The 2 Greatest Threats to Patient Safety in the ED

Threats to Patient Safety Donovan and Partners

Emergency departments face several threats when it comes to patient safety and quality but the top two are overcrowding and a shortage of on-call specialists, according to the American College of Emergency Physicians (ACEP).

Cut the Crowds: It is Not Always a Staffing Shortage Issue

Overcrowding is a well-known problem — there are news reports every week about how EDs are short on beds, and how patients are unable to receive the treatment they need because of it. Hospitals often tackle the problem with multi-million dollar expansions, ambulance diversions or by bringing on additional staff. Sometimes these solutions work; many times they don’t.

As health care professionals we know treating a patient’s symptoms only provides temporary relief. For example, it’s not the recurring headache that’s the problem; it’s what causes these headaches that we need to be concerned with. We have to do the same type of digging to diagnose a troubled ED.

To remedy overcrowding we have to look at it as a symptom with a wide variety of potential root causes, none of which are necessarily universal. Just because one ED is overcrowded because of “boarding” — which ACEP suggests is the primary cause — doesn’t mean that another ED facing a shortage of beds is having trouble for the same reason.

Look Beyond Boarding Issues

While boarding may be the predominate cause of overcrowding for a vast number of EDs, it too, is just a symptom of even more underlying problems. Maybe the ED across town closed recently, or your area is in the grasps of an opioid epidemic. Overcrowding could be a result of inefficient staffing in the ED, or inopportune scheduling of in-patient surgery in the hospital itself. When it comes to overcrowding there are a wide variety of causes — and combination of causes — that could be at the root. And in order to remedy it, a dynamic and tailored plan of action has to be implemented.  

What’s Causing the Specialist Shortage?

This same idea holds true for the shortage of on-call specialists. At the root of this shortage of neurologists, trauma and orthopedic surgeons, and the like, isn’t that there’s an actual decrease in the number of specialists able to treat patients. It’s because these specialists are often opting out of on-call responsibilities, typically mandated by EMTALA, by leaving the hospital setting. So the solution isn’t more specialists — it’s encouraging the ones we already have on staff to stay.

Again, the shortage of on-call specialists is a symptom of deeper issues. Specialists aren’t leaving the hospital setting because they don’t care about these patients or don’t want to treat them. According to ACEP, it’s typically because:

  • they believe there’s an increased liability that exists when working in the ED;
  • or that they think on-call pay is inadequate;
  • or because of the quality of life concerns that stem from being on call.

Be a Detective — Dig!

When it comes to these two threats to patient safety and quality, we have to remove our blinders. It takes a broad view with many sets of eyes to identify the real issues that inhibit our ability to deliver the safe and quality care our patients deserve. Threats like overcrowding and a lack of on-call specialists are obvious, but in many instances, the roots of the problems remain buried. In order to solve these problems, we have to dig them up.

If you need help getting to the bottom of challenges in your ED, drop me a line. I’d be honored to chat about how I might be of help. And, for a broad look at the services my consulting agency provides, check out our website:http://donovanpartners.com/


Sources:
American College of Emergency Physicians: “Patient Safety and Quality of Emergency Care.”
American College of Emergency Physicians: “Study: Shortage of On-Call Specialists Spreads Nationally Could 'cripple' emergency, trauma care.”
Nathan R. Hoot, PhD, and Dominik Aronsky, MD, PhD: “Systematic Review of Emergency Department Crowding: Causes, Effects, and Solutions.

3 Important Characteristics of Emergency Department Nurses and Why We Love Them

ImportantCharacteristicsofEmergencyDepartmentNurses

It’s easy to take emergency department nurses for granted. Even though they’re what I consider the eyes and ears of any busy ED, they don’t always receive the credit and appreciation they deserve.

Friday marked the beginning of National Nurses Week, reminding us to honor and celebrate these nurses who are so instrumental in providing safe, quality care in the ED. But what makes nurses so amazing? Here are just a few reasons to salute these hardworking women and men who are vital to a successful ED..

Uncommon Agility

You would be hard pressed to find any other profession where agility is so crucial to success. Being agile in an ED means always being on your toes, anticipating the needs of patients, their families and doctors. Agile nurses know what a patient or doctor needs before they themselves know they need it and the right questions to ask. Nurses in many ways have the keen ability to see in the future, which is vital when a life is on the line.

Superb Communication Skills

Anticipating the needs of patients, family members and doctors is one thing — being able to communicate with each of these very distinct groups is another.

First and foremost, great nurses are incredible listeners. They absorb directives from doctors that could easily be drowned out by the bustle of a busy ED. They also connect with patients and caregivers, listening to them in a way that help give the patient a voice in their care.

But listening is only half of communication. Nurses also have to speak with patients in a clear, concise way that’s easy to understand. One minute they may be talking to a 6-year-old boy with a broken arm, and the next, a 50-year-old man with an addiction to prescription painkillers. I can’t think of another profession where one communicates with so many different types of people, across so many demographics and socio-economic groups.

Enduring Empathy

Nurses care about the wellbeing of their patients — though they hope they never see them again, in the ED at least.

Empathy is the reason nurses are able to be considerate and sensitive when setting expectations regarding recovery. Empathy is also the reason why nurses return to work after a hard shift.

The strong sense of empathy that runs through each and every emergency department nurse isn’t always obvious, but we can rest assured it’s there — empathy is the reason nurses show up to work each and every day.

If the emergency department is the front door of a hospital, ED nurses are the ones making the very first impression and make sure that door is open to those who need it most.

One week really isn’t enough time to honor nurses and the important work they do, but National Nurses Week is a nice reminder for hospital leaders, doctors, patients and their families to show their appreciation for everything nurses do.

To learn more about what my company Donovan + Partners does, please check out our new website www.donovanpartners.com.

Wait Times: How Does Your ED stack up?

WaitTimes

Many patients might look at the emergency department (ED) like they would their neighborhood deli — first come, first serve. Luckily, for critically ill patients, this isn’t the case. The patients who need immediate treatment are going to receive it no matter how many patients are waiting.

Explaining this logic to a patient with a broken finger or a parent with a child experiencing cold symptoms may not be easy. The ED is the last place they want to be, and to them, their pain, or child’s pain, is a priority. Patients sometimes aren’t the best judge of their symptoms, and finding a way to get care outside of the ED can prove difficult depending on the day of the week, time of day and where they live.

The stats seem to reflect that. For example, from 2009 to 2010 more than 25 percent of all ED visits by children were for cold symptoms. For adults 12 percent of visits were deemed non-urgent, for cold symptoms and the like.

But it’s not just more non-urgent patients seeking care that are adding to wait times. With increasing numbers of patients visiting the ED for nonurgent conditions, wait times are bound to spike.

Year after year, average emergency department wait times have increased across the nation because visits are too. More people are seeking treatment at EDs — for urgent and nonurgent conditions — while the number of EDs is decreasing. According to the CDC the number of patient visits to EDs increased 32 percent over a 10-year period from 1999 to 2009. And at the same time many EDs closed their doors due to financial constraints.

So how does your ED’s average wait time compare?

One Measure: Broken Bones

The wait time for treatment of a broken bone is an important measure when it comes to hospital wait times. Of course, there’s different types of breaks and the severity of each will vary, but on average in 2014, a patient had to wait 54 minutes before receiving pain medications upon arrival in the ED.

For a national average, 54 minutes is long and depending on where a patient lives and which hospital they choose for treatment, the wait could have been much longer.

Take Washington, D.C. for example. Emergency departments in urban areas typically have longer wait times. In D.C., patients suffering from a broken bone had to wait an average of 69 minutes before receiving pain meds. This is only 15 minutes more than the national average, but with eight hospitals in the area the wait times varied drastically. If a patient sought treatment for a broken bone in D.C., they may have waited as little as 50 minutes for pain meds, or as long as 150 minutes depending on which ED they chose.

Difference in Wait Times Correlated to Patient Demographics

So who is facing longer wait times besides the no-critical patient? It seems adults go last and the old and the young are put first. According to the Centers for Disease Control and Prevention, Older patients, age 65 and older had the lowest mean ED wait time from 2008-2010 at 48 minutes. Children’s was 51 minutes And, adults 18 to 64 tended to have to wait the longest at 58 minutes.

Researchers found a difference when it comes to gender. Females experienced longer waits than males — four minutes more than men (57 minutes and 53 minutes, respectively).

There were even interesting stats around race. Non-Hispanic black patients experienced the longest wait times (68 minutes), while Hispanic patients waited 60 minutes, and non-Hispanic white patients waited 50 minutes.

What Will the Future Hold When it Comes to Wait Times?

On average they’ll increase, but there’s no reason your ED can’t be an outlier. First, you need to know where you stack up, which you can do by checking outProPublica’s ER Wait Watcher.

If you find that your patients are waiting longer than those at a nearby hospital, Donovan and Partners can assess your ED and uncover the reasons why. We’ll examine your triage process, staffing and patient flow, and then help you implement the best solutions to cut wait times. Contact us today at cmd@constancedonovan.com or 651-260-9918.

 

Sources:
ProPublica: “ER Wait Watcher, Which Emergency Room Will See You Fastest?”

Centers for Disease Control and Prevention: “Wait Time for Treatment in Hospital Emergency Departments: 2009.”

Centers for Disease Control and Prevention: “Health, United States, 2012, With Special Feature on Emergency Care.”

American College of Emergency Physicians: “Emergency Department Wait Times, Crowding and Access Fact Sheet.”

The Importance of a Strong Discharge Checklist

ImportanceOfAStrongDischargeChecklist

The moment a patient is discharged from the emergency department (ED) should be a moment marked with confidence for both the patient and ED staff. Each party should be satisfied with the care provided and that the chance of a return visit to the ED in the near future are low.

A visit to the ED is typically stressful for a patient and their families. From the time they walk in your door until they get to discharge can be an arduous experience. But by engaging patients with effective communication throughout thier experience and especially before the leave they’ll be empowered with the necessary knowledge to ultimately take control of their care.  

One important tool for effective communication every ED should utilize is the discharge checklist.

According to the Robert Wood Johnson Foundation, patients should have a solid understanding of these six things prior to discharge:

  1. Their overall care plan;
  2. Where they will be going after discharge;
  3. If transferred, who to contact if a problem arises;
  4. Medication instructions along with potential side effects;
  5. What symptoms to be on the lookout for;
  6. And any necessary follow-up appointments.

This is a lot of information for a person or family to absorb, especially when they find themselves in the ED. A strong discharge checklist will provide this essential information in a way that’s easy for patients and caregivers to understand as the ED staff person reviews it with them and once they take it home. Just as important, a strong discharge checklist will instill confidence among the ED staff that all pertinent information has been shared with the patient.

So, what does a strong discharge checklist look like?

The best discharge checklists are educational in nature and address social and medical risk factors that could result in a return visit to the ED. If the patient is homeless, a list of area agencies that offer housing assistance should be included. The same goes for patients who have issues involving substance abuse.

Strong discharge checklists should also be simple in form and created with the demographics of the community the ED serves in mind. If there is a high population of Spanish-language speakers in the community, it’s best to have the checklist available in Spanish as well.

Discharge checklists of course can’t be tailored to every individual patient, but a strong checklist will cover the necessary bases to ensure discharge is successful for the vast majority of patients.

The Robert Wood Johnson Foundation offers a good model for what a strong discharge checklist should look like, as does Medicare.gov. The important element these two checklists share is that they both empower patients and caregivers with points of action.

For example:

I understand what symptoms I need to watch out for and whom to call should I notice them.

This is a good example of how proper wording places the primary responsibility of care on the patient with ED staff acting as a guide. Nurses aren’t checking off the box when they relay necessary information to patients. Instead, patients and caregivers are checking the box off when they have a firm grasp on the information that’s been presented to them.

The discharge process for every ED is different, but the one tool each should be utilizing is a strong discharge checklist. While there’s not a “one-size-fits-all” checklist out there, Donovan and Partners is available to assess your ED and help you develop a tailored discharge checklist to lower return rates and improve the discharge process.  Contact us today at cmd@constancedonovan.com or 651-260-9918.

SOURCES:
Robert Wood Johnson Foundation: “Care About Your Care Discharge Checklist & Care Transition Plan.”

Medicare.gov: "Your Discharge Planning Checklist."

American College of Emergency Physicians: “Improving the ED Discharge Process.”

What Is The Emergency Medical Treatment and Active Labor Act (EMTALA)? Why Is It Important?

WhatIsEMTALA

EMTALA is the federal law that ensures people can access emergency care, whether or not they can pay. When someone goes to the emergency room with a medical emergency they must be seen, receive a medical screening exam and be stabilized if the hospital has the ability to do so. Generally, people interpret it to mean: a hospital can’t turn a patient away without the benefit of a medical screening examination.

Of course nothing is simple and EMTALA carries its own controversy along with it. People tend to fall into one of two camps: Either EMTALA is one of the great things about living in America -- it ensures that people who need emergency care receive it. It’s a safety net.

Or, others believe that EMTALA drives up the cost of healthcare and adds to financial difficulties hospitals experience. That’s because when EMTALA was written into law, funding was not written into the federal budget to pay for it. 

How does EMTALA affect to emergency departments?

Some pinpoint EMTALA as a cause for emergency department overcrowding. Politics and opinions aside, as an emergency department, you must be ready to evaluate and stabilize basically any and all who come your way. To do that you need to make sure the following are in place and buttoned up:

  • intake and triage processes
  • patient flow protocols
  • staffing and scheduling procedures

Failing to provide medical screening examination and stabilize patients can cost you in penalties and lawsuits.

Why does EMTALA matter to doctors and hospital administrators?

You need to know what the law requires. When patients show up at your door, every effort must be made to complete a medical screening exam and initially stabilize the patient within the abilities of your hospital. Know that if your hospital cannot fully stabilize a patient, you must transfer them to another facility with the capabilities to do so. You must also transfer the patient, if they request to be transferred.

The nuances of EMTALA are not always easy and it can get tricky. How can you be sure you’re complying with EMTALA? You may wonder what counts as an “emergency medical condition”? What should your medical examinations involve to make sure you are providing a screening that will comply as an “emergency medical screening” under the law?

For these questions, it is best to go by the book. Luckily, the Center for Medicaid and Medicare Services have these online resources so you can look up the law.

You need to know what counts as an emergency. For a brief explanation of what counts as an emergency condition, the American College of Emergency Physicians summarizes it this way:

“An emergency medical condition is defined as ‘a condition manifesting itself by acute symptoms of sufficient severity (including severe pain) such that the absence of immediate medical attention could reasonably be expected to result in placing the individual's health [or the health of an unborn child] in serious jeopardy, serious impairment to bodily functions, or serious dysfunction of bodily organs.’”

You need to be prepared to cover the costs. And since seeing patients who seek care but cannot pay does cost money, physicians and hospitals are left absorbing that cost. According to the American College of Emergency Physicians: “Emergency physicians provide the most charity care of all physicians (AMA 2003).”

 Because of this, the group advocates for ways to get emergency doctors compensated for EMTALA patients and federal guidance on how to comply with the law.

 The cost of treating patients who cannot pay is passed down to hospitals and may ultimately be passed down to other patients at the hospital.

Who gets fined for EMTALA violations?

Physicians can be fined up to $50,000 per violation and lose their ability to receive Medicare reimbursements. Depending on its size, the hospital can also be fined up to $50,000, or more, depending on the number of violations. A hospital can also lose its Medicare funding, a significant source of revenue in most hospitals. A hospital can also sue another hospital that passes along a patient that isn’t stabilized.

How can Donovan and Partners help with challenges associated with EMTALA? 

While Donovan and Partners is not an EMTALA compliance specialist, we can help you take a look at your emergency department’s protocols and procedures to make sure you are capable of handling some of the situations that EMTALA can create and ensure that everyone gets quality care. We can help you examine and improve your:

  • emergency department’s intake and triage process
  • patient flow protocols
  • staffing and scheduling procedures

We’ll help you implement best practices so you’re prepared and in good position to handle any strains EMTALA may cause. In addition, we can also help with CMS response and action plan development in the event you are cited. Contact us today at cmd@constancedonovan.com or 651-260-9918.

SOURCES:

Centers for Medicare and Medicaid Services: “Emergency Medical Treatment & Labor Act (EMTALA)”

American College of Emergency Physicians: “EMTALA”

What Is HCAHPS? Why Is It Important?

WhatIsHCAHPS

Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) usually refers to a survey created by the federal government. It is designed to measure how well hospitals are performing in the eyes of its patients. Generally speaking, it measures patient satisfaction. It’s pronounced “H-caps.”

This year marks the 10th anniversary of public reporting of HCAHPS scores. To celebrate, let’s answer some common questions about it with help from the Centers for Medicare and Medicaid Services’ (CMS) website as our source.

Why Do HCAHPS Scores Matter?

How patients rate hospitals can impact the hospital’s bottom line. Of the things hospitals are measured on, they can face financial incentives or penalties (up to 2 percentage points of their annual payment update) based on whether they report results and how they score in 10 areas. Also, in the new era of hospital Value-Based Purchasing, how hospitals do on the survey accounts for how well they perform in the patient experience of care domain.

What Are Hospitals Measured on?

According to CMS:
■ Nurse Communication (Question 1, Q2, Q3)
■ Doctor Communication (Q5, Q6, Q7)
■ Responsiveness of Hospital Staff (Q4, Q11)
■ Pain Management (Q13, Q14)
■ Communication About Medicines (Q16, Q17)
■ Discharge Information (Q19, Q20)
■ Cleanliness of Hospital Environment (Q8)
■ Quietness of Hospital Environment (Q9)
■ Overall Rating of Hospital (Q21)
■ Willingness to Recommend Hospital (Q22)

How Does the HCAHPS Survey Take Place?

Patients are surveyed by mail or phone. Hospitals can conduct the surveys themselves or hire an outside group to do it for them. The information is collected monthly and reported quarterly. 

How Can I Find Out How Well My Hospital Scores?

You can look up the HCAHPS scores of your local hospital and compare its performance to how hospitals are performing across your state and the country on the Hospital Compare website: http://www.hospitalcompare.hhs.gov 

How HCAHPS Holds Hospitals Accountable

The HCAHPS survey value lies in that it is a standardized measurement tool that makes it easy to compare one hospital to another and because the results are publically available. This type of transparency holds hospitals accountable.

To create the survey CMS partnered with the Agency for Healthcare Research and Quality (AHRQ).

According to them, there were three main goals for creating it were to:

1) “Produce comparable data on patients' perspectives of care that allows objective and meaningful comparisons among hospitals on topics that are important to consumers”

2) “Create incentives for hospitals to improve quality of care” because the results are available publicly

3) “Increase transparency and increase public accountability” because of public reporting

New for 2016

Medicare and Medicaid reimbursements have been influenced about how hospitals score on HCAHPS as a whole for inpatients. This year hospitals will also be held accountable for how well their emergency departments are performing. These scores will begin to affect reimbursements.

If you’d like more information on HCAHPS or talk about ways to help boost your Emergency Department’s scores, contact Donovan & Partners today. We bring to bear more than 20 years of experience in helping emergency departments assess opportunities and set up efficient and cost-effective processes to deliver quality care.

SOURCES:
Centers for Medicare and Medicaid Services: “HCAHPS: Patients' Perspectives of Care Survey,”

“The HCAHPS Survey - Frequently Asked Questions.”

5 Ways to Prevent Improvement Burnout

5 Ways to Prevent Improvement Burnout.jpg

It’s been five years since the Affordable Care Act (ACA) was signed into law.

It was 15 years ago that the Institute of Medicine published its landmark “To Err Is Human” report.

Earlier this month, the Institute for Healthcare Improvement (IHI) held its 27th Annual National Forum on Quality Improvement in Health Care.

In other words, the current drive to improve the quality, accessibility, and cost-efficiency of healthcare in the United States has been underway for nearly three decades. In recent years — notably since passage of the ACA — we’ve seen the velocity and volume of those efforts pick up. That’s cause for excitement and optimism. But we also need to be careful to prevent burnout among our staffs—in both their day-to-day operations and their change efforts.

That’s especially true for those who work in the emergency department, where the stakes — and the passion for helping people — run high.

The theme for this year’s IHI National Forum was “Recharge.” It’s a concept I encourage you to keep in mind at this time of year, as you pause to reflect on how your organization performed against its 2015 improvement goals and begin planning for 2016. There is no more essential element to the success of your improvement initiatives than an energized, engaged, and motivated team.

I also want to share with you some ways to help recharge your department’s efforts and avoid what others in the healthcare field have called “improvement fatigue.”

  1. Celebrate progress. This one is obvious, but so important that I’ve placed it first. It’s easy to put off recognition until you have the time or opportunity to make if formal. Or to wait until you’ve met the big, overarching goal. Don’t. Recognize even small increments of improvement. If your team is facing disruption or uncertainty due to operational changes, let them know in real-time how much you appreciate their patience. How you do it doesn’t much matter — often a simple written message will do — as long as you make it meaningful.
  2. Reconnect with the reason you’re improving. Keep patients and their loved ones central to your efforts. They’re the reason your team members chose their professions and report for work each day. It’s easy to get caught up in eye-glazing quality measurement numbers, but they only tell part of the story. There’s another, human story behind each of those numbers. Try to include at least one patient story every time you report on progress.
  3. Renew efforts to engage your staff. They’re the ones who suffer the frustrations of inefficiency or puzzle at the illogic of processes that don’t work well. Look for ways to capture their observations and identify small changes that can have significant impact. Encourage them to be solution-oriented, to replace the question “Why do we always ____?” with “What if we could _____?”
  4. Triage your improvement efforts. Prioritize your resources toward those initiatives where the need is greatest, the timeline the most urgent, and the potential for a good outcome highest. Then make sure the team members you task with implementing those efforts understand what’s at stake. It’s easier for them to be motivated when they can clearly see the need for and potential impact of what they’re doing.
  5. Inject a little levity. The work of the emergency department is serious business. But there’s still room to take a lighter touch with quality improvement efforts. It may even increase your team’s engagement. Think of how many times you yawned through airplane safety demonstrations until the airlines started producing videos that use humor. If you’re planning a meeting or activity related to improvement efforts, consider finding ways to incorporate humor or even game-like elements to add some fun to the proceedings.

What are some ways you’ve found to prevent improvement burnout and keep your team engaged? Contact me to share your ideas or to get more information on leading successful quality improvement efforts in the emergency department.

In the Emergency Department and on the Field: Teamwork + Talking = Win!

Ever watch the coaches’ post-game interviews after a big game? You often hear the winning coaches give solid communication a big piece of the credit. They say things like, “They did a few things that we didn’t anticipate, so it was a good adjustment on the sideline with the staff and the players. We had good communication there.” -- Iowa University Coach Kirk Ferentz

In the Emergency Department and on the Field Teamwork Talking Win.jpg

And from coaches on the other end of the scoreboard, poor communication can get the blame.

“Yeah, you know I think there is a lot to figure out. I think a lot of that falls back on communication. Sometimes we are communicating well, sometimes we’re not. Different spots in the game and it is really not even week-to-week, it is really drive-to-drive, series-to-series. You know it is really good then it falls down and obviously some of it is holding us back.” -- Buffalo Bills’ Coach Rex Ryan

Both of these quotes are from last month. It’s interesting how team communication on the football field plays a role in success just as it does in the emergency department. Take out the references to sidelines and drives and I am struck by the similarities.

In the emergency room there are always unanticipated things that crop up -- it’s part of the job. Your healthcare providers need a plan for how to communicate those changes to adjust treatment plans.

And while you might have solid communication for the most part, slippage can cause you to fall down. It can cause medical errors putting patient safety at risk. It can also hold your organization back from earning the most it can in the growing pay-for-performance healthcare environment. 

This Thanksgiving here are three communication techniques I am thankful for that can help. I’ve seen them work in many emergency departments to help them maximize communication between doctors and nurses. Bonus, you don’t need an expensive new technology to implement them.

1. Try SBAR at the Get-Go -- This is an acronym that can help nurses remember crucial facts to pass along to doctors or physician's assistants after they do the initial workup of a patient. You’ll want to convey the Situation, the patient’s Background, an Assessment of what you saw and learned, and a Recommendation for action.

Wait? Nurses recommend an action to the doctor? Yes. This type of information can be crucial to a patient’s care. It’s all in how you do it. Let’s put the entire technique in perspective with an example.

A patient comes in after a fall and complaining of hip pain. He’s in his 60s and has diabetes. As his nurse, you help him change into a gown before the doctor comes into examine him, you come to learn his left toe hurts. You check it out and see that it is red and swollen. This isn’t the issue he came in complaining of but it is something that is causing him trouble. It could be from the fall or perhaps even gout. You make a mental note. “It’s probably worth the doctor checking out.” Then, when you give the doctor her briefing, mention it. Here’s how it breaks down: 
Situation -- The patient is complaining of hip pain.
Background – He came in after falling. He also has diabetes.
Assessment – In addition to hip pain he has a red inflamed big toe on his left foot.
Recommendation – You might want to check out his toe while examining him. 

This is a crucial information handoff point in the patient care continuum. But don’t let your in-person talks between doctors and nurses end there.

2. Communicate Face-to-Face Often -- Ah, remember the days of this? I’m only half joking but even in our nonprofessional lives it seems people are shying away from good old fashioned eye contact and human connection.  We have all gotten so busy and have benefited so much from technology tools that many of us now communicate mostly electronically. We’ve come to neglect tried-and-true means of human connection. Nearly a decade ago there was some pushback against this trend in the corporate world. In an effort cut its employees’ dependence on nonverbal communication over the phone or in-person exchanges, a few companies instituted e-mail-free Fridays.

"As a medium, [email]'s inherently ambiguous," said behavioral science professor Nicholas Epley of the University of Chicago Graduate School of Business in an ABC news article on instituting email-free Fridays. "There's not as much information conveyed. The pitch of your voice, the speed with which you say something, the emotional tone that's carried in your voice isn't there."

Sound familiar? The same can be said for relying too heavily on nonverbal communication tools in the emergency department. There are similar reasons to buck this trend of relying on only written communication.

Encouraging face-to-face communication can help build relationships between your staff. And it can be more efficient. Going to find the doctor or nurse you’re working with to tell them something may take time but it can save time as well. You can convey things in the moment and it presents an opportunity for a give and take, and the ability to ask questions and dive deeper to collect all the information in one communication session versus several electronic volleys. So the next time you have an important update on a patient, take five minutes to seek out the team member you’re collaborating with to give them a status update face-to-face.

3. Readback to Confirm the Message Is Received -- While you’re looking each other in the eye, try this one out as well. Most nurses do practice this but sometimes in my consulting work I find it is helpful to go back to some of these basics or foundation elements that are crucial to good communication. Reading back what a physician or physician's assistant says for confirmation can save your team from making mistakes and can even save lives. Was that 2 ccs or 25 ccs? In the nonmedical world, this technique can be called mimicking or rephrasing and is a key element of active listening. It helps signal that the nurse is listening and comprehending. It also provides an opportunity for the physician to reaffirm their order.

This is one little check and balance to add to your team’s arsenal whether it is about medications or discharge instructions. Doctors can try this as well to confirm that they have heard and understand the information nurses have relayed. It even works at shift change. It closes the loop. As the one on the receiving end of communication: Knowing the message you got is the one that the sender intended is a beautiful thing. And as the one doing the reporting of information: Knowing the message you sent was received is reassuring.

These are just three communication techniques you can try to improve communication among your emergency department team. It can be amazing how formulating a game plan for everyone to follow can really help team performance.

 If you’d like help with improving communication in your emergency department, contact me. I’d be honored to help by doing a personalized assessment of opportunities and formulate a customized action plan to put you all on the right path.

Tips to Set the Scene for Open Patient Communication

We’ve all heard the saying, “There is no such thing as a stupid question.” But how good of a job is your emergency department nursing and medical staff at making patients truly feel that way? Your patient satisfaction and HCAHPs scores are riding on it.

Tips to Set the Scene for Open Patient Communication.jpg

Healthcare has become consumer driven. Patient satisfaction surveys ask patients if nurses and doctors care about them, if they were given the information they needed to get well, and whether they are likely to recommend your hospital to someone else. Reimbursement is dependent on the effectiveness of our communication and the effectiveness of our treatment.

Here are some tips to help your team in their communication with patients.

1) Make Eye Contact. To engage the patients and families try being mindful to look them in the eye and listen with a caring and warm attitude.  Recognize this first step is the most important in establishing a rapport and this rapport will most likely set flow for the patient’s entire experience.  

2) Use Your Senses. You want to develop a communication style that is adaptive to the situation and patient you’re working with. Look, listen and feel to understand what is being said and not being said. Empathy and acknowledging the patient’s well-being and comfort demonstrate respect.

3) Anticipate. When you listen to understand your patients and their families it helps you anticipate concerns they may have. This can be very comforting. Anticipating involves knowing customarily what, when, why care is a certain way (process) and then thinking about questions the patient might have about the process but be too intimidated to ask. Try making thoughtful remarks such as “Many patients what to know when the doctor will see you”. Then acknowledge that the doctor has several patients and follow-up with information on how quickly the doctor will see them.

4) Try a Different Delivery Style. Think about creating a relationship where patients feel comfortable talking to us. You can create this type of relationship if you understand how to initiate conversations using techniques called “appreciative inquiry or welcoming questions.” These open channels of communication between patients and caregivers. That’s so important because patients have information that is crucial to helping them get better.

Appreciative inquiry involves framing questions in a way that helps you gather relevant information, foster a give and take in communication, and encourage positive action as a result

Rather than just communicating in short questions or commands, it involves asking an open ended question around the topic you want to address. Then you can guide to conversation to impart important information.

This might be a communication tactic which is different than the informative caregiver mode of communication that you’re used to. It’s no secret nurses and doctors are busy caregivers, we often need to make “a long story short” -- get to the point quickly and with technical accuracy. But while that is perfectly OK and actually important in communication between one shift of nurses to the next or between nurses and doctors or PAs, this hospital-speak is sometimes lost on patients.

In addition to being confusing, it often doesn’t create relationships with patients and family that inspire open and effective communication. Patients can become intimidated and are reluctant to ask questions because their nurse or doctor has such urgency.

How to Use Appreciative Inquiry
Here’s an example you might use when talking to a patient before discharge:

“We have a lot of patients that come to the ED for migraines. Have you sought out help for them from the emergency department before?”

This sets the scene in an empathetic way. You appreciate their problem -- the migraine. You set them at ease by letting them know they are not alone in seeking help for their type of problem and don’t feel scolded for it.

If they answer “Yes, twice before,” you can share information that will direct them toward taking positive action going forward. For example, you could then say: “We know about this clinic where you can get help managing your migraines.”

5) Be patient. Keep in mind that when you try this type of approach you may get more questions from patients. For example, a question about how long they can expect their recovery to take might be something you automatically know. But with patients you can’t take for granted that this is common knowledge. Patients and family don’t know what they don’t know, and need guidance to help them ask the right questions and establish expectations.

Remember, there are no stupid questions. Questions are a good thing. It means the patient is tuned in. Asking questions can help them better understand what role they need to take in recovering. Having an ongoing conversation can help you provide the best care.

Being composed, acknowledging, listening to understand, being responsive, knowing, and caring has the potential to engage and create a rapport with the patient and their family which impacts their overall experience. Interestingly, these approaches to communication can increase understanding, focus and efficiency too.

If you’re interested in talking more about communication techniques or making appreciative inquiry something you practice in your ED, drop me a message. I’m happy to talk more about it with you.

Create a Culture of Carefulness and Communication

Last week I mentioned two ways you can boost your patient satisfaction scores. Here's one doctor's perspective on how upping her communication game helps her provide quality care to the patients he sees. It's a good read.

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Communication is another area that you can focus on to boost scores. Solid communication among emergency department staff is so important. It influences patients' care and perception of that care.

As she talks about, establishing solid communication at shift changes is key. She also offers his personal tips and tricks for how to do it. Additionally, I love the shout-outs to the nursing staff. Do you have any things that have helped you create a "culture of carefulness and communication" in your emergency department?

This blog has got me thinking. In my next post we'll take a deeper dive into polishing up communication in the emergency department.

How to Decode and Fix Low Patient Satisfaction Scores

Patients have an uncanny ability to pick up on underlying areas that need improvement in your hospital. Do you know how to translate what they’re saying? Learning how to interpret patient satisfaction results is becoming even more crucial because of upcoming changes to Centers for Medicare & Medicaid Services (CMS) scoring.

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Starting next year, your hospital’s overall reimbursement score will be impacted by how well your emergency department does on patient satisfaction surveys. It could cost your hospital a percent of your Medicaid reimbursement.

Here is how to translate some patient satisfaction results into changes for good.

Low score on: Attentiveness of nursing staff

Take a look at: Your staffing ratios and scheduling and rounding procedures

Nurses that don’t have time to spend with patients and satisfaction scores reflect that. Patients report less empathetic nurses when the nurses are harried and pressed for time.

In California, safe staffing laws have stated the appropriate staffing ratio in emergency departments is four patients to every nurse. The closer you are to that ideal the more time nurses have to talk with patients and provide quality care. Not only do patient satisfaction scores rise but outcomes can too.

If you feel you can’t afford new hires, take a look at how you’re doing scheduling. Maybe you can rebalance how staffed up your emergency department is so you’re making the most of the staff you do have and are balancing your staff to workload ratio appropriately.

Another way to boost scores in this arena: take a look at rounding. Are patients being checked on every hour by staff? When you provide scripting for allied health professionals when they complete rounds it makes it easier for the staff and ensures that patients are being listened to and their basic needs are being cared for.

Low score on: Delays in care

Take a look at: Operational efficiencies

How is patient triage upon arrival? Does your staff have processes in place to rapidly assess whether a patient is suffering from a heart attack or sore throat and get them the proper care? Develop processes to provide the right service with the right provider at the right cost. This approach requires developing clear procedures for routing patients efficiently and effectively to the appropriate treatment area and for diagnostics, e.g. x-rays.  Putting specific processes in place creates efficiencies and cuts down on the possibility of a patient languishing in one area and long throughput times.

For more insights into what your patient satisfaction scores are trying to tell you, reach out to me. I am happy to help your emergency department with an assessment that uncovers opportunities for improvement and outlines recommended actions.

Pay Attention to Safety and Caring and Patient Satisfaction Scores Will Rise

Four Areas to Target Including One Surprise

Patient satisfaction can seem like an ephemeral thing. Is there anything tangible you can focus on to boost it?

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Several studies have indicated that yes, yes there is. It is all about getting back to the basics. It appears that by focusing on things that improve safety and caring, patient satisfaction scores will rise as well.

A review published in the British Medical Journal in 2013 looked at 55 studies that measured care and patient satisfaction in several types of healthcare settings. The idea for the review came about in an effort to answer the question: should patient satisfaction even be used as a measure to rate hospitals?

The review found that, higher patient satisfaction scores were often linked to higher safety and clinical efficiency scores.

“Overall, it was more common to find positive associations between patient experience and patient safety and clinical effectiveness than no associations,” said the authors.

If patient satisfaction scores were high, the same hospital was likely to have high patient safety and patient experience scores as well.

Results from a Patient Safety and Quality Care survey of studies in 2008 speculated that this might be because the same things that help prevent serious complications, patient identification errors, infections, medication errors and falls also happen to improve patient satisfaction.

What Steps Can Your Emergency Department Take to Improve Safety, Caring and Satisfaction?

There are many things you can do and I am happy to talk to you about a unique plan for your hospital but for the purpose of this post, we’ll take a look at four biggies.

1) Take a look at communications. Make sure you have procedures in place to make communication of patient information easy. Areas to look at? Transfer of information between caregivers, shifts and different departments within your hospital. Looking at your procedures for intake and discharge can be especially effective.

Nursing leaders, you can reinforce the importance of communication in your rounding and bedside reporting to oncoming nursing staff. Modelling this behavior yourself -- leading by example -- can help ensure the whole nursing staff adopts this approach.

2) Make sure staffing coverage meets the demand for patient care.AHRQ’s Patient Safety Network has concluded what most of us know -- nurses are critical in ensuring patient safety. So let’s help set them up for success. Staff that aren’t pressed for time and stressed running from one emergency to the next has the time to provide quality care. Appropriate coverage also minimizes mistakes.

So how can you make this a reality? Experienced nursing leadership knows the wisdom of a data-driven staffing and scheduling approach. You can use healthcare analytics to understand demand and your functional capacity to solve your staffing challenges.

3) Encourage an environment of trust and non-judgmental for reporting errors. Staff is less likely to report errors or perform well when there is a “blame game” type of atmosphere. Patient safety and satisfaction suffer. Fostering the right culture can help remedy this.

A “just culture” -- one that strikes the right balance between openness and accountability -- improves safety without being arbitrarily punitive. The Leapfrog Group, a circle of large employers focused on improving health care safety, has recognized the importance of a fair and just culture in improving safety.

There is a methodology and algorithm you can apply to help you implement this type of culture and spell out guidelines for appropriate actions when errors are made.

 

4) Limit noises to promote healing and focus. This one may come as a bit of a surprise. Patient satisfaction surveys tell us patients are not as happy in loud environments. Studies have found that noise hinders healing, causes sleep deprivation, and increases pain.

So upon a second look -- it also makes sense that chaotic unscripted emergency department noise can compromise safety. Researchers have found that louder healthcare environments produce more medical mistakes. It makes it hard to concentrate, may desensitize staff to important alarms, and interferes with the effective communication between caregivers. The Joint Commission made a National Patient Safety Goal on managing clinical alarms systems in 2014. They recognized that if they are not properly managed, they can compromise patient safety.

To take control of noise you need to understand it. Every interaction, every piece of equipment, every medical alarm, every emergency page, and every phone creates noise. Even patients, visitors and others add to it.  

To solve this multi-faceted problem, engage everyone in pinpointing sources of noise and taking personal responsibility to limit it. Sometimes changes to the physical environment can help too.

So Why Does Improving Safety Yield Other Benefits?

None of the study authors pinpointed the whys behind the link between good safety scores and high patient satisfaction. Perhaps emergency departments that rate well on patient satisfaction measures are also paying more attention to safety rules too.

Or maybe it is because people go to emergency departments to get better. When adverse events are kept to a minimum and safety is a priority, people are more likely to improve and heal. It’s natural that those patients will be more satisfied.

What I do know for sure is that when you invest in improving processes and communication to improve safety and care it can yield a double-win!

If you need help examining safety protocols or your patient satisfaction survey results and finding ways to improve, I can help. Contact me. I’d love to talk over your emergency department’s unique situation with you.

SOURCES:

Patient Safety and Quality Healthcare: “Safety and Satisfaction: Where are the Connections?”

BMJ Open: “A systematic review of evidence on the links between patient experience and clinical safety and effectiveness.”

AHRQ PSNet: “Nursing and Patient Safety.”

Hospitals and Health Network: “Runaway Noise in the Hospital.”

New England Journal of Medicine: “Balancing "no blame" with accountability in patient safety.” Wachter RM, 2009.

The Joint Commission: “The Joint Commission Announces 2014 National Patient Safety Goal.”

Patient Navigators: Worth Their Weight in Gold

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For those of us that work in health care, the ins and outs of how the process works, referrals, follow-ups, prescription instructions, insurance – it’s part of our everyday language. But for the average American, dropping them in the health care system can feel as foreign as plopping them down on another planet.

The rules are different, the language is different, the path is unfamiliar and winding, and there is money as well as their health on the line. It can be downright scary and intimidating. The stress of these challenges can make getting well hard to do. Enter the patient navigator.

What is a patient navigator?
Today, Patient Navigators are on the leading edge of the changing tide of health care. They function differently depending on the situation -- sometimes they provide patient education, other times they operate as a coach and a patient advocate.  

Not investing in hiring nurse navigators for your emergency department may wind up costing you. Why? The beauty of patient navigators is they can help on multiple fronts:

1) They reinforce the patient's discharge instructions and help schedule follow up appointments which helps deliver better patient outcomes. They hook patients up with the right services which helps deliver better patient outcomes.

2) Patients are more likely to follow their instructions, get well, and report higher satisfaction scores. Not only is this what we all wish for our patients but thanks to patient satisfaction surveys and outcome measurement systems, these are crucial areas hospitals are measured on and funding is tied to performance.

3) Because patients are receiving better care, it cuts down on repeat visits and re-admissions – which adds to costs and can be even more expensive in the face of funding penalties

How exactly do they do this?
Patient navigators help patients connect the dots to get the care they need. They are a single point of contact for a patient. They can connect patients with different doctors, primary care specialists and therapy providers. They can track down answers to medication or insurance questions. They make calls to remind patients about appointments and arrange for transportation. It’s their job to follow-up with the patient early and often. For a patient navigator that works with emergency department patients, an initial part of their job would be to contact the patient and make sure they understand and are following their self-care instructions at home. They also work to get them to primary care physicians.

They are especially helpful in working with underserved populations. One study published in the Journal of Healthcare Management defined these as people who are low income, uninsured, publicly insured, or recent U.S. immigrants.

The study examined one Texas hospital’s use of navigators. It found some interesting results. Among folks who less frequently used the emergency department for primary care services, navigators helped decreased their odds of returning to the emergency department. Among patients who returned to the emergency department for primary care, the pre/post mean visits declined significantly over a 12-month pre/post-observation period. The authors also found that by lowering primary care emergency department visits it saved enough money to cover the cost of hiring and training the navigators.

So where do patient navigators come from?
Patient navigation is a relatively new field. Sometimes you may have heard them called nurse navigator, patient advocate, healthcare advocate or consultant, or medical advocate. Patient navigators aren’t providing patient care. They are enabling it to happen.

The story goes that in the ‘80s and early ‘90s Dr. Harold Freeman developed the concept in Harlem after survival rates for women with breast cancer at his hospital were low --  39 percent 5-year survival rate. The expected rate: about percent.

He recognized that it is challenging to get well. A lot of different things have to come together. Additionally, the challenges can be greater if you’re poorer. Time away from work, transportation, and childcare all have a cost. After implementing patient navigators, he was able to raise survival rates to 70%.

The field really began growing in recent years in part because of changes brewing ahead of the Affordable Care Act and the move towards accountable health care and Medicaid penalties.

You should know that because it is a relatively new occupation there is no accrediting body or licensing process. But the industry is moving towards that over the long term. Earlier this month, the National Association of Healthcare Advocacy Consultants just posted best practices.

Right now, if someone wants to become a patient navigator there are training programs, certifications, and even master's degrees that produce some of these practitioners. Some hospitals have had success using peer training programs.

How much does it cost to hire patient navigators?
Accenture and a hospital foundation spent $254,500 to fund six patient navigators for a year-long pilot program. The Bureau of Labor and Statistics classifies navigators as Health Educators and Community Health Workers. They list the median income for 2012 as $41,830 a year. With a nursing degree or other medical training they command more.

If you are interested in hiring, there may be some grants available from government agencies. Big Pharma and other Foundations are also pitching in at some hospitals.

What’s the ROI?
According to Managed Healthcare Executive, the returns on investment are considerable. They reported that the year-long Accenture pilot project in Pennsylvania resulted in a 43 percent reduction in excessive emergency department visits. This was across three hospitals. They helped about 4,000 patients.

It also netted other benefits. “… one system had a 60 percent reduction in 30-day readmissions, as part of a broad set of activities…” according to Managed Healthcare Executive.

That project used non-medical navigators that they trained from the community. This kept costs low.

Another hospital Managed Healthcare Executive reported on, Mercy Health in Cincinnati, Ohio, is expanding its navigator program after its pilot program brought a return of $5 for every $1 spent. The system’s one-year pilot decreased emergency visits by about one third. They brought hospital admissions among the high-risk pool down by one-half. Readmissions were cut by one-third.

Who’s hiring patient navigators?
Even though it is a relatively new field, hospitals are starting to catch on to the real benefits that patient navigators can hire.

While they were first utilized mainly to work with cancer patients and chronic disease like diabetes, hospitals are finding ways to leverage their help in more acute situations.

The American College of Cardiology announced in the fall of 2014 that they were launching a patient navigator program at 35 hospitals across the country. Their goal: reduce unnecessary patient readmissions.

The announcement of the program cited “the stresses of the initial hospitalization, to patient fragility at time of discharge, a lack of understanding of discharge instructions, and the inability to carry out discharge instructions” as reasons that drive patient back for readmission. Patient navigators can help in all these areas.

More Details Please
If you have specific questions about how patient navigators can help your hospital, contact me. I’m happy to talk with you about how your emergency department can work more efficiently and get better results.

SOURCES:
Patient Navigator Training Collaborative
Patient Navigator: “Patient Navigators – Who We Are and What We Do,” “Ethical Standards and Best Practices – Final Version Published,” “Training Programs for Patient Navigators.”
National Association of Healthcare Advocacy Consultants – Present at the Creation
Agency for Healthcare Research and Quality: “Connecting Underserved Patients to Primary Care After Emergency Department Visits.”
Accenture: “Jameson Health System Launches Patient Navigation Program with Highmark Foundation and Accenture.”
Mena Report: “Pittsburgh Hospitals Reduce Emergency Healthcare Executive: “Navigators reduce no-shows.”
American College of Cardiology: “American College of Cardiology Patient Navigator Program Completes Hospital Selection.”
Journal of Healthcare Management: “Reducing preventable emergency department utilization and costs by using community health workers as patient navigators.”
CNN: “Helping Patients Navigate the Healthcare System.”