{"id":6684,"date":"2015-02-01T00:00:00","date_gmt":"2015-02-01T05:00:00","guid":{"rendered":"http:\/\/news.christianacare.org\/2015\/02\/hourly-rounding-and-patient-falls-what-factors-boost-success\/"},"modified":"2017-03-27T19:21:47","modified_gmt":"2017-03-27T19:21:47","slug":"hourly-rounding-and-patient-falls-what-factors-boost-success","status":"publish","type":"post","link":"https:\/\/research.christianacare.org\/publications\/2015\/02\/01\/hourly-rounding-and-patient-falls-what-factors-boost-success\/","title":{"rendered":"Hourly rounding and patient falls: what factors boost success?"},"content":{"rendered":"<p>Goldsack J, Bergey M, Mascioli S, Cunningham J<\/p>\n<p>Nursing 2015 Feb;45(2):25-30<\/p>\n<p>PMID: <a href='https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/25585219' title=''>25585219<\/a><\/a><\/p>\n<h2>Abstract<\/h2>\n<p><p><strong>BACKGROUND: <\/strong>Falls are a persistent problem in all healthcare settings, with rates in acute care hospitals ranging from 1.3 to 8.9 falls per 1,000 inpatient days, about 30% resulting in serious injury.<\/p>\n<p><strong>METHODS: <\/strong>A 30-day prospective pilot study was conducted on two units with pre- and postimplementation evaluation to determine the impact of patient-centered proactive hourly rounding on patient falls as part of a Lean Six Sigma process improvement project. Nurse leaders and a staff champion from Unit 1 were involved in the process from the start of the implementation period, while Unit 2 was introduced to the project for training shortly before the intervention began.<\/p>\n<p><strong>RESULTS: <\/strong>On Unit 1, where staff and leadership were engaged in the project from the outset, the 1-year baseline mean fall rate was 3.9 falls\/1,000 patient days. The pilot period fall rate of 1.3 falls\/1,000 patient days was significantly lower than the baseline fall rate (P = 0.006). On Unit 2, where there was no run-in period, the 1-year baseline mean fall rate was 2.6 falls\/1,000 patient days, which fell, but not significantly, to 2.5 falls\/1,000 patient days during the pilot period (P = 0.799).<\/p>\n<p><strong>DISCUSSION: <\/strong>Engaging an interdisciplinary team, including leadership and unit champions, to complete a Lean Six Sigma process improvement project and implement a patient-centered proactive hourly rounding program was associated with a significant reduction in the fall rate in Unit 1. Implementation of the same program in Unit 2 without engaging leadership or front-line staff in program design did not impact its fall rate.<\/p>\n<p><strong>CONCLUSIONS: <\/strong>The active involvement of leadership and front-line staff in program design and as unit champions during the project run-in period was critical to significantly reducing inpatient fall rates and call bell use in an adult medical unit.<\/p><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Goldsack J, Bergey M, Mascioli S, Cunningham J Nursing 2015 Feb;45(2):25-30 PMID: 25585219 Abstract BACKGROUND: Falls are a persistent problem in all healthcare settings, with rates in acute care hospitals ranging from 1.3 to 8.9 falls per 1,000 inpatient days, about 30% resulting in serious injury. METHODS: A 30-day prospective pilot study was conducted on<\/p>\n<p><a class=\"more-link\" href=\"https:\/\/research.christianacare.org\/publications\/2015\/02\/01\/hourly-rounding-and-patient-falls-what-factors-boost-success\/\">Continue reading <span class=\"screen-reader-text\">Hourly rounding and patient falls: what factors boost success?<\/span><\/a><\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1],"tags":[],"class_list":["post-6684","post","type-post","status-publish","format-standard","hentry","category-pubs-pres"],"acf":[],"_links":{"self":[{"href":"https:\/\/research.christianacare.org\/publications\/wp-json\/wp\/v2\/posts\/6684","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/research.christianacare.org\/publications\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/research.christianacare.org\/publications\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/research.christianacare.org\/publications\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/research.christianacare.org\/publications\/wp-json\/wp\/v2\/comments?post=6684"}],"version-history":[{"count":0,"href":"https:\/\/research.christianacare.org\/publications\/wp-json\/wp\/v2\/posts\/6684\/revisions"}],"wp:attachment":[{"href":"https:\/\/research.christianacare.org\/publications\/wp-json\/wp\/v2\/media?parent=6684"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/research.christianacare.org\/publications\/wp-json\/wp\/v2\/categories?post=6684"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/research.christianacare.org\/publications\/wp-json\/wp\/v2\/tags?post=6684"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}