Application of a Human Factors Systems Approach to Healthcare Control Centres for Managing Patient Flow: A Scoping Review.

Over the past decade, healthcare systems have started to establish control centres to manage patient flow, with a view to removing delays and increasing the quality of care. Such centres-here dubbed Healthcare Capacity Command/Coordination Centres (HCCCs)-are a challenge to design and operate. Broad-ranging surveys of HCCCs have been lacking, and design for their human users is only starting to be addressed. In this review we identified 73 papers describing different kinds of HCCCs, classifying them according to whether they describe virtual or physical control centres, the kinds of situations they handle, and the different levels of Rasmussen's [1] risk management framework that they integrate. Most of the papers (71%) describe physical HCCCs established as control centres, whereas 29% of the papers describe virtual HCCCs staffed by stakeholders in separate locations. Principal functions of the HCCCs described are categorised as business as usual (BAU) (48%), surge management (15%), emergency response (18%), and mass casualty management (19%). The organisation layers that the HCCCs incorporate are classified according to the risk management framework; HCCCs managing BAU involve lower levels of the framework, whereas HCCCs handling the more emergent functions involve all levels. Major challenges confronting HCCCs include the dissemination of information about healthcare system status, and the management of perspectives and goals from different parts of the healthcare system. HCCCs that take the form of physical control centres are just starting to be analysed using human factors principles that will make staff more effective and productive at managing patient flow.

Eat Walk Engage: Enabling acute care teams to deliver consistent fundamentals of care for older people.

AIMS: Fundamentals of care are particularly important for older people in acute inpatient settings, who are at increased risk of serious hospital-associated complications like delirium and functional decline. These complications occur due to interactions between clinical complexity and the complex processes and context of hospital care and can be reduced by consistent attention to the fundamentals of care. This paper aims to illustrate of how multi-level nursing leadership of fundamentals of care can be supported to emerge within complex multidisciplinary delivery systems in acute care. DESIGN: Discussion paper informed by clinical and organizational experience of a multidisciplinary leadership team and complexity leadership theory. DATA SOURCES: We provide a series of vignettes as practical illustrations of a successful multidisciplinary improvement program called Eat Walk Engage which supports the delivery of better care for older inpatients, significantly reducing delirium. We argue that taking a broader complexity-based approach including collaborative multidisciplinary engagement, iterative and integrated interventions and appropriate knowledge translation frameworks can enable emergent leadership by nurses at all levels. IMPLICATIONS FOR NURSING: This promising approach to improving care for older patients requires organizational support for facilitation and reflective practice, and for meaningful data to support change. Our discussion challenges nursing leaders to support the time, agency and connections their nursing staff need in order to emerge as local leaders in fundamental care. CONCLUSION: The debate around scope and responsibilities for fundamentals of care in hospital care has important practical implications for conceptualizing leadership and accountability for improvement. IMPACT: Our discussion illustrates how a structured multidisciplinary approach that acknowledges and navigates complexity can empower nurses to lead and improve outcomes of older patients in acute care.

The Bundaberg emergency response team.

A major crisis affected Bundaberg Hospital in 2005 following the exposure of the concerns about Dr Jayant Patel and the subsequent sudden exit of the Hospital Executive. The Bundaberg Emergency Response Team (BERT) was created as an emergency intervention whose brief was, over a 6-week period, to maintain the function of the hospital in the face of the community's loss of confidence in the service; to find out what had happened to Dr Patel's patients and to organise appropriate care and treatment for them. The authors acted as the senior members of BERT. Serious events such as these are rare and there was no framework to guide the team. BERT quickly established processes to assess the extent of harm to patients and to mobilise large scale clinical and counselling assistance for patients and staff. The team also managed the local health service, engagement with the community and assistance with the various investigations being conducted into Dr Patel. BERT was considered by the community and the former patients of Dr Patel to be an appropriate and professional response to the situation. The experience provides a framework for responses to these types of situations and herein we discuss key points for successful implementation.