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dc.contributor.authorChaboyer, Wendyen_US
dc.contributor.authorLin, Francesen_US
dc.contributor.authorFoster, Michelleen_US
dc.contributor.authorRetallick, Lorraineen_US
dc.contributor.authorPanuwatwanich, Kriengsaken_US
dc.contributor.authorRichards, Brenten_US
dc.date.accessioned2017-04-24T10:34:07Z
dc.date.available2017-04-24T10:34:07Z
dc.date.issued2012en_US
dc.date.modified2013-06-26T03:36:51Z
dc.identifier.issn1741-6787en_US
dc.identifier.doi10.1111/j.1741-6787.2011.00234.xen_US
dc.identifier.urihttp://hdl.handle.net/10072/47801
dc.description.abstractPurpose: To evaluate the impact of a redesigned intensive care unit (ICU) nursing discharge process on ICU discharge delay, hospital mortality, and ICU readmission within 72 hours. Methods: A quality improvement study using a time series design and statistical process control analysis was conducted in one Australian general ICU. The primary outcome measure was hours of discharge delay per patient discharged alive per month, measured for 15 months prior to, and for 12 months after the redesigned process was implemented. The redesign process included appointing a change agent to facilitate process improvement, developing a patient handover sheet, requesting ward staff to nominate an estimated transfer time, and designing a daily ICU discharge alert sheet that included an expected date of discharge. Results: A total of 1,787 ICU discharges were included in this study, 1,001 in the 15 months before and 786 in the 12 months after the implementation of the new discharge processes. There was no difference in in-hospital mortality after discharge from ICU or ICU readmission within 72 hours during the study period. However, process improvement was demonstrated by a reduction in the average patient discharge delay time of 3.2 hours (from 4.6 hour baseline to 1.0 hours post-intervention). Conclusions: Involving both ward and ICU staff in the redesign process may have contributed to a shared situational awareness of the problems, which led to more timely and effective ICU discharge processes. The use of a change agent, whose ongoing role involved follow-up of patients discharged from ICU, may have helped to embed the new process into practice.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.format.extent352128 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_US
dc.publisherWiley-Blackwell Publishingen_US
dc.publisher.placeUnited Statesen_US
dc.relation.ispartofstudentpublicationNen_US
dc.relation.ispartofpagefrom40en_US
dc.relation.ispartofpageto48en_US
dc.relation.ispartofissue1en_US
dc.relation.ispartofjournalWorldviews on Evidence-Based Nursingen_US
dc.relation.ispartofvolume9en_US
dc.rights.retentionYen_US
dc.subject.fieldofresearchClinical Nursing: Secondary (Acute Care)en_US
dc.subject.fieldofresearchcode111003en_US
dc.titleRedesigning the ICU nursing discharge process: a quality improvement studyen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Health, School of Nursing and Midwiferyen_US
gro.rights.copyrightCopyright 2012 Sigma Theta Tau International. This is the author-manuscript version of the paper. Reproduced in accordance with the copyright policy of the publisher. The definitive version is available at http://onlinelibrary.wiley.com/en_US
gro.date.issued2012
gro.hasfulltextFull Text


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