17using a Daily Orthogeriatric Board Round to Reduce Length of Stay and Improve Patient Flow

Grout, Claire; Rochford, A.

doi:10.1093/ageing/afv106.17

Cited by 1 publication

(2 citation statements)

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“…At the time of writing, limited research on the efficacy of board rounds was located despite wide use and staff-intensive requirements 15. Published quality improvement project (QIP) reports suggest that board round modification can decrease LOS13 as can board round implementation 16 17. Implementation of junior doctor champions focusing on patient journey at board rounds increased staff engagement13 while within a palliative care ward, board round implementation was positively evaluated by staff 18.…”

Section: Available Knowledgementioning

confidence: 99%

“… 15 Published quality improvement project (QIP) reports suggest that board round modification can decrease LOS 13 as can board round implementation. 16 17 Implementation of junior doctor champions focusing on patient journey at board rounds increased staff engagement 13 while within a palliative care ward, board round implementation was positively evaluated by staff. 18 However, while reporting promising outcomes, these QIP reports included insufficient detail to enable critique or local replication.…”

Section: Available Knowledgementioning

confidence: 99%

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Increasing staff time for patient facing care on an inpatient geriatric unit through modification of multidisciplinary board rounds: a quality improvement project

Britton

2023

BMJ Open Qual

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BackgroundNHS staff recruitment and retention have failed to keep pace with service demands and workforce burn-out is of significant concern. This quality improvement project (QIP) aimed to increase staff time for patient facing care through reducing duplication of hospital board rounds within a 36-bedded NHS inpatient geriatric ward.InterventionThirty-minute board rounds were reduced from twice daily (Monday–Friday) at 08:30 hours and midday to once daily at midday with the aim of freeing up staff time for patient care. A multidisciplinary team (MDT) safety briefing at 08:30 hours lasting 5–10 min was implemented to enable review of shift pressures and identification of patients who are unwell, newly admitted or due for discharge. Safety briefing format was amended to further support staff prioritisation.MethodsThis QIP was underpinned by the model for improvement, using Plan-Do-Study-Act cycles. Data were collected through a staff questionnaire alongside calculation of staff time spent at board rounds and safety huddles. Staff verbal feedback and questionnaire results were also used to improve and modify process’. Patient discharge data were collated via trust metrics as a balancing measure.ResultsThrough board round modification, 25 hours of MDT time was saved each week, with all responding staff reporting increased time for patient facing care following QIP implementation. >85% of questionnaire respondents agreed that board round changes resulted in improvement. Balancing measures collected as part of the project also revealed an increase in weekly ward discharges from an average of 15.75–17.5 confirming no negative impact on patient flow following board round amendments.ConclusionWhile significant staffing shortages continue, local innovations focused on staff time may have the potential to support effective use of limited resources.

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