针对重症监护室间转运过程中等待时间延长问题实施跨学科转运集合干预措施

IF 2.3 Q2 HEALTH CARE SCIENCES & SERVICES Joint Commission journal on quality and patient safety Pub Date : 2024-01-26 DOI:10.1016/j.jcjq.2024.01.009
Sydney Hyder MD, MS (is Pulmonary Disease and Critical Care Medicine Attending, Division of Pulmonary, Critical Care and Sleep Medicine, John H. Stroger, Jr. Hospital of Cook County, Chicago.), Ryan Tang MD (is Internal Medicine Resident, Northwestern University Feinberg School of Medicine.), Reiping Huang PhD, MS (is Health Services Research and Adjunct Assistant Professor, Department of Surgery, Northwestern University Feinberg School of Medicine.), Amy Ludwig MD (is Clinical Fellow, Pulmonary Disease and Critical Care Medicine, Northwestern University Feinberg School of Medicine.), Kelli Scott PhD (is Assistant Professor of Medical Social Sciences, Center for Dissemination & Implementation Science, Northwestern University Feinberg School of Medicine.), Nandita Nadig MD, MS (is Associate Professor of Medicine, Division of Pulmonary and Critical Care Medicine, Northwestern University Feinberg School of Medicine. Please address correspondence to Sydney Hyder)
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引用次数: 0

摘要

背景ICU从地区医院转入三级医院通常是为了获得更高级别的护理。在这项前瞻性单中心研究中,研究对象是2022年1月至10月期间入住地区医院的成人重症监护病房患者,这些患者要求转入三级医疗重症监护病房。作者制定并实施了一项跨学科转院会谈干预措施(THI),目的是通过在主要利益相关者之间提供一致的沟通渠道来减少等待时间。主要结果是转院请求与转入三级医院之间的时间间隔。次要结果包括院内死亡率、出院回家时间、ICU LOS 和住院时间。数据摘自电子健康记录,并对干预前(2022 年 1 月至 6 月)和干预后(2022 年 6 月至 10 月)进行了比较。数据采用逻辑回归或负二项回归进行分析,并对患者的人口统计学特征和临床特征进行调整。重症监护室的研究人员还完成了一项日常调查,了解他们在应用 THI 时遇到的障碍。有 75.0% 的时间完成了 THI。干预前后的主要结果和次要结果在统计学上没有明显差异。作者成功开发并实施了转院小组,以确保重症监护室之间转院患者的跨学科沟通保持一致,并确定了转院障碍。然而,转院时间和患者转院后的结果并无明显不同。未来的研究应考虑人员配置的挑战、医院的能力以及专门转运团队在减少ICU间转运等待时间方面的作用。
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Implementation of an Interdisciplinary Transfer Huddle Intervention for Prolonged Wait Times During Inter-ICU Transfer

Background

ICU transfers from a regional to a tertiary-level hospital are initiated typically for a higher level of care. Extended transfer wait times can negatively affect survival, length of stay (LOS), and cost.

Methods

In this prospective single-center study, the subjects were adult ICU patients admitted to regional hospitals between January and October 2022, for whom a request was made to transfer to a tertiary-level medical ICU. The authors developed and implemented an interdisciplinary transfer huddle intervention (THI) with the goal of reducing wait times by providing a consistent channel of communication between key stakeholders. The primary outcome was the number of hours elapsed between transfer request and the time of transfer to the tertiary hospital. Secondary outcomes included in-hospital mortality, discharge to home, ICU LOS, and hospital LOS. Data were abstracted from electronic health records and periods before (January to June 2022) and after (June to October 2022) the intervention were compared. Data were analyzed using logistic regression or negative binomial regression, adjusting for patient demographic and clinical characteristics. ICU fellows also completed a daily survey about barriers they perceived to the THI application.

Results

During the study period, 76 patients were transferred. The THI was completed 75.0% of the time. There were no statistically significant differences in the primary and secondary outcomes before and after the intervention. The top perceived barriers to transfer were lack of physical beds (50.0%) and staffing limitations (37.5%).

Conclusion

The authors successfully developed and implemented a transfer huddle to ensure consistent interdisciplinary communication for patients being transferred between ICUs and identified barriers to such transfer. However, transfer times and patient outcomes were not significantly different after the change. Future studies should consider staffing challenges, hospital capacity, and the role of dedicated transfer teams in in decreasing inter-ICU transfer wait times.

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来源期刊
CiteScore
3.80
自引率
4.30%
发文量
116
审稿时长
49 days
期刊最新文献
Table of Contents Editorial Board The Joint Commission Journal on Quality and Patient Safety 50th Anniversary Article Collections: Diagnostic Excellence Supporting Professionalism in a Crisis Requires Leadership and a Well-Developed Plan. Quality and Simulation Professionals Should Collaborate.
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