Does a novel method of delivering the safe surgical checklist improve compliance? A closed loop audit. (August 2016)

• Record Type: Journal Article
• Authors: Reed, Sophie; Ganyani, Rutendo; King, Richard; Pandit, Meghana
• Is Part Of: International journal of surgery. Volume 32(2016)
• Page Start: 99
• Page End: 108
• Publication Date: 2016-08
• Subjects: Safety culture -- Checklists -- Compliance; Surgery -- Periodicals; Surgical Procedures, Operative -- Periodicals; 617.005
• DOI: 10.1016/j.ijsu.2016.06.035
• Languages: English
• ISSNs: 1743-9191

Abstract

Abstract: Background: In February 2010, the UK National Patient Safety Agency set a mandate that the World Health Organisation's Surgical Safety Checklist (SSC) should be completed for every surgical patient within the NHS in a bid to improve surgical safety. However since its introduction, there have been issues with checklist compliance, staff engagement and surgical serious incidents continue. Aims: This study seeks to explore if an unavoidable pre-recorded audio delivery of the SSC improves compliance and staff engagement with the checklist. Methods: The performance of the time-out and sign-out sections of the SSC were observed in three phases: standard practice, audio prompt and full audio delivery. Two researchers visited operating theatres throughout a three-week period. The outcome measures were occurrence of time-out/sign-out, completion of checklist, and presence, and engagement of staff during checklist administration. Staff feedback on the process was also sought. Results: Observation of time-out and sign-out was undertaken for 92 procedures. Time-out and sign-out were performed for 100% of the procedures when using full audio delivery of the SSC, an improvement on findings during the standard practice phase (time out- 97.4%, sign out- 86.8%). The compliance with completion of checklist items also improved with audio delivery of the SSC. However, the presence of all key staff and active participation of team members with the checklist was unaffected by the mode of delivery. Team members' self-reported engagement did not significantly vary across the different practices. Conclusion: The intervention seems to improve rate of checklist completion, particularly signout. It also brought more consistency on the questions read out during checklist administration. It doesn't necessarily ensure all key staff are present neither does it significantly improve staff engagement in the process. Highlights: This is an innovative concept rather like "mind the gap" on underground trains (London tube). This study reveals that cultural aspects may underpin the process of SSC that need further study. The delivery of the SSC and completeness of the SSC clearly improved with the audio delivery of the SSC.