Organizational Structure of your Point of Care Program
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I am curious how other systems' point of care programs are structured--leadership/org hierarchy, staffing, etc. . . . Our system includes 4 hospitals with a combined 450 beds, several outpatient lab sites, urgent cares and clinics. We have 40-50 iSTATs, many glucometers, 10 Hemochron Sig Elites (being replaced by Hemochron 100s, 4 Avox, 2 piccolos, 2 Sysmex that are run at two satellite labs with results auto verifying or being reviewed by main lab techs, GeneXperts and a variety of waived kit testing. For a program our size, should we have our own budget/management structure? I think we should, but I've not worked in point of care in a health system before.
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Our hospital system has three different "markets" (Dallas, Plano, Outpatient), but all of our point of care staff report up through our Dallas market and we support point of care testing for the entire system. We have a lab manager (myself) who oversees point of care and quality for the lab for the system and I have 3 program managers, one for each market, and 2 poct senior techs that are based at the Dallas campus but will support the other markets as needed.
We have 2 hospitals (488 beds and 212 beds) then we have around 25 primary care and specialty outpatient clinics spread across north Texas. For equipment: 100 iSTATs in the system, 4 ABL 90s, 3 HMS, and too many to count of Hemocue Hb and Glu, Freestyle precision pro, Sofia, Clinitek, Leadcare, Cholestech, and then various box kits for monospot, respiratory testing, and occult blood. We also have one clinic with a Biofire. Almost all of the outpatient clinics are waived only, but we do have 3 pulmonology clinics that perform moderate complexity testing. We are continuing to acquire new provider practices and now the organization is getting into the Urgent care space, so we are looking to get an additional staff member to support all of that growth. We are currently in a hiring freeze so it will be an uphill battle.