SPECIAL ARTICLE   

Journal of Neurosurgical Sciences 2020 April;64(2):206-12

DOI: 10.23736/S0390-5616.19.04669-1

Copyright © 2019 EDIZIONI MINERVA MEDICA

language: English

Project management for developing a spine “enhanced recovery after surgery” program in a large university-affiliated hospital

Ammar H. HAWASLI ^{1, 2} ✉, Wilson Z. RAY ^{1, 2}, Michele A. GOAD ³, Tyler L. FRANK ¹, Elana R. ELLIS ³, Melissa SCHMIDT ³, Polly LAMARTINA ³

¹ Department of Neurological Surgery, Washington University School of Medicine, Saint Louis, MO, USA; ² Department of Orthopedic Surgery, Washington University School of Medicine, Saint Louis, MO, USA; ³ Barnes-Jewish Hospital, Saint Louis, MO, USA

Enhanced recovery after surgery (ERAS) programs for spine surgery have been developed throughout Europe and the United States leading to reduced hospital stay lengths, reduced opioid consumption, and faster return to activities of daily living and exercise. Development and execution of an ERAS spine program require commitment from the physician practice and collaborative hospital along with commitments from the entire health care team. Navigating this process can be a daunting task for a surgeon, whose traditional training involves no project management. Here we review our experience in the development of an ERAS program at a major academic medical institution and tertiary-care hospital in the USA from a program management perspective. In this manuscript, we provide the language and an outline to educate a surgeon on the project management processes needed to develop and initiate a pilot spine ERAS program.

KEY WORDS: Enhanced recovery after surgery; Spine; Minimally-invasive surgical procedures