Authors (including presenting author) :
Poon CYM (1), Kwok MLA (1), Yeung W(1), Yeung TPP(1)
Affiliation :
(1) Central Nursing Division, Bradbury Hospice/Chesire Home Shatin/Shatin Hospital
Introduction :
The demand of phlebotomy service increased according to the increased admission of geriatric patients in rehabilitation and convalescence hospitals. Workload statistics showed the phlebotomy service demand in Shatin Hospital was far more compared to Bradbury Hospice and Chesire Home Shatin. Manpower arrangement would be more flexible after the integration of three hospitals of Bradbury Hospice, Chesire Home Shatin and Shatin Hospital in 2017. To enhance an efficient workflow, balance and even distribution of workforce would facilitate the service requirement.
Objectives :
The program objective was to reform the five routes of phlebotomy service among Bradbury Hospice, Chesire Home Shatin and Shatin Hospital. The workforce of five routes was evenly distributed according to the service need and workloads. Time sessions to different wards was scheduled so as to standardize work location and also minimize the phone calls to phlebotomists.
Methodology :
(1) A baseline of workload statistics of all wards in Bradbury Hospice, Chesire Home Shatin and Shatin Hospital was taken and compared.
(2) Meetings with phlebotomists to explain the need of change and reform new routes according to service demand.
(3) The working hours in Chesire Home Shatin were decreased to cater increase hours of work in Shatin Hospital. Consensus was obtained with hospital management. Manpower to work in Shatin Hospital increased to cope with service need.
(4) The design of new service routes was proposed according to different time sessions to different wards and hospitals. The specimen collection time was also considered.
(5) Workflow to work in Bradbury Hospice and Chesire Home Shatin was proposed to minimize the travel in the afternoon. A call to these two hospitals was provided to ensure phlebotomy service was needed.
(6) Attended department meetings to gather opinions from frontline managers for feasibility and modified the service routes. The proposed new service routes were supported by hospital management.
(7) The new service routes were implemented in Feb 2019. Trial for two weeks and feedback was collected from frontline staff and phlebotomists.
Result & Outcome :
The five phlebotomists worked according to schedule of new service routes. Both ward staff and phlebotomists showed satisfaction to the new service routes and work processes. Work arrangement could be scheduled according to daily operations. The standard working routes and workflow enhanced the works efficiently and optimized manpower utilization. Continuous communication with ward staff and managers through the implementation process improved the success of change.
