CONTEXT: Managing the quality of point-of-care testing (POCT) is a continuing challenge. Advances in testing technologies and the development of specialized informatics for POCT have greatly improved the ability of hospitals to manage their POCT program. OBJECTIVES: To present the evolving role of technology improvement, informatics, and program management as the key developments to ensure the quality of POCT. DATA SOURCES: This presentation is based on a review of the literature and on our experiences with POCT at the Massachusetts General Hospital (Boston). CONCLUSIONS: Federal and state regulations, along with accreditation standards developed by the College of American Pathologists and The Joint Commission, have established guidelines for the performance of POCT and have provided a strong incentive to improve the quality of testing. Many instruments for POCT have incorporated advanced design features to prevent analytic and operator errors. This, along with the development of connectivity standards and specialized data management software, has enabled remote review of test data and electronic flow of information to hospital information systems. However, documentation of manually performed, visually read tests remains problematic and some POCT devices do not have adequate safeguards to prevent significant errors. In the past 2 decades the structure of a successful POCT management program has been defined, emphasizing the role of POCT managers working in conjunction with a pathology-based medical director. The critical skill set of POCT managers has also been identified. The POCT manager is now recognized as a true specialist in laboratory medicine.
CONTEXT: Managing the quality of point-of-care testing (POCT) is a continuing challenge. Advances in testing technologies and the development of specialized informatics for POCT have greatly improved the ability of hospitals to manage their POCT program. OBJECTIVES: To present the evolving role of technology improvement, informatics, and program management as the key developments to ensure the quality of POCT. DATA SOURCES: This presentation is based on a review of the literature and on our experiences with POCT at the Massachusetts General Hospital (Boston). CONCLUSIONS: Federal and state regulations, along with accreditation standards developed by the College of American Pathologists and The Joint Commission, have established guidelines for the performance of POCT and have provided a strong incentive to improve the quality of testing. Many instruments for POCT have incorporated advanced design features to prevent analytic and operator errors. This, along with the development of connectivity standards and specialized data management software, has enabled remote review of test data and electronic flow of information to hospital information systems. However, documentation of manually performed, visually read tests remains problematic and some POCT devices do not have adequate safeguards to prevent significant errors. In the past 2 decades the structure of a successful POCT management program has been defined, emphasizing the role of POCT managers working in conjunction with a pathology-based medical director. The critical skill set of POCT managers has also been identified. The POCT manager is now recognized as a true specialist in laboratory medicine.
Authors: Nishi Prabdial-Sing; Lucinda Gaelejwe; Lillian Makhathini; Jayendrie Thaver; Morubula Jack Manamela; Susan Malfeld; C Wendy Spearman; Mark Sonderup; Andrew Scheibe; Katherine Young; Harry Hausler; Adrian J Puren Journal: Health Sci Rep Date: 2021-02-11