Mp02-09 Preoperative Paperwork: Improving Preoperative Communication and Decreasing Case Delays

You have accessJournal of UrologyHealth Services Research: Quality Improvement & Patient Safety I (MP02)1 May 2024MP02-09 PREOPERATIVE PAPERWORK: IMPROVING PREOPERATIVE COMMUNICATION AND DECREASING CASE DELAYS Madeline J. Anderson, Wesley S. Stephens, Brittany E. Levy, Sherry Lantz, Melissa R. Newcomb, and Andrew M. Harris Madeline J. AndersonMadeline J. Anderson , Wesley S. StephensWesley S. Stephens , Brittany E. LevyBrittany E. Levy , Sherry LantzSherry Lantz , Melissa R. NewcombMelissa R. Newcomb , and Andrew M. HarrisAndrew M. Harris View All Author Informationhttps://doi.org/10.1097/01.JU.0001008600.97797.3b.09AboutPDF ToolsAdd to favoritesDownload CitationsTrack CitationsPermissionsReprints ShareFacebookLinked InTwitterEmail Abstract INTRODUCTION AND OBJECTIVE: Substantial room for miscommunication exists while preparing patients for the operating room (OR), resulting in work redundancy, case delays, and potential patient safety issues. We hypothesize standardization of preoperative paperwork completion will result in improved communication and fewer operative delays. METHODS: OR staff verbalized concern over case delays and lack of timely paperwork prior to cases. A current-state process map of preoperative patient preparation for surgery was constructed and utilized to guide stakeholder conversations. A preoperative audit tool was developed and utilized for OR cases from 6/2022-8/2022 to measure paperwork preparedness and reasons for case delays. After 4 PDSA cycles, the audit tool was refined and preoperative data from 377 cases was collected. Of these cases, 250 (66.3%) had pre-procedural issues, of which 231 were incomplete paperwork (61.2%). Paperwork issues resulted in case delays for 84 (22.3%) cases. Further, there were 55 first-start case delays (FSD), and 84% of the FSD were due to incomplete paperwork. RESULTS: OR leadership and stakeholders collaborated to create a note identifying each critical piece of preoperative paperwork as well as completion status, then initiated workflows to ensure completion of all necessary preoperative documentation prior to day of procedure. If aspects were unable to be completed prior to the day of operation, the surgical team would arrive earlier in the morning to complete necessary items. A single service line was selected to initiate the first PDSA cycle beginning 01/2023-9/6/2023 and are ongoing. Thus far, 176 Urology cases have been audited post-intervention. Though 86 cases (48.9%) still had paperwork issues, these were corrected in a timely manner as only 1 (0.57%) delay from incomplete paperwork was noted. Fourteen (8%) case delays occurred overall with 8 (4.55%) first start case delays, none of which were due to incomplete paperwork. The subsequent PDSA cycle included 15 General Surgery cases. Two cases (14.3%) still had paperwork issues and only 1 (6.7%) delay from incomplete paperwork was noted, with 3 (2%) case delays overall. CONCLUSIONS: Though our implementation did not entirely resolve preoperative paperwork issues, it did significantly improve communication across OR staff, resulting in fewer case delays. Download PPT Source of Funding: None © 2024 by American Urological Association Education and Research, Inc.FiguresReferencesRelatedDetails Volume 211Issue 5SMay 2024Page: e15 Advertisement Copyright & Permissions© 2024 by American Urological Association Education and Research, Inc.Metrics Author Information Madeline J. Anderson More articles by this author Wesley S. Stephens More articles by this author Brittany E. Levy More articles by this author Sherry Lantz More articles by this author Melissa R. Newcomb More articles by this author Andrew M. Harris More articles by this author Expand All Advertisement PDF downloadLoading ...