115 Communication, professional developement, data driven decision making. (16th November 2020)

• Record Type: Journal Article
• Authors: Cohn, Martin Ezequiel; Barnass, Stella
• Is Part Of: BMJ leader. Volume 4(2020)Supplement 1
• Page Start: A43
• Page End: A43
• Publication Date: 2020-11-16
• Subjects: Medical personnel -- Periodicals; Leadership -- Periodicals; Medicine -- Practice -- Management -- Periodicals; Health services administration -- Periodicals; 610.68
• DOI: 10.1136/leader-2020-FMLM.115
• Languages: English
• ISSNs: 2398-631X

Abstract

Abstract : Hand in hand with the COVID-19 pandemic, new processes were put in place to address such disease. The implementation of a structured and reliable process for swabbing of potential COVID-19 infected patients became critical. Nevertheless, this process did not come without problems in practice. Around mid-March, it was noticed that over 10% of swab samples collected at Hillingdon Hospital were being rejected for analysis. A root-cause analysis through questionnaires and objective data sampling was conducted with support of internal stakeholders to explore the problem. Practical issues in sample handling linked to inadequate communication and training were identified as the main cause for sample rejection. By the third week of March (i.e. one week in the project), an immediate approach was taken. With support from senior nursing staff, the team created an open space during handovers for the discussion of concerns and issues around sampling and technique. Ward specific figures and details were handed over to the ward sisters to inform each team. During the second stage of interventions, in collaboration with several members of the multidisciplinary team, multiple scripts for an educational video were developed. Several video versions were released based on feedback and following updates from national guidelines. With support of Silver Command, the videos were distributed through the daily email communications and in the Trust's homepage. The actions implemented had an immediate effect in the overall sample rejection rate, reaching about 5% a month in the project, and dropping to less than 2% in later months. The project improved communication within the teams and cooperation between the multidisciplinary team, highlighting the importance of continuous professional development. In moments of crisis, this union led to further support and reliability on leadership who was trying to promote safety among staff and patients during this difficult time.