Physician experience with the Epic electronic health record (EHR) system: longitudinal findings from an emergency department implementation.

OBJECTIVES: In June 2019, The Ottawa Hospital launched the Epic electronic health record system, which transitioned all departments from a primarily paper-based system to an electronic system using a 1-day "big bang" approach. We sought to evaluate emergency physicians' satisfaction with system implementation and perception of its impact on clinical practice in an academic emergency department (ED) setting. METHODS: Four electronic surveys were distributed to staff during pre-implementation (1-month prior [May 2019]) and post-implementation (1-month [July 2019], 9-month [March 2020], and 20-month [February 2021]) time periods. 5-point Likert scales were used to rate agreement with statements. Responses were compared using the Cochran-Mantel-Haenszel trend test to assess for significant differences. RESULTS: Response rates were consistent, ranging between 41 and 51%, with the exception of +9 months which was 27%. The majority of respondents were staff, working 8-15 shifts/month, with ≤ 10 years in practice. General satisfaction and confidence improved substantially from pre-implementation to 20 months post-implementation. Personalization sessions were perceived as not effective and lacking in quality, particularly immediately after Epic launch. Although clinical workflow tasks got easier, there were sustained challenges in efficiency and patient flow, including number of patients seen/hour, time spent after shift-end, and time spent on post-shift documentation. CONCLUSIONS: Although satisfaction and system confidence improved over time, there were sustained difficulties in overall efficiency long after implementation, with opportunities for future optimization. Training was lacking in terms of relevance to emergency physician workflow. These factors should be considered in future electronic health record implementations in ED settings.

RéSUMé: OBJECTIFS: En juin 2019, l'Hôpital d'Ottawa a lancé le système de dossiers de santé électroniques Epic, ce qui a permis de faire passer tous les services d'un système principalement basé sur le papier à un système électronique en utilisant une approche " big bang " d'une journée. Nous avons cherché à évaluer la satisfaction des médecins urgentistes quant à la mise en œuvre du système et la perception de son impact sur la pratique clinique dans un service d'urgence universitaire. MéTHODES: Quatre sondages électroniques ont été distribués au personnel pendant les périodes précédant la mise en œuvre (1 mois avant [mai 2019]) et suivant la mise en œuvre (1 mois [juillet 2019], 9 mois [mars 2020] et 20 mois [février 2021]). Des échelles de Likert à 5 points ont été utilisées pour évaluer l'accord avec les énoncés. Les réponses ont été comparées à l'aide du test de tendance de Cochran-Mantel-Haenszel pour évaluer les différences significatives. RéSULTATS: Les taux de réponse étaient constants, allant de 41 % à 51 %, à l'exception de celui de +9 mois qui était de 27 %. La majorité des répondants étaient des employés, travaillant de 8 à 15 quarts par mois, avec moins de 10 ans de pratique. La satisfaction générale et la confiance se sont considérablement améliorées entre la période précédant la mise en œuvre et la période de 20 mois suivant la mise en œuvre. Les sessions de personnalisation ont été perçues comme inefficaces et manquant de qualité, en particulier immédiatement après le lancement d'Epic. Bien que les tâches du flux de travail clinique aient été facilitées, l'efficacité et le flux de patients ont continué à poser problème, notamment le nombre de patients vus par heure, le temps passé après la fin du quart de travail et le temps consacré à la documentation après le quart de travail. CONCLUSIONS: Bien que la satisfaction et la confiance dans le système se soient améliorées au fil du temps, il y a eu des difficultés persistantes dans l'efficacité globale longtemps après la mise en œuvre, avec des possibilités d'optimisation future. La formation manquait de pertinence par rapport au flux de travail des médecins urgentistes. Ces facteurs devraient être pris en compte dans les futures mises en œuvre de dossiers médicaux électroniques dans les services d'urgence.

The impact of adoption of an electronic health record on emergency physician work: A time motion study.

OBJECTIVE: We assessed the impact of the transition from a primarily paper-based electronic health record (EHR) to a comprehensive EHR on emergency physician work tasks and efficiency in an academic emergency department (ED). METHODS: We conducted a time motion study of emergency physicians on shift in our ED. Fifteen emergency physicians were directly observed for two 4-hour sessions prior to EHR implementation, during go live, and then during post-implementation. Observers performed continuous observation and measured times for the following tasks: chart review, direct patient care, documentation, physical movement, communication, teaching, handover, and other. We compared time spent on tasks during the 3 phases of transition and analyzed mean times for the tasks per patient and per shift using 2-tailed t test for comparison. RESULTS: Physicians saw fewer patients per shift during go-live (0.51 patient/hour, P < 0.01), patient efficiency increased in post-implementation but did not recover to baseline (-0.31 patient/hour, P = 0.03). From pre-implementation to post-implementation, we observed a trend towards increased physician time spent charting (+54 seconds/patient, P = 0.05) and documenting (+36 seconds/patient, P = 0.36); time spent doing direct patient care trended towards decreasing (-0.43 seconds/patient, P = 0.23). A small percentage of shifts were spent receiving technical support and time spent on teaching activities remained relatively stable during EHR transition. CONCLUSION: A new EHR impacts emergency physician task allocation and several changes are sustained post-implementation. Physician efficiency decreased and did not recover to baseline. Understanding workflow changes during transition to EHR in the ED is necessary to develop strategies to maintain quality of care.

The Impact of COVID-19 Pandemic on Emergency Department Visits at a Canadian Academic Tertiary Care Center.

INTRODUCTION: Public health response to the coronavirus 2019 (COVID-19) pandemic has emphasized social distancing and stay-at-home policies. Reports of decreased emergency department (ED) visits in non-epicenters of the outbreak have raised concerns that patients with non-COVID-19 emergencies are delaying or avoiding seeking care. We evaluated the impact of the pandemic on ED visits at an academic tertiary care center. METHODS: We conducted an observational health records review between January 1-April 22, 2020, comparing characteristics of all ED visits between pre- and post-pandemic declaration by the World Health Organization. Measures included triage acuity, presenting complaints, final diagnoses, disposition, and mortality. We further examined three time-sensitive final diagnoses: stroke; sepsis; and acute coronary syndrome (ACS). RESULTS: In this analysis, we included 44,497 ED visits. Average daily ED visits declined from 458.1 to 289.0 patients/day (-36.9%). For the highest acuity triaged patients there was a drop of 1.1 patients/day (-24.9%). Daily ED visits related to respiratory complaints increased post-pandemic (+14.1%) while ED visits for many other complaints decreased, with the greatest decline in musculoskeletal (-52.5%) and trauma (-53.6%). On average there was a drop of 1.0 patient/day diagnosed with stroke (-17.6%); a drop of 1.6 patients/day diagnosed with ACS (-49.9%); and no change in patients diagnosed with sepsis (pre = 2.8 patients/day; post = 2.9 patients/day). CONCLUSION: Significant decline in ED visits was observed immediately following formal declaration of the COVID-19 pandemic, with potential for delayed/missed presentations of time-sensitive emergencies. Future research is needed to better examine long-term clinical outcomes of the decline in ED visits during pandemics.

Development and implementation of a standardised emergency department intershift handover tool to improve physician communication.

BACKGROUND: Structured handover can reduce communication breakdowns and potential medical errors. In our emergency department (ED) we identified a safety risk due to variation in quality and content of overnight handovers between physicians. AIM: Our goal was to develop and implement a standardised ED-specific handover tool using quality improvement (QI) methodology. We aimed to increase the proportion of patients having adequate handover information conveyed at overnight shift change from a baseline of 50%-75% in 4 months. METHODS: We used published best practices, stakeholder input and local data to develop a tool customised for intershift ED handovers. Implementation methods included education, cognitive aids, policy change and plan-do-study-act cycles informed by end-user feedback. We monitored progress using direct observation convenience sampling. MEASURES: Our outcome measure was proportion of adequate patient handovers (defined as >50% of handover components communicated per patient) per overnight handover session. Tool utilisation characteristics were used for process measurement, and time metrics for balancing measures. We report changes using statistical process control charts and descriptive statistics. RESULTS: We observed 49 overnight handover sessions from 2017 to 2019, evaluating handovers of 850 patients. Our improvement target was met in 10 months (median=76.1%) and proportion of adequate handovers continued to improve to median=83.0% at the postimprovement audit. Written communication of handover information increased from a median of 19.2% to 68.7%. Handover time increased by median=31 s per patient. End-users subjectively reported improved communication quality and value for resident education. CONCLUSIONS: We achieved sustained improvements in the amount of information communicated during physician ED handovers using established QI methodologies. Engaging stakeholders in handover tool customisation for local context was an important success factor. We believe this approach can be easily adopted by any ED.