Example of Healthy Healthcare projects

Lead: Dorit Treister/Ben-Gurion University of the Negev, Israel
 
A set of tailored interventions aimed to reduce patient aggression against hospital staff from crowding of the emergency department. Depending on identified antecedents (i.e., misunderstandings due to cultural differences, perceived injustice of the queue), the project created different interventions targeting the ideal solution. This resulted in a decrease in frequency and severity of patient aggression and by that improved worker health and working conditions among hospital staff, increased patient satisfaction and organization of emergency services. 
[Project publications]

Lead: Prof./Psych Håvard Kallestad, St. Olav University hospital & NTNU, Norway

A clinical trial in a psychiatric emergency department at St Olav University hospital in Norway. The ward implemented blue-depleted indoor lighting to benefit the sleep and function on patients. In addition to positive clinical effect on patients, there was no negative impact of blue depleted light on working conditions among shift employees at hospital ward creating an organization in HHC balance.
[Project website]

Lead: Franziska Tschan; PhD (PI); University of Neuchâtel, Guido Beldi, MD (PI); Bern University Hospital; Sandra Keller PhD, University of Neuchâtel; Norbert K. Semmer, PhD, University of Bern, Switzerland.

Increased case relevant communication when performing surgery is challenging but essential for treatment outcomes. The intervention implemented the StOP protocol requiring that the lead surgeon inform the team for 30-90 seconds at an appropriate moment to ensure that the team is aware of ongoing developments. The protocol entails informing the team about the current status (St), the next objectives (O), potential problems to be expected (P), and asking the team for input (?). StOP demonstrate positive effect on reoperations of patients and the surgical team (inside and outside the room) by communication, situation awareness and collaboration.
[Project website]

Lead: Kasper Edwards, Technical University of Denmark (DTU), Denmark

By Workflow analyses the project group identified hurdles in service provision a group of patients who did not receive adequate treatment following surgery and ergonomic strain among workers. A selection of interventions were tested over a 4-month period demonstrating improved workflow for patients and healthy working conditions by ergonomic practices for workers. 
[Project tool]

A range of initiatives over a 13 month period developed by an NHS Wales organization aimed to reduce the number of its employee investigations through an organization-wide focus that promoted a ‘last resort’ approach and introduced the concept of ‘avoidable employee harm’. Changes in employee investigation process (workplace) led to fewer staff being exposed to a distressing situation with lower sick days (workers) and resulting in less need for staff cover so more continued patient care (resulting in 3000+ sick days saved as well as over £700k saved).
[Publication]

A change from an inflexible rota system to an annualised self-rota system planned a year in advance aimed to improve the retention of doctors by increasing control over their working hours, work-life balance, and work satisfaction. The changes led to more openings for part-time and flexible work that improved staff retention. In five years, the ED went from 7 to 23.8 full time equivalent consultants and from 7 to 20 registrars. This reduced rota gaps and the need for temporary staff cover, which resulted in savings of £1.3 million on agency staff costs. The benefit of quality of care included a 68% reduction in emergencies on the wards due to better staffing at the weekend.
[Project summary]

The design of Dublin Methodist Hospital in Ohio, US aimed to culturally and architecturally fit the local staff and patient community. By following the evidence-base design process, the design and construction of the new hospital aligned with the intended organizational culture and increased recruitment of staff. Rest facilities and staff areas were created and the incorporation of garden spaces and natural light to benefit wellbeing of staff and patients. Removing central nurse stations allowed for better interaction across different groups of staff, improve patient visibility, acquired infections and increase staff-patient contact time.
[Publication and media]