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Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
Improving Handoffs in ER
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Improving Handoffs in ER

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Improving Handoffs in the Emergency Department …

Improving Handoffs in the Emergency Department
Ann Emerg Med. 2010;55:171-180.

Published in: Health & Medicine, Business
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  • Hi,
    I read your very interesting slides.
    I work in an ED in Italy.
    Do you have a formal handoff system in your ED?
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
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  • 1. Improving Handoffs in theEmergency Department Ann Emerg Med. 2010;55:171-180.
  • 2. INTRODUCTION AND BACKGROUNDPatient handoffs at shift change are a ubiquitous and potentially hazardous process in emergency care.The purpose of this article is to provide the most up- to-date evidence and collective thinking about the process and safety of handoffs between physicians in the ED.
  • 3. To Err Is Human: Building a Safer Health System EDs are susceptible to “high error rates with serious consequences.” When sentinel events occur, communication errors are deemed to be the root cause in about 70% of cases. 84% of treatment delays are later judged to be due to mis- communication. Of these, 62% are continuum-of-care issues associated with shift changes.
  • 4. 台大醫檢師講的是「reactive」,接電話的器捐移植小組協調師卻誤聽為「non-reactive」
  • 5. Handoff DefinitionA transition occurs when 2 or more workers exchange mission-specific information, responsibility, and authority for an operation.
  • 6. Shift changes at the NASA Administration’s Johnson Space Center highlight the importance of a “question and answer period” to detect errors in assessments and plans.
  • 7. Los Angeles–class nuclear submariners are trained to use “precise, unambiguous, impersonal and efficient” language to navigate safely.
  • 8. Handoffs can be a source of liability and error but also an opportunity for rescue when the re- evaluation of a case from a fresh perspective may result in preventing or recovering from an adverse event.
  • 9. Four Phases of Handoffs1. Pre-turnover time, in which the departing physicians prepares for the upcoming handoff2. Arrival, in which the appearance of the oncoming EP heralds the beginning of a new shift3. Meeting, in which there is an exchange of information and understandings among the physicians4. Post-turnover time, in which the receiving physician assumes care and the departing physician focuses on unfinished tasks and clarifies critical information.
  • 10. Stage Tasks Examples of Transition ErrorsPre- Organization and updating Poor situational awareness of current state of the EDturnover of information and hospitalArrival Stopping patient care tasks Delaying handoff while intermittently continuing care or and preparing to hand off abruptly stopping care when help arrives without care reaching closure pointMeeting Specific face-to-face Departing physician could exchange 1. Pass incomplete or incorrect information 2. Provide information in a disorganized or confusing manner 3. Fail to provide a clear clinical impression (what is wrong) and plan (what needs to be done) Receiving physician could 1. Misunderstand passed information 2. Not listen (distractions/fatigue) 3. Prematurely close: jump to a conclusion because of patient or provider characteristics (eg, when an intern reports to a senior resident) Failure to include important parties (medical student, nurses)Post- New provider must Incoming physician couldturnover integrate new information 1. Forget key tasks or information and begin patient care of 2. Act on a plan without careful thought (not thinking both patients handed off critically) and newly arriving patients
  • 11. Providers use handoffs to develop a shared understanding among caregivers, which includes the patient’s clinical picture, his or her recent course, therapies administered, rationale for pending diagnostic tests and therapies, and likely disposition.
  • 12. • • Technological Patient Patient • Factors Factors • • • Interview Institutional &Team Factors Physician Environmental Factors Handoff • • • Caregiver Task Factors • Factors Physician • • • Conceptual model for barriers in handoffs
  • 13. • Patient rosters (eg whiteboards) Technological Patient• Electronic health records Factors Interview• Shift schedules• Physician compensation methods• Peer relationships and power balances Team Factors Physician• Failure to recognize importance ofhandoff• Ambiguous moment of transfer of care• Signal-to-noise ratio Handoff• Salience versus completeness• Varied clinical volume, presentations, andcomplexity Task Factors• Geographic location• No standard approach Physician• No “red flags”
  • 14. • Alertness • Education Patient Patient • Pain Factors • Language barrier • Knowledge of ownillness • Unclear diagnosis Interview • Location: loud, chaotic, and lacking in privacy Institutional & • Competing demands for time and attentionPhysician Environmental • Inpatient boarding Factors • Long ED lengths of stay Handoff • Fatigue, stress • Inattention • Poor memory Caregiver • InexperiencePhysician Factors • Knowledge deficit • Cognitive bias • Personal agendas after shift change
  • 15. Signal-to-Noise RatioStaff interruptions, ongoing patient concerns, EMS radio calls, temporal pressures, and the routine chaos of the work environment can all overwhelm the few moments of directed attention required for safe and effective handoffs.Disorganized handoffs themselves can add to the distractions because extraneous data may drown out essential messages and details.
  • 16. Conciseness Versus CompletenessAn adequate handoff can be limited to a short phrase with a working diagnosis and a disposition in stable patient.
  • 17. No Standard ApproachThe content, location, style, and length of handoffs can be inconsistent and unpredictable.This lack of standardization can make it difficult for both the departing and receiving physician to communicate effectively.
  • 18. Ambiguous Moment of Transition of CareED staff may be confused about which physician is in charge of the patients who were handed off.
  • 19. No Clear High-Risk Triggers for theDangerous Handoffs“Red flags” may include an uncertain diagnosis, an unstable patient, an unclear disposition, a consultant-driven evaluation, a pending imaging study, deviations from a typical diagnosis or treatment plan, a patient with a psychiatric illness, and a prolonged stay in the ED.
  • 20. Cognitive BiasIn the transfer of care, the receiving physician usually relies on the clinical acumen and recall of the departing colleague.When the receiving physician assumes the interpretation of the initial physician, based on erroneous information or a faulty clinical impression, adverse outcomes may result.
  • 21. Economic Construct of the ED GroupProductivity based systems tend to discourage handoffs in patient care and may financially motivate the initiating physician to continue patient care to disposition.In hourly pay system, the receiving physician may inherit multiple patients and must assume responsibility for making the appropriate disposition of patients in whose treatment they were not initially involved.Blended systems may enhance the advantages of each while minimizing the barriers to effective handoffs.
  • 22. Single Versus Multidisciplinary HandoffSingle-disciplinary team The advantage of this model is that it is efficient and focused: physicians hear what physicians need and nurses hear what nurses need.Multi-disciplinary team Different team members (eg, nurses, physicians, midlevel providers, pharmacists) contribute to and participate in the handoff. The advantage of this model is that it integrates viewpoints of different providers, builds a team approach, and enables participants to serve as a “check and balance” for one another.
  • 23. Handoff LocationCentral location (eg, in the provider’s work area or in front of a computer or a whiteboard). This method provides easy access to written patient information computers, charts, etc), is less time consuming, and affords greater privacy.The advantages of bedside handoffs include being able to introduce the patient and the receiving physician, the ability to integrate patient input into the transfer and update the patient on his or her status, and an opportunity for the receiving physician to directly assess the patient.
  • 24. Use of MnemonicsSBAR5-PsI PASS the BATONHANDOFFSIGN OUT
  • 25. SBARSituationBackgroundAssessmentRecommendation- Anesthesiologists, mid-level practitioners, nurse assistants, nurses, nursing students, OR staff, PACU staff, perioperative staff, pharmacists, physical therapists, physicians, transporters, radiologists
  • 26. 5-P’sPrecaution: isolation, falls, etcPatient: identifyPrecautions: allergies, isolation, falls, specialty bedPlan of care: fluids, intake, output, IV accessProblems: assessment, review of systems, pain scalePurpose: goals to be achieved - Perioperative nurses
  • 27. I PASS the BATON Introduction: introduce yourself and your role Patient: name, identifiers, age, sex, location Assessment: presenting chief complaint, vital signs, symptoms, diagnosis Situation: current status and circumstances; including codes status, level of certainty, recent changes, and response to treatment Safety concerns: critical lab values and reports, socioeconomic factors, allergies, alerts (eg, falls, isolation) Background: comorbidities, previous episodes, current medications, family history Actions: which were taken or are required, providing brief rationale Timing: level of urgency, explicit timing, and prioritization of actions Ownership: who is responsible (eg, nurse, doctor, team), including patient or family responsibilities Next: what happens next (eg, any anticipated changes in condition or care, the plan, any contingency plans) - General nurses, perioperative nurses, physicians
  • 28. HANDOFFHospital locationAllergies/adverse reactions/medicationsName (age, gender)/numberDNAR/Diet/DVT prophylaxisOngoing medical/surgical problemsFacts about this hospitalizationFollow-up - Physicians, residents
  • 29. SIGNOUTSick or DNR? (highlight sick or unstable patients, identify DNR/DNI patients)Identifying data (name, age, gender, diagnosis)General hospital courseNew events of the dayOverall health status/clinical conditionUpcoming possibilities with plan, rationaleTasks to complete overnight with plan, rationale - Internal medicine residents, medical students
  • 30. LEGAL ASPECTS Handoffs are high-risk events. Communication breakdowns have been documented to occur in nearly 80% of medicolegal cases. Faulty handoffs are specifically implicated in up to 24% of malpractice claims in the ED. Theoretically, patient care may benefit from the additional evaluation and diagnostic input of a second care provider. In reality, care transitions frequently result in the dilution of accountability. From a risk management perspective, if a patient experiences a preventable adverse event resulting from a faulty handoff, both departing and receiving providers are likely to share liability.
  • 31. STRATEGIES TO IMPROVE HANDOFFS1. Reduce the Number of Unnecessary Handoffs2. Limit Interruptions and Distractions as much as is Practicable3. Provide a Succinct Overview4. Communicate Outstanding Tasks, Anticipate Changes, and have a Clear Plan5. Make Information Readily Available for Direct Review6. Encourage Questioning and Discussion of Assessments7. Account for All Patients8. Signal a Clear Moment in Transition of Care
  • 32. Reduce the Number of Unnecessary HandoffsAllowing a buffer time between shift changes, either by scheduling overlapping shifts or protecting the departing physician from acquiring new patients at the end of the shift, may reduce delays in disposition or incidences of miscommunication.
  • 33. Limit Interruptions and Distractions as much as isPracticableThe integrity of the handoff process is compromised in loud and chaotic EDs in which the departing provider is anxious to leave and the attention of the receiving provider is diverted.Choosing a quiet and dedicated space will help protect the sanctity of the handoff process.
  • 34. Provide a Succinct OverviewA major goal of the handoff is to encapsulate and provide a clear summary of the patient’s visit.Begin the presentation of each patient with a chief complaint, followed by an assessment, plan, and disposition, if possible.
  • 35. Communicate Outstanding Tasks, AnticipateChanges, and have a Clear PlanPatients whose diagnosis or disposition is unclear represent a population that is particularly at risk for an adverse event from a handoff.Departing physicians should communicate all outstanding studies, consultations, or other information that is still pending. - for example, “if the repeat cardiac markers are increasing, notify the admitting physician and redirect the patient to the ICU”.
  • 36. Make Information Readily Available for DirectReviewLaboratory and imaging studies should be available for independent review by the receiving team.
  • 37. Encourage Questioning and Discussion ofAssessmentsThe receiving physician should be encouraged to clarify issues and, if possible, discuss the rationale behind clinical impressions.
  • 38. Account for All PatientsEnsure that a handoff is given on every patient for whom the receiving physician will be responsible.If a patient has temporarily left the department (eg, to go to dialysis), the receiving physician should be given the same handoff as if the patient were still physically present in the ED.
  • 39. Signal a Clear Moment in Transition of CareThe receiving provider should take full responsibility for the patients who were handed off and resist the temptation to avoid getting involved.
  • 40. To be safe, care must be seamless 為了病患安全,照護必須無接縫 http://decode-medicine.blogspot.com/

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