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Sep 27 - AWHONN's Block Party
Sunday, September 26, 2010
Title: Electronic Communication Improves Practices in Postpartum Discharge
Discipline: Professional Issues (PI), Newborn (NB), Childbearing (CB)
Learning Objectives:
Submission Description:- List at least two implications of ineffective discharge policy
- Demonstrate three examples of how the use of e-mail technology can proactively address postpartum discharge and other obstacles to providing excellent care to patients
- Identify two technology strategies hospitals can employ to enhance collaboration among stakeholders, facilitate two-way communication with patients, and save time and money
Patient discharge is a widespread issue for US hospitals; approximately 20% of patients report their discharge care was not optimal in planning for care at home.(1) the same time, nursing staff are at the center of communication and key to the discharge function. Yet nurses are already stretched beyond their limits and face demands on their time unrelated to caring for patients. Reports show that from 2006–2016, the healthcare system will require more than 1 million new nurses to meet growing demand and replace retiring nurses.(2) However, a shortage of 285,000 nurses is predicted by 2020.(3) Inadequate staffing contributes to nurse burnout, errors, and adverse events.(4,5,6)The directors of nursing and obstetrics at YNHH had a plan for solving their delays in discharging patients. They planned to have nurses interview women postpartum about hospital discharge policies.
Peggy DeZinno coordinates the hospital’s weekly e-mail messaging service for expectant and new parents. Increasingly, patients want physicians and insurers to communicate with them by e-mail and telephone (1); DeZinno had run dozens of e-campaigns and surveys, reaching thousands of patients. She suggested that rather than have floor nurses devote 60–90 hours conducting surveys, the hospital send an e-survey.
The group used a survey created collaboratively by the directors of nursing and OB. DeZinno targeted a segment of YNHH’s database that had delivered at the hospital—subscribers to the e-mail accustomed to receiving regular hospital-branded e-mails. The e-campaign took 1–2 hours to upload and send. Enough surveys were completed within three business days to fulfill their goal; a report of the findings was generated instantly. This saved $20k in nurse time.
YNHH acted decisively and improved its discharge procedures. DeZinno sent a second e-campaign to participants—a report of the results. Two-way communication gave patients a central role in the process—a basic tenet of patient-centered care. It reconfirmed the value YNHH places on patients and the care that goes into every decision—powerful ingredients to patient satisfaction and loyalty.
Peggy DeZinno coordinates the hospital’s weekly e-mail messaging service for expectant and new parents. Increasingly, patients want physicians and insurers to communicate with them by e-mail and telephone (1); DeZinno had run dozens of e-campaigns and surveys, reaching thousands of patients. She suggested that rather than have floor nurses devote 60–90 hours conducting surveys, the hospital send an e-survey.
The group used a survey created collaboratively by the directors of nursing and OB. DeZinno targeted a segment of YNHH’s database that had delivered at the hospital—subscribers to the e-mail accustomed to receiving regular hospital-branded e-mails. The e-campaign took 1–2 hours to upload and send. Enough surveys were completed within three business days to fulfill their goal; a report of the findings was generated instantly. This saved $20k in nurse time.
YNHH acted decisively and improved its discharge procedures. DeZinno sent a second e-campaign to participants—a report of the results. Two-way communication gave patients a central role in the process—a basic tenet of patient-centered care. It reconfirmed the value YNHH places on patients and the care that goes into every decision—powerful ingredients to patient satisfaction and loyalty.
