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Clinical Handover Improvement

Clinical Handover Improvement. Project Sponsor: Dr Rod Harpin Project Facilitator: Jacqui Cox Project Support: Sheryll Beveridge. Aim. To standardise general rotation house officer handover content and process for the day to evening and evening to night house officer shift changes.

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Clinical Handover Improvement

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  1. Clinical Handover Improvement Project Sponsor: Dr Rod Harpin Project Facilitator: Jacqui Cox Project Support: Sheryll Beveridge

  2. Aim To standardise general rotation house officer handover content and process for the day to evening and evening to night house officer shift changes.

  3. Goal • By the end of June 2012 all general rotation house officers (RMO’s) will use an agreed process at the day to evening and evening to night shift changes. • The change management approach will based on the OSSIE clinical handover guidelines

  4. METHOD: • Used the OSSIE guide to Clinical Handover improvement implementation toolkit for project planning and utilising the PDSA quality improvement method for project design (ACSQHC, 2010).

  5. Results and measures

  6. Pilot group trialled the TrendCare programme “Allocate Medical Handover” • ‘SBAR’ communication tool provided the framework for the documentation of patient information within Trendcare handover

  7. KEY OUTCOMES: • Introduced and trialled an electronic handover programme to be used as the clinical handover tool for all general rotation house officers. • Commenced a formal night handover process and location which is led by the Rapid Response Nurse. • Initiated a review of the house officer contract to include a shift crossover period for medical handover at night and early morning.

  8. Summary: • The ‘OSSIE’ guide can be used as a project planning tool for handover improvement projects. • Extending the role of the Rapid Response team to support the night house officer role and also to sustain the house officer clinical handover process. • Development of a unique medical handover whiteboard which integrates various inputs and is aligned with the SBAR communication tool.

  9. CHALLENGES • Lack of integration of clinical information on current software • “Task” vs. “SBAR” handover, JUMP • Contractual – protected handover time did not exist • Task overload outside routine hours. • Sustainability: Rapid response nurse led

  10. Questions

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