Page 125 - Hospital Authority Convention 2018

Service Enhancement Presentations

F2.5 Staff Engagement and Empowerment 13:15 Room 421

Pioneer Simulation-based Crew Resources Management (CRM) Training in Hong Kong: A Retrospective Study
to Evaluate the Impact of Locally Adopted Simulation-based CRM Training on Patient Safety Culture among
Operating Theatre (OT) Personnel under New Territories West Cluster
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Man PNA , Lam KM , Cheng CP , Tang KS , Tang PF 2 HOSPITAL AUTHORITY CONVENTION 2018
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Department of Anaesthesia and Intensive Care, Tuen Mun Hospital, Quality and Safety Division, New Territories West Cluster,
Hospital Authority, Hong Kong
Introduction
Crew Resources Management (CRM) promotes safety and team efficiency through optimal use of all available resources. It
uses a multidisciplinary learning experience to improve ad hoc teams in a goal to enhance patient safety and reduce medical
errors. Since 2011, Tuen Mun Hospital (TMH) commenced CRM training for participants from different specialties.
Objectives
To investigate the impact of locally adopted CRM simulation based training on perception and knowledge about CRM among
general staff and staff working in operating theatre (OT).

Methodology
All participants who participated in CRM course from May 2013 to September 2015 in TMH were included. A 32-item web-
based questionnaire was administered before and after the workshop at one-month and one-year interval to assess the
changes in their perception to work situation, CRM competency and knowledge. Upon completion of the workshop, another
12-item paper-based questionnaire was also administered to assess their reaction to the course. Descriptive data analysis
and statistical tests including the McNemar test and Wilcoxon signed rank test was used to compare the pre- and post- Monday, 7 May 2018
course changes.
Results
712 participants joined 45 CRM workshops, 165 of them were OT staff. 95% of participants completed the 12-item
questionnaire. The response rate of 32-item questionnaire was around 80% for one-month post-course questionnaire and
20% for one-year post-course questionnaire.
The 12-item questionnaire shows that majority of respondents agreed that the CRM training is useful and relevant to their
daily practice. As for the 32-item questionnaire, all participants showed significant improvements in perception to work
situation, CRM knowledge and competence one month after CRM. However these changes, especially for OT staff, became
less obvious or disappeared one year after.

According to Kirkpatrick principle of training evaluation, our study showed that the CRM course is associated with
satisfactory reaction (level one) and improvement in attitude (level two) towards patient safety among both general and OT
participants. However, the effect may be short-lived and less obvious among OT staff. Future developments include regular
refresher courses or OT-specific workshops for OT staff.

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