Improving promptness and quality of hospitalist-consultant interactions at an academic teaching hospital

IF 2.3 4区医学 Q1 MEDICINE, GENERAL & INTERNAL

Journal of hospital medicine Pub Date : 2025-05-05 DOI:10.1002/jhm.70047

John M. Cunningham MD, FHM, FACP, Robert Leverence MD, FACP, Nico Gotera DO, MPH, Phillip A. Minor MS, Nathan Sevigny BS, Ankur Segon MD, MPH, MEd, FACP, SFHM

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引用次数: 0

Abstract

Communication between consulting and consultant services is essential to provide high-value care. We implemented a collaborative project between hospital medicine (HM), emergency medicine (EM), and departmental leadership of the major consulting services to provide feedback regarding consultant communication, promptness, and follow-up planning. We conducted pre- and postintervention surveys of HM and EM clinicians and measured the mean turnaround time (TAT) from consult order to consultant note completion. Perceptions of consultant promptness and follow-up communication improved postintervention. Mean TAT was significantly reduced postintervention (1098 vs. 1011 min, p = .002, confidence interval [CI]: 30.7–143.3). A collaborative approach using interdepartmental feedback improved perceptions of the quality of interactions with consulting services.

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提高学术教学医院医患互动的及时性和质量。

咨询和咨询服务之间的沟通对于提供高价值的护理至关重要。我们在医院医学（HM）、急诊医学（EM）和主要咨询服务的部门领导之间实施了一个协作项目，以提供关于顾问沟通、及时性和后续计划的反馈。我们对HM和EM临床医生进行了干预前和干预后的调查，并测量了从咨询订单到咨询记录完成的平均周转时间（TAT）。干预后，对咨询师的及时性和随访沟通的看法有所改善。平均TAT在干预后显著降低(1098 vs 1011 min, p =。002，置信区间[CI]: 30.7-143.3)。采用部门间反馈的协作方法提高了对咨询服务相互作用质量的认识。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Journal of hospital medicine 医学-医学：内科

CiteScore

4.40

自引率

11.50%

发文量

233

审稿时长

4-8 weeks

期刊介绍： JHM is a peer-reviewed publication of the Society of Hospital Medicine and is published 12 times per year. JHM publishes manuscripts that address the care of hospitalized adults or children. Broad areas of interest include (1) Treatments for common inpatient conditions; (2) Approaches to improving perioperative care; (3) Improving care for hospitalized patients with geriatric or pediatric vulnerabilities (such as mobility problems, or those with complex longitudinal care); (4) Evaluation of innovative healthcare delivery or educational models; (5) Approaches to improving the quality, safety, and value of healthcare across the acute- and postacute-continuum of care; and (6) Evaluation of policy and payment changes that affect hospital and postacute care.