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• W2166352110 abstract "Objectives: In 1988–1998, our IVF program experienced rapid expansion in patient volume, as well as expansion via satellite centers. This included the addition of two physicians, an embryologist, and nursing staff. The number of IVF and third party cycles increased by over 300. This expansion was not without growing pains. The staff was stretched and complaints of “burn out” were heard. Materials and Methods: At this time, we had also done a patient satisfaction survey which reflected concerns from the patients regarding communication problems with the increased number of staff. Nurses also filled out a “self-evaluation” which reflected concerns about communication and staffing issues. Our objectives were to improve the quality of care and patient satisfaction as well as employee moral. In reviewing this data, we hypothesized that primary nursing care might be a viable option to solve this problem. Design: We first designed “teams within our team” consisting of an IVF coordinator and associate coordinator assigned to each physician. The patient was introduced to both nurses as their primary contact person. In order to provide balance for staffing purposes, an acuity system of 1–3 (3 being the most labor intensive) was established. This allowed for projections of the upcoming work load of the team. On “heavy” acuity days, both IVF coordinator and associate were scheduled together. Staff scheduling was done so that either nurse was always with the primary physician and available to that patient. This primary nursing concept eliminated the traditional third party coordinator position as the individual teams handled the medical aspects of their own third party cycles. A new non-medical position was created for a “third party liaison coordinator” who handled non-medical aspects of the third party cycles such as consents and contracts. This allowed the teams to focus on clinical issues. Results: At the end of the year as we approached 1,000 cycles, it became apparent that accountability and communication had improved between the internal teams and with the center overall. A noticeable decrease was noted in patient complaints regarding call backs and communication issues. Conclusion: It can be said that primary nursing teams in the appropriate setting can improve staff moral, accountability, and communication within the IVF team." @default.
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• W2166352110 date "2000-09-01" @default.
• W2166352110 modified "2023-09-30" @default.
• W2166352110 title "Establishment of a Primary Care Nursing Team in a Rapidly Expanding Multi-Site Reproductive Endocrine Center" @default.
• W2166352110 doi "https://doi.org/10.1016/s0015-0282(00)00744-5" @default.
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