Many authors demonstrate the cost effectiveness of using intravenous teams to provide quality venous access care. Despite this evidence, many hospitals are dissolving their IV teams as a way of cutting casts. This snide provides a guide for downsizing while maintaining quality IV therapy. The article chronicles events before and after the disbanding of the IV team of the San. Francisco Veteran's Administration Medical Center. The focus of the article demonstrates bow creating two advanced practice positions is instrumental to maintaining quality IV care.
Quality is defined as line-associated bacteriemia rates and compliance rates to IV cure standards, remaining unchanged or better after the downsizing of the IV team. Line-associated bacteriemia rates are presented in terms of infections per 1000 tine days when possible. Compliance percentages are obtained by auditing compliance to site changes, central line policy. The data are provided in chart forms, and definitely show a sharp decline in line-associated bacteremias after the advent of the IV clinician role. These data provide dear evidence to support the Intravenous Nurses Society position on the role of the intravenous nurse specialist.
Conclusions emphasize the used for IV nurse clinicians to provide critical care coverage, ongoing educational programs, outcome auditing, and nursing research in vascular access and IV therapy.
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