medical Communications Inc., the U.S. Government, or any of its agencies. This article may discuss unlabeled or investigational use of certain drugs. Please review the complete prescribing information for specific drugs or drug combinations—including indications, contraindications, warnings, and adverse effects—before administering pharmacologic therapy to patients.

References

 

1. Shipman D, Garrison M, Hooten J. VALOR: A win-win for VA medical centers and BSN students. Fed Pract. 2010;27(7):31-33.

2. U.S. Department of Veterans Affairs. VHA registered nurses (RN) transition-to-practice program. Veterans Health Administration Website.
http://www1.va.gov/vhapublications/ViewPublication.asp?pub_ID=2469. Published November 23, 2011. Accessed July 1, 2014.

3. Nursing Executive Center. Bridging the Preparation-Practice Gap. Vol. 1: Quantifying new graduate nurse improvement needs. Washington, DC: The Advisory Board Company; 2008. https://hci-portal.hci.utah.edu/sites/hch-nursing/staff-development/Shared%20Documents/Manager%20Tools/Published%20Articles/Bridging%20the%20Preparation%20Practice%20Gap.10.10.pdf. Published 2008. Accessed July 1, 2014.

4. Boswell S, Lowry LW, Wilhoit K. New nurses’ perceptions of nursing practice and quality patient care. J Nurs Care Qual. 2004;19(1):76-81.

5. Rhoads J, Sensenig K, Ruth-Sahd L, Thompson E. Nursing externship: A collaborative endeavor between nursing education and nursing administration. Dimens Crit Care Nurs. 2003;22(6):255-258.

6. King A. My summer externship experience. The Torch. Virginia Nursing Students’ Association Newsletter. Fall 2013. VNSA Website. http://www.vnsa.us/uploads/1/9/0/2/19025131/fall2013torch-final-1.pdf. Accessed July 1, 2014.

7. Oermann MH, Moffitt-Wolf A. New graduates’ perceptions of clinical practice. J Contin Educ Nurs. 1997;28(1):20-25.

8. Casey K, Fink R, Krugman M, Propst J. The graduate nurse experience. J Nurs Adm. 2004;34(6):303-311.

9. Wilson J. Bridging the theory practice gap. Aust Nurs J. 2008;16(4):25.

10. Etheridge SA. Learning to think like a nurse: Stories from new nurse graduates. J Contin Educ Nurs. 2007;38(1):24-30.

11. Roberts D. Friendship fosters learning: The importance of friendship in clinical practice. Nurse Educ Pract. 2009;9(6):367-371.

References

 

1. Shipman D, Garrison M, Hooten J. VALOR: A win-win for VA medical centers and BSN students. Fed Pract. 2010;27(7):31-33.

2. U.S. Department of Veterans Affairs. VHA registered nurses (RN) transition-to-practice program. Veterans Health Administration Website.
http://www1.va.gov/vhapublications/ViewPublication.asp?pub_ID=2469. Published November 23, 2011. Accessed July 1, 2014.

3. Nursing Executive Center. Bridging the Preparation-Practice Gap. Vol. 1: Quantifying new graduate nurse improvement needs. Washington, DC: The Advisory Board Company; 2008. https://hci-portal.hci.utah.edu/sites/hch-nursing/staff-development/Shared%20Documents/Manager%20Tools/Published%20Articles/Bridging%20the%20Preparation%20Practice%20Gap.10.10.pdf. Published 2008. Accessed July 1, 2014.

4. Boswell S, Lowry LW, Wilhoit K. New nurses’ perceptions of nursing practice and quality patient care. J Nurs Care Qual. 2004;19(1):76-81.

5. Rhoads J, Sensenig K, Ruth-Sahd L, Thompson E. Nursing externship: A collaborative endeavor between nursing education and nursing administration. Dimens Crit Care Nurs. 2003;22(6):255-258.

6. King A. My summer externship experience. The Torch. Virginia Nursing Students’ Association Newsletter. Fall 2013. VNSA Website. http://www.vnsa.us/uploads/1/9/0/2/19025131/fall2013torch-final-1.pdf. Accessed July 1, 2014.

7. Oermann MH, Moffitt-Wolf A. New graduates’ perceptions of clinical practice. J Contin Educ Nurs. 1997;28(1):20-25.

8. Casey K, Fink R, Krugman M, Propst J. The graduate nurse experience. J Nurs Adm. 2004;34(6):303-311.

9. Wilson J. Bridging the theory practice gap. Aust Nurs J. 2008;16(4):25.

10. Etheridge SA. Learning to think like a nurse: Stories from new nurse graduates. J Contin Educ Nurs. 2007;38(1):24-30.

11. Roberts D. Friendship fosters learning: The importance of friendship in clinical practice. Nurse Educ Pract. 2009;9(6):367-371.

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VALOR program, VA Learning Opportunity Residency program, prelicensure experience, bachelor of science in nursing program, Salem VALOR program, Glenda Fuller, new graduate nurses, nursing skills, FranklinCovey classes, Debra Shipman, Jack Hooten, Sharon Stanley
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Hemostats may decrease costs, use of resources

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Hemostats may decrease costs, use of resources

Team performing surgery

Credit: Piotr Bodzek

HOUSTON—A family of hemostatic products can decrease the need for blood transfusions, reduce hospital stays, and cut the cost of care for certain surgical patients, a retrospective study suggests.

Researchers compared the SURGICEL family of topical, absorbable hemostats—which are based on oxidized regenerated cellulose—to other adjunctive hemostats—flowables, gelatin, and thrombin—in patients undergoing a range of surgical procedures.

The team presented their findings in a poster at the Society for the Advancement of Blood Management Annual Meeting. The study was sponsored by Ethicon, makers of the SURGICEL products.

The goal of this research was to compare the healthcare resource utilization, costs, and outcomes associated with SURGICEL products—SURGICEL® ORIGINAL, SURGICEL® NU-KNIT®, SURGICEL® FIBRILLAR™, and SURGICEL® SNOW™—to those associated with other adjunctive hemostats.

The researchers analyzed data from adult patients (18 years and older) from the Premier Research Database who were discharged from the hospital between January 1, 2011, and December 31, 2012.

Patients had undergone cholecystectomy (n=3045), cardiovascular surgery (n=11,359), hysterectomy (n=4674), or carotid endarterectomy (5445).

The researchers found that fewer units of hemostat were used per discharge among patients who received SURGICEL products than among those who received other hemostats, regardless of the type of surgery.

Hemostat use was 18% lower for cholecystectomy patients (P<0.0001), 28% lower for cardiovascular patients (P<0.0001), 16% lower for hysterectomy patients (P<0.05), and 41% for carotid endarterectomy patients (P<0.0001).

SURGICEL products were also associated with a reduction in blood transfusions for some patients. Transfusions were reduced by 5% among hysterectomy patients (not significant), 18% in cholecystectomy patients (P<0.05), and 32% for carotid endarterectomy patients (P<0.0001).

The mean length of hospital stay and the mean length of stay in the intensive care unit (ICU) were both lower for certain patients who received SURGICEL products.

Hospital stays were 12% lower in cholecystectomy patients (P<0.05) and 8% lower in carotid endarterectomy patients (P<0.0001). And ICU stays were 3% lower in cholecystectomy patients (not significant) and 8% lower in carotid endarterectomy patients (P<0.05).

ICU costs were not significantly lower for patients who received SURGICEL products. However, the costs of hemostats and all-cause costs were lower with SURGICEL products than with other hemostats.

The cost of hemostats was 59% lower for in cholecystectomy patients (P<0.0001), 33% lower in cardiovascular patients (P<0.0001), 57% lower in hysterectomy patients (P<0.0001), and 49% lower in carotid endarterectomy patients (P<0.0001).

The all-cause costs per discharge were 1% lower for hysterectomy patients (P<0.05), 6% lower for carotid endarterectomy patients (P<0.0001), and 14% lower for cholecystectomy patients (P<0.0001).

Cost savings ranged from $71 to $155 per procedure.

“This study adds to the growing body of evidence that suggests the SURGICEL family of topical, absorbable hemostats has the potential to reduce burdens associated with bleeding and bleeding-related complications, which translates into cost and resource-use savings for healthcare providers,” said study investigator Jerome Riebman, MD, director of medical affairs at Ethicon.

Dr Riebman and his colleagues did note that this study was subject to limitations. For example, not all of the factors influencing the physicians’ choice of treatment were available in the dataset.

Furthermore, it’s not clear whether the hospitals studied are representative of all US hospitals. And coding errors or omitted procedure/product codes could have led to patient misclassification and potential bias in the results.

Publications
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Team performing surgery

Credit: Piotr Bodzek

HOUSTON—A family of hemostatic products can decrease the need for blood transfusions, reduce hospital stays, and cut the cost of care for certain surgical patients, a retrospective study suggests.

Researchers compared the SURGICEL family of topical, absorbable hemostats—which are based on oxidized regenerated cellulose—to other adjunctive hemostats—flowables, gelatin, and thrombin—in patients undergoing a range of surgical procedures.

The team presented their findings in a poster at the Society for the Advancement of Blood Management Annual Meeting. The study was sponsored by Ethicon, makers of the SURGICEL products.

The goal of this research was to compare the healthcare resource utilization, costs, and outcomes associated with SURGICEL products—SURGICEL® ORIGINAL, SURGICEL® NU-KNIT®, SURGICEL® FIBRILLAR™, and SURGICEL® SNOW™—to those associated with other adjunctive hemostats.

The researchers analyzed data from adult patients (18 years and older) from the Premier Research Database who were discharged from the hospital between January 1, 2011, and December 31, 2012.

Patients had undergone cholecystectomy (n=3045), cardiovascular surgery (n=11,359), hysterectomy (n=4674), or carotid endarterectomy (5445).

The researchers found that fewer units of hemostat were used per discharge among patients who received SURGICEL products than among those who received other hemostats, regardless of the type of surgery.

Hemostat use was 18% lower for cholecystectomy patients (P<0.0001), 28% lower for cardiovascular patients (P<0.0001), 16% lower for hysterectomy patients (P<0.05), and 41% for carotid endarterectomy patients (P<0.0001).

SURGICEL products were also associated with a reduction in blood transfusions for some patients. Transfusions were reduced by 5% among hysterectomy patients (not significant), 18% in cholecystectomy patients (P<0.05), and 32% for carotid endarterectomy patients (P<0.0001).

The mean length of hospital stay and the mean length of stay in the intensive care unit (ICU) were both lower for certain patients who received SURGICEL products.

Hospital stays were 12% lower in cholecystectomy patients (P<0.05) and 8% lower in carotid endarterectomy patients (P<0.0001). And ICU stays were 3% lower in cholecystectomy patients (not significant) and 8% lower in carotid endarterectomy patients (P<0.05).

ICU costs were not significantly lower for patients who received SURGICEL products. However, the costs of hemostats and all-cause costs were lower with SURGICEL products than with other hemostats.

The cost of hemostats was 59% lower for in cholecystectomy patients (P<0.0001), 33% lower in cardiovascular patients (P<0.0001), 57% lower in hysterectomy patients (P<0.0001), and 49% lower in carotid endarterectomy patients (P<0.0001).

The all-cause costs per discharge were 1% lower for hysterectomy patients (P<0.05), 6% lower for carotid endarterectomy patients (P<0.0001), and 14% lower for cholecystectomy patients (P<0.0001).

Cost savings ranged from $71 to $155 per procedure.

“This study adds to the growing body of evidence that suggests the SURGICEL family of topical, absorbable hemostats has the potential to reduce burdens associated with bleeding and bleeding-related complications, which translates into cost and resource-use savings for healthcare providers,” said study investigator Jerome Riebman, MD, director of medical affairs at Ethicon.

Dr Riebman and his colleagues did note that this study was subject to limitations. For example, not all of the factors influencing the physicians’ choice of treatment were available in the dataset.

Furthermore, it’s not clear whether the hospitals studied are representative of all US hospitals. And coding errors or omitted procedure/product codes could have led to patient misclassification and potential bias in the results.

Team performing surgery

Credit: Piotr Bodzek

HOUSTON—A family of hemostatic products can decrease the need for blood transfusions, reduce hospital stays, and cut the cost of care for certain surgical patients, a retrospective study suggests.

Researchers compared the SURGICEL family of topical, absorbable hemostats—which are based on oxidized regenerated cellulose—to other adjunctive hemostats—flowables, gelatin, and thrombin—in patients undergoing a range of surgical procedures.

The team presented their findings in a poster at the Society for the Advancement of Blood Management Annual Meeting. The study was sponsored by Ethicon, makers of the SURGICEL products.

The goal of this research was to compare the healthcare resource utilization, costs, and outcomes associated with SURGICEL products—SURGICEL® ORIGINAL, SURGICEL® NU-KNIT®, SURGICEL® FIBRILLAR™, and SURGICEL® SNOW™—to those associated with other adjunctive hemostats.

The researchers analyzed data from adult patients (18 years and older) from the Premier Research Database who were discharged from the hospital between January 1, 2011, and December 31, 2012.

Patients had undergone cholecystectomy (n=3045), cardiovascular surgery (n=11,359), hysterectomy (n=4674), or carotid endarterectomy (5445).

The researchers found that fewer units of hemostat were used per discharge among patients who received SURGICEL products than among those who received other hemostats, regardless of the type of surgery.

Hemostat use was 18% lower for cholecystectomy patients (P<0.0001), 28% lower for cardiovascular patients (P<0.0001), 16% lower for hysterectomy patients (P<0.05), and 41% for carotid endarterectomy patients (P<0.0001).

SURGICEL products were also associated with a reduction in blood transfusions for some patients. Transfusions were reduced by 5% among hysterectomy patients (not significant), 18% in cholecystectomy patients (P<0.05), and 32% for carotid endarterectomy patients (P<0.0001).

The mean length of hospital stay and the mean length of stay in the intensive care unit (ICU) were both lower for certain patients who received SURGICEL products.

Hospital stays were 12% lower in cholecystectomy patients (P<0.05) and 8% lower in carotid endarterectomy patients (P<0.0001). And ICU stays were 3% lower in cholecystectomy patients (not significant) and 8% lower in carotid endarterectomy patients (P<0.05).

ICU costs were not significantly lower for patients who received SURGICEL products. However, the costs of hemostats and all-cause costs were lower with SURGICEL products than with other hemostats.

The cost of hemostats was 59% lower for in cholecystectomy patients (P<0.0001), 33% lower in cardiovascular patients (P<0.0001), 57% lower in hysterectomy patients (P<0.0001), and 49% lower in carotid endarterectomy patients (P<0.0001).

The all-cause costs per discharge were 1% lower for hysterectomy patients (P<0.05), 6% lower for carotid endarterectomy patients (P<0.0001), and 14% lower for cholecystectomy patients (P<0.0001).

Cost savings ranged from $71 to $155 per procedure.

“This study adds to the growing body of evidence that suggests the SURGICEL family of topical, absorbable hemostats has the potential to reduce burdens associated with bleeding and bleeding-related complications, which translates into cost and resource-use savings for healthcare providers,” said study investigator Jerome Riebman, MD, director of medical affairs at Ethicon.

Dr Riebman and his colleagues did note that this study was subject to limitations. For example, not all of the factors influencing the physicians’ choice of treatment were available in the dataset.

Furthermore, it’s not clear whether the hospitals studied are representative of all US hospitals. And coding errors or omitted procedure/product codes could have led to patient misclassification and potential bias in the results.

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Drug shows activity in models of pediatric ALL

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Drug shows activity in models of pediatric ALL

Lab mice

Credit: Aaron Logan

A compound that has demonstrated efficacy in older adults with acute myeloid leukemia (AML) may be a viable option for childhood acute lymphoblastic

leukemia (ALL) as well.

The drug, CPX-351, is a fixed-ratio combination of cytarabine and daunorubicin inside a lipid vesicle.

It previously showed promise in a phase 2 trial of AML patients ages 60 to 75 years. Now, preclinical results suggest CPX-351 can work against aggressive

pediatric ALL too.

The research appears in Pediatric Blood & Cancer. It was supported by the National Cancer Institute.

“Cytarabine and anthracyclines such as daunorubicin are commonly used to treat ALL in pediatric patients, and while these drug are very effective in front-line, multidrug, combination chemotherapy regimens, there remains room for improvement, especially in pediatric patients who relapse within 36 months of diagnosis,” said study author Richard Lock, PhD, of Children’s Cancer Institute in Sydney, Australia.

“We are very encouraged by these preclinical results, indicating that the proprietary CPX-351 formulation of cytarabine and daunorubicin may be an important tool to maximize efficacy outcomes in relapsed ALL, and we believe these data substantiate the need for additional, clinical study in pediatric patients.”

Dr Lock and his colleagues studied CPX-351 in mice inoculated with leukemia cells from 5 children who had died from ALL. Three of the children, 2 with B-precursor ALL and 1 with T-cell ALL, had relapsed disease at the time of biopsy.

The researchers inoculated up to 18 mice for each of the 5 leukemia types and then randomized the mice to treatment or control.

The maximum-tolerated dose of CPX-351 was 5 units/kg (corresponding to 5 mg/kg cytarabine and 2.2 mg/kg daunorubicin). This dose provided clinically relevant plasma drug exposure and correlated to the pharmacokinetic properties observed in patients with AML.

The researchers found that all 5 models of ALL were “highly responsive” to CPX-351. In the 4 models of B-precursor ALL, the median group response was a complete response. In the mice inoculated with T-cell ALL, the median group response was a partial response.

Among treated mice, event-free survival ranged from 32.8 days to 41.9 days. And among controls, event-free survival ranged from 2.4 days to 10.8 days.

Dr Lock and his colleagues believe these results suggest CPX-351 may be a promising treatment for ALL and support its testing in pediatric leukemia patients.

CPX-351 is currently under investigation in a phase 3 trial in older patients with high-risk (secondary) AML.

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Lab mice

Credit: Aaron Logan

A compound that has demonstrated efficacy in older adults with acute myeloid leukemia (AML) may be a viable option for childhood acute lymphoblastic

leukemia (ALL) as well.

The drug, CPX-351, is a fixed-ratio combination of cytarabine and daunorubicin inside a lipid vesicle.

It previously showed promise in a phase 2 trial of AML patients ages 60 to 75 years. Now, preclinical results suggest CPX-351 can work against aggressive

pediatric ALL too.

The research appears in Pediatric Blood & Cancer. It was supported by the National Cancer Institute.

“Cytarabine and anthracyclines such as daunorubicin are commonly used to treat ALL in pediatric patients, and while these drug are very effective in front-line, multidrug, combination chemotherapy regimens, there remains room for improvement, especially in pediatric patients who relapse within 36 months of diagnosis,” said study author Richard Lock, PhD, of Children’s Cancer Institute in Sydney, Australia.

“We are very encouraged by these preclinical results, indicating that the proprietary CPX-351 formulation of cytarabine and daunorubicin may be an important tool to maximize efficacy outcomes in relapsed ALL, and we believe these data substantiate the need for additional, clinical study in pediatric patients.”

Dr Lock and his colleagues studied CPX-351 in mice inoculated with leukemia cells from 5 children who had died from ALL. Three of the children, 2 with B-precursor ALL and 1 with T-cell ALL, had relapsed disease at the time of biopsy.

The researchers inoculated up to 18 mice for each of the 5 leukemia types and then randomized the mice to treatment or control.

The maximum-tolerated dose of CPX-351 was 5 units/kg (corresponding to 5 mg/kg cytarabine and 2.2 mg/kg daunorubicin). This dose provided clinically relevant plasma drug exposure and correlated to the pharmacokinetic properties observed in patients with AML.

The researchers found that all 5 models of ALL were “highly responsive” to CPX-351. In the 4 models of B-precursor ALL, the median group response was a complete response. In the mice inoculated with T-cell ALL, the median group response was a partial response.

Among treated mice, event-free survival ranged from 32.8 days to 41.9 days. And among controls, event-free survival ranged from 2.4 days to 10.8 days.

Dr Lock and his colleagues believe these results suggest CPX-351 may be a promising treatment for ALL and support its testing in pediatric leukemia patients.

CPX-351 is currently under investigation in a phase 3 trial in older patients with high-risk (secondary) AML.

Lab mice

Credit: Aaron Logan

A compound that has demonstrated efficacy in older adults with acute myeloid leukemia (AML) may be a viable option for childhood acute lymphoblastic

leukemia (ALL) as well.

The drug, CPX-351, is a fixed-ratio combination of cytarabine and daunorubicin inside a lipid vesicle.

It previously showed promise in a phase 2 trial of AML patients ages 60 to 75 years. Now, preclinical results suggest CPX-351 can work against aggressive

pediatric ALL too.

The research appears in Pediatric Blood & Cancer. It was supported by the National Cancer Institute.

“Cytarabine and anthracyclines such as daunorubicin are commonly used to treat ALL in pediatric patients, and while these drug are very effective in front-line, multidrug, combination chemotherapy regimens, there remains room for improvement, especially in pediatric patients who relapse within 36 months of diagnosis,” said study author Richard Lock, PhD, of Children’s Cancer Institute in Sydney, Australia.

“We are very encouraged by these preclinical results, indicating that the proprietary CPX-351 formulation of cytarabine and daunorubicin may be an important tool to maximize efficacy outcomes in relapsed ALL, and we believe these data substantiate the need for additional, clinical study in pediatric patients.”

Dr Lock and his colleagues studied CPX-351 in mice inoculated with leukemia cells from 5 children who had died from ALL. Three of the children, 2 with B-precursor ALL and 1 with T-cell ALL, had relapsed disease at the time of biopsy.

The researchers inoculated up to 18 mice for each of the 5 leukemia types and then randomized the mice to treatment or control.

The maximum-tolerated dose of CPX-351 was 5 units/kg (corresponding to 5 mg/kg cytarabine and 2.2 mg/kg daunorubicin). This dose provided clinically relevant plasma drug exposure and correlated to the pharmacokinetic properties observed in patients with AML.

The researchers found that all 5 models of ALL were “highly responsive” to CPX-351. In the 4 models of B-precursor ALL, the median group response was a complete response. In the mice inoculated with T-cell ALL, the median group response was a partial response.

Among treated mice, event-free survival ranged from 32.8 days to 41.9 days. And among controls, event-free survival ranged from 2.4 days to 10.8 days.

Dr Lock and his colleagues believe these results suggest CPX-351 may be a promising treatment for ALL and support its testing in pediatric leukemia patients.

CPX-351 is currently under investigation in a phase 3 trial in older patients with high-risk (secondary) AML.

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RT use on decline in early HL despite survival benefit

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RT use on decline in early HL despite survival benefit

Preparing for radiation

Credit: Rhoda Baer

SAN FRANCISCO—Results of a large study suggest that consolidation radiation therapy (RT) can improve survival in patients with stage I and II Hodgkin lymphoma (HL), but the use of RT in these patients may be on the decline.

In this study of more than 40,000 patients, the 10-year survival rate was 84% among those who received RT and 76% among those who did not.

Despite this benefit, the use of RT declined during the period studied, from 56% in 1998 to 41% in 2011.

These data were presented at the American Society for Radiation Oncology’s 56th Annual Meeting (abstract 1042).

“Multiple prospective, randomized trials have shown a significant improvement in disease control with the addition of RT,” said lead study author Rahul R. Parikh, MD, of the Mount Sinai Health System in New York.

“However, previous trials were limited by low patient numbers and limited follow-up and, thus, were unable to demonstrate an overall survival benefit. This is the largest dataset in this patient population to demonstrate a survival benefit with the addition of RT.”

Dr Parikh and his colleagues studied 41,502 patients who were diagnosed with stage I and II HL from 1998 to 2011. They were included in the National Cancer Data Base, which consists of cases from 1500 sites and represents more than 75% of all cancers diagnosed in the US.

The average patient age was 37 years (range, 18 to 90). The median follow-up was 7.5 years. Ninety-six percent of patients (n=39,842) received multi-agent chemotherapy, and 49% (n=20,441) received a median RT dose of 30.6 Gy.

The 10-year overall survival of the entire group was 80.8%. Patients receiving RT had significantly better overall survival than those who did not (84.4% vs 76.4%; P<0.00001).

When adjusting for age, stage, comorbidity, transplant, chemotherapy use, and socioeconomic status, RT use was still associated with significantly improved overall survival (hazard ratio=0.51; P<0.00001).

The study also showed that omitting RT was related to higher rates of salvage transplant procedures, a surrogate for persistent/relapsed disease (P=0.04).

Nevertheless, RT use decreased at the study sites from 56% to 41% between 1998 and 2011.

In 88.4% of patients who did not receive RT, the physician-reported reason was that RT was not part of the planned initial treatment strategy.

The research also indicated that RT use was more likely among younger patients (40 years or younger), those in a higher socioeconomic status, those who had access to health insurance, and those who received treatment at comprehensive cancer centers (all P<0.0001).

“[W]e have highlighted ongoing disparities in Hodgkin’s disease treatment, and it is important that we recognize these findings as potential barriers to care,” Dr Parikh said.

“Given the survival benefit demonstrated in this study, radiotherapy should be included in the combined modality approach of multi-agent chemotherapy followed by consolidation RT in order to maintain high overall survival rates for this curable disease.”

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Preparing for radiation

Credit: Rhoda Baer

SAN FRANCISCO—Results of a large study suggest that consolidation radiation therapy (RT) can improve survival in patients with stage I and II Hodgkin lymphoma (HL), but the use of RT in these patients may be on the decline.

In this study of more than 40,000 patients, the 10-year survival rate was 84% among those who received RT and 76% among those who did not.

Despite this benefit, the use of RT declined during the period studied, from 56% in 1998 to 41% in 2011.

These data were presented at the American Society for Radiation Oncology’s 56th Annual Meeting (abstract 1042).

“Multiple prospective, randomized trials have shown a significant improvement in disease control with the addition of RT,” said lead study author Rahul R. Parikh, MD, of the Mount Sinai Health System in New York.

“However, previous trials were limited by low patient numbers and limited follow-up and, thus, were unable to demonstrate an overall survival benefit. This is the largest dataset in this patient population to demonstrate a survival benefit with the addition of RT.”

Dr Parikh and his colleagues studied 41,502 patients who were diagnosed with stage I and II HL from 1998 to 2011. They were included in the National Cancer Data Base, which consists of cases from 1500 sites and represents more than 75% of all cancers diagnosed in the US.

The average patient age was 37 years (range, 18 to 90). The median follow-up was 7.5 years. Ninety-six percent of patients (n=39,842) received multi-agent chemotherapy, and 49% (n=20,441) received a median RT dose of 30.6 Gy.

The 10-year overall survival of the entire group was 80.8%. Patients receiving RT had significantly better overall survival than those who did not (84.4% vs 76.4%; P<0.00001).

When adjusting for age, stage, comorbidity, transplant, chemotherapy use, and socioeconomic status, RT use was still associated with significantly improved overall survival (hazard ratio=0.51; P<0.00001).

The study also showed that omitting RT was related to higher rates of salvage transplant procedures, a surrogate for persistent/relapsed disease (P=0.04).

Nevertheless, RT use decreased at the study sites from 56% to 41% between 1998 and 2011.

In 88.4% of patients who did not receive RT, the physician-reported reason was that RT was not part of the planned initial treatment strategy.

The research also indicated that RT use was more likely among younger patients (40 years or younger), those in a higher socioeconomic status, those who had access to health insurance, and those who received treatment at comprehensive cancer centers (all P<0.0001).

“[W]e have highlighted ongoing disparities in Hodgkin’s disease treatment, and it is important that we recognize these findings as potential barriers to care,” Dr Parikh said.

“Given the survival benefit demonstrated in this study, radiotherapy should be included in the combined modality approach of multi-agent chemotherapy followed by consolidation RT in order to maintain high overall survival rates for this curable disease.”

Preparing for radiation

Credit: Rhoda Baer

SAN FRANCISCO—Results of a large study suggest that consolidation radiation therapy (RT) can improve survival in patients with stage I and II Hodgkin lymphoma (HL), but the use of RT in these patients may be on the decline.

In this study of more than 40,000 patients, the 10-year survival rate was 84% among those who received RT and 76% among those who did not.

Despite this benefit, the use of RT declined during the period studied, from 56% in 1998 to 41% in 2011.

These data were presented at the American Society for Radiation Oncology’s 56th Annual Meeting (abstract 1042).

“Multiple prospective, randomized trials have shown a significant improvement in disease control with the addition of RT,” said lead study author Rahul R. Parikh, MD, of the Mount Sinai Health System in New York.

“However, previous trials were limited by low patient numbers and limited follow-up and, thus, were unable to demonstrate an overall survival benefit. This is the largest dataset in this patient population to demonstrate a survival benefit with the addition of RT.”

Dr Parikh and his colleagues studied 41,502 patients who were diagnosed with stage I and II HL from 1998 to 2011. They were included in the National Cancer Data Base, which consists of cases from 1500 sites and represents more than 75% of all cancers diagnosed in the US.

The average patient age was 37 years (range, 18 to 90). The median follow-up was 7.5 years. Ninety-six percent of patients (n=39,842) received multi-agent chemotherapy, and 49% (n=20,441) received a median RT dose of 30.6 Gy.

The 10-year overall survival of the entire group was 80.8%. Patients receiving RT had significantly better overall survival than those who did not (84.4% vs 76.4%; P<0.00001).

When adjusting for age, stage, comorbidity, transplant, chemotherapy use, and socioeconomic status, RT use was still associated with significantly improved overall survival (hazard ratio=0.51; P<0.00001).

The study also showed that omitting RT was related to higher rates of salvage transplant procedures, a surrogate for persistent/relapsed disease (P=0.04).

Nevertheless, RT use decreased at the study sites from 56% to 41% between 1998 and 2011.

In 88.4% of patients who did not receive RT, the physician-reported reason was that RT was not part of the planned initial treatment strategy.

The research also indicated that RT use was more likely among younger patients (40 years or younger), those in a higher socioeconomic status, those who had access to health insurance, and those who received treatment at comprehensive cancer centers (all P<0.0001).

“[W]e have highlighted ongoing disparities in Hodgkin’s disease treatment, and it is important that we recognize these findings as potential barriers to care,” Dr Parikh said.

“Given the survival benefit demonstrated in this study, radiotherapy should be included in the combined modality approach of multi-agent chemotherapy followed by consolidation RT in order to maintain high overall survival rates for this curable disease.”

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AB blood type linked to cognitive impairment

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AB blood type linked to cognitive impairment

Blood samples

Credit: Graham Colm

Individuals with type AB blood may be more likely than those with other blood types to develop memory loss in later years, according to a study published in Neurology.

Investigators found that people with AB blood were 82% more likely to develop cognitive impairment, which can lead to dementia.

Previous studies have shown that individuals with type O blood have a lower risk of heart disease and stroke, factors that can increase the risk of memory loss and dementia.

The new research was part of a larger study—the REasons for Geographic And Racial Differences in Stroke (REGARDS) Study—of more than 30,000 subjects who were followed for an average of 3.4 years.

“Our study looks at blood type and risk of cognitive impairment, but several studies have shown that factors such as high blood pressure, high cholesterol, and diabetes increase the risk of cognitive impairment and dementia,” said Mary Cushman, MD, of the University of Vermont College of Medicine in Burlington.

“Blood type is also related to other vascular conditions like stroke, so the findings highlight the connections between vascular issues and brain health. More research is needed to confirm these results.”

Dr Cushman and her colleagues had set out to assess the relationship between ABO group, factor VIII (FVIII), and incident cognitive impairment in a large, prospective cohort of black and white adults in the US.

The team used cognitive domain tests to assess cognitive impairment. They identified 495 subjects who had no cognitive impairment at baseline but became impaired during follow-up. The investigators then compared these cases with 587 control subjects.

It turned out that subjects with AB blood made up 6% of the group that developed cognitive impairment, which is higher than the 4% of AB individuals found in the general population.

Multivariate analysis—adjusted for age, race, region, and sex—suggested that subjects with AB blood and those with higher FVIII had an increased risk of cognitive impairment. The odds ratios were 1.82 and 1.24, respectively.

Subjects with AB blood had a higher average level of FVIII than subjects with other blood types. The mean level of FVIII was 142 IU/dL among AB subjects and 104 IU/dL among subjects with type O blood.

However, the investigators also found that FVIII mediated only 18% of the association between AB blood type and cognitive impairment.

Publications
Topics

Blood samples

Credit: Graham Colm

Individuals with type AB blood may be more likely than those with other blood types to develop memory loss in later years, according to a study published in Neurology.

Investigators found that people with AB blood were 82% more likely to develop cognitive impairment, which can lead to dementia.

Previous studies have shown that individuals with type O blood have a lower risk of heart disease and stroke, factors that can increase the risk of memory loss and dementia.

The new research was part of a larger study—the REasons for Geographic And Racial Differences in Stroke (REGARDS) Study—of more than 30,000 subjects who were followed for an average of 3.4 years.

“Our study looks at blood type and risk of cognitive impairment, but several studies have shown that factors such as high blood pressure, high cholesterol, and diabetes increase the risk of cognitive impairment and dementia,” said Mary Cushman, MD, of the University of Vermont College of Medicine in Burlington.

“Blood type is also related to other vascular conditions like stroke, so the findings highlight the connections between vascular issues and brain health. More research is needed to confirm these results.”

Dr Cushman and her colleagues had set out to assess the relationship between ABO group, factor VIII (FVIII), and incident cognitive impairment in a large, prospective cohort of black and white adults in the US.

The team used cognitive domain tests to assess cognitive impairment. They identified 495 subjects who had no cognitive impairment at baseline but became impaired during follow-up. The investigators then compared these cases with 587 control subjects.

It turned out that subjects with AB blood made up 6% of the group that developed cognitive impairment, which is higher than the 4% of AB individuals found in the general population.

Multivariate analysis—adjusted for age, race, region, and sex—suggested that subjects with AB blood and those with higher FVIII had an increased risk of cognitive impairment. The odds ratios were 1.82 and 1.24, respectively.

Subjects with AB blood had a higher average level of FVIII than subjects with other blood types. The mean level of FVIII was 142 IU/dL among AB subjects and 104 IU/dL among subjects with type O blood.

However, the investigators also found that FVIII mediated only 18% of the association between AB blood type and cognitive impairment.

Blood samples

Credit: Graham Colm

Individuals with type AB blood may be more likely than those with other blood types to develop memory loss in later years, according to a study published in Neurology.

Investigators found that people with AB blood were 82% more likely to develop cognitive impairment, which can lead to dementia.

Previous studies have shown that individuals with type O blood have a lower risk of heart disease and stroke, factors that can increase the risk of memory loss and dementia.

The new research was part of a larger study—the REasons for Geographic And Racial Differences in Stroke (REGARDS) Study—of more than 30,000 subjects who were followed for an average of 3.4 years.

“Our study looks at blood type and risk of cognitive impairment, but several studies have shown that factors such as high blood pressure, high cholesterol, and diabetes increase the risk of cognitive impairment and dementia,” said Mary Cushman, MD, of the University of Vermont College of Medicine in Burlington.

“Blood type is also related to other vascular conditions like stroke, so the findings highlight the connections between vascular issues and brain health. More research is needed to confirm these results.”

Dr Cushman and her colleagues had set out to assess the relationship between ABO group, factor VIII (FVIII), and incident cognitive impairment in a large, prospective cohort of black and white adults in the US.

The team used cognitive domain tests to assess cognitive impairment. They identified 495 subjects who had no cognitive impairment at baseline but became impaired during follow-up. The investigators then compared these cases with 587 control subjects.

It turned out that subjects with AB blood made up 6% of the group that developed cognitive impairment, which is higher than the 4% of AB individuals found in the general population.

Multivariate analysis—adjusted for age, race, region, and sex—suggested that subjects with AB blood and those with higher FVIII had an increased risk of cognitive impairment. The odds ratios were 1.82 and 1.24, respectively.

Subjects with AB blood had a higher average level of FVIII than subjects with other blood types. The mean level of FVIII was 142 IU/dL among AB subjects and 104 IU/dL among subjects with type O blood.

However, the investigators also found that FVIII mediated only 18% of the association between AB blood type and cognitive impairment.

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NPs and PAs in Hospital Medicine

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Hospital medicine workforce: The impact of nurse practitioner and physician assistant providers

Nurse practitioners (NPs) and physician assistants (PAs) have been caring for patients since the mid‐1960s.[1] Although both roles grew out of a need for more primary care providers, more recently there has been an increase in the utilization of NPs and PAs in acute care roles. This meteoric rise of advanced practice providers in the inpatient setting has been driven by stressors from residency work‐hour reforms and from growing financial pressures in healthcare systems, where NPs and PAs are seen as less expensive alternatives.[2, 3] Inadequate physician supply to meet the needs of growing healthcare service is also a driving factor. Despite increasing numbers of enrollees and increasing numbers of medical schools, many sources estimate a physician shortage of 50,000 providers by year 2025.[4] To address this growing shortage, the number of NP and PA providers in acute care continues to grow as Kartha and colleagues[5] clearly demonstrate in their study, published in this issue of Journal of Hospital Medicine. Their research shows that within hospitals in the Veterans Health Administration (VHA)the largest coordinated healthcare association in the United Statesfully half of all inpatient medical teams are utilizing NPs and PAs in some capacity, most commonly in staffing models working directly with attending physicians or on teams with housestaff.[5]

Many different practice models exist that incorporate NPs and PAs into acute care settings, including models in general medicine and intensive care settings, as well as in specialty care populations such as patients with diabetes or congestive heart failure.[1, 6] Few studies, however, delineate specific roles for NPs or PAs in inpatient acute care or provide outcomes‐based evidence in support of the proposed models. This is in contrast to research available regarding NP and PA staffing models in the outpatient setting.[7, 8] In the current study, Kartha et al.[5] shed light on the use of NPs and PAs in inpatient medical units at the VHA. Their findings show that the majority of NPs and PAs on the inpatient team function mostly autonomously and perform tasks including performing histories and physicals, writing progress notes, placing orders, and communicating with primary care providers and consultants. Almost half also serve on hospital committees and participate in quality improvement activities. Interestingly, although the training and regulation of NPs and PAs differ considerably,[1] Kartha et al. found that the scope of practice of these providers is generally the same. PAs are more likely to perform procedures and teach nonphysician students but otherwise function similarly to NPs. The clinical workload for NPs and PAs also does not differ, with an average of 6.5 patients seen per day. This information is crucial when analyzing the cost‐effectiveness of these providers, especially in light of evidence suggesting that hospitalist physicians typically care for approximately twice as many patients.[9]

Although Kartha et al.[5] focus primarily on describing the scope of NPs and PAs in hospital medicine, they also report on outcomes. Their findings show that presence of NPs and PAs on inpatient teams did not alter patient or nurse satisfaction nor were there any consistent improvements in the perception of care coordination. Of note, assessment of care coordination was based on survey responses from nurse managers and chiefs of medicine, individuals who are not necessarily direct members of the inpatient team, thus questioning the validity of this measure. Other studies on NP/PA models have also focused on patient‐centered outcomes. A study by Roy et al.[10] found that an inpatient PA‐run service supervised by hospitalists was comparable with a traditional resident‐run service, with no significant differences in risk‐adjusted length of stay (LOS), mortality, intensive care unit (ICU) transfers, or hospital readmissions. Although total costs were lower on the PA service, this difference was minimal. Gershengorn et al.[11] examined the impact of nonphysician staffing in an ICU setting and again found equivalent care. In this study, an ICU team staffed by NPs and PAs had similar hospital mortality and LOS as compared with a standard housestaff ICU service. Both these studies have limitations in that they are retrospective analyses rather than randomized controlled trials, and they were conducted at academic medical centers, thus narrowing their generalizability. Moreover, purity of data is difficult to achieve, as few systems exist where NPs and PAs are the sole providers managing patients without interaction or coverage from physician colleagues.

Given the considerable presence of NPs and PAs in acute care hospitals as documented by Kartha et al.,[5] providing appropriate training in hospital medicine to these clinicians is important. A study by Dhuper and Choksi[12] evaluated a 2‐year PA postgraduate training program in hospital medicine. PAs spent 40 hours per week on direct patient care while rotating on general medical floors and ICUs, along with 16 hours per week in didactic instruction. When compared with a traditional 3‐year medical residency at the same institution, the PA training program had similar outcomes on patient care including similar number of adverse events, readmissions, and patient satisfaction scores. A more formal postgraduate training program for PAs has been established at the Mayo Clinic Arizona.[13] This 12‐month program, based on the Society of Hospital Medicine's (SHM) Core Competencies, consists of general medicine and inpatient medical subspecialty rotations, didactic instruction, and self‐directed teaching modules to learn systems‐based practices. The Adult Hospital Medicine Boot Camp, sponsored by the SHM and the American Academy of Physician Assistants, is another training opportunity for both NPs and PAs who currently work in or are planning to practice hospital medicine.[14] Finally, in accordance with the move to provide standardized training for providers who practice in acute care settings, professional nursing organizations have developed the Consensus Model for Advanced Practice Registered Nurse Regulation that contains recommendations ensuring similar education and licensure requirements for those who practice in acute care.[15]

Although the optimal utilization of NPs and PAs in hospital medicine is still unknown, the reality is that the number of NPs and PAs actually working in this capacity is significant, as Kartha and his colleagues report.[5] A study of academic medical centers also found that among the institutions that responded to a survey, 31% and 42% used PAs and NPs, respectively, in hospitalist roles.[16] Current evidence suggests that NP‐ and PA‐based care with physician collaboration in an inpatient setting can result in comparable outcomes with physician‐only care models. However, much of this evidence is of poor quality or cannot be generalized to all settings. Kartha et al.[5] have provided a good first step in describing the role of NPs and PAs within hospital medicine. Though their education and training backgrounds are different, the ultimate scope of practice for these 2 groups of providers is very similar. Future research should focus on defining the best practice model for utilization of NPs and PAs in hospital medicine with emphasis on measurable goals. These can include standard outcomes such as LOS but also specific measures of quality and safety such as days of urinary catheter use or percentage of patients receiving venous thromboprophylaxis.[17] By understanding the scope of NP and PA practice, collecting more robust data regarding outcomes, and emphasizing training for NPs and PAs within hospital medicine, there is opportunity to impact the quality and efficiency of care of hospitalized patients.

Files
References
  1. Kleinpell R, Ely EW, Grabenkort R. Nurse practitioners and physician assistants in the intensive care unit: an evidence‐based review. Crit Care Med. 2008;36:28882897.
  2. Kapu AN, Kleinpell R, Pilon B. Quality and financial impact of adding nurse practitioners to inpatient care teams. J Nurs Adm. 2014;44:8796.
  3. Cowan MJ, Shapiro M, Hays RD, et al. The effect of a multidisciplinary hospitalist/physician and advanced practice nurse collaboration on hospital costs. J Nurs Adm. 2006;36(2):7985.
  4. Cawley JF, Hooker RS. Physician assistants in American medicine: the half‐century mark. Am J Manag Care. 2013;19:e333e341.
  5. Kartha A, Burgess J, Benzer J, et al. Nurse practitioner and physician assistant scope of practice in 118 acute care hospitals. J Hosp Med. 2014;9(10):615620.
  6. Mackey PA, Boyle ME, Walo PM, Castro JC, Cheng MR, Cook CB. Care directed by a specialty‐trained nurse practitioner or physician assistant can overcome clinical inertia in management of inpatient diabetes. Endocr Pract. 2014;20:112119.
  7. Newhouse RP, Stanik‐Hutt J, White KM, et al. Advanced practice nurse outcomes 1990–2008: a systematic review. Nurse Econ. 2011;29:230250.
  8. Halter M, Drennen V, Chattopahyay K, et al. The contribution of physician assistants in primary care: a systematic review. BMC Health Serv Res. 2013;13:223.
  9. Elliott DJ, Young R, Brice J, Aguilar R, Kolm P. Effect of hospitalist workload on the quality and efficiency of care. JAMA Intern Med. 2014;174:786793.
  10. Roy CL, Liang CL, Lund M, et al. Implementation of a physician assistant/hospitalist service in an academic medical center: impact on efficiency and patient outcomes. J Hosp Med. 2008;3:361368.
  11. Gershengorn HB, Wunsch H, Wahab R, et al. Impact of nonphysician staffing on outcomes in a medical ICU. Chest. 2011;139:13471353.
  12. Dhuper S, Choksi S. Replacing an academic internal medicine residency program with a physician assistant‐hospitalist model. Am J Med Qual. 2009;24:132139.
  13. Will KK, Budavari AI, Wilkens JA, Mishark K, Hartsell ZC. A hospitalist postgraduate training program for physician assistants. J Hosp Med. 2010;5:9498.
  14. American Association of Physician Assistants. Adult hospital medicine boot camp. Available at: http://www.aapa.org/bootcamp. Accessed July 3 2014.
  15. Kleinpell RM, Hudspeth R, Scordo KA, Magdic K. Defining NP scope of practice and associated regulations: focus on acute care. J Am Acad Nurse Pract. 2012;24:1118.
  16. Moote M, Krsek C, Kleinpell R, Todd B. Physician assistant and nurse practitioner utilization in academic medical centers. Am J Med Qual. 2011;26:452460.
  17. Kapu AN, Kleinpell R. Developing nurse practitioner associated metrics for outcomes assessment. J Am Assoc Nurse Pract. 2013;25:289296.
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Journal of Hospital Medicine - 9(10)
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678-679
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Nurse practitioners (NPs) and physician assistants (PAs) have been caring for patients since the mid‐1960s.[1] Although both roles grew out of a need for more primary care providers, more recently there has been an increase in the utilization of NPs and PAs in acute care roles. This meteoric rise of advanced practice providers in the inpatient setting has been driven by stressors from residency work‐hour reforms and from growing financial pressures in healthcare systems, where NPs and PAs are seen as less expensive alternatives.[2, 3] Inadequate physician supply to meet the needs of growing healthcare service is also a driving factor. Despite increasing numbers of enrollees and increasing numbers of medical schools, many sources estimate a physician shortage of 50,000 providers by year 2025.[4] To address this growing shortage, the number of NP and PA providers in acute care continues to grow as Kartha and colleagues[5] clearly demonstrate in their study, published in this issue of Journal of Hospital Medicine. Their research shows that within hospitals in the Veterans Health Administration (VHA)the largest coordinated healthcare association in the United Statesfully half of all inpatient medical teams are utilizing NPs and PAs in some capacity, most commonly in staffing models working directly with attending physicians or on teams with housestaff.[5]

Many different practice models exist that incorporate NPs and PAs into acute care settings, including models in general medicine and intensive care settings, as well as in specialty care populations such as patients with diabetes or congestive heart failure.[1, 6] Few studies, however, delineate specific roles for NPs or PAs in inpatient acute care or provide outcomes‐based evidence in support of the proposed models. This is in contrast to research available regarding NP and PA staffing models in the outpatient setting.[7, 8] In the current study, Kartha et al.[5] shed light on the use of NPs and PAs in inpatient medical units at the VHA. Their findings show that the majority of NPs and PAs on the inpatient team function mostly autonomously and perform tasks including performing histories and physicals, writing progress notes, placing orders, and communicating with primary care providers and consultants. Almost half also serve on hospital committees and participate in quality improvement activities. Interestingly, although the training and regulation of NPs and PAs differ considerably,[1] Kartha et al. found that the scope of practice of these providers is generally the same. PAs are more likely to perform procedures and teach nonphysician students but otherwise function similarly to NPs. The clinical workload for NPs and PAs also does not differ, with an average of 6.5 patients seen per day. This information is crucial when analyzing the cost‐effectiveness of these providers, especially in light of evidence suggesting that hospitalist physicians typically care for approximately twice as many patients.[9]

Although Kartha et al.[5] focus primarily on describing the scope of NPs and PAs in hospital medicine, they also report on outcomes. Their findings show that presence of NPs and PAs on inpatient teams did not alter patient or nurse satisfaction nor were there any consistent improvements in the perception of care coordination. Of note, assessment of care coordination was based on survey responses from nurse managers and chiefs of medicine, individuals who are not necessarily direct members of the inpatient team, thus questioning the validity of this measure. Other studies on NP/PA models have also focused on patient‐centered outcomes. A study by Roy et al.[10] found that an inpatient PA‐run service supervised by hospitalists was comparable with a traditional resident‐run service, with no significant differences in risk‐adjusted length of stay (LOS), mortality, intensive care unit (ICU) transfers, or hospital readmissions. Although total costs were lower on the PA service, this difference was minimal. Gershengorn et al.[11] examined the impact of nonphysician staffing in an ICU setting and again found equivalent care. In this study, an ICU team staffed by NPs and PAs had similar hospital mortality and LOS as compared with a standard housestaff ICU service. Both these studies have limitations in that they are retrospective analyses rather than randomized controlled trials, and they were conducted at academic medical centers, thus narrowing their generalizability. Moreover, purity of data is difficult to achieve, as few systems exist where NPs and PAs are the sole providers managing patients without interaction or coverage from physician colleagues.

Given the considerable presence of NPs and PAs in acute care hospitals as documented by Kartha et al.,[5] providing appropriate training in hospital medicine to these clinicians is important. A study by Dhuper and Choksi[12] evaluated a 2‐year PA postgraduate training program in hospital medicine. PAs spent 40 hours per week on direct patient care while rotating on general medical floors and ICUs, along with 16 hours per week in didactic instruction. When compared with a traditional 3‐year medical residency at the same institution, the PA training program had similar outcomes on patient care including similar number of adverse events, readmissions, and patient satisfaction scores. A more formal postgraduate training program for PAs has been established at the Mayo Clinic Arizona.[13] This 12‐month program, based on the Society of Hospital Medicine's (SHM) Core Competencies, consists of general medicine and inpatient medical subspecialty rotations, didactic instruction, and self‐directed teaching modules to learn systems‐based practices. The Adult Hospital Medicine Boot Camp, sponsored by the SHM and the American Academy of Physician Assistants, is another training opportunity for both NPs and PAs who currently work in or are planning to practice hospital medicine.[14] Finally, in accordance with the move to provide standardized training for providers who practice in acute care settings, professional nursing organizations have developed the Consensus Model for Advanced Practice Registered Nurse Regulation that contains recommendations ensuring similar education and licensure requirements for those who practice in acute care.[15]

Although the optimal utilization of NPs and PAs in hospital medicine is still unknown, the reality is that the number of NPs and PAs actually working in this capacity is significant, as Kartha and his colleagues report.[5] A study of academic medical centers also found that among the institutions that responded to a survey, 31% and 42% used PAs and NPs, respectively, in hospitalist roles.[16] Current evidence suggests that NP‐ and PA‐based care with physician collaboration in an inpatient setting can result in comparable outcomes with physician‐only care models. However, much of this evidence is of poor quality or cannot be generalized to all settings. Kartha et al.[5] have provided a good first step in describing the role of NPs and PAs within hospital medicine. Though their education and training backgrounds are different, the ultimate scope of practice for these 2 groups of providers is very similar. Future research should focus on defining the best practice model for utilization of NPs and PAs in hospital medicine with emphasis on measurable goals. These can include standard outcomes such as LOS but also specific measures of quality and safety such as days of urinary catheter use or percentage of patients receiving venous thromboprophylaxis.[17] By understanding the scope of NP and PA practice, collecting more robust data regarding outcomes, and emphasizing training for NPs and PAs within hospital medicine, there is opportunity to impact the quality and efficiency of care of hospitalized patients.

Nurse practitioners (NPs) and physician assistants (PAs) have been caring for patients since the mid‐1960s.[1] Although both roles grew out of a need for more primary care providers, more recently there has been an increase in the utilization of NPs and PAs in acute care roles. This meteoric rise of advanced practice providers in the inpatient setting has been driven by stressors from residency work‐hour reforms and from growing financial pressures in healthcare systems, where NPs and PAs are seen as less expensive alternatives.[2, 3] Inadequate physician supply to meet the needs of growing healthcare service is also a driving factor. Despite increasing numbers of enrollees and increasing numbers of medical schools, many sources estimate a physician shortage of 50,000 providers by year 2025.[4] To address this growing shortage, the number of NP and PA providers in acute care continues to grow as Kartha and colleagues[5] clearly demonstrate in their study, published in this issue of Journal of Hospital Medicine. Their research shows that within hospitals in the Veterans Health Administration (VHA)the largest coordinated healthcare association in the United Statesfully half of all inpatient medical teams are utilizing NPs and PAs in some capacity, most commonly in staffing models working directly with attending physicians or on teams with housestaff.[5]

Many different practice models exist that incorporate NPs and PAs into acute care settings, including models in general medicine and intensive care settings, as well as in specialty care populations such as patients with diabetes or congestive heart failure.[1, 6] Few studies, however, delineate specific roles for NPs or PAs in inpatient acute care or provide outcomes‐based evidence in support of the proposed models. This is in contrast to research available regarding NP and PA staffing models in the outpatient setting.[7, 8] In the current study, Kartha et al.[5] shed light on the use of NPs and PAs in inpatient medical units at the VHA. Their findings show that the majority of NPs and PAs on the inpatient team function mostly autonomously and perform tasks including performing histories and physicals, writing progress notes, placing orders, and communicating with primary care providers and consultants. Almost half also serve on hospital committees and participate in quality improvement activities. Interestingly, although the training and regulation of NPs and PAs differ considerably,[1] Kartha et al. found that the scope of practice of these providers is generally the same. PAs are more likely to perform procedures and teach nonphysician students but otherwise function similarly to NPs. The clinical workload for NPs and PAs also does not differ, with an average of 6.5 patients seen per day. This information is crucial when analyzing the cost‐effectiveness of these providers, especially in light of evidence suggesting that hospitalist physicians typically care for approximately twice as many patients.[9]

Although Kartha et al.[5] focus primarily on describing the scope of NPs and PAs in hospital medicine, they also report on outcomes. Their findings show that presence of NPs and PAs on inpatient teams did not alter patient or nurse satisfaction nor were there any consistent improvements in the perception of care coordination. Of note, assessment of care coordination was based on survey responses from nurse managers and chiefs of medicine, individuals who are not necessarily direct members of the inpatient team, thus questioning the validity of this measure. Other studies on NP/PA models have also focused on patient‐centered outcomes. A study by Roy et al.[10] found that an inpatient PA‐run service supervised by hospitalists was comparable with a traditional resident‐run service, with no significant differences in risk‐adjusted length of stay (LOS), mortality, intensive care unit (ICU) transfers, or hospital readmissions. Although total costs were lower on the PA service, this difference was minimal. Gershengorn et al.[11] examined the impact of nonphysician staffing in an ICU setting and again found equivalent care. In this study, an ICU team staffed by NPs and PAs had similar hospital mortality and LOS as compared with a standard housestaff ICU service. Both these studies have limitations in that they are retrospective analyses rather than randomized controlled trials, and they were conducted at academic medical centers, thus narrowing their generalizability. Moreover, purity of data is difficult to achieve, as few systems exist where NPs and PAs are the sole providers managing patients without interaction or coverage from physician colleagues.

Given the considerable presence of NPs and PAs in acute care hospitals as documented by Kartha et al.,[5] providing appropriate training in hospital medicine to these clinicians is important. A study by Dhuper and Choksi[12] evaluated a 2‐year PA postgraduate training program in hospital medicine. PAs spent 40 hours per week on direct patient care while rotating on general medical floors and ICUs, along with 16 hours per week in didactic instruction. When compared with a traditional 3‐year medical residency at the same institution, the PA training program had similar outcomes on patient care including similar number of adverse events, readmissions, and patient satisfaction scores. A more formal postgraduate training program for PAs has been established at the Mayo Clinic Arizona.[13] This 12‐month program, based on the Society of Hospital Medicine's (SHM) Core Competencies, consists of general medicine and inpatient medical subspecialty rotations, didactic instruction, and self‐directed teaching modules to learn systems‐based practices. The Adult Hospital Medicine Boot Camp, sponsored by the SHM and the American Academy of Physician Assistants, is another training opportunity for both NPs and PAs who currently work in or are planning to practice hospital medicine.[14] Finally, in accordance with the move to provide standardized training for providers who practice in acute care settings, professional nursing organizations have developed the Consensus Model for Advanced Practice Registered Nurse Regulation that contains recommendations ensuring similar education and licensure requirements for those who practice in acute care.[15]

Although the optimal utilization of NPs and PAs in hospital medicine is still unknown, the reality is that the number of NPs and PAs actually working in this capacity is significant, as Kartha and his colleagues report.[5] A study of academic medical centers also found that among the institutions that responded to a survey, 31% and 42% used PAs and NPs, respectively, in hospitalist roles.[16] Current evidence suggests that NP‐ and PA‐based care with physician collaboration in an inpatient setting can result in comparable outcomes with physician‐only care models. However, much of this evidence is of poor quality or cannot be generalized to all settings. Kartha et al.[5] have provided a good first step in describing the role of NPs and PAs within hospital medicine. Though their education and training backgrounds are different, the ultimate scope of practice for these 2 groups of providers is very similar. Future research should focus on defining the best practice model for utilization of NPs and PAs in hospital medicine with emphasis on measurable goals. These can include standard outcomes such as LOS but also specific measures of quality and safety such as days of urinary catheter use or percentage of patients receiving venous thromboprophylaxis.[17] By understanding the scope of NP and PA practice, collecting more robust data regarding outcomes, and emphasizing training for NPs and PAs within hospital medicine, there is opportunity to impact the quality and efficiency of care of hospitalized patients.

References
  1. Kleinpell R, Ely EW, Grabenkort R. Nurse practitioners and physician assistants in the intensive care unit: an evidence‐based review. Crit Care Med. 2008;36:28882897.
  2. Kapu AN, Kleinpell R, Pilon B. Quality and financial impact of adding nurse practitioners to inpatient care teams. J Nurs Adm. 2014;44:8796.
  3. Cowan MJ, Shapiro M, Hays RD, et al. The effect of a multidisciplinary hospitalist/physician and advanced practice nurse collaboration on hospital costs. J Nurs Adm. 2006;36(2):7985.
  4. Cawley JF, Hooker RS. Physician assistants in American medicine: the half‐century mark. Am J Manag Care. 2013;19:e333e341.
  5. Kartha A, Burgess J, Benzer J, et al. Nurse practitioner and physician assistant scope of practice in 118 acute care hospitals. J Hosp Med. 2014;9(10):615620.
  6. Mackey PA, Boyle ME, Walo PM, Castro JC, Cheng MR, Cook CB. Care directed by a specialty‐trained nurse practitioner or physician assistant can overcome clinical inertia in management of inpatient diabetes. Endocr Pract. 2014;20:112119.
  7. Newhouse RP, Stanik‐Hutt J, White KM, et al. Advanced practice nurse outcomes 1990–2008: a systematic review. Nurse Econ. 2011;29:230250.
  8. Halter M, Drennen V, Chattopahyay K, et al. The contribution of physician assistants in primary care: a systematic review. BMC Health Serv Res. 2013;13:223.
  9. Elliott DJ, Young R, Brice J, Aguilar R, Kolm P. Effect of hospitalist workload on the quality and efficiency of care. JAMA Intern Med. 2014;174:786793.
  10. Roy CL, Liang CL, Lund M, et al. Implementation of a physician assistant/hospitalist service in an academic medical center: impact on efficiency and patient outcomes. J Hosp Med. 2008;3:361368.
  11. Gershengorn HB, Wunsch H, Wahab R, et al. Impact of nonphysician staffing on outcomes in a medical ICU. Chest. 2011;139:13471353.
  12. Dhuper S, Choksi S. Replacing an academic internal medicine residency program with a physician assistant‐hospitalist model. Am J Med Qual. 2009;24:132139.
  13. Will KK, Budavari AI, Wilkens JA, Mishark K, Hartsell ZC. A hospitalist postgraduate training program for physician assistants. J Hosp Med. 2010;5:9498.
  14. American Association of Physician Assistants. Adult hospital medicine boot camp. Available at: http://www.aapa.org/bootcamp. Accessed July 3 2014.
  15. Kleinpell RM, Hudspeth R, Scordo KA, Magdic K. Defining NP scope of practice and associated regulations: focus on acute care. J Am Acad Nurse Pract. 2012;24:1118.
  16. Moote M, Krsek C, Kleinpell R, Todd B. Physician assistant and nurse practitioner utilization in academic medical centers. Am J Med Qual. 2011;26:452460.
  17. Kapu AN, Kleinpell R. Developing nurse practitioner associated metrics for outcomes assessment. J Am Assoc Nurse Pract. 2013;25:289296.
References
  1. Kleinpell R, Ely EW, Grabenkort R. Nurse practitioners and physician assistants in the intensive care unit: an evidence‐based review. Crit Care Med. 2008;36:28882897.
  2. Kapu AN, Kleinpell R, Pilon B. Quality and financial impact of adding nurse practitioners to inpatient care teams. J Nurs Adm. 2014;44:8796.
  3. Cowan MJ, Shapiro M, Hays RD, et al. The effect of a multidisciplinary hospitalist/physician and advanced practice nurse collaboration on hospital costs. J Nurs Adm. 2006;36(2):7985.
  4. Cawley JF, Hooker RS. Physician assistants in American medicine: the half‐century mark. Am J Manag Care. 2013;19:e333e341.
  5. Kartha A, Burgess J, Benzer J, et al. Nurse practitioner and physician assistant scope of practice in 118 acute care hospitals. J Hosp Med. 2014;9(10):615620.
  6. Mackey PA, Boyle ME, Walo PM, Castro JC, Cheng MR, Cook CB. Care directed by a specialty‐trained nurse practitioner or physician assistant can overcome clinical inertia in management of inpatient diabetes. Endocr Pract. 2014;20:112119.
  7. Newhouse RP, Stanik‐Hutt J, White KM, et al. Advanced practice nurse outcomes 1990–2008: a systematic review. Nurse Econ. 2011;29:230250.
  8. Halter M, Drennen V, Chattopahyay K, et al. The contribution of physician assistants in primary care: a systematic review. BMC Health Serv Res. 2013;13:223.
  9. Elliott DJ, Young R, Brice J, Aguilar R, Kolm P. Effect of hospitalist workload on the quality and efficiency of care. JAMA Intern Med. 2014;174:786793.
  10. Roy CL, Liang CL, Lund M, et al. Implementation of a physician assistant/hospitalist service in an academic medical center: impact on efficiency and patient outcomes. J Hosp Med. 2008;3:361368.
  11. Gershengorn HB, Wunsch H, Wahab R, et al. Impact of nonphysician staffing on outcomes in a medical ICU. Chest. 2011;139:13471353.
  12. Dhuper S, Choksi S. Replacing an academic internal medicine residency program with a physician assistant‐hospitalist model. Am J Med Qual. 2009;24:132139.
  13. Will KK, Budavari AI, Wilkens JA, Mishark K, Hartsell ZC. A hospitalist postgraduate training program for physician assistants. J Hosp Med. 2010;5:9498.
  14. American Association of Physician Assistants. Adult hospital medicine boot camp. Available at: http://www.aapa.org/bootcamp. Accessed July 3 2014.
  15. Kleinpell RM, Hudspeth R, Scordo KA, Magdic K. Defining NP scope of practice and associated regulations: focus on acute care. J Am Acad Nurse Pract. 2012;24:1118.
  16. Moote M, Krsek C, Kleinpell R, Todd B. Physician assistant and nurse practitioner utilization in academic medical centers. Am J Med Qual. 2011;26:452460.
  17. Kapu AN, Kleinpell R. Developing nurse practitioner associated metrics for outcomes assessment. J Am Assoc Nurse Pract. 2013;25:289296.
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NP and PA Scope of Practice

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Nurse practitioner and physician assistant scope of practice in 118 acute care hospitals

Nurse practitioners (NPs) and physician assistants (PAs) provide healthcare in numerous environments internationally and in the United States.[1, 2] However, their role in the inpatient medicine setting is not well described.[2] In the United States, there are more than 157,000 NPs and 85,000 PAs with projected increases.[3, 4] Although both professions provide direct medical care, there are key differences.[1, 3, 4, 5] NPs typically complete a master's or doctoral degree with advanced clinical training beyond nursing. PAs complete at least 2 years of college courses similar to premedical school requirements. PA programs use a medical school‐based curriculum and train for about 2 years before awarding a master's degree. NPs are regulated through state nursing boards, whereas PAs are regulated through state licensing or medical boards. NPs and PAs have different, yet overlapping scopes of practice. A key difference is that PAs can only practice collaborating with a physician.[5, 6] Overall, both have been shown to provide healthcare that is similar in quality to physicians in specific primary care and surgical settings.[2]

NPs and PAs, often referred to as advanced practice providers (APPs), are employed primarily in outpatient clinic settings providing direct patient care. Most APP studies have focused on the outpatient setting, despite nearly a third of US healthcare expenditure for hospital care.[2, 7] Little is known about APP involvement, specific roles, or impact on outcomes in inpatient medicine settings where they are often referred to as NP or PA hospitalists.[2, 8, 9, 10]

The Veterans Health Administration (VHA) is 1 of the largest employers of APPs, with 3.6% of all NPs and 2.1% of all PAs reported to practice in the VHA.[11, 12, 13] As the largest fully integrated healthcare system in the US, the VHA had 8.8 million veterans enrolled and 703,500 inpatient admissions in 2012.[14] Although this makes the VHA an ideal environment to study the role of APPs, few studies have done so.[13, 15, 16, 17, 18, 19] Although studies have compared NPs and PAs to physicians, very little is known about how NPs differ from PAs when practicing in the same environment.

Our objective was to describe the scope of practice, defined as activities that an individual healthcare practitioner is licensed to perform, of NPs and PAs in the inpatient medicine setting and in the VHA. A secondary objective was to explore important outcomes that could potentially be affected by the presence of NPs and PAs on inpatient medicine.

METHODS

The Organizational Factors and Inpatient Medical Care Quality and Efficiency (OFIM) study provides a basis for this study with detail published elsewhere.[20] The OFIM study was conducted between 2010 and 2011 to evaluate quality of care in VHA inpatient medicine surveying chiefs of medicine (COM), inpatient medicine nurse managers (NM), attending physicians, and extant VHA survey data. The COM is the senior attending physician in charge of departments of medicine that include most medical subspecialties within the VHA medical centers. We used the subset of questions specific to NPs and PAs from the COM and NM surveys. Both COMs and NMs answered identical questions for NPs and PAs in 2 separate sections to avoid overlap of responses. NM survey responses were only used for the coordination of care regression model. Surveys were conducted by e‐mail with up to 4 reminders and a subsequent paper mailing. The inpatient medicine service included adult general internal medicine, medical subspecialties, and critical care. The study was approved by the institutional review boards of the VA Boston Healthcare System, the University of Iowa, and the Iowa City VA Healthcare System.

Measurements

To create our primary variable of interestNP and PA employmentwe used the COM survey. Respondents indicated the number and full‐time employee equivalent (FTEE) values for APPs on inpatient medicine. Based on responses, we created a categorical variable with 4 options: (1) facilities with NPs only, (2) facilities with PAs only, (3) facilities with both NPs and PAs, and (4) facilities with neither NPs nor PAs. We selected 3 outcomes that could potentially be affected by the presence of NPs and PAs on inpatient medicine: patient satisfaction, registered nurse (RN) satisfaction, and coordination of care. Patient satisfaction has been shown to improve with NPs and PAs in prior studies, and improving coordination of care has been a stated goal of medical centers in hiring NPs and PAs.[2, 9] Based on our personal experience and previous studies that have shown that nurses report better communication with NPs than physicians,[21] and that NPs retain a visible nursing component in their NP role,[22] we hypothesized that nurse satisfaction on inpatient medicine would improve with the presence of NPs and PAs.

Patient satisfaction was obtained from the 2010 VHA Survey of Healthcare Experiences of Patients (SHEP).[23] The average response rate was 45%. Approximately half the questions on the SHEP are identical to the Hospital Consumer Assessment of Healthcare Providers and Systems survey (HCAHPS).[24] We examined 2 items: an overall rating and willingness to recommend the facility. For the overall rating, patients rated their hospitalization on a scale from 0 (worst hospital possible) to 10 (best hospital possible). Following HCAHPS guidelines, responses of either 9 or 10 were coded as positive and all other nonmissing responses were coded 0. For willingness to recommend, patients were asked Would you recommend this hospital to your friends and family? using a 4‐point response scale. Responses of definitely and probably no were coded as 0, and probably and definitely yes were coded as 1.

Nurse satisfaction was obtained from the 2011 Veterans Administration Nursing Outcomes Database, an annual survey of VHA nurses that includes demographic, work environment and satisfaction data.[25] The survey, a modified version of the Practice Environment Scale,[26] had a response rate of 52.9% (out of 51,870). For this analysis, we selected only inpatient medicine RNs. We used 2 measures: overall job satisfaction and collegial RN/MD (physician) relations. The former was assessed using the item Compared to what you think it should be, what is your current overall level of satisfaction with your job? The RN/MD relations scale had 3 items, including Physicians and nurses have good working relationships. Both items were evaluated on a similar 5‐point response scale.

Coordination of care was assessed from COM and NM surveys. Overall coordination was evaluated from the COM survey using 1 of 8 items in a question about care coordination, In the past month, how would you rate the following aspects of coordination of patient care inpatient coordination overall. Overall coordination was also evaluated from the NM survey using a similar item. Discharge coordination was evaluated only from the NM survey using 1 of 8 items, Thinking about your experiences during the past month, how would you rate the following aspects of the coordination of patient care related to the discharge process on your inpatient medicine unit discharge coordination overall. When a service had more than 1 response from the NM survey, we took an average of responses to represent the mean score. Responses for all questions ranged from 1 for poor to 5 for excellent (for all of the questions see Supporting Information, Appendix 1, in the online version of this article).

Last, we modeled for several contextual features that could influence outcomes: geographic region as a 4‐item categorical variable; teaching affiliation as a dichotomous variable based on whether the hospital was a member of the Council of Teaching Hospitals, urban or rural status, and facility size as a continuous variable using the number of inpatient medicine service beds.

Statistical Analysis

Descriptive bivariate analyses used t tests, 2, or 2‐tailed Fisher tests when appropriate to compare NP and PA autonomy, tasks, location of care, work schedule, clinical workload, organizational characteristics (ie, academic, urban, facility complexity, inpatient medicine team structure), and performance evaluations.

Next, we examined whether any of the contextual characteristics were associated with use of NPs or PAs using inferential statistics. For patient satisfaction, we developed a hierarchical linear model (HLM) that nested patients within facilities. We controlled for patient age, sex, health status, and length of stay. For nurse satisfaction, individual responses of RNs also were analyzed using the HLM. We controlled for whether the nurse had a leadership position, worked during the daily shift, and job tenure. Ordinary least squares regression was used to examine the 3 measures of coordination from the COM and NM surveys. All analyses were performed using Stata version 12 (StataCorp, College Station, TX) and SAS version 9.2 (SAS Institute Inc., Cary, NC).

RESULTS

Of 123 inpatient medicine services that we surveyed, we included responses from the COMs of 118 services (response rate 95.2%); 5 responses were incomplete. Across 123 inpatient medicine services, we surveyed 264 nurse managers and received 198 responses (75.0%) from 114 inpatient medicine services. In the only model using NM responsesthe care coordination model104 inpatient medicine services had responses from both COM and NM surveys.

Of 118 VHA inpatient medicine services, 56 (47.5%) had APPs, of which 27 (48.2%) had NPs only, 15 (26.8%) had PAs only, and 14 (25.0%) had both NPs and PAs. FTEEs for NPs ranged from 0.5 to 7 (mean=2.22) and for PAs from 1 to 9 (mean=2.23) on the inpatient medicine service per hospital.

There were no significant differences on use of NPs and PAs by teaching affiliation, urban or rural setting, and geography. A significant difference was observed based on bed size (F[3,109]=5.13, P<0.001); facilities with both NPs and PAs had, on average, a larger number of inpatient beds (mean=79.0, standard deviation [SD]=32.3) compared to those without NPs or PAs (mean=50.1, SD=29.4) or with PAs only (mean=44.2, SD=20.5) using Tukey post hoc analysis.

The most common staffing model used staff (attending) physicians only working directly with APPs (N=29, 24.6%). Next most common was an academic model with staff physicians, housestaff, and APPs working together in teams (N=16, 13.4%). For performance evaluations, COMs contributed for both NPs (60.2%) and PAs (56.4%); in fewer cases, COMs completed evaluations of NPs (12.9%) and of PAs (29.0%) without input from other service managers (P=0.02).

Table 1 shows the differences reported by COMs between NPs and PAs scope of practice. Overall, 58.9% of NPs and 65.4% of PAs functioned somewhat or completely autonomously; 23.1% of NPs and 30.8% of PAs worked in a role closer to a ward assistant (eg, work directly with a physician, cowriting orders, and making care decisions with physician oversight). Tasks frequently performed by the majority of NPs and PAs included writing orders (87.9%), coordinating discharge plans (86.7%), communicating with consultants (83.1%), performing history and physicals (82.5%), writing daily progress notes (80.7%), communicating with primary care providers (73.5%), and working directly with hospitalists (72.8%). Less common tasks included serving on committees (46.4%), championing quality improvement activities (40.6%), and research (2.9%). There were no statistically significant differences between tasks, except for a higher proportion of services reporting PAs rather than NPs performing procedures (50.0% vs 22.0%, P=0.02) and teaching nonphysicians (50.0% vs 24.4%, P=0.04).

Nurse Practitioner and Physician Assistant Hospital‐Based Scopes of Practice
 Services With NPs,Services With PAs,P Value
  • NOTE: Abbreviations: NPs, nurse practitioners; PAs, physician assistants.

  • *Of 41 services with NPs, 14 had PAs too. Of 29 services with PAs, 14 had NPs too.

  • Numbers may vary between items because all respondents may not have answered all items on survey questions. Percentages do not add up to 100% because respondents may have more than 1 response to multiple response questions.

How do NPs and PAs function in conjunction with inpatient medicine staff (attending) physicians in the day‐to‐day care of patients (ie, scope of practice)?N=39 (%)*N=26 (%)* 
Autonomously, in a manner similar to physicians10 (25.6%)5 (19.2%)0.77
Somewhat autonomously, but with limitations13 (33.3%)12 (46.2%)0.31
In a role closer to a ward assistant9 (23.1%)8 (30.8%)0.57
Administrative2 (5.1%)0 (0.0%)0.51
Other6 (15.4%)1 (3.8%)0.23
What types of tasks do NPs and PAs perform?N=41 (%)*N=28 (%)* 
Write orders34 (82.9%)26 (92.9%)0.29
Coordinate discharge plans33 (80.5%)26 (92.9%)0.18
Communicate with consultants33 (80.5%)24 (85.7%)0.75
History and physicals31 (75.6%)25 (89.3%)0.22
Daily progress notes31 (75.6%)24 (85.7%)0.37
Communicate with primary care providers31 (75.6%)20 (71.4%0.78
Work directly with hospitalists26 (63.4%)23 (82.1%)0.18
Committees16 (39.0%)16 (57.1%)0.15
Champion quality improvement activities14 (34.1%)14 (50.0%)0.22
Teach nonphysician students10 (24.4%)14 (50.0%)0.04
Perform procedures9 (22.0%)14 (50.0%)0.02
Research1 (2.4%)1 (3.6%)1.00
Other6 (14.6%)0 (0.0%)0.04

Table 2 reports location of practice in the hospital and workload. There were no significant differences in locations where NPs and PAs provided care. Overall, 81.9% of APPs worked in inpatient wards, 23.1% in step‐down units, 18.6% in intensive care units, 13.8% in skilled care units, and 4.9% in other locations. In addition, 97.4% of NPs and 89.3% of PAs worked weekdays, whereas only 7.9% of NPs and 17.9% of PAs worked nights. More PAs than NPs worked federal holidays (32.1% vs 7.9%, P=0.02) and weekends (32.1% vs 13.2%, P=0.08). Most NPs and PAs handled a caseload of 4 to 10 patients with a mean of 6.5, with no difference between the 2. The minority, 27.0% of NPs and 23.1% of PAs, were not assigned specific patients.

Nurse Practitioner and Physician Assistant Hospital Location of Care and Workload
 Services With NPsServices With PAsP Value
  • NOTE: Abbreviations: N/A, not assigned specific patients; NPs, nurse practitioners; PAs, physician assistants.

  • *Of 41 services with NPs, 14 had PAs too. Of 29 services with PAs, 14 had NPs too.

  • Numbers may vary between items because all respondents may not have answered all items on survey questions. Percentages do not add up to 100% because respondents may have more than 1 response to multiple response questions.

Where do NPs and PAs provide care?N=38 (%)*N=28 (%)* 
Wards31 (81.6%)23 (82.1%)1.00
Step‐down unit8 (21.1%)7 (25.0%)0.77
Intensive care unit6 (15.8%)6 (21.4%)0.75
Skilled care units5 (13.2%)4 (14.3%)1.00
Other1 (2.6%)2 (7.1%)0.57
What are NPs and PAs tours of duty?N=38 (%)*N=28 (%)* 
Weekdays37 (97.4%)25 (89.3%)0.30
Weekends5 (13.2%)9 (32.1%)0.08
Nights3 (7.9%)5 (17.9%)0.27
Federal holidays3 (7.9%)9 (32.1%)0.02
Other2 (5.3%)1 (3.6%)1.00
What is the average clinical workload for NPs and PAs?N=37 (%)*N=26 (%)* 
Mean no. of patients6.816.180.45
N/A10 (27.0%)6 (23.1%)0.56
Other1 (2.7%)0 (0.0%) 

In multivariable adjusted analyses evaluating the association between patient satisfaction and use of APPs (Table 3), no significant differences were observed for patients' rating of the hospital (F[3,95]=0.19; P=0.90) or willingness to recommend the hospital (F[3,95]=0.54; P=0.65). Similarly, no significant differences were observed based on use of APPs for nurse overall job satisfaction (F[3,101]=1.85; P=0.14) or collegial relations with physicians (F[3,101]=0.96; P=0.41).

Adjusted Regression Model Examining Nurse Practitioner and Physician Assistant Association with Patient Satisfaction, Nurse Satisfaction, and Coordination of Care
 Patient SatisfactionNurse SatisfactionCoordination of Care
Overall RatingWillingness to RecommendRN Overall Job SatisfactionRN/MD RelationsChief of Medicine: Inpatient CoordinationNurse Manager: Inpatient CoordinationNurse Manager: Discharge Coordination
  • NOTE: Model shows parameter estimates (standard error). All models adjust for geographic region, teaching hospital affiliation, urban or rural hospital‐based setting, and inpatient medicine operating beds. Models for patient satisfaction adjust for patient age, health status, length of stay, and sex. Models for nurse satisfaction adjust for leadership position, working regular schedule, and job tenure. Abbreviations: MD, physician; NPs, nurse practitioners; PAs, physician assistants; RN, registered nurse. *P<0.05.

Intercept0.67 (0.14)10.20 (0.15)30.41 (0.13)20.89 (0.07)30.78 (0.26)30.67 (0.24)30.23 (0.26)
Facilities with NPs only0.06 (0.10)0.12 (0.09)0.14 (0.09)0.02 (0.05)10.63 (0.91)0.00 (0.19)0.42 (0.20)*
Facilities with PAs only0.06 (0.09)0.10 (0.11)0.10 (0.10)0.06 (0.05)10.08 (0.87)0.41 (0.22)0.36 (0.25)
Facilities with both NPs and PAs0.02 (0.12)0.11 (0.1300.17 (0.11)0.00 (0.00)0.31 (0.92)0.03 (0.27)0.21 (0.30)
Facilities with neither NPs nor PAs       

COM ratings of overall inpatient coordination were also nonsignificant (F[3, 100]=2.01; P=0.12), but their ratings of coordination were higher in facilities with NPs only than in those without either NPs or PAs (=1.63, P=0.08). Nurse manager ratings of overall inpatient coordination were not associated with APP use (F[3,91]=1.24; P=0.30), but were marginally lower with facilities using only PAs (=1.48; P=0.06). Nurse manager ratings of discharge coordination showed a significant effect for APP use (F[3,90]=3.30; P=0.02) with facilities having NPs only significantly higher than places without either NPs or PAs (=1.84, P=0.04).

DISCUSSION

Little evidence exists regarding the role of APPs in the inpatient medicine setting,[2] and important deficit concerns in medical knowledge, technical skills, and clinical experience have been raised.[27, 28] These concerns have called into question the appropriateness of involving APPs in the care of medical inpatients with extensive differential diagnoses and complex care requirements.[27, 28] In spite of these concerns, we found widespread use of APPs with almost half of the VHA inpatient medicine services reporting use, which stands in contrast to prior research.[9, 10, 22, 29, 30, 31, 32, 33, 34, 35] APPs practice in a variety of acute and subacute inpatient medicine settings including academic, community, rural, and urban settings without many discernable differences. The spectrum of activities performed by APPs in the VHA is similar to those reported in these inpatient medicine studies, although their scope of practice appears to be much broader than in these few small single academic center studies.[10, 22, 29, 30, 31, 32, 33, 34, 35, 36] For example, only 11% of hospitalist PAs did procedures in a 2006 Society of Hospital Medicine survey, whereas 50% did in our study.[36]

Interestingly, we found that VHA NPs and PAs perform very similar tasks with similar caseloads despite differences in their background, training, regulation, reimbursement, and the longstanding observation that nurse practitioners are not physician assistants.[1, 3, 4, 5] These findings may reflect that APP scope can be more extensive in the VHA. For example, PAs in the VHA practice under federal jurisdiction and can bypass state legislation of scope of practice.[13] It also may reflect ongoing expansion of the role of APPs in the healthcare system since prior studies.[33, 36]

We did, however, note a few significant differences in NP and PA scope. PAs are twice as likely to perform procedures as NPs in inpatient medicine. It is unclear why PAs may do more procedures, as acute care NPs also are commonly taught and perform similar procedures.[33] We also found that PAs teach nonphysician students twice as often as NPs. This may reflect the deep commitment shown by the VHA to PA education dating back to the 1960s.[13] Finally, we found that PAs were significantly more likely to work weekends and federal holidays, a finding that may have implications for inpatient medicine services hiring APPs. Although not statistically significant, PAs, in general, performed more clinically oriented tasks like history and physicals and more often worked directly with hospitalists.

We found no difference in patient satisfaction or nurse satisfaction related to the presence of APPs, consistent with prior studies, where higher levels of satisfaction with APPs are observed in primary care but not hospital settings.[2, 10] However, it is surprising that no differences were observed for nurse satisfaction. NPs traditionally have a nursing focus, which might foster better relationships with nurses.[22] Expecting changes in either patient or nurse satisfaction with just the addition of APPs in the inpatient medicine setting without addressing other factors may be unrealistic. Patient satisfaction is a complex amalgam of various factors including patient expectations, sociodemographics, emotional and physical state, quality of care, and physician communication.[24] Similarly, nurse satisfaction depends on many factors including job stress, nursephysician collaboration, autonomy, staffing, and support.[37]

Finally, we found higher perception of both overall coordination of inpatient care and discharge coordination on services with NPs. A primary reason stated by medical centers to hire APPs is to improve continuity of care.[9] Prior research has shown better communication and collaboration between nurses, physicians, and NPs on inpatient medicine services.[21] NPs may feel that coordination of care is a major focus for their profession and may spend more time than physicians on care coordination activities.[38] Moreover, their background in both nursing and medicine may better lend itself to coordinating care between disciplines.[39] However, we were surprised to find that services with PAs had lower ratings of overall coordination by nurse managers given that care coordination also is a core competency of PA practice and a primary reason for medical centers to employ them.[9] The lack of a nursing background for PAs and potentially less overall medical experience than NPs possibly may contribute to this finding. However, our study does not suggest a direct explanation for this finding, and we had no measure of prior clinical experience, and thus it should be an area for further research.

There are a number of limitations to our study. First, findings from the VHA may not be generalizable to other healthcare systems.[39] However, VHA inpatient medicine services are, in general, structured similarly to non‐VHA settings and are often affiliated with academic medical centers. Further, this is the largest study to our knowledge to look at the specific roles and perceptions of care provided by both NPs and PAs in inpatient medicine. Second, we did not measure other outcomes of care that may be affected by the use of APPs, such as clinical outcomes, process of care measures, or cost‐effectiveness, some of which have been shown in small studies to be impacted by APPs in inpatient medicine.[10, 22, 29, 30, 31, 32, 33, 34, 35] Third, we are unable to attribute causality to our findings and may not have accounted for all the differences between services. Ideally, a randomized controlled trial of APPs in inpatient medicine would be helpful to address these concerns, but no such trials have been conducted. Finally, we did not survey APPs directly, but surveyed the chiefs of their service instead. The chiefs, however, are directly responsible for the scope of practice of all providers on their service and were directly involved in performance evaluations of most of these practitioners.

In conclusion, we found that NPs and PAs, functioning as APP hospitalists are more widely used and have a broader scope of practice on inpatient medicine than previously known or appreciated, at least in the VHA. In spite of their different backgrounds, training, regulations, and reimbursements, they appear to have a similar scope of practice with few differences in roles or perceived impact. Their impact on inpatient healthcare should be a subject of future research. In the meantime, inpatient medicine services should factor these findings into their decision making as they rapidly expand the use of APPs to provide better care to their patients and to address challenges in healthcare reform.[3, 27, 28, 40]

Acknowledgments

Disclosures: The work reported here was supported by the Department of Veterans Affairs, Veterans Health Administration, Health Services Research and Development Service (IIR 08067) and the Comprehensive Access & Delivery Research and Evaluation (CADRE) Center at the Iowa City VAMC (CIN 13412), and the Center for Healthcare Organization and Implementation Research (CHOIR) at the Boston VA Healthcare System (HFP 04145). The funders did not play any role in the design and conduct of the study; in the collection, analysis, and interpretation of data; and in preparation, review, and approval of the manuscript. The authors do not have any conflicts of interest or financial relationships related to the content of this manuscript. The authors had full access to and take full responsibility for the integrity of the data and the accuracy of the data analysis. The views expressed in this article are those of the authors and do not necessarily represent the views of the Department of Veterans Affairs.

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  25. Lake ET. Development of the practice environment scale of the Nursing Work Index. Res Nurs Health. 2002;25(3):176188.
  26. Fairman JA, Rowe JW, Hassmiller S, Shalala DE. Broadening the scope of nursing practice. N Engl J Med. 2011;364(3):193196.
  27. Iglehart JK. Expanding the role of advanced nurse practitioners—risks and rewards. N Engl J Med. 2013;368(20):19351941.
  28. Cowan MJ, Shapiro M, Hays RD, et al. The effect of a multidisciplinary hospitalist/physician and advanced practice nurse collaboration on hospital costs. J Nurs Adm. 2006;36(2):7985.
  29. Goksel D, Harrison CJ, Morrison RE, Miller ST. Description of a nurse practitioner inpatient service in a public teaching hospital. J Gen Intern Med. 1993;8(1):2930.
  30. Howie JN, Erickson M. Acute care nurse practitioners: creating and implementing a model of care for an inpatient general medical service. Am J Crit Care. 2002;11(5):448458.
  31. Myers JS, Bellini LM, Rohrbach J, Shofer FS, Hollander JE. Improving resource utilization in a teaching hospital: development of a nonteaching service for chest pain admissions. Acad Med. 2006;81(5):432435.
  32. Rudy EB, Davidson LJ, Daly B, et al. Care activities and outcomes of patients cared for by acute care nurse practitioners, physician assistants, and resident physicians: a comparison. Am J Crit Care. 1998;7(4):267281.
  33. Singh S, Tarima S, Rana V, et al. Impact of localizing general medical teams to a single nursing unit. J Hosp Med. 2012;7(7):551556.
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Nurse practitioners (NPs) and physician assistants (PAs) provide healthcare in numerous environments internationally and in the United States.[1, 2] However, their role in the inpatient medicine setting is not well described.[2] In the United States, there are more than 157,000 NPs and 85,000 PAs with projected increases.[3, 4] Although both professions provide direct medical care, there are key differences.[1, 3, 4, 5] NPs typically complete a master's or doctoral degree with advanced clinical training beyond nursing. PAs complete at least 2 years of college courses similar to premedical school requirements. PA programs use a medical school‐based curriculum and train for about 2 years before awarding a master's degree. NPs are regulated through state nursing boards, whereas PAs are regulated through state licensing or medical boards. NPs and PAs have different, yet overlapping scopes of practice. A key difference is that PAs can only practice collaborating with a physician.[5, 6] Overall, both have been shown to provide healthcare that is similar in quality to physicians in specific primary care and surgical settings.[2]

NPs and PAs, often referred to as advanced practice providers (APPs), are employed primarily in outpatient clinic settings providing direct patient care. Most APP studies have focused on the outpatient setting, despite nearly a third of US healthcare expenditure for hospital care.[2, 7] Little is known about APP involvement, specific roles, or impact on outcomes in inpatient medicine settings where they are often referred to as NP or PA hospitalists.[2, 8, 9, 10]

The Veterans Health Administration (VHA) is 1 of the largest employers of APPs, with 3.6% of all NPs and 2.1% of all PAs reported to practice in the VHA.[11, 12, 13] As the largest fully integrated healthcare system in the US, the VHA had 8.8 million veterans enrolled and 703,500 inpatient admissions in 2012.[14] Although this makes the VHA an ideal environment to study the role of APPs, few studies have done so.[13, 15, 16, 17, 18, 19] Although studies have compared NPs and PAs to physicians, very little is known about how NPs differ from PAs when practicing in the same environment.

Our objective was to describe the scope of practice, defined as activities that an individual healthcare practitioner is licensed to perform, of NPs and PAs in the inpatient medicine setting and in the VHA. A secondary objective was to explore important outcomes that could potentially be affected by the presence of NPs and PAs on inpatient medicine.

METHODS

The Organizational Factors and Inpatient Medical Care Quality and Efficiency (OFIM) study provides a basis for this study with detail published elsewhere.[20] The OFIM study was conducted between 2010 and 2011 to evaluate quality of care in VHA inpatient medicine surveying chiefs of medicine (COM), inpatient medicine nurse managers (NM), attending physicians, and extant VHA survey data. The COM is the senior attending physician in charge of departments of medicine that include most medical subspecialties within the VHA medical centers. We used the subset of questions specific to NPs and PAs from the COM and NM surveys. Both COMs and NMs answered identical questions for NPs and PAs in 2 separate sections to avoid overlap of responses. NM survey responses were only used for the coordination of care regression model. Surveys were conducted by e‐mail with up to 4 reminders and a subsequent paper mailing. The inpatient medicine service included adult general internal medicine, medical subspecialties, and critical care. The study was approved by the institutional review boards of the VA Boston Healthcare System, the University of Iowa, and the Iowa City VA Healthcare System.

Measurements

To create our primary variable of interestNP and PA employmentwe used the COM survey. Respondents indicated the number and full‐time employee equivalent (FTEE) values for APPs on inpatient medicine. Based on responses, we created a categorical variable with 4 options: (1) facilities with NPs only, (2) facilities with PAs only, (3) facilities with both NPs and PAs, and (4) facilities with neither NPs nor PAs. We selected 3 outcomes that could potentially be affected by the presence of NPs and PAs on inpatient medicine: patient satisfaction, registered nurse (RN) satisfaction, and coordination of care. Patient satisfaction has been shown to improve with NPs and PAs in prior studies, and improving coordination of care has been a stated goal of medical centers in hiring NPs and PAs.[2, 9] Based on our personal experience and previous studies that have shown that nurses report better communication with NPs than physicians,[21] and that NPs retain a visible nursing component in their NP role,[22] we hypothesized that nurse satisfaction on inpatient medicine would improve with the presence of NPs and PAs.

Patient satisfaction was obtained from the 2010 VHA Survey of Healthcare Experiences of Patients (SHEP).[23] The average response rate was 45%. Approximately half the questions on the SHEP are identical to the Hospital Consumer Assessment of Healthcare Providers and Systems survey (HCAHPS).[24] We examined 2 items: an overall rating and willingness to recommend the facility. For the overall rating, patients rated their hospitalization on a scale from 0 (worst hospital possible) to 10 (best hospital possible). Following HCAHPS guidelines, responses of either 9 or 10 were coded as positive and all other nonmissing responses were coded 0. For willingness to recommend, patients were asked Would you recommend this hospital to your friends and family? using a 4‐point response scale. Responses of definitely and probably no were coded as 0, and probably and definitely yes were coded as 1.

Nurse satisfaction was obtained from the 2011 Veterans Administration Nursing Outcomes Database, an annual survey of VHA nurses that includes demographic, work environment and satisfaction data.[25] The survey, a modified version of the Practice Environment Scale,[26] had a response rate of 52.9% (out of 51,870). For this analysis, we selected only inpatient medicine RNs. We used 2 measures: overall job satisfaction and collegial RN/MD (physician) relations. The former was assessed using the item Compared to what you think it should be, what is your current overall level of satisfaction with your job? The RN/MD relations scale had 3 items, including Physicians and nurses have good working relationships. Both items were evaluated on a similar 5‐point response scale.

Coordination of care was assessed from COM and NM surveys. Overall coordination was evaluated from the COM survey using 1 of 8 items in a question about care coordination, In the past month, how would you rate the following aspects of coordination of patient care inpatient coordination overall. Overall coordination was also evaluated from the NM survey using a similar item. Discharge coordination was evaluated only from the NM survey using 1 of 8 items, Thinking about your experiences during the past month, how would you rate the following aspects of the coordination of patient care related to the discharge process on your inpatient medicine unit discharge coordination overall. When a service had more than 1 response from the NM survey, we took an average of responses to represent the mean score. Responses for all questions ranged from 1 for poor to 5 for excellent (for all of the questions see Supporting Information, Appendix 1, in the online version of this article).

Last, we modeled for several contextual features that could influence outcomes: geographic region as a 4‐item categorical variable; teaching affiliation as a dichotomous variable based on whether the hospital was a member of the Council of Teaching Hospitals, urban or rural status, and facility size as a continuous variable using the number of inpatient medicine service beds.

Statistical Analysis

Descriptive bivariate analyses used t tests, 2, or 2‐tailed Fisher tests when appropriate to compare NP and PA autonomy, tasks, location of care, work schedule, clinical workload, organizational characteristics (ie, academic, urban, facility complexity, inpatient medicine team structure), and performance evaluations.

Next, we examined whether any of the contextual characteristics were associated with use of NPs or PAs using inferential statistics. For patient satisfaction, we developed a hierarchical linear model (HLM) that nested patients within facilities. We controlled for patient age, sex, health status, and length of stay. For nurse satisfaction, individual responses of RNs also were analyzed using the HLM. We controlled for whether the nurse had a leadership position, worked during the daily shift, and job tenure. Ordinary least squares regression was used to examine the 3 measures of coordination from the COM and NM surveys. All analyses were performed using Stata version 12 (StataCorp, College Station, TX) and SAS version 9.2 (SAS Institute Inc., Cary, NC).

RESULTS

Of 123 inpatient medicine services that we surveyed, we included responses from the COMs of 118 services (response rate 95.2%); 5 responses were incomplete. Across 123 inpatient medicine services, we surveyed 264 nurse managers and received 198 responses (75.0%) from 114 inpatient medicine services. In the only model using NM responsesthe care coordination model104 inpatient medicine services had responses from both COM and NM surveys.

Of 118 VHA inpatient medicine services, 56 (47.5%) had APPs, of which 27 (48.2%) had NPs only, 15 (26.8%) had PAs only, and 14 (25.0%) had both NPs and PAs. FTEEs for NPs ranged from 0.5 to 7 (mean=2.22) and for PAs from 1 to 9 (mean=2.23) on the inpatient medicine service per hospital.

There were no significant differences on use of NPs and PAs by teaching affiliation, urban or rural setting, and geography. A significant difference was observed based on bed size (F[3,109]=5.13, P<0.001); facilities with both NPs and PAs had, on average, a larger number of inpatient beds (mean=79.0, standard deviation [SD]=32.3) compared to those without NPs or PAs (mean=50.1, SD=29.4) or with PAs only (mean=44.2, SD=20.5) using Tukey post hoc analysis.

The most common staffing model used staff (attending) physicians only working directly with APPs (N=29, 24.6%). Next most common was an academic model with staff physicians, housestaff, and APPs working together in teams (N=16, 13.4%). For performance evaluations, COMs contributed for both NPs (60.2%) and PAs (56.4%); in fewer cases, COMs completed evaluations of NPs (12.9%) and of PAs (29.0%) without input from other service managers (P=0.02).

Table 1 shows the differences reported by COMs between NPs and PAs scope of practice. Overall, 58.9% of NPs and 65.4% of PAs functioned somewhat or completely autonomously; 23.1% of NPs and 30.8% of PAs worked in a role closer to a ward assistant (eg, work directly with a physician, cowriting orders, and making care decisions with physician oversight). Tasks frequently performed by the majority of NPs and PAs included writing orders (87.9%), coordinating discharge plans (86.7%), communicating with consultants (83.1%), performing history and physicals (82.5%), writing daily progress notes (80.7%), communicating with primary care providers (73.5%), and working directly with hospitalists (72.8%). Less common tasks included serving on committees (46.4%), championing quality improvement activities (40.6%), and research (2.9%). There were no statistically significant differences between tasks, except for a higher proportion of services reporting PAs rather than NPs performing procedures (50.0% vs 22.0%, P=0.02) and teaching nonphysicians (50.0% vs 24.4%, P=0.04).

Nurse Practitioner and Physician Assistant Hospital‐Based Scopes of Practice
 Services With NPs,Services With PAs,P Value
  • NOTE: Abbreviations: NPs, nurse practitioners; PAs, physician assistants.

  • *Of 41 services with NPs, 14 had PAs too. Of 29 services with PAs, 14 had NPs too.

  • Numbers may vary between items because all respondents may not have answered all items on survey questions. Percentages do not add up to 100% because respondents may have more than 1 response to multiple response questions.

How do NPs and PAs function in conjunction with inpatient medicine staff (attending) physicians in the day‐to‐day care of patients (ie, scope of practice)?N=39 (%)*N=26 (%)* 
Autonomously, in a manner similar to physicians10 (25.6%)5 (19.2%)0.77
Somewhat autonomously, but with limitations13 (33.3%)12 (46.2%)0.31
In a role closer to a ward assistant9 (23.1%)8 (30.8%)0.57
Administrative2 (5.1%)0 (0.0%)0.51
Other6 (15.4%)1 (3.8%)0.23
What types of tasks do NPs and PAs perform?N=41 (%)*N=28 (%)* 
Write orders34 (82.9%)26 (92.9%)0.29
Coordinate discharge plans33 (80.5%)26 (92.9%)0.18
Communicate with consultants33 (80.5%)24 (85.7%)0.75
History and physicals31 (75.6%)25 (89.3%)0.22
Daily progress notes31 (75.6%)24 (85.7%)0.37
Communicate with primary care providers31 (75.6%)20 (71.4%0.78
Work directly with hospitalists26 (63.4%)23 (82.1%)0.18
Committees16 (39.0%)16 (57.1%)0.15
Champion quality improvement activities14 (34.1%)14 (50.0%)0.22
Teach nonphysician students10 (24.4%)14 (50.0%)0.04
Perform procedures9 (22.0%)14 (50.0%)0.02
Research1 (2.4%)1 (3.6%)1.00
Other6 (14.6%)0 (0.0%)0.04

Table 2 reports location of practice in the hospital and workload. There were no significant differences in locations where NPs and PAs provided care. Overall, 81.9% of APPs worked in inpatient wards, 23.1% in step‐down units, 18.6% in intensive care units, 13.8% in skilled care units, and 4.9% in other locations. In addition, 97.4% of NPs and 89.3% of PAs worked weekdays, whereas only 7.9% of NPs and 17.9% of PAs worked nights. More PAs than NPs worked federal holidays (32.1% vs 7.9%, P=0.02) and weekends (32.1% vs 13.2%, P=0.08). Most NPs and PAs handled a caseload of 4 to 10 patients with a mean of 6.5, with no difference between the 2. The minority, 27.0% of NPs and 23.1% of PAs, were not assigned specific patients.

Nurse Practitioner and Physician Assistant Hospital Location of Care and Workload
 Services With NPsServices With PAsP Value
  • NOTE: Abbreviations: N/A, not assigned specific patients; NPs, nurse practitioners; PAs, physician assistants.

  • *Of 41 services with NPs, 14 had PAs too. Of 29 services with PAs, 14 had NPs too.

  • Numbers may vary between items because all respondents may not have answered all items on survey questions. Percentages do not add up to 100% because respondents may have more than 1 response to multiple response questions.

Where do NPs and PAs provide care?N=38 (%)*N=28 (%)* 
Wards31 (81.6%)23 (82.1%)1.00
Step‐down unit8 (21.1%)7 (25.0%)0.77
Intensive care unit6 (15.8%)6 (21.4%)0.75
Skilled care units5 (13.2%)4 (14.3%)1.00
Other1 (2.6%)2 (7.1%)0.57
What are NPs and PAs tours of duty?N=38 (%)*N=28 (%)* 
Weekdays37 (97.4%)25 (89.3%)0.30
Weekends5 (13.2%)9 (32.1%)0.08
Nights3 (7.9%)5 (17.9%)0.27
Federal holidays3 (7.9%)9 (32.1%)0.02
Other2 (5.3%)1 (3.6%)1.00
What is the average clinical workload for NPs and PAs?N=37 (%)*N=26 (%)* 
Mean no. of patients6.816.180.45
N/A10 (27.0%)6 (23.1%)0.56
Other1 (2.7%)0 (0.0%) 

In multivariable adjusted analyses evaluating the association between patient satisfaction and use of APPs (Table 3), no significant differences were observed for patients' rating of the hospital (F[3,95]=0.19; P=0.90) or willingness to recommend the hospital (F[3,95]=0.54; P=0.65). Similarly, no significant differences were observed based on use of APPs for nurse overall job satisfaction (F[3,101]=1.85; P=0.14) or collegial relations with physicians (F[3,101]=0.96; P=0.41).

Adjusted Regression Model Examining Nurse Practitioner and Physician Assistant Association with Patient Satisfaction, Nurse Satisfaction, and Coordination of Care
 Patient SatisfactionNurse SatisfactionCoordination of Care
Overall RatingWillingness to RecommendRN Overall Job SatisfactionRN/MD RelationsChief of Medicine: Inpatient CoordinationNurse Manager: Inpatient CoordinationNurse Manager: Discharge Coordination
  • NOTE: Model shows parameter estimates (standard error). All models adjust for geographic region, teaching hospital affiliation, urban or rural hospital‐based setting, and inpatient medicine operating beds. Models for patient satisfaction adjust for patient age, health status, length of stay, and sex. Models for nurse satisfaction adjust for leadership position, working regular schedule, and job tenure. Abbreviations: MD, physician; NPs, nurse practitioners; PAs, physician assistants; RN, registered nurse. *P<0.05.

Intercept0.67 (0.14)10.20 (0.15)30.41 (0.13)20.89 (0.07)30.78 (0.26)30.67 (0.24)30.23 (0.26)
Facilities with NPs only0.06 (0.10)0.12 (0.09)0.14 (0.09)0.02 (0.05)10.63 (0.91)0.00 (0.19)0.42 (0.20)*
Facilities with PAs only0.06 (0.09)0.10 (0.11)0.10 (0.10)0.06 (0.05)10.08 (0.87)0.41 (0.22)0.36 (0.25)
Facilities with both NPs and PAs0.02 (0.12)0.11 (0.1300.17 (0.11)0.00 (0.00)0.31 (0.92)0.03 (0.27)0.21 (0.30)
Facilities with neither NPs nor PAs       

COM ratings of overall inpatient coordination were also nonsignificant (F[3, 100]=2.01; P=0.12), but their ratings of coordination were higher in facilities with NPs only than in those without either NPs or PAs (=1.63, P=0.08). Nurse manager ratings of overall inpatient coordination were not associated with APP use (F[3,91]=1.24; P=0.30), but were marginally lower with facilities using only PAs (=1.48; P=0.06). Nurse manager ratings of discharge coordination showed a significant effect for APP use (F[3,90]=3.30; P=0.02) with facilities having NPs only significantly higher than places without either NPs or PAs (=1.84, P=0.04).

DISCUSSION

Little evidence exists regarding the role of APPs in the inpatient medicine setting,[2] and important deficit concerns in medical knowledge, technical skills, and clinical experience have been raised.[27, 28] These concerns have called into question the appropriateness of involving APPs in the care of medical inpatients with extensive differential diagnoses and complex care requirements.[27, 28] In spite of these concerns, we found widespread use of APPs with almost half of the VHA inpatient medicine services reporting use, which stands in contrast to prior research.[9, 10, 22, 29, 30, 31, 32, 33, 34, 35] APPs practice in a variety of acute and subacute inpatient medicine settings including academic, community, rural, and urban settings without many discernable differences. The spectrum of activities performed by APPs in the VHA is similar to those reported in these inpatient medicine studies, although their scope of practice appears to be much broader than in these few small single academic center studies.[10, 22, 29, 30, 31, 32, 33, 34, 35, 36] For example, only 11% of hospitalist PAs did procedures in a 2006 Society of Hospital Medicine survey, whereas 50% did in our study.[36]

Interestingly, we found that VHA NPs and PAs perform very similar tasks with similar caseloads despite differences in their background, training, regulation, reimbursement, and the longstanding observation that nurse practitioners are not physician assistants.[1, 3, 4, 5] These findings may reflect that APP scope can be more extensive in the VHA. For example, PAs in the VHA practice under federal jurisdiction and can bypass state legislation of scope of practice.[13] It also may reflect ongoing expansion of the role of APPs in the healthcare system since prior studies.[33, 36]

We did, however, note a few significant differences in NP and PA scope. PAs are twice as likely to perform procedures as NPs in inpatient medicine. It is unclear why PAs may do more procedures, as acute care NPs also are commonly taught and perform similar procedures.[33] We also found that PAs teach nonphysician students twice as often as NPs. This may reflect the deep commitment shown by the VHA to PA education dating back to the 1960s.[13] Finally, we found that PAs were significantly more likely to work weekends and federal holidays, a finding that may have implications for inpatient medicine services hiring APPs. Although not statistically significant, PAs, in general, performed more clinically oriented tasks like history and physicals and more often worked directly with hospitalists.

We found no difference in patient satisfaction or nurse satisfaction related to the presence of APPs, consistent with prior studies, where higher levels of satisfaction with APPs are observed in primary care but not hospital settings.[2, 10] However, it is surprising that no differences were observed for nurse satisfaction. NPs traditionally have a nursing focus, which might foster better relationships with nurses.[22] Expecting changes in either patient or nurse satisfaction with just the addition of APPs in the inpatient medicine setting without addressing other factors may be unrealistic. Patient satisfaction is a complex amalgam of various factors including patient expectations, sociodemographics, emotional and physical state, quality of care, and physician communication.[24] Similarly, nurse satisfaction depends on many factors including job stress, nursephysician collaboration, autonomy, staffing, and support.[37]

Finally, we found higher perception of both overall coordination of inpatient care and discharge coordination on services with NPs. A primary reason stated by medical centers to hire APPs is to improve continuity of care.[9] Prior research has shown better communication and collaboration between nurses, physicians, and NPs on inpatient medicine services.[21] NPs may feel that coordination of care is a major focus for their profession and may spend more time than physicians on care coordination activities.[38] Moreover, their background in both nursing and medicine may better lend itself to coordinating care between disciplines.[39] However, we were surprised to find that services with PAs had lower ratings of overall coordination by nurse managers given that care coordination also is a core competency of PA practice and a primary reason for medical centers to employ them.[9] The lack of a nursing background for PAs and potentially less overall medical experience than NPs possibly may contribute to this finding. However, our study does not suggest a direct explanation for this finding, and we had no measure of prior clinical experience, and thus it should be an area for further research.

There are a number of limitations to our study. First, findings from the VHA may not be generalizable to other healthcare systems.[39] However, VHA inpatient medicine services are, in general, structured similarly to non‐VHA settings and are often affiliated with academic medical centers. Further, this is the largest study to our knowledge to look at the specific roles and perceptions of care provided by both NPs and PAs in inpatient medicine. Second, we did not measure other outcomes of care that may be affected by the use of APPs, such as clinical outcomes, process of care measures, or cost‐effectiveness, some of which have been shown in small studies to be impacted by APPs in inpatient medicine.[10, 22, 29, 30, 31, 32, 33, 34, 35] Third, we are unable to attribute causality to our findings and may not have accounted for all the differences between services. Ideally, a randomized controlled trial of APPs in inpatient medicine would be helpful to address these concerns, but no such trials have been conducted. Finally, we did not survey APPs directly, but surveyed the chiefs of their service instead. The chiefs, however, are directly responsible for the scope of practice of all providers on their service and were directly involved in performance evaluations of most of these practitioners.

In conclusion, we found that NPs and PAs, functioning as APP hospitalists are more widely used and have a broader scope of practice on inpatient medicine than previously known or appreciated, at least in the VHA. In spite of their different backgrounds, training, regulations, and reimbursements, they appear to have a similar scope of practice with few differences in roles or perceived impact. Their impact on inpatient healthcare should be a subject of future research. In the meantime, inpatient medicine services should factor these findings into their decision making as they rapidly expand the use of APPs to provide better care to their patients and to address challenges in healthcare reform.[3, 27, 28, 40]

Acknowledgments

Disclosures: The work reported here was supported by the Department of Veterans Affairs, Veterans Health Administration, Health Services Research and Development Service (IIR 08067) and the Comprehensive Access & Delivery Research and Evaluation (CADRE) Center at the Iowa City VAMC (CIN 13412), and the Center for Healthcare Organization and Implementation Research (CHOIR) at the Boston VA Healthcare System (HFP 04145). The funders did not play any role in the design and conduct of the study; in the collection, analysis, and interpretation of data; and in preparation, review, and approval of the manuscript. The authors do not have any conflicts of interest or financial relationships related to the content of this manuscript. The authors had full access to and take full responsibility for the integrity of the data and the accuracy of the data analysis. The views expressed in this article are those of the authors and do not necessarily represent the views of the Department of Veterans Affairs.

Nurse practitioners (NPs) and physician assistants (PAs) provide healthcare in numerous environments internationally and in the United States.[1, 2] However, their role in the inpatient medicine setting is not well described.[2] In the United States, there are more than 157,000 NPs and 85,000 PAs with projected increases.[3, 4] Although both professions provide direct medical care, there are key differences.[1, 3, 4, 5] NPs typically complete a master's or doctoral degree with advanced clinical training beyond nursing. PAs complete at least 2 years of college courses similar to premedical school requirements. PA programs use a medical school‐based curriculum and train for about 2 years before awarding a master's degree. NPs are regulated through state nursing boards, whereas PAs are regulated through state licensing or medical boards. NPs and PAs have different, yet overlapping scopes of practice. A key difference is that PAs can only practice collaborating with a physician.[5, 6] Overall, both have been shown to provide healthcare that is similar in quality to physicians in specific primary care and surgical settings.[2]

NPs and PAs, often referred to as advanced practice providers (APPs), are employed primarily in outpatient clinic settings providing direct patient care. Most APP studies have focused on the outpatient setting, despite nearly a third of US healthcare expenditure for hospital care.[2, 7] Little is known about APP involvement, specific roles, or impact on outcomes in inpatient medicine settings where they are often referred to as NP or PA hospitalists.[2, 8, 9, 10]

The Veterans Health Administration (VHA) is 1 of the largest employers of APPs, with 3.6% of all NPs and 2.1% of all PAs reported to practice in the VHA.[11, 12, 13] As the largest fully integrated healthcare system in the US, the VHA had 8.8 million veterans enrolled and 703,500 inpatient admissions in 2012.[14] Although this makes the VHA an ideal environment to study the role of APPs, few studies have done so.[13, 15, 16, 17, 18, 19] Although studies have compared NPs and PAs to physicians, very little is known about how NPs differ from PAs when practicing in the same environment.

Our objective was to describe the scope of practice, defined as activities that an individual healthcare practitioner is licensed to perform, of NPs and PAs in the inpatient medicine setting and in the VHA. A secondary objective was to explore important outcomes that could potentially be affected by the presence of NPs and PAs on inpatient medicine.

METHODS

The Organizational Factors and Inpatient Medical Care Quality and Efficiency (OFIM) study provides a basis for this study with detail published elsewhere.[20] The OFIM study was conducted between 2010 and 2011 to evaluate quality of care in VHA inpatient medicine surveying chiefs of medicine (COM), inpatient medicine nurse managers (NM), attending physicians, and extant VHA survey data. The COM is the senior attending physician in charge of departments of medicine that include most medical subspecialties within the VHA medical centers. We used the subset of questions specific to NPs and PAs from the COM and NM surveys. Both COMs and NMs answered identical questions for NPs and PAs in 2 separate sections to avoid overlap of responses. NM survey responses were only used for the coordination of care regression model. Surveys were conducted by e‐mail with up to 4 reminders and a subsequent paper mailing. The inpatient medicine service included adult general internal medicine, medical subspecialties, and critical care. The study was approved by the institutional review boards of the VA Boston Healthcare System, the University of Iowa, and the Iowa City VA Healthcare System.

Measurements

To create our primary variable of interestNP and PA employmentwe used the COM survey. Respondents indicated the number and full‐time employee equivalent (FTEE) values for APPs on inpatient medicine. Based on responses, we created a categorical variable with 4 options: (1) facilities with NPs only, (2) facilities with PAs only, (3) facilities with both NPs and PAs, and (4) facilities with neither NPs nor PAs. We selected 3 outcomes that could potentially be affected by the presence of NPs and PAs on inpatient medicine: patient satisfaction, registered nurse (RN) satisfaction, and coordination of care. Patient satisfaction has been shown to improve with NPs and PAs in prior studies, and improving coordination of care has been a stated goal of medical centers in hiring NPs and PAs.[2, 9] Based on our personal experience and previous studies that have shown that nurses report better communication with NPs than physicians,[21] and that NPs retain a visible nursing component in their NP role,[22] we hypothesized that nurse satisfaction on inpatient medicine would improve with the presence of NPs and PAs.

Patient satisfaction was obtained from the 2010 VHA Survey of Healthcare Experiences of Patients (SHEP).[23] The average response rate was 45%. Approximately half the questions on the SHEP are identical to the Hospital Consumer Assessment of Healthcare Providers and Systems survey (HCAHPS).[24] We examined 2 items: an overall rating and willingness to recommend the facility. For the overall rating, patients rated their hospitalization on a scale from 0 (worst hospital possible) to 10 (best hospital possible). Following HCAHPS guidelines, responses of either 9 or 10 were coded as positive and all other nonmissing responses were coded 0. For willingness to recommend, patients were asked Would you recommend this hospital to your friends and family? using a 4‐point response scale. Responses of definitely and probably no were coded as 0, and probably and definitely yes were coded as 1.

Nurse satisfaction was obtained from the 2011 Veterans Administration Nursing Outcomes Database, an annual survey of VHA nurses that includes demographic, work environment and satisfaction data.[25] The survey, a modified version of the Practice Environment Scale,[26] had a response rate of 52.9% (out of 51,870). For this analysis, we selected only inpatient medicine RNs. We used 2 measures: overall job satisfaction and collegial RN/MD (physician) relations. The former was assessed using the item Compared to what you think it should be, what is your current overall level of satisfaction with your job? The RN/MD relations scale had 3 items, including Physicians and nurses have good working relationships. Both items were evaluated on a similar 5‐point response scale.

Coordination of care was assessed from COM and NM surveys. Overall coordination was evaluated from the COM survey using 1 of 8 items in a question about care coordination, In the past month, how would you rate the following aspects of coordination of patient care inpatient coordination overall. Overall coordination was also evaluated from the NM survey using a similar item. Discharge coordination was evaluated only from the NM survey using 1 of 8 items, Thinking about your experiences during the past month, how would you rate the following aspects of the coordination of patient care related to the discharge process on your inpatient medicine unit discharge coordination overall. When a service had more than 1 response from the NM survey, we took an average of responses to represent the mean score. Responses for all questions ranged from 1 for poor to 5 for excellent (for all of the questions see Supporting Information, Appendix 1, in the online version of this article).

Last, we modeled for several contextual features that could influence outcomes: geographic region as a 4‐item categorical variable; teaching affiliation as a dichotomous variable based on whether the hospital was a member of the Council of Teaching Hospitals, urban or rural status, and facility size as a continuous variable using the number of inpatient medicine service beds.

Statistical Analysis

Descriptive bivariate analyses used t tests, 2, or 2‐tailed Fisher tests when appropriate to compare NP and PA autonomy, tasks, location of care, work schedule, clinical workload, organizational characteristics (ie, academic, urban, facility complexity, inpatient medicine team structure), and performance evaluations.

Next, we examined whether any of the contextual characteristics were associated with use of NPs or PAs using inferential statistics. For patient satisfaction, we developed a hierarchical linear model (HLM) that nested patients within facilities. We controlled for patient age, sex, health status, and length of stay. For nurse satisfaction, individual responses of RNs also were analyzed using the HLM. We controlled for whether the nurse had a leadership position, worked during the daily shift, and job tenure. Ordinary least squares regression was used to examine the 3 measures of coordination from the COM and NM surveys. All analyses were performed using Stata version 12 (StataCorp, College Station, TX) and SAS version 9.2 (SAS Institute Inc., Cary, NC).

RESULTS

Of 123 inpatient medicine services that we surveyed, we included responses from the COMs of 118 services (response rate 95.2%); 5 responses were incomplete. Across 123 inpatient medicine services, we surveyed 264 nurse managers and received 198 responses (75.0%) from 114 inpatient medicine services. In the only model using NM responsesthe care coordination model104 inpatient medicine services had responses from both COM and NM surveys.

Of 118 VHA inpatient medicine services, 56 (47.5%) had APPs, of which 27 (48.2%) had NPs only, 15 (26.8%) had PAs only, and 14 (25.0%) had both NPs and PAs. FTEEs for NPs ranged from 0.5 to 7 (mean=2.22) and for PAs from 1 to 9 (mean=2.23) on the inpatient medicine service per hospital.

There were no significant differences on use of NPs and PAs by teaching affiliation, urban or rural setting, and geography. A significant difference was observed based on bed size (F[3,109]=5.13, P<0.001); facilities with both NPs and PAs had, on average, a larger number of inpatient beds (mean=79.0, standard deviation [SD]=32.3) compared to those without NPs or PAs (mean=50.1, SD=29.4) or with PAs only (mean=44.2, SD=20.5) using Tukey post hoc analysis.

The most common staffing model used staff (attending) physicians only working directly with APPs (N=29, 24.6%). Next most common was an academic model with staff physicians, housestaff, and APPs working together in teams (N=16, 13.4%). For performance evaluations, COMs contributed for both NPs (60.2%) and PAs (56.4%); in fewer cases, COMs completed evaluations of NPs (12.9%) and of PAs (29.0%) without input from other service managers (P=0.02).

Table 1 shows the differences reported by COMs between NPs and PAs scope of practice. Overall, 58.9% of NPs and 65.4% of PAs functioned somewhat or completely autonomously; 23.1% of NPs and 30.8% of PAs worked in a role closer to a ward assistant (eg, work directly with a physician, cowriting orders, and making care decisions with physician oversight). Tasks frequently performed by the majority of NPs and PAs included writing orders (87.9%), coordinating discharge plans (86.7%), communicating with consultants (83.1%), performing history and physicals (82.5%), writing daily progress notes (80.7%), communicating with primary care providers (73.5%), and working directly with hospitalists (72.8%). Less common tasks included serving on committees (46.4%), championing quality improvement activities (40.6%), and research (2.9%). There were no statistically significant differences between tasks, except for a higher proportion of services reporting PAs rather than NPs performing procedures (50.0% vs 22.0%, P=0.02) and teaching nonphysicians (50.0% vs 24.4%, P=0.04).

Nurse Practitioner and Physician Assistant Hospital‐Based Scopes of Practice
 Services With NPs,Services With PAs,P Value
  • NOTE: Abbreviations: NPs, nurse practitioners; PAs, physician assistants.

  • *Of 41 services with NPs, 14 had PAs too. Of 29 services with PAs, 14 had NPs too.

  • Numbers may vary between items because all respondents may not have answered all items on survey questions. Percentages do not add up to 100% because respondents may have more than 1 response to multiple response questions.

How do NPs and PAs function in conjunction with inpatient medicine staff (attending) physicians in the day‐to‐day care of patients (ie, scope of practice)?N=39 (%)*N=26 (%)* 
Autonomously, in a manner similar to physicians10 (25.6%)5 (19.2%)0.77
Somewhat autonomously, but with limitations13 (33.3%)12 (46.2%)0.31
In a role closer to a ward assistant9 (23.1%)8 (30.8%)0.57
Administrative2 (5.1%)0 (0.0%)0.51
Other6 (15.4%)1 (3.8%)0.23
What types of tasks do NPs and PAs perform?N=41 (%)*N=28 (%)* 
Write orders34 (82.9%)26 (92.9%)0.29
Coordinate discharge plans33 (80.5%)26 (92.9%)0.18
Communicate with consultants33 (80.5%)24 (85.7%)0.75
History and physicals31 (75.6%)25 (89.3%)0.22
Daily progress notes31 (75.6%)24 (85.7%)0.37
Communicate with primary care providers31 (75.6%)20 (71.4%0.78
Work directly with hospitalists26 (63.4%)23 (82.1%)0.18
Committees16 (39.0%)16 (57.1%)0.15
Champion quality improvement activities14 (34.1%)14 (50.0%)0.22
Teach nonphysician students10 (24.4%)14 (50.0%)0.04
Perform procedures9 (22.0%)14 (50.0%)0.02
Research1 (2.4%)1 (3.6%)1.00
Other6 (14.6%)0 (0.0%)0.04

Table 2 reports location of practice in the hospital and workload. There were no significant differences in locations where NPs and PAs provided care. Overall, 81.9% of APPs worked in inpatient wards, 23.1% in step‐down units, 18.6% in intensive care units, 13.8% in skilled care units, and 4.9% in other locations. In addition, 97.4% of NPs and 89.3% of PAs worked weekdays, whereas only 7.9% of NPs and 17.9% of PAs worked nights. More PAs than NPs worked federal holidays (32.1% vs 7.9%, P=0.02) and weekends (32.1% vs 13.2%, P=0.08). Most NPs and PAs handled a caseload of 4 to 10 patients with a mean of 6.5, with no difference between the 2. The minority, 27.0% of NPs and 23.1% of PAs, were not assigned specific patients.

Nurse Practitioner and Physician Assistant Hospital Location of Care and Workload
 Services With NPsServices With PAsP Value
  • NOTE: Abbreviations: N/A, not assigned specific patients; NPs, nurse practitioners; PAs, physician assistants.

  • *Of 41 services with NPs, 14 had PAs too. Of 29 services with PAs, 14 had NPs too.

  • Numbers may vary between items because all respondents may not have answered all items on survey questions. Percentages do not add up to 100% because respondents may have more than 1 response to multiple response questions.

Where do NPs and PAs provide care?N=38 (%)*N=28 (%)* 
Wards31 (81.6%)23 (82.1%)1.00
Step‐down unit8 (21.1%)7 (25.0%)0.77
Intensive care unit6 (15.8%)6 (21.4%)0.75
Skilled care units5 (13.2%)4 (14.3%)1.00
Other1 (2.6%)2 (7.1%)0.57
What are NPs and PAs tours of duty?N=38 (%)*N=28 (%)* 
Weekdays37 (97.4%)25 (89.3%)0.30
Weekends5 (13.2%)9 (32.1%)0.08
Nights3 (7.9%)5 (17.9%)0.27
Federal holidays3 (7.9%)9 (32.1%)0.02
Other2 (5.3%)1 (3.6%)1.00
What is the average clinical workload for NPs and PAs?N=37 (%)*N=26 (%)* 
Mean no. of patients6.816.180.45
N/A10 (27.0%)6 (23.1%)0.56
Other1 (2.7%)0 (0.0%) 

In multivariable adjusted analyses evaluating the association between patient satisfaction and use of APPs (Table 3), no significant differences were observed for patients' rating of the hospital (F[3,95]=0.19; P=0.90) or willingness to recommend the hospital (F[3,95]=0.54; P=0.65). Similarly, no significant differences were observed based on use of APPs for nurse overall job satisfaction (F[3,101]=1.85; P=0.14) or collegial relations with physicians (F[3,101]=0.96; P=0.41).

Adjusted Regression Model Examining Nurse Practitioner and Physician Assistant Association with Patient Satisfaction, Nurse Satisfaction, and Coordination of Care
 Patient SatisfactionNurse SatisfactionCoordination of Care
Overall RatingWillingness to RecommendRN Overall Job SatisfactionRN/MD RelationsChief of Medicine: Inpatient CoordinationNurse Manager: Inpatient CoordinationNurse Manager: Discharge Coordination
  • NOTE: Model shows parameter estimates (standard error). All models adjust for geographic region, teaching hospital affiliation, urban or rural hospital‐based setting, and inpatient medicine operating beds. Models for patient satisfaction adjust for patient age, health status, length of stay, and sex. Models for nurse satisfaction adjust for leadership position, working regular schedule, and job tenure. Abbreviations: MD, physician; NPs, nurse practitioners; PAs, physician assistants; RN, registered nurse. *P<0.05.

Intercept0.67 (0.14)10.20 (0.15)30.41 (0.13)20.89 (0.07)30.78 (0.26)30.67 (0.24)30.23 (0.26)
Facilities with NPs only0.06 (0.10)0.12 (0.09)0.14 (0.09)0.02 (0.05)10.63 (0.91)0.00 (0.19)0.42 (0.20)*
Facilities with PAs only0.06 (0.09)0.10 (0.11)0.10 (0.10)0.06 (0.05)10.08 (0.87)0.41 (0.22)0.36 (0.25)
Facilities with both NPs and PAs0.02 (0.12)0.11 (0.1300.17 (0.11)0.00 (0.00)0.31 (0.92)0.03 (0.27)0.21 (0.30)
Facilities with neither NPs nor PAs       

COM ratings of overall inpatient coordination were also nonsignificant (F[3, 100]=2.01; P=0.12), but their ratings of coordination were higher in facilities with NPs only than in those without either NPs or PAs (=1.63, P=0.08). Nurse manager ratings of overall inpatient coordination were not associated with APP use (F[3,91]=1.24; P=0.30), but were marginally lower with facilities using only PAs (=1.48; P=0.06). Nurse manager ratings of discharge coordination showed a significant effect for APP use (F[3,90]=3.30; P=0.02) with facilities having NPs only significantly higher than places without either NPs or PAs (=1.84, P=0.04).

DISCUSSION

Little evidence exists regarding the role of APPs in the inpatient medicine setting,[2] and important deficit concerns in medical knowledge, technical skills, and clinical experience have been raised.[27, 28] These concerns have called into question the appropriateness of involving APPs in the care of medical inpatients with extensive differential diagnoses and complex care requirements.[27, 28] In spite of these concerns, we found widespread use of APPs with almost half of the VHA inpatient medicine services reporting use, which stands in contrast to prior research.[9, 10, 22, 29, 30, 31, 32, 33, 34, 35] APPs practice in a variety of acute and subacute inpatient medicine settings including academic, community, rural, and urban settings without many discernable differences. The spectrum of activities performed by APPs in the VHA is similar to those reported in these inpatient medicine studies, although their scope of practice appears to be much broader than in these few small single academic center studies.[10, 22, 29, 30, 31, 32, 33, 34, 35, 36] For example, only 11% of hospitalist PAs did procedures in a 2006 Society of Hospital Medicine survey, whereas 50% did in our study.[36]

Interestingly, we found that VHA NPs and PAs perform very similar tasks with similar caseloads despite differences in their background, training, regulation, reimbursement, and the longstanding observation that nurse practitioners are not physician assistants.[1, 3, 4, 5] These findings may reflect that APP scope can be more extensive in the VHA. For example, PAs in the VHA practice under federal jurisdiction and can bypass state legislation of scope of practice.[13] It also may reflect ongoing expansion of the role of APPs in the healthcare system since prior studies.[33, 36]

We did, however, note a few significant differences in NP and PA scope. PAs are twice as likely to perform procedures as NPs in inpatient medicine. It is unclear why PAs may do more procedures, as acute care NPs also are commonly taught and perform similar procedures.[33] We also found that PAs teach nonphysician students twice as often as NPs. This may reflect the deep commitment shown by the VHA to PA education dating back to the 1960s.[13] Finally, we found that PAs were significantly more likely to work weekends and federal holidays, a finding that may have implications for inpatient medicine services hiring APPs. Although not statistically significant, PAs, in general, performed more clinically oriented tasks like history and physicals and more often worked directly with hospitalists.

We found no difference in patient satisfaction or nurse satisfaction related to the presence of APPs, consistent with prior studies, where higher levels of satisfaction with APPs are observed in primary care but not hospital settings.[2, 10] However, it is surprising that no differences were observed for nurse satisfaction. NPs traditionally have a nursing focus, which might foster better relationships with nurses.[22] Expecting changes in either patient or nurse satisfaction with just the addition of APPs in the inpatient medicine setting without addressing other factors may be unrealistic. Patient satisfaction is a complex amalgam of various factors including patient expectations, sociodemographics, emotional and physical state, quality of care, and physician communication.[24] Similarly, nurse satisfaction depends on many factors including job stress, nursephysician collaboration, autonomy, staffing, and support.[37]

Finally, we found higher perception of both overall coordination of inpatient care and discharge coordination on services with NPs. A primary reason stated by medical centers to hire APPs is to improve continuity of care.[9] Prior research has shown better communication and collaboration between nurses, physicians, and NPs on inpatient medicine services.[21] NPs may feel that coordination of care is a major focus for their profession and may spend more time than physicians on care coordination activities.[38] Moreover, their background in both nursing and medicine may better lend itself to coordinating care between disciplines.[39] However, we were surprised to find that services with PAs had lower ratings of overall coordination by nurse managers given that care coordination also is a core competency of PA practice and a primary reason for medical centers to employ them.[9] The lack of a nursing background for PAs and potentially less overall medical experience than NPs possibly may contribute to this finding. However, our study does not suggest a direct explanation for this finding, and we had no measure of prior clinical experience, and thus it should be an area for further research.

There are a number of limitations to our study. First, findings from the VHA may not be generalizable to other healthcare systems.[39] However, VHA inpatient medicine services are, in general, structured similarly to non‐VHA settings and are often affiliated with academic medical centers. Further, this is the largest study to our knowledge to look at the specific roles and perceptions of care provided by both NPs and PAs in inpatient medicine. Second, we did not measure other outcomes of care that may be affected by the use of APPs, such as clinical outcomes, process of care measures, or cost‐effectiveness, some of which have been shown in small studies to be impacted by APPs in inpatient medicine.[10, 22, 29, 30, 31, 32, 33, 34, 35] Third, we are unable to attribute causality to our findings and may not have accounted for all the differences between services. Ideally, a randomized controlled trial of APPs in inpatient medicine would be helpful to address these concerns, but no such trials have been conducted. Finally, we did not survey APPs directly, but surveyed the chiefs of their service instead. The chiefs, however, are directly responsible for the scope of practice of all providers on their service and were directly involved in performance evaluations of most of these practitioners.

In conclusion, we found that NPs and PAs, functioning as APP hospitalists are more widely used and have a broader scope of practice on inpatient medicine than previously known or appreciated, at least in the VHA. In spite of their different backgrounds, training, regulations, and reimbursements, they appear to have a similar scope of practice with few differences in roles or perceived impact. Their impact on inpatient healthcare should be a subject of future research. In the meantime, inpatient medicine services should factor these findings into their decision making as they rapidly expand the use of APPs to provide better care to their patients and to address challenges in healthcare reform.[3, 27, 28, 40]

Acknowledgments

Disclosures: The work reported here was supported by the Department of Veterans Affairs, Veterans Health Administration, Health Services Research and Development Service (IIR 08067) and the Comprehensive Access & Delivery Research and Evaluation (CADRE) Center at the Iowa City VAMC (CIN 13412), and the Center for Healthcare Organization and Implementation Research (CHOIR) at the Boston VA Healthcare System (HFP 04145). The funders did not play any role in the design and conduct of the study; in the collection, analysis, and interpretation of data; and in preparation, review, and approval of the manuscript. The authors do not have any conflicts of interest or financial relationships related to the content of this manuscript. The authors had full access to and take full responsibility for the integrity of the data and the accuracy of the data analysis. The views expressed in this article are those of the authors and do not necessarily represent the views of the Department of Veterans Affairs.

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References
  1. Cox CL. Advanced nurse practitioners and physician assistants: what is the difference? Comparing the USA and UK. Hosp Med. 2001;62:169171.
  2. Laurant M, Harmsen M, Wollersheim H, Grol R, Faber M, Sibbald B. The impact of nonphysician clinicians: do they improve the quality and cost‐effectiveness of health care services? Med Care Res Rev. 2009;66(6 suppl):36S89S.
  3. Auerbach DI. Will the NP workforce grow in the future? New forecasts and implications for healthcare delivery. Med Care. 2012;50(7):606610.
  4. Danielsen RD, Lathrop J, Arbet S. The certified physician assistant iin the United States: a 2011 snapshot. JAAPA. 2012;25(4):58.
  5. Gershengorn HB, Johnson MP, Factor P. The use of nonphysician providers in adult intensive care units. Am J Respir Crit Care Med. 2012;185(6):600605.
  6. American Academy of Physician Assistants. State law issues: supervision of PAs: access and excellence in patient care. October 2011. Available at: http://www.aapa.org/WorkArea/DownloadAsset.aspx?id=632. Accessed on June 22, 2014.
  7. Centers for Medicare 5(2):99102.
  8. Moote M, Krsek C, Kleinpell R, Todd B. Physician assistant and nurse practitioner utilization in academic medical centers. Am J Med Qual. 2011;26(6):452460.
  9. Roy CL, Liang CL, Lund M, et al. Implementation of a physician assistant/hospitalist service in an academic medical center: impact on efficiency and patient outcomes. J Hosp Med. 2008;3(5):361368.
  10. American Academy of Physician Assistants. 2010 AAPA Physician Assistant Census. Alexandria, VA, 2011. Available at: http://www.aapa.org/WorkArea/DownloadAsset.aspx?id=838. Accessed on June 22, 2014.
  11. Goolsby MJ. 2009–2010 AANP national nurse practitioner sample survey: an overview. J Am Acad Nurse Pract. 2011;23(5):266268.
  12. Woodmansee DJ, Hooker RS. Physician assistants working in the Department of Veterans Affairs. JAAPA 2010;23(11):4144.
  13. National Center for Veterans Analysis and Statistics. Selected Veterans Health Administration Characteristics: FY2002 to FY2012. 2013; http://www.va.gov/vetdata/docs/Utilization/VHAStats.xls. Accessed January 7, 2014.
  14. Brock DM, Wick KH, Evans TC, Gianola FJ. The physician assistant profession and military veterans. Mil Med. 2011;176(2):197203.
  15. Budzi D, Lurie S, Singh K, Hooker R. Veterans' perceptions of care by nurse practitioners, physician assistants, and physicians: a comparison from satisfaction surveys. J Am Acad Nurse Pract. 2010;22(3):170176.
  16. Fletcher CE, Copeland LA, Lowery JC, Reeves PJ. Nurse practitioners as primary care providers within the VA. Mil Med. 2011;176(7):791797.
  17. Hooker RS. Federally employed physician assistants. Mil Med. 2008;173(9):895899.
  18. Huang PY, Yano EM, Lee ML, Chang BL, Rubenstein LV. Variations in nurse practitioner use in Veterans Affairs primary care practices. Health Serv Res. 2004;39(4 pt 1):887904.
  19. Restuccia J, Mohr D, Meterko M, Stolzmann K, Kaboli P. The association of hospital characteristics and quality improvement activities in inpatient medical services. J Gen Intern Med. 2014;29(5):715722.
  20. Vazirani S, Hays RD, Shapiro MF, Cowan M. Effect of a multidisciplinary intervention on communication and collaboration among physicians and nurses. Am J Crit Care. 2005;14(1):7177.
  21. Stetler CB, Effken J, Frigon L, Tiernan C, Zwingman‐Bagley C. Utilization‐focused evaluation of acute care nurse practitioner role. Outcomes Manag Nurs Pract. 1998;2(4):152160; quiz 160–151.
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Address for correspondence and reprint requests: Anand Kartha, MD, Veterans Administration Boston Healthcare System, 1400 VFW Parkway, Mail Stop 111, West Roxbury, MA 02132; Telephone: 857‐203‐6361; Fax: 857‐203‐5549; E‐mail: [email protected]
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Spleen-like device could solve problems in treating sepsis

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Spleen-like device could solve problems in treating sepsis

Biospleen device

Credit: Wyss Institute

A device inspired by the human spleen could change the way we treat sepsis, researchers say.

This “biospleen” was able to cleanse human blood in lab tests and increase survival in animals with infected blood.

Experiments showed that, in a matter of hours, the biospleen can filter live and dead pathogens from the blood, as well as dangerous toxins released from the pathogens.

The researchers detailed these experiments in Nature Medicine.

“Sepsis is a major medical threat, which is increasing because of antibiotic resistance,” said study author Donald Ingber, MD, PhD, of the Wyss Institute for Biologically Inspired Engineering in Boston, Massachusetts.

“We’re excited by the biospleen because it potentially provides a way to treat patients quickly without having to wait days to identify the source of infection, and it works equally well with antibiotic-resistant organisms. We hope to move this toward human testing [by] advancing to large animal studies as quickly as possible.”

The biospleen is a microfluidic device that works outside the body like a dialysis machine and removes living and dead microbes of all varieties, as well as toxins.

It consists of 2 adjacent, hollow channels that are connected to each other by a series of slits. One channel contains flowing blood, and the other has a saline solution that collects and removes the pathogens that travel through the slits.

Key to the success of the device are nanometer-sized magnetic beads coated with a genetically engineered version of the protein mannose binding lectin (MBL).

In its innate state, MBL has a branch-like “head” and a stick-like “tail.” The head binds to specific sugars on the surfaces of all sorts of bacteria, fungi, viruses, protozoa, and toxins, and the tail cues the immune system to destroy them.

However, other immune system proteins sometimes bind to the MBL tail and activate clotting and organ damage. So Dr Ingber and his colleagues used genetic engineering tools to lop off the tail and graft on a similar one from an antibody protein that does not cause these problems.

The team then attached the hybrid proteins to magnetic beads measuring 128 nanometers in diameter. These novel beads could be added to infected blood to bind to the pathogens and toxins without having to first identify the type of infectious agent.

The biospleen has a magnet that pulls the pathogen-coated magnetic beads through the channels to cleanse the blood flowing through the device, which can then be returned to the patient.

The researchers first tested the biospleen using human blood spiked with pathogens. They were able to filter blood faster than ever before, and the magnets efficiently pulled the beads—coated with pathogens—out of the blood.

More than 90% of key sepsis pathogens were bound and removed when the blood flowed through a single device at a rate of about 0.5 L to 1 L per hour. Many devices can be linked together to obtain levels required for human blood cleansing at dialysis-like rates.

Next, the researchers tested the device using rats infected with E coli, S aureus, and toxins—mimicking many of the bloodstream infections human sepsis patients experience. After 5 hours of filtering, about 90% of the bacteria and toxins were removed from the rats’ bloodstreams.

“We didn’t have to kill the pathogens,” said Michael Super, PhD, also of the Wyss Institute. “We just captured and removed them.”

What’s more, 90% of the treated animals survived, compared to 14% of the controls. And the modified MBL prevented the activation of complement factors and coagulation.

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Biospleen device

Credit: Wyss Institute

A device inspired by the human spleen could change the way we treat sepsis, researchers say.

This “biospleen” was able to cleanse human blood in lab tests and increase survival in animals with infected blood.

Experiments showed that, in a matter of hours, the biospleen can filter live and dead pathogens from the blood, as well as dangerous toxins released from the pathogens.

The researchers detailed these experiments in Nature Medicine.

“Sepsis is a major medical threat, which is increasing because of antibiotic resistance,” said study author Donald Ingber, MD, PhD, of the Wyss Institute for Biologically Inspired Engineering in Boston, Massachusetts.

“We’re excited by the biospleen because it potentially provides a way to treat patients quickly without having to wait days to identify the source of infection, and it works equally well with antibiotic-resistant organisms. We hope to move this toward human testing [by] advancing to large animal studies as quickly as possible.”

The biospleen is a microfluidic device that works outside the body like a dialysis machine and removes living and dead microbes of all varieties, as well as toxins.

It consists of 2 adjacent, hollow channels that are connected to each other by a series of slits. One channel contains flowing blood, and the other has a saline solution that collects and removes the pathogens that travel through the slits.

Key to the success of the device are nanometer-sized magnetic beads coated with a genetically engineered version of the protein mannose binding lectin (MBL).

In its innate state, MBL has a branch-like “head” and a stick-like “tail.” The head binds to specific sugars on the surfaces of all sorts of bacteria, fungi, viruses, protozoa, and toxins, and the tail cues the immune system to destroy them.

However, other immune system proteins sometimes bind to the MBL tail and activate clotting and organ damage. So Dr Ingber and his colleagues used genetic engineering tools to lop off the tail and graft on a similar one from an antibody protein that does not cause these problems.

The team then attached the hybrid proteins to magnetic beads measuring 128 nanometers in diameter. These novel beads could be added to infected blood to bind to the pathogens and toxins without having to first identify the type of infectious agent.

The biospleen has a magnet that pulls the pathogen-coated magnetic beads through the channels to cleanse the blood flowing through the device, which can then be returned to the patient.

The researchers first tested the biospleen using human blood spiked with pathogens. They were able to filter blood faster than ever before, and the magnets efficiently pulled the beads—coated with pathogens—out of the blood.

More than 90% of key sepsis pathogens were bound and removed when the blood flowed through a single device at a rate of about 0.5 L to 1 L per hour. Many devices can be linked together to obtain levels required for human blood cleansing at dialysis-like rates.

Next, the researchers tested the device using rats infected with E coli, S aureus, and toxins—mimicking many of the bloodstream infections human sepsis patients experience. After 5 hours of filtering, about 90% of the bacteria and toxins were removed from the rats’ bloodstreams.

“We didn’t have to kill the pathogens,” said Michael Super, PhD, also of the Wyss Institute. “We just captured and removed them.”

What’s more, 90% of the treated animals survived, compared to 14% of the controls. And the modified MBL prevented the activation of complement factors and coagulation.

Biospleen device

Credit: Wyss Institute

A device inspired by the human spleen could change the way we treat sepsis, researchers say.

This “biospleen” was able to cleanse human blood in lab tests and increase survival in animals with infected blood.

Experiments showed that, in a matter of hours, the biospleen can filter live and dead pathogens from the blood, as well as dangerous toxins released from the pathogens.

The researchers detailed these experiments in Nature Medicine.

“Sepsis is a major medical threat, which is increasing because of antibiotic resistance,” said study author Donald Ingber, MD, PhD, of the Wyss Institute for Biologically Inspired Engineering in Boston, Massachusetts.

“We’re excited by the biospleen because it potentially provides a way to treat patients quickly without having to wait days to identify the source of infection, and it works equally well with antibiotic-resistant organisms. We hope to move this toward human testing [by] advancing to large animal studies as quickly as possible.”

The biospleen is a microfluidic device that works outside the body like a dialysis machine and removes living and dead microbes of all varieties, as well as toxins.

It consists of 2 adjacent, hollow channels that are connected to each other by a series of slits. One channel contains flowing blood, and the other has a saline solution that collects and removes the pathogens that travel through the slits.

Key to the success of the device are nanometer-sized magnetic beads coated with a genetically engineered version of the protein mannose binding lectin (MBL).

In its innate state, MBL has a branch-like “head” and a stick-like “tail.” The head binds to specific sugars on the surfaces of all sorts of bacteria, fungi, viruses, protozoa, and toxins, and the tail cues the immune system to destroy them.

However, other immune system proteins sometimes bind to the MBL tail and activate clotting and organ damage. So Dr Ingber and his colleagues used genetic engineering tools to lop off the tail and graft on a similar one from an antibody protein that does not cause these problems.

The team then attached the hybrid proteins to magnetic beads measuring 128 nanometers in diameter. These novel beads could be added to infected blood to bind to the pathogens and toxins without having to first identify the type of infectious agent.

The biospleen has a magnet that pulls the pathogen-coated magnetic beads through the channels to cleanse the blood flowing through the device, which can then be returned to the patient.

The researchers first tested the biospleen using human blood spiked with pathogens. They were able to filter blood faster than ever before, and the magnets efficiently pulled the beads—coated with pathogens—out of the blood.

More than 90% of key sepsis pathogens were bound and removed when the blood flowed through a single device at a rate of about 0.5 L to 1 L per hour. Many devices can be linked together to obtain levels required for human blood cleansing at dialysis-like rates.

Next, the researchers tested the device using rats infected with E coli, S aureus, and toxins—mimicking many of the bloodstream infections human sepsis patients experience. After 5 hours of filtering, about 90% of the bacteria and toxins were removed from the rats’ bloodstreams.

“We didn’t have to kill the pathogens,” said Michael Super, PhD, also of the Wyss Institute. “We just captured and removed them.”

What’s more, 90% of the treated animals survived, compared to 14% of the controls. And the modified MBL prevented the activation of complement factors and coagulation.

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Spleen-like device could solve problems in treating sepsis
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