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Biomedical subjects

W P Yee

Publications and source records attributed to W P Yee.

5 recordsLinked to original sources
PubMed1995

Developing a comprehensive medication reaction reporting system.

A step-by-step method for developing a comprehensive medication reaction reporting system is reported. The program was developed from information obtained by literature review, from the existing programs of other hospitals, and the authors' ideas. The following steps were developed and implemented after approval by the Pharmacy and Therapeutics Committee. The name of the program was changed from the Adverse Drug Reporting Program to the Medication Reaction Reporting Program. A voice mail system was installed, the medication reaction reporting form was revised, a suspected medication reaction sticker was developed, the peer review mechanism was revised, and a system for positive feedback to reporters was developed. After implementation of the revised program, the number of reported medication reactions increased by 144%, from an average of 12.7 reports per month to 31 reports per month. The revised program has increased medication reaction reporting from 1.2% to 2.7% of discharged patients. Program revision has also increased the quality of the reports, increased the number of cases for peer review, and has aided the medical center in identifying medication related problems which has resulted in closer monitoring to reduce future problems.

Adverse Drug Reaction Reporting Systems↗
PubMed1992

The next step in clinical intervention programs.

Pharmacists should incorporate and modify existing clinical intervention programs to document pharmacists' effects on patient care and quality drug-therapy management. We have already demonstrated the pharmacist's role in drug cost savings through the intervention programs, and now QIP can assist us in taking the next step in providing quality patient care. If we endorse the principles of pharmaceutical care, we must assume the responsibility for documenting our value as pharmacists in managing drug therapy in patients. The clinical intervention programs will deemphasize the value of drug cost analysis and emphasize effects on patient-care outcome. We believe that facilitating positive patient outcomes will decrease overall health care costs. As managers, we must assist our pharmacists in endorsing this concept by developing our programs to show the maximum benefit of their efforts in the patient-care arena.

California↗
PubMed1990

Four years' experience with a clinical intervention program: cost avoidance and impact of a clinical coordinator.

Four years of data are reported on the drug cost avoidance and the net cost savings associated with a clinical pharmacy intervention program. In 1986 the pharmacy department at a 324-bed nonprofit community medical center began a clinical intervention program by adding one full-time equivalent for providing clinical services. A new clinical pharmacist position was created in 1988. A reorganization in 1989 resulted in further increases in staffing, including the creation of a clinical coordinator position to oversee the intervention program, and in administrative time. Staff pharmacists self-report a broad range of interventions on a clinical documentation form. During the period 1986-1989, monthly data on the number of types of interventions recommended, the percentage of recommendations accepted by the medical staff, and drug cost avoidance were tabulated. Cost avoidance was calculated by subtracting the cost of therapy ordered by the physician from the cost of therapy initiated as a result of the intervention. Net drug cost savings were calculated by subtracting from cost avoidance the cost of pharmacist time required for performing the interventions. The average number of interventions per month ranged from 170 in 1986 to 292 in 1990. During an 18-month period before the clinical coordinator was added, average monthly cost avoidance and net savings were $4932 and $3739, respectively. Average monthly cost avoidance increased to $6244 and savings to $4644 in a 12-month period after the clinical coordinator was added. A four-year study of a clinical intervention program showed that the dollar value and impact outlasted the initial success expected for such programs.

Administrative Personnel↗