Chest Pain Accredited. Transplant Program-Heart, Kidney, Liver. Hear Transplant Program serving San Antonio area for 25 years

Size: px
Start display at page:

Download "Chest Pain Accredited. Transplant Program-Heart, Kidney, Liver. Hear Transplant Program serving San Antonio area for 25 years"

Transcription

1 PUTTING THE PATIENT FIRST IN PATIENT PLACEMENT 8 Hospital System, 1 Freestanding ED Provide healthcare to 26 surrounding counties within South Texas International Transfer Services Methodist Healthcare is the most preferred provider in healthcare services for San Antonio* JC Primary Stroke Center Chest Pain Accredited Transplant Program-Heart, Kidney, Liver Hear Transplant Program serving San Antonio area for 25 years Obstetrics approximately 10,000 deliveries per year Specialty Transport Teams South Texas Tele-Stroke Network 2

2 History and Background: ~600 hours of diversion per month (2007 data) Average time to place- 7 hrs ED Hold hours increasing Increasing LPMSE No data/manual data Home grown electronic request system Hidden/Batched beds Communication silos Isolation needs not communicated Real-Time needs not available Creation of Patient Management Center: Very tight timeline Engaged with TeleTracking patient flow consulting team Six week engagement, assisting with protocol development, algorithms, education, process changes TeleTracking TransferCenter application implementation Partnering with TeleTracking consulting attributed to our on-time, successful implementation.

3 What is the Patient Management Center? One-Stop Centralized Patient Placement Center Transfer Center Tele-Stroke Centralized Hub that acts as Air Traffic Control View of enterprise-wide 1,800 bed Manages Patient Flow Initiative Data analysis for performance improvement (system-wide Throughput Initiative) Building our Foundation- A Critical First Step TeleTracking Capacity Management Suite System State-of-the-art bed management software Real-time view of bed status and bed availability Real-time bed requests Eliminated manual processes Monitors housekeeping turn times Brings visibility to pending and confirmed discharges Allows for indication of patient attributes & bed attributes Provides the data needed to drive behavior

4 All RN staff specializing in Critical Care, Emergency Medicine, Telemetry and OR Patient Placement with authority! Manages and assigns beds for all admissions Coordinates~8500 patient movements a month Only staff allowed to block beds Hard stops for assigning beds Created 10 minute rule All phone lines recorded Implemented Processes enterprise wide; Census pages, Code ICU, Blocked Beds, OR/Cath Lab notification, Bed Ahead process, Unit Capacity

5 Patient Attributes

6 Centralized Transfer Center A ONE Call Solution Located within the Patient Management Center Dedicated Transfer RN, includes securing accepting physician Manages and accepts all transfers into MHS- always yes Streamlined processes by specialty Air Transport Assistance to include auto launch Processes in place for direct flow to Cath Lab Utilizes TeleTracking TransferCenter application 100% transfer review Monthly Metric Dashboard

7 Transfer Center Metrics Dashboard Accepted/Declined/Cancelled/Consults Time of Transfer request to Acceptance Time of Day Day of Week Breakdown by Specialty Origin Unit of Incoming Patients Payor Status (by Specialty) Surgical Procedure Transport Mode Accepting Physicians Physician/Facility Survey Transfer Center Scorecard

8 Methodist Health System Patient Population Rural Community Hospitals Referring Physicians Transfer Center Physician Offices Referring Physicians

9 Adult Transfers (October 2009 to December 2012) Series3 Methodist Healthcare Patient Management Center Patient Placement Metrics and Reporting Tools

10 50 Daily Calls Offered by Hour of Day 48 Totals: Offered: Calls Offerred Total Monthly Placements (including PreAdmits and in-house Transfers) T o t a l M o n t h l y P l a c e m e n t s

11 Patient Flow Initiative Facility Gridlock Delayed Discharges on M/S units Tele and ICU at capacity, patients can not move to floor Approaching Critical Census, ED/PACU full New patients cannot be admitted, ED on silent divert, transfers declined, OR cases canceled

12 Impact on MHS Service and Quality - Delayed care to our patients Financials and Growth - Lost Business and impacts our bottom line People - Physician, employee and patient and family dissatisfied TeleTracking Consulting Engagement: Visited all facilities Interviewed key personnel Observed processes in action and provided flow charts Assessment & gap analysis Make recommendations for patient flow improvement Culture change

13 Priorities Break down silos EVS, Case Management, Transport, ED OR, Physician Participation Metrics Key metrics, Daily reports, Weekly CEO Dashboard

14 Metric ED Hold Hours Request to Assign Time Pull-time (assigned to occupied) Definition ER Holding Hours report Time from bed request to PPC assigns bed Clean bed to patient occupy Total Time to Place Total time bed request to Patient EVS DC TAT Total time from dirty request to clean Avoidable Days Accumulation of delays in service D/C delays Needs further definition Discharge before 11am % of patients physically leaving bed prior to 11am # of patients with hospital Pt stay > 7 days inpatient stays longer than 7 days # of patients with hospital Pt stay > 50 days inpatient stays longer than 50 days Daily Report Card Need further clarification Key Metrics Metric D/C Order to Patient Discharge Dead bed time Diversion Hours LPMSE Observation Patients > 24 hours Outpatients in Beds ED admissions as % of Total Admissions One Day Stays Definition Input of physician DC order to patient leaving (manual input) time bed is vacated prior to notification of EV # of hours spent diverting ambulances Left Prior to Medical Screening Exam # of observation patients staying longer than 24 hours Number of outpatients in beds Percentage of ED admits vs. Total admits to the hospital # per month Total Hospital Average Occupancy Rate of Occupancy Rate hospital ICU Occupancy Rate Average Occupancy Percentage of ICU Methodist Healthcare Patient Management Center Methodist Healthcare System Throughput Metrics and Reports

15 # o f P a t i e n t s Patient Discharge Volume and Request for Placement MHS (Hour of Day) Only 11% of patients are being DC d by 11am and 25% of patients are DC d by 1pm Requests by HOD Hour of Day DC Volume by HOD The bulk of Discharges (50%) are occurring between 3-7pm, and patients are being placed at the same time. 9 Before With the new design, 25% of patients would be DC d by 11am and 50% by 1pm. Proposed DC Volume and Count of Placements (with 25% of Patients DC'd by 11am) Placements by HOD DC Volume by HOD After Early Discharges helps to eliminate the in-patient process of admissions and discharges occurring simultaneously

16 Daily Placement Throughput Performance Report for Previous Day - Metro Campus (Emergency Department Admissions) Occupied Unit # of Average Request Placements To Assign Minutes Average Request To RTM Minutes Average RTM To Assign Minutes Average Pull Average RTM To Time (Transport) Occupy Minutes Within 60 Minutes 7TH FL TELE % CVTS % GEN SURG % IICU % MEDICAL / % RENAL MICU % POST PARTUM /GYN NORTH % Total % Daily Discharge Compliance Performance Report (Previous Day) - Metro Campus Home Unit Pending Discharge Compliance Confirmed Discharge % of Discharges % of Discharges Number of Compliance Percentageby 11AM by 1PM Discharges 7TH FL TELE % % 0.00% 12.50% 8 CVTS % % 0.00% 66.67% 3 GEN SURG % % 12.50% 25.00% 8 IICU 75.00% 50.00% 25.00% 50.00% 4 MEDICAL / RENAL % % 0.00% 0.00% 6 ONCOLOGY % % 0.00% 0.00% 2 ORTHO/ NEURO % % 0.00% 50.00% 2 Total 96.97% 93.94% 6.06% 24.24% 33

17 RTM Process (Ready-to-Move) Implemented in August 2011, this process is designed for precise patient placement from the ED to inpatient units. ED requests an inpatient bed in TeleTracking system. PPC targets patient to requested unit from the ED RTM timer is hit in TeleTracking, which notifies PPC that patient is now clinically Ready to Move Patient is then assigned a bed to the targeted unit and is ready to be transported. Our Patient Flow Success: Deemed a HCA best practice for centralized patient management ED diversions dropped from 700 hours to just eight hours Transfer Center volume more than tripled Digital bird s eye view of system-wide capacity helped reduce ED hold hours by 50% System-wide bed searches completed within 10 minutes Transfer Acceptance Rate of 99.6%

18 Clinical Success: Door to Balloon (Rural Transfer) -120 min Better compliance with Core Measures Received the Community Board award for outreach to patients Positive feedback from MHS physicians Positive feedback from transferring facilities Decrease in risk exposure related to EMTALA Next Steps Integrating TeleTracking with more care support systems (e.g. facilities scheduler) Integration of Patient Status Center into Patient Management Operations Utilization of discharge planning milestones across the enterprise Working with TeleTracking to maximize utilization and throughput in the OR Automating patient and staff location using TeleTracking Real-Time Locating System technology

19 TeleTracking Real-Time Patient Flow Dashboards TeleTracking Real-Time Patient Flow Enterprise Dashboard REAL-TIME CENSUS VS. CAPACITY INPATIENT CENSUS BY CAMPUS ED PATIENTS CURRENTLY WAITING CONFIRMED DISCHARGES BY UNIT

20 TeleTracking Real-Time Patient Flow Unit Dashboard CENSUS & CAPACITY BY UNIT ED PULL TIME PACU PULL TIME PENDING AND CONFIRMED DISCHARGES BY UNIT TeleTracking ED Dashboard MEASURES PULL TIME FOR ALL MAJOR MILESTONES INCLUDING BED OR BAY PLACEMENT, MD VISIT, DECISION TO ADMIT & TRANSPORT/ED DEPARTURE

21 TeleTracking Transfer Center Dashboard PHYSICIAN RESPONSE TIME OVERALL RESPONSE TIME DAILY CASE BREAKDOWN CASES BY SERVICE LINE CASES BY REFERRING FACILITY Must Haves: CEO support- top down Dedicated bed coordinators who are empowered to operate autonomously Centralized process Technology to optimize efficiency Data analyst dedicated to providing real time data to drive behavior changes Culture change- inpatient staff no longer manage the beds Accountability

22 Lessons Learned: Communicate, communicate, communicate Define expectations No tolerance for not using system Implement hard stops on initiation Culture change- old habits must die Transparency of metrics Q & A Susan Sewell RN, VP Patient Management Susan.Sewell@mhshealth.com

Creating A Centralised Operations Centre

Creating A Centralised Operations Centre Creating A Centralised Operations Centre Paul B. Davenport RN, BSN, NREMT-P(ret.), MBA, CMTE Carilion Clinic, Roanoke, VA US Multi-Hospital Healthcare System 2 Physician Group 600 + Hospitals 6 Practice

More information

Moving the Needle on Hospital Throughput: Breaking Through the Status Quo. Session ID: 325

Moving the Needle on Hospital Throughput: Breaking Through the Status Quo. Session ID: 325 Moving the Needle on Hospital Throughput: Breaking Through the Status Quo Session ID: 325 Objectives Objective 1: Demonstrate how two common strategies can be deployed to maximum benefit to support improvements

More information

SARASOTA MEMORIAL HOSPITAL POLICY

SARASOTA MEMORIAL HOSPITAL POLICY PS1070 POLICY TITLE: SARASOTA MEMORIAL HOSPITAL (SMH) PATIENT FLOW AND OVER EFFECTIVE DATE: REVIEWED/REVISED DATE: POLICY TYPE: PAGE #: 12/1/05 05/12/17 Clinical Non-Clinical 1 of 11 Job Title of Responsible

More information

Building a Smarter Healthcare System The IE s Role. Kristin H. Goin Service Consultant Children s Healthcare of Atlanta

Building a Smarter Healthcare System The IE s Role. Kristin H. Goin Service Consultant Children s Healthcare of Atlanta Building a Smarter Healthcare System The IE s Role Kristin H. Goin Service Consultant Children s Healthcare of Atlanta 2 1 Background 3 Industrial Engineering The objective of Industrial Engineering is

More information

Take These Actions to Immediately Improve Patient Throughput

Take These Actions to Immediately Improve Patient Throughput Take These Actions to Immediately Improve Patient Throughput Webinar October 2, 2017 10:00 AM CST Results Delivered. Performance Improved. Presenters Bonnie Barndt-Maglio, RN, PhD Managing Director Prism

More information

Emergency Department Patient Flow Strategies. University of Maryland Medical Center

Emergency Department Patient Flow Strategies. University of Maryland Medical Center Emergency Department Patient Flow Strategies University of Maryland Medical Center Medical Admitting Officer Attending Hospitalist Hours: 9a 11p Mon Friday Goal to partner with ED team and provide oversight

More information

Flex Care : An Integrated Care Delivery Approach for Low Acuity Patients Presenting to the ED

Flex Care : An Integrated Care Delivery Approach for Low Acuity Patients Presenting to the ED Flex Care : An Integrated Care Delivery Approach for Low Acuity Patients Presenting to the ED Stuart M. Levine, MD, FACP President and Chief Medical Officer MedStar Harbor Hospital 1 Introduction CY17

More information

Real Time Demand Capacity Surge Planning

Real Time Demand Capacity Surge Planning This presenter has nothing to disclose. Real Time Demand Capacity Surge Planning Katharine Luther, RN, MPM April 6, 2016 Theoretical Frameworks P2 Queuing Theory Compression wave Framework P3 Resar,, Roger

More information

NEW INNOVATIONS TO IMPROVE PATIENT FLOW IN THE ED AND HOSPITAL OCTOBER 12, Mike Williams, MPH/HSA The Abaris Group

NEW INNOVATIONS TO IMPROVE PATIENT FLOW IN THE ED AND HOSPITAL OCTOBER 12, Mike Williams, MPH/HSA The Abaris Group NEW INNOVATIONS TO IMPROVE PATIENT FLOW IN THE ED AND HOSPITAL OCTOBER 12, 2010 Mike Williams, MPH/HSA The Abaris Group Outline Page 2 1. Top Innovations ED and Hospital 2. Top Barriers 3. Steps to Eliminate

More information

9/15/2017 THROUGHPUT. IT S NOT JUST AN EMERGENCY DEPARTMENT ISSUE LEARNING OBJECTIVES

9/15/2017 THROUGHPUT. IT S NOT JUST AN EMERGENCY DEPARTMENT ISSUE LEARNING OBJECTIVES THROUGHPUT. IT S NOT JUST AN EMERGENCY DEPARTMENT ISSUE D O N N A C R I M M I N S - B O N N E L L, B S N, M H S M, C P H Q, L S S G B LEARNING OBJECTIVES 1) Define who is affected by inefficiency in throughput

More information

"Pull Don't Push A Paradigm Shift for Patient Throughput" Elizabeth Carlton, RN, MSN, CCRN-K, CPHQ The University of Kansas Hospital

Pull Don't Push A Paradigm Shift for Patient Throughput Elizabeth Carlton, RN, MSN, CCRN-K, CPHQ The University of Kansas Hospital "Pull Don't Push A Paradigm Shift for Patient Throughput" Elizabeth Carlton, RN, MSN, CCRN-K, CPHQ The University of Kansas Hospital The University of Kansas Hospital Leading the Nation in Caring, Healing,

More information

Improving Clinical Outcomes The Case for Electronic ED Door to EKG Time Monitoring

Improving Clinical Outcomes The Case for Electronic ED Door to EKG Time Monitoring Improving Clinical Outcomes The Case for Electronic ED Door to EKG Time Monitoring 2014 Distinguished Achievement Award for Clinical Excellence TM Competition October 22, 2014 St. Dominic-Jackson Memorial

More information

Planning for Improved Access and Orientation Anjali Joseph Jain EDRA 35

Planning for Improved Access and Orientation Anjali Joseph Jain EDRA 35 Hospital planning strategies for improving patient access and orientation within the hospital Anjali Joseph, College of Architecture, Georgia Institute of Technology Most hospitals have been designed through

More information

Quality Measure Indicators +Throughput Metrics + Automated Dashboard = Innovation to Improve Quality Goals

Quality Measure Indicators +Throughput Metrics + Automated Dashboard = Innovation to Improve Quality Goals Quality Measure Indicators +Throughput Metrics + Automated Dashboard = Innovation to Improve Quality Goals DMC Harper- Hutzel Hospital The DMC is an 8 facility academic medical center Harper-Hutzel is

More information

The Process Innovation Center at CHOP: An Inside View

The Process Innovation Center at CHOP: An Inside View The Process Innovation Center at CHOP: An Inside View Harold Strawbridge HIMSS Management Engineering Performance Improvement Task Force, April, 2007 The Children s Hospital of Philadelphia Introductions

More information

Accomplishments Fiscal Year UPMC Passavant

Accomplishments Fiscal Year UPMC Passavant Accomplishments Fiscal Year 2015 UPMC Passavant UPMC Passavant Summary of Significant FY15 Accomplishments Continue employee engagement initiatives that are aligned with UPMC Passavant s Mission, Vision,

More information

1. March RN VACANCY RATE: Overall 2320 RN vacancy rate for areas reported is 13.8%

1. March RN VACANCY RATE: Overall 2320 RN vacancy rate for areas reported is 13.8% PATIENT CARE SERVICES REPORT Submitted to the Joint Conference Committee, April 2014 Terry Dentoni, RN, MSN, CNL, Interim Chief Nursing Officer 1. March 2014-2320 RN VACANCY RATE: Overall 2320 RN vacancy

More information

AirStrip ONE Cardiology

AirStrip ONE Cardiology AirStrip ONE Cardiology A Synchronized View of the Vital Patient Data Needed to Improve Care Heart disease is the leading cause of death in the U.S. The associated costs exceed $100 billion annually. AirStrip

More information

Two Hospitals-One Heart: World Class Heart Care through Multi-Disciplinary Collaboration

Two Hospitals-One Heart: World Class Heart Care through Multi-Disciplinary Collaboration Two Hospitals-One Heart: World Class Heart Care through Multi-Disciplinary Collaboration American Nurses Association Susie Schnitker RN, BSN, CEN 7 th Annual Nursing Quality Conference Director of Critical

More information

PSI-15 Lafayette General Health 2017 Nicholas E. Davies Enterprise Award of Excellence

PSI-15 Lafayette General Health 2017 Nicholas E. Davies Enterprise Award of Excellence PSI-15 Lafayette General Health 2017 Nicholas E. Davies Enterprise Award of Excellence Rachel Brunt, RN, BSN, MBA-HCA, CIC, CPHQ, Director Quality Jessie Hanks, BS, RHIA, Director HIM Lafayette General

More information

Hendrick Medical Center significantly lowers turnover times with the help of OR Benchmarks Collaborative

Hendrick Medical Center significantly lowers turnover times with the help of OR Benchmarks Collaborative Care Providers Hospitals and Healthcare Organizations Healthcare Analytics Hendrick Medical Center significantly lowers turnover times with the help of OR Benchmarks Collaborative As a not-for-profit institution

More information

Frequently Asked Questions (FAQ) CALNOC 2013 Codebook

Frequently Asked Questions (FAQ) CALNOC 2013 Codebook Frequently Asked Questions (FAQ) CALNOC 2013 Codebook Maternal/Child and ED Service Lines QUESTION: Are the ED and Maternal/Child measures mandatory? What are the ramifications if we choose not to add

More information

Sarasota Memorial Hospital Laurel Road Update

Sarasota Memorial Hospital Laurel Road Update Public Workshop June 19, 2018 s Sarasota Memorial Hospital Laurel Road Update David Verinder, President & CEO, Sarasota Memorial Health Care System Steve Jackson, Principal, Flad Architects 1 Public Workshop

More information

Making the Invisible Visible Using a Capacity Management Dashboard to Visualize Hospital Patient Flow. Jill Boyer-Quick and Sneha Thakkar

Making the Invisible Visible Using a Capacity Management Dashboard to Visualize Hospital Patient Flow. Jill Boyer-Quick and Sneha Thakkar Making the Invisible Visible Using a Capacity Management Dashboard to Visualize Hospital Patient Flow Jill Boyer-Quick and Sneha Thakkar HIMSS Nursing Informatics Event June 29 th, 2017 Agenda Background

More information

Departments to Improve. February Chad Faiella RN, Terri Martin RN. 1 Process Excellence

Departments to Improve. February Chad Faiella RN, Terri Martin RN. 1 Process Excellence Coordination of Multiple Departments to Improve ED Throughput February 2011 Chad Faiella RN, Terri Martin RN 1 Agenda OhioHealth information Grant Medical Center facts Bed assignment process Key takeaways

More information

A21/B21: IHI 23rd Annual National Forum on Quality Improvement in Health Care

A21/B21: IHI 23rd Annual National Forum on Quality Improvement in Health Care A21/B21: IHI 23rd Annual National Forum on Quality Improvement in Health Care Carolyn Sanders, RN, PhD, NEA-BC Vice President, Patient Services & Chief Nursing Officer Lorna Prutzman, RN, MSN Executive

More information

ATP (Admission Triage Pager service)

ATP (Admission Triage Pager service) ATP (Admission Triage Pager service) Structure Currently Monday to Friday; 7am to 5pm service Takes ATP pager from night time attending at 7am Hands ATP pager to Swing attending at 4:30 pm There is at

More information

Decreasing Environmental Services Response Times

Decreasing Environmental Services Response Times Decreasing Environmental Services Response Times Murray J. Côté, Ph.D., Associate Professor, Department of Health Policy & Management, Texas A&M Health Science Center; Zach Robison, M.B.A., Administrative

More information

Section XIII Capacity Management / Throughput

Section XIII Capacity Management / Throughput Section XIII Capacity Management / Throughput Summary of Recommendations Assessment Methodology Observations of Patient Throughput Processes Common Themes Assessment and Recommendations Case Management

More information

Introduction. Staffing to demand increases bottom line revenue for the facility through increased volume and throughput and elimination of waste.

Introduction. Staffing to demand increases bottom line revenue for the facility through increased volume and throughput and elimination of waste. Learning Objectives Define a process to determine the appropriate number of rooms to run per day based on historical inpatient and outpatient case volume. Organize a team consisting of surgeons, anesthesiologists,

More information

4/10/2013. Learning Objective. Quality-Based Payment Models

4/10/2013. Learning Objective. Quality-Based Payment Models Creating Best in Class Perioperative Services under Accountable Care and Value- Based Purchasing Becker s Healthcare Jeffry Peters Learning Objective How ACA/VBP changes how we measure surgical services

More information

Best Practices to Improve Your Hospital Outpatient Quality Reporting. March 20, 2013

Best Practices to Improve Your Hospital Outpatient Quality Reporting. March 20, 2013 Best Practices to Improve Your Hospital Outpatient Quality Reporting March 20, 2013 Announcements This program has been approved for 1.0 continuing education unit (CEU) given by Continuing Education (CE)

More information

Care Extender Internship Program. Ronald Reagan-UCLA Medical Center Department Descriptions

Care Extender Internship Program. Ronald Reagan-UCLA Medical Center Department Descriptions Ronald Reagan-UCLA Medical Center Department Descriptions 5ICU (PICU) 2 nd rotation and up Child Life training & department shifts are mandatory; training dates will always be indicated on the preferences

More information

Emergency Department Strategic Design Considerations

Emergency Department Strategic Design Considerations Emergency Department Strategic Design Considerations James Augustine, MD Director of Clinical Operations, EMP Associate Clinical Professor, Wright State University Department of Emergency Medicine. ED

More information

MERCY MEDICAL CENTER. Mercy Medical Center Improves Patient Care, Lowers Costs with the Hospital Operating System

MERCY MEDICAL CENTER. Mercy Medical Center Improves Patient Care, Lowers Costs with the Hospital Operating System MERCY MEDICAL CENTER Mercy Medical Center Improves Patient Care, Lowers Costs with the Hospital Operating System Success Snapshot Reduced acute LOS from 4.6 to 3.74 and observation LOS from 1.51 to 1.31

More information

Improving Hospital Performance Through Clinical Integration

Improving Hospital Performance Through Clinical Integration white paper Improving Hospital Performance Through Clinical Integration Rohit Uppal, MD President of Acute Hospital Medicine, TeamHealth In the typical hospital, most clinical service lines operate as

More information

LEAN Transformation Storyboard 2015 to present

LEAN Transformation Storyboard 2015 to present LEAN Transformation Storyboard 2015 to present Rapid Improvement Event Med-Surg January 2015 Access to Supply Rooms Problem: Many staff do not have access to supply areas needed to complete their work,

More information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/26/2018 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information

Lab Quality Confab Process Improvement Institute. New Orleans, LA. John Waugh 11/3/2015

Lab Quality Confab Process Improvement Institute. New Orleans, LA. John Waugh 11/3/2015 Implementing a Single Quality Management System Across Multiple Hospitals of the Henry Ford Health System: Combining ISO 15189 with Lean to Deliver More Value Lab Quality Confab Process Improvement Institute

More information

REASSESSING THE BED COORDINATOR S ROLE SHADY GROVE ADVENTIST HOSPITAL

REASSESSING THE BED COORDINATOR S ROLE SHADY GROVE ADVENTIST HOSPITAL Publication Year: 2008 REASSESSING THE BED COORDINATOR S ROLE SHADY GROVE ADVENTIST HOSPITAL Summary: Creation of Bed Coordinator position to improve patient flow throughout the entire hospital Hospital:

More information

Webinar: Practical Approaches to Improving Patient Pre-Op Preparation

Webinar: Practical Approaches to Improving Patient Pre-Op Preparation Webinar: Practical Approaches to Improving Patient Pre-Op Preparation Your Presenters Michael Hicks, MD, MBA, FACHE Chief Executive Officer EmCare Anesthesia Services Lisa Kerich, PA-C Vice President Clinical

More information

How Integrated Clinical Services and Technologies are Making Healthcare Work Better. Local Practice Divisional Support National Resources

How Integrated Clinical Services and Technologies are Making Healthcare Work Better. Local Practice Divisional Support National Resources How Integrated Clinical Services and Technologies are Making Healthcare Work Better Local Practice Divisional Support National Resources YOUR PRESENTERS Kirk Jensen, MD, MBA, FACEP Chief Medical Officer,

More information

Wired to Save Lives: A Virtual Hospital Experience

Wired to Save Lives: A Virtual Hospital Experience Wired to Save Lives: A Virtual Hospital Experience Donald J. Kosiak, MD, MBA, FACEP, CPE Vice President for Medical Development Thursday, March 3 rd -- 11:30am Conflict of Interest Donald Kosiak, MD Has

More information

Broad Category Injury Types Injury Causes Needle Stick Injuries Punctures Needle sticks

Broad Category Injury Types Injury Causes Needle Stick Injuries Punctures Needle sticks 1 OO24: Nursing-sensitive indicator data related to nurse work-related injuries such as needle sticks, musculoskeletal injuries, and exposures (e.g., laser, chemicals, toxins, infectious agents). (EP5,

More information

Catheter Associated Urinary Tract Infection Reduction using Daily Management Systems. OHSU Performance Excellence

Catheter Associated Urinary Tract Infection Reduction using Daily Management Systems. OHSU Performance Excellence Catheter Associated Urinary Tract Infection Reduction using Daily Management Systems OHSU Performance Excellence DATE : April 1 8, 2 0 1 6 PRE SENTE D B Y: Nancy McCully MSN, MBA, RN, CCRN, Marge Willis

More information

CAH PREPARATION ON-SITE VISIT

CAH PREPARATION ON-SITE VISIT CAH PREPARATION ON-SITE VISIT Illinois Department of Public Health, Center for Rural Health This day is yours and can be flexible to the timetable of hospital staff. An additional visit can also be arranged

More information

HOSPITAL HEALTHCARE UPDATE REPORT Presented to the JCC-ZSFG on May 23, 2017

HOSPITAL HEALTHCARE UPDATE REPORT Presented to the JCC-ZSFG on May 23, 2017 REPORT CONTENTS: HOSPITAL HEALTHCARE UPDATE REPORT Presented to the JCC-ZSFG on May 23, 2017 By Susan Ehrlich, ZSFG Chief Executive Officer 1. Improvement Workshops 1 2. Survey Updates 2 3. NRC Health

More information

The Special Isolation Unit. A pediatric initiative aimed at preparing for highly contagious diseases

The Special Isolation Unit. A pediatric initiative aimed at preparing for highly contagious diseases The Special Isolation Unit A pediatric initiative aimed at preparing for highly contagious diseases Presentation Overview Texas Children s Hospital and West Campus Introduction to the Special Isolation

More information

RETRIEVAL AND CRITICAL HEALTH INFORMATION SYSTEM

RETRIEVAL AND CRITICAL HEALTH INFORMATION SYSTEM RETRIEVAL AND CRITICAL HEALTH INFORMATION SYSTEM USER GUIDE May 2017 Contents Introduction... 3 Access to REACH... 3 Homepage... 3 Roles within REACH... 4 Hospital Administrator... 4 Hospital User... 4

More information

Charge Integrity of Surgical Services

Charge Integrity of Surgical Services Charge Integrity of Surgical Services Crowe Healthcare Webinar Series Audit Tax Advisory Risk Performance 2015 Crowe Horwath LLP Agenda 1. Objectives 2. Surgical Services Charge Structures 3. Accounting

More information

Greetings from the Big Apple

Greetings from the Big Apple To CAPA or Not To CAPA: Focusing on Error Prevention to Improve Quality and Reduce Cost Hannah Poczter, AVP; Cari Gusman, Director of Quality Management; Ed Giugliano, PhD; Gerard Luna, Methods Coordinator

More information

Linking Performance to Improvement: Using a System-wide Measurement Tool. Society for Health Systems February 2005

Linking Performance to Improvement: Using a System-wide Measurement Tool. Society for Health Systems February 2005 Linking Performance to Improvement: Using a System-wide Measurement Tool Society for Health Systems February 2005 Presenters Kathryn Munsterman, FHIMSS Gulf Coast Division Office Senior Management Engineer

More information

Riverside s Vigilance Care Delivery Systems include several concepts, which are applicable to staffing and resource acquisition functions.

Riverside s Vigilance Care Delivery Systems include several concepts, which are applicable to staffing and resource acquisition functions. 1 EP8: Describe and demonstrate how nurses used trended data to formulate the staffing plan and acquire necessary resources to assure consistent application of the Care Delivery System(s). Riverside Medical

More information

Utilizing Systems Engineering Methodologies to Enhance Clinical Decision Support

Utilizing Systems Engineering Methodologies to Enhance Clinical Decision Support Utilizing Systems Engineering Methodologies to Enhance Clinical Decision Support Matt Johnson, Katie Schwalm, Linda Bashaw, Robert Chang, and Christopher Petrilli Utilizing Systems Engineering Methodologies

More information

HIMSS Nicholas E. Davies Award of Excellence Case Study Nebraska Medicine October 10, 2017

HIMSS Nicholas E. Davies Award of Excellence Case Study Nebraska Medicine October 10, 2017 HIMSS Nicholas E. Davies Award of Excellence Case Study Nebraska Medicine October 10, 2017 Nebraska Medicine $1.2 billion academic health system 8,000 employees More than 1,000 affiliated physicians Primary

More information

Institutional Handbook of Operating Procedures Policy

Institutional Handbook of Operating Procedures Policy Section: Admission, Discharge, and Transfer Institutional Handbook of Operating Procedures Policy 9.1.29 Responsible Vice President: EVP & CEO Health System Subject: Admission, Discharge, and Transfer

More information

Enhancing Efficiency and Communication in Perioperative Services Through Technology

Enhancing Efficiency and Communication in Perioperative Services Through Technology Enhancing Efficiency and Communication in Perioperative Services Through Technology Linda Yoder, RN, BSN, MBA, Clinical Director, Perioperative Services, GI Lab, Cross Creek Ambulatory Center Every driver

More information

LWOT Reduction Plan Success Story: Advocate Trinity Hospital

LWOT Reduction Plan Success Story: Advocate Trinity Hospital LWOT Reduction Plan Success Story: Advocate Trinity Hospital Draft Submitted Jan. 6, 2011 Jacquelyn Whitten, DNP, RN Kimberly McIntyre, EdD(c), MSN, RN Julian M. Magdaleno, MS February 19, 2012 The Leaving

More information

Clinical Operations in a Service Line Model

Clinical Operations in a Service Line Model Clinical Operations in a Service Line Model John D Angelo, MD, FACEP Executive Director & Senior Vice President Sarah Healey Herod, MPH Director, Service Line Development Jill Castaneda Project Manager,

More information

Northern Adelaide Local Health Network. Proposal for the Establishment of a NALHN Central Flow Unit: 11 September B. MacFarlan & C.

Northern Adelaide Local Health Network. Proposal for the Establishment of a NALHN Central Flow Unit: 11 September B. MacFarlan & C. Northern Adelaide Local Health Network Proposal for the Establishment of a NALHN Central Flow Unit: 11 September 2015 B. MacFarlan & C. McKenna Table of Contents 1. Background... 3 2. Proposal for the

More information

Performance Improvement & Analytics. Broward Health - Coral Springs Medical Center Case Study

Performance Improvement & Analytics. Broward Health - Coral Springs Medical Center Case Study Performance Improvement & Analytics Broward Health - Coral Springs Medical Center Case Study Coral Springs Medical Center 2 Coral Springs Background Challenge with the availability of inpatient beds Increased

More information

St. Vincent's Birmingham Patient Care & Service Area Locations

St. Vincent's Birmingham Patient Care & Service Area Locations St. Vincent's Birmingham Patient Care & Service Area Locations STUDENT NURSE GUIDE West Wing Main Wing East Wing South Tower Women's Center North Tower Ortho Sports Ground Floor Central Sterile Pre Admission

More information

Using Lean, Six Sigma to Improve Surgical Services James Pearson J.O.P. Consulting

Using Lean, Six Sigma to Improve Surgical Services James Pearson J.O.P. Consulting Using Lean, Six Sigma to Improve Surgical Services James Pearson J.O.P. Consulting How many times have we heard that it s easy to apply Lean and Six Sigma techniques to hospital processes, and specifically

More information

Ambulatory Care Model

Ambulatory Care Model Ambulatory Care Model Hong Kong May 2013 Andrew Stripp Deputy Chief Executive & Chief Operating Officer Outline What is the Alfred Centre? How does it fit into Alfred Health service model Key aspects of

More information

F 5 STANDING COMMITTEES. Finance and Asset Management Committee. UW Medicine Clinical Transformation Project INFORMATION

F 5 STANDING COMMITTEES. Finance and Asset Management Committee. UW Medicine Clinical Transformation Project INFORMATION STANDING COMMITTEES F 5 Finance and Asset Management Committee UW Medicine Clinical Transformation Project INFORMATION This item is being presented for information only. Attachment Clinical Transformation

More information

Achieving the Triple Aim: Decreasing Use of Inappropriate Telemetry Monitoring

Achieving the Triple Aim: Decreasing Use of Inappropriate Telemetry Monitoring Achieving the Triple Aim: Decreasing Use of Inappropriate Telemetry Monitoring Marylynn Hippe, MSN, RN, ACNS-BC, CMSRN St. Luke s Health System Boise, Idaho Objectives Learners will understand the appropriate

More information

Structural Heart Program Staffing Considerations- Effective Models for Clinic, Procedure and Post Procedure Care

Structural Heart Program Staffing Considerations- Effective Models for Clinic, Procedure and Post Procedure Care Structural Heart Program Staffing Considerations- Effective Models for Clinic, Procedure and Post Procedure Care Deborah Campbell Inova Fairfax Medical Campus Edwards Healthcare Leadership Series September

More information

Customer: Community Hospital of Munster, Indiana Solution: Ascom IP-DECT System, d62 handsets, Unite Messaging Suite with NetPage and Medamax

Customer: Community Hospital of Munster, Indiana Solution: Ascom IP-DECT System, d62 handsets, Unite Messaging Suite with NetPage and Medamax Customer: Community Hospital of Munster, Indiana Solution: Ascom IP-DECT System, d62 handsets, Unite Messaging Suite with NetPage and Medamax Community hospital of Munster CASE STUDY Bypass TIME reduced

More information

The Transformation of Mount Sinai Beth Israel June 8 th Presentation before PHHPC

The Transformation of Mount Sinai Beth Israel June 8 th Presentation before PHHPC The Transformation of Mount Sinai Beth Israel June 8 th Presentation before PHHPC 1 Mount Sinai Health System: Who We Are Integrated Health System of 7 hospitals with more than 200 community locations

More information

Matching Capacity and Demand:

Matching Capacity and Demand: We have nothing to disclose Matching Capacity and Demand: Using Advanced Analytics for Improvement and ecasting Denise L. White, PhD MBA Assistant Professor Director Quality & Transformation Analytics

More information

PGY-1 Pharmacy Practice

PGY-1 Pharmacy Practice Lutheran Health Network PGY-1 Pharmacy Practice Residency Program LHN Pharmacy Residency Program Mission Statement The mission of the LHN Pharmacy Residency Program is to empower pharmacy residents to

More information

Post Acute Continuum Lessons Learned from Geisinger s ProvenHealth Navigator

Post Acute Continuum Lessons Learned from Geisinger s ProvenHealth Navigator Post Acute Continuum Lessons Learned from Geisinger s ProvenHealth Navigator Janet Tomcavage, RN, MSN VP Health Services, Geisinger Health Plan Danville, PA February 3, 2012 Patient-centered primary care

More information

RETRIEVAL AND CRITICAL HEALTH INFORMATION SYSTEM

RETRIEVAL AND CRITICAL HEALTH INFORMATION SYSTEM RETRIEVAL AND CRITICAL HEALTH INFORMATION SYSTEM USER GUIDE November 2014 Contents Introduction... 4 Access to REACH... 4 Homepage... 4 Roles within REACH... 5 Hospital Administrator... 5 Hospital User...

More information

Applying Critical ED Improvement Principles Jody Crane, MD, MBA Kevin Nolan, MStat, MA

Applying Critical ED Improvement Principles Jody Crane, MD, MBA Kevin Nolan, MStat, MA These presenters have nothing to disclose. Applying Critical ED Improvement Principles Jody Crane, MD, MBA Kevin Nolan, MStat, MA April 28, 2015 Cambridge, MA Session Objectives After this session, participants

More information

Getting the right case in the right room at the right time is the goal for every

Getting the right case in the right room at the right time is the goal for every OR throughput Are your operating rooms efficient? Getting the right case in the right room at the right time is the goal for every OR director. Often, though, defining how well the OR suite runs depends

More information

Part 4. Change Concepts for Improving Adult Cardiac Surgery. In this section, you will learn a group. of change concepts that can be applied in

Part 4. Change Concepts for Improving Adult Cardiac Surgery. In this section, you will learn a group. of change concepts that can be applied in Change Concepts for Improving Adult Cardiac Surgery Part 4 In this section, you will learn a group of change concepts that can be applied in different ways throughout the system of adult cardiac surgery.

More information

Eliminating Common PACU Delays

Eliminating Common PACU Delays Eliminating Common PACU Delays Jamie Jenkins, MBA A B S T R A C T This article discusses how one hospital identified patient flow delays in its PACU. By using lean methods focused on eliminating waste,

More information

Why Focus on Perioperative Services?

Why Focus on Perioperative Services? 1 Why Focus on Perioperative Services? 80% 60% 40% 20% 0% Perioperative Services are key to a hospital/system's success 68% % better performers revenue from perioperative services Perioperative Services

More information

Hospital Patient Flow Capacity Planning Simulation Model at Vancouver Coastal Health

Hospital Patient Flow Capacity Planning Simulation Model at Vancouver Coastal Health Hospital Patient Flow Capacity Planning Simulation Model at Vancouver Coastal Health Amanda Yuen, Hongtu Ernest Wu Decision Support, Vancouver Coastal Health Vancouver, BC, Canada Abstract In order to

More information

Connecting Care Across the Continuum

Connecting Care Across the Continuum Connecting Care Across the Continuum A Guide for Providers > Discharging patients should be quick, easy, and painless for everyone including patients, families and the hospital. That s why a hospital that

More information

UPMC Passavant Goals and Objectives for Fiscal Year 2016

UPMC Passavant Goals and Objectives for Fiscal Year 2016 1 UPMC Passavant s and Objectives for Fiscal Year 2016 UPMC Passavant Summary of Significant FY16 s Strive to create a safe, fair culture, focusing on elimination of preventable harm and death. Enhance

More information

Impacting Key Hospital Performance Metrics Through Leveraging a Hospitalist Program Becker s Hospital Review April 14, 2018

Impacting Key Hospital Performance Metrics Through Leveraging a Hospitalist Program Becker s Hospital Review April 14, 2018 Impacting Key Hospital Performance Metrics Through Leveraging a Hospitalist Program Becker s Hospital Review April 14, 2018 Carle Foundation Hospital Lynne Barnes, Chief Operating Officer Dr. Saad Adoni,

More information

HIMSS Davies Award Enterprise Application. --- Cover Page --- IT Projects and Operations Consultant Submitter s Address: and whenever possible

HIMSS Davies Award Enterprise Application. --- Cover Page --- IT Projects and Operations Consultant Submitter s  Address: and whenever possible HIMSS Davies Award Enterprise Application --- Cover Page --- Name of Applicant Organization: Truman Medical Centers Organization s Address: 2301 Holmes Street, Kansas City, MO 64108 Submitter s Name: Angie

More information

Kingston Health Sciences Centre EXECUTIVE COMPENSATION PROGRAM

Kingston Health Sciences Centre EXECUTIVE COMPENSATION PROGRAM Kingston Health Sciences Centre EXECUTIVE COMPENSATION PROGRAM Background In 2010, the Province of Ontario legislated a two-year compensation freeze for all non-unionized employees in the Broader Public

More information

EHR Enablement for Data Capture

EHR Enablement for Data Capture EHR Enablement for Data Capture Baylor Scott & White (15 min) Bonnie Hodges, RN University of Chicago Medicine(15 min) Susan M. Sullivan, RHIA, CPHQ Kaiser Permanente (15 min) Molly P. Clopp, RN Tammy

More information

Healthcare Financial Management Association October 13 th, 2016 Introduction to Accountable Care Organizations and Clinically Integrated Networks

Healthcare Financial Management Association October 13 th, 2016 Introduction to Accountable Care Organizations and Clinically Integrated Networks Healthcare Financial Management Association October 13 th, 2016 Introduction to Accountable Care Organizations and Clinically Integrated Networks Agenda Define ACO, CIN, and Coordinated Care Review ACO/CIN

More information

Creating the New Care Design L2. George Kerwin, CEO Patient of Bellin Health Bellin Health Team. Objectives

Creating the New Care Design L2. George Kerwin, CEO Patient of Bellin Health Bellin Health Team. Objectives Creating the New Care Design L2 George Kerwin, CEO Patient of Bellin Health Bellin Health Team Objectives Identify the five views of the Production System necessary to Create a Connected Personal Experience

More information

The International Patient Safety Goals

The International Patient Safety Goals The International Patient Safety Goals Updated for 6 th edition Hospital Standards The International Patient Safety Goals What are The International Patient Safety Goals (IPSG)? Required as of 1 st January

More information

Emergency Department

Emergency Department Emergency Department Elizabeth Lowry, Director, Internal Audit Darlene FitzPatrick, Director, Internal Audit Bon Secours Health System, Inc. ED: Performing a Value-Added Audit Understanding the structure

More information

The Path to Sustainable Improvements

The Path to Sustainable Improvements What Do You Do When Your Improvement Project FAILS? The Path to Sustainable Improvements Thursday, March 3, 2016 10:00 AM Reza Ziaee, MA, MSE, MBB, PhD, FHIMSS - Antelope Valley Hospital James Bologna

More information

1. November RN VACANCY RATE: Overall 2320 RN vacancy rate for areas reported is 12.5%

1. November RN VACANCY RATE: Overall 2320 RN vacancy rate for areas reported is 12.5% PATIENT CARE SERVICES REPORT Submitted to the Joint Conference Committee, December 2013 Terry Dentoni, RN, MSN, CNL, Interim Chief Nursing Officer 1. November 2013-2320 RN VACANCY RATE: Overall 2320 RN

More information

Looking at Patient Flow in Hours and Days

Looking at Patient Flow in Hours and Days This presenter has nothing to disclose Looking at Patient Flow in Hours and Days Getting Patients to the Right Level of Care at the Right Time October 23, 2014 Session Objectives Understand the differences

More information

Benefits of Tele-ICU Management of ICU Boarders in the Emergency Department

Benefits of Tele-ICU Management of ICU Boarders in the Emergency Department Benefits of Tele-ICU Management of ICU Boarders in the Emergency Department Session #309, February 22, 2017 Michael Ries, MD, MBA, FCCM, FCCP, FACP Medical Director Adult Critical Care and eicu Advocate

More information

ABOUT THE CONE HEALTH NETWORK OF SERVICES

ABOUT THE CONE HEALTH NETWORK OF SERVICES THE MOSES H. CONE MEMORIAL HOSPITAL (536 beds) Critical Care Services All system ICU patients are monitored with the help an electronic ICU monitoring system (VISICU ). Emergency Services Medical Intensive

More information

Clinical Operations in a Service Line Model

Clinical Operations in a Service Line Model These presenters have nothing to disclose. Clinical Operations in a Service Line Model John D Angelo, MD, FACEP Executive Director & Senior Vice President Sarah Healey Herod, MPH Director, Service Line

More information

ENHANCE HEALTHCARE CONSULTING E. COUNTRY CLUB DRIVE, SUITE 2810 AVENTURA, FL

ENHANCE HEALTHCARE CONSULTING E. COUNTRY CLUB DRIVE, SUITE 2810 AVENTURA, FL In today s healthcare environment, anesthesia groups have many issues to deal with, including ACO s, pressure on reimbursement, quality tracking, the surgical home, and pressure on hospital subsidies.

More information

PATIENT CARE SERVICES REPORT Submitted to the Joint Conference Committee, March 2018

PATIENT CARE SERVICES REPORT Submitted to the Joint Conference Committee, March 2018 Report Contents: PATIENT CARE SERVICES REPORT Submitted to the Joint Conference Committee, March By: Terry Dentoni, MSN, RN, CNL - ZSFG Chief Nursing Officer 1. Professional Nursing......1-2 2. Emergency

More information

Measurement Strategy Overview

Measurement Strategy Overview Mobile Integrated Healthcare Program 911 Nurse Triage Measurement Strategy Overview Aim A clearly articulated goal statement that describes how much improvement by when and links all the specific outcome

More information

Mobile Communications

Mobile Communications Mobile Communications Speakers Brett Moran, MD, BCIM, BCCI Associate Chief Medical Officer and CMIO About me Former Professor of Internal Medicine where he practiced academic medicine at UTSW for 19 years

More information

THE USE OF SIMULATION TO DETERMINE MAXIMUM CAPACITY IN THE SURGICAL SUITE OPERATING ROOM. Sarah M. Ballard Michael E. Kuhl

THE USE OF SIMULATION TO DETERMINE MAXIMUM CAPACITY IN THE SURGICAL SUITE OPERATING ROOM. Sarah M. Ballard Michael E. Kuhl Proceedings of the 2006 Winter Simulation Conference L. F. Perrone, F. P. Wieland, J. Liu, B. G. Lawson, D. M. Nicol, and R. M. Fujimoto, eds. THE USE OF SIMULATION TO DETERMINE MAXIMUM CAPACITY IN THE

More information