Stamford Hospital in Stamford, Conn. is a 305-bed, not-for-profit hospital providing the residents of Fairfield and Westchester counties with access to the latest technology using a compassionate, patient-centered care approach.
Kelly Jones, BSN, RN, Nurse Informatics Manager joins us on this episode of Patient Flow Podcast to share how she transitioned from a traditional nursing role to her current role, and how she implemented a RTLS solution that put Stamford on the path to owning, renting and losing less equipment.
RTLS technology is helping the clinical staff spend more time with the patients and less time running around trying to find devices. It is also helping with early discharges and turnaround times for getting those rooms cleaned and ready for the next patients.
The implementation team understood the importance of getting clinical buy-in. Environmental services and transport also liked the idea of an RTLS solution to improve their work flow.
Implementation also included process optimization and a focus on infection control through the use of effective reporting.
Executive engagement includes their Executive Director of IT, Director of Nursing and Chief Nursing Officer.
To learn even more about the great work being done by Kelly at Stamford Health, check out the Spring 2017 issue of Patient Flow Quarterly. Download your copy today!
Adventist Health Glendale [AHG] is the go-to provider for holistic health and wellness in California’s San Fernando Valley. They are also the largest provider with 515-beds, 800 physicians, 2,400 associates and 1,100 volunteers.
Cynthia Norman-Bey, Director of the Customer Experience and Marina Chakhalyan, Nursing Operations Data Analyst join us for a two-part episode of Patient Flow Podcast to discuss the AHG transfer center and the positive impact it is having on patient care.
Cynthia and Marina detail:
The communities they serve and the competitive environment they face
The role that Transfer Center Service Coordinators and House Supervisors play in the transfer process
The tactics they used to help break down silos between departments, and encourage engagement amongst the staff
How they manage physician relations
How they are using reporting capabilities to drive performance improvements
P.S. Cynthia and Marina were recently featured in the Spring 2017 issue of our “Patient Flow Quarterly” publication. Click here to download your copy today!
San Diego’s Sharp HealthCare, a six-hospital system, operates with the mission to improve the health of everyone they serve. As a not for profit facility, their resources are dedicated to delivering the highest quality patient-centered care, the latest medical technology and superior service.
Janet Hanley, Vice President Patient Technology, Innovation, Efficiency, discusses how a robust patient flow strategy has helped Sharp improve visibility, accountability and overall patient satisfaction.
Sharp’s patient flow goals included finding ways to move patients through the system more efficiently, maximizing the use of technology, and using real-time data to drive decision making.
Sharp was also focused on asset management—making it easier to find the right asset for the right patient, while also ensuring that too many or too few of any asset isn’t purchased.
Sharp was faced with not knowing what was going on at each hospital—and since they didn’t know, the inclination was to say no to incoming patients.
The implementation of their Centralized Patient Placement Center has been successful at getting patients in, decreasing wait times, and improving discharge efficiency.
Tim Chapman, Executive Healthcare Advisor joins us on this episode of Patient Flow Podcast to share his thoughts on how now, more than ever, it’s important to stay focused on the key imperatives that drove successful results in 2016.
There has been more change affecting healthcare in the last 20 years than in the previous 200 years. And the speed by which that change is occurring is also increasing.
Strategy is a very dynamic, real-time process that requires constant and continuous monitoring and adaptation.
There are five broad process dimensions that health systems will need to master well:
Making money while taking risks
Clinical cost management to attain superior cost quality and safety outcomes
Total non-labor cost management including a holistic assessment
Patient flow throughout the entire continuum
Systematic elimination of waste and wait times
P.S. Tim was recently featured in the Spring 2017 issue of our “Patient Flow Quarterly” publication. Click here to download your copy today!
Part of the University of Illinois at Chicago (UIC), UI Health is a 495-bed tertiary care hospital, with 22 outpatient clinics, and 13 Mile Square Health Center facilities, which are Federally Qualified Health Centers. Lisa Potts, the system’s Senior Director of Patient Care Services, joins us on this episode of Patient Flow Podcast to discuss how UI Health has improved patient throughput by integrating Ready-to-Move functionality into their workflows.
Lisa talks about:
How taking a bird’s eye view of hospital operations, she saw opportunities to use technology to improve patient flow.
Using Ready-to-Move to standardize nursing hand-off processes led to efficiency with bed assignments.
The education strategy they used to engage employees and encourage adoption.
How shortly after implementation they experienced a 40% decrease in boarding time.
Advocate Good Samaritan Hospital [part of Advocate Health Care] in Downers Grove, IL is a 324-bed community hospital, which operates as the only Level 1 Trauma Center in DuPage County. The hospital has received Magnet® recognition for nursing excellence and is the only healthcare organization in Illinois to earn the prestigious Malcolm Baldrige National Quality Award for performance excellence.
Roz Lumpkin, Clinical Bed Management Coordinator and Site Administrator for TeleTracking, joins us on this episode to discuss how they have improved visibility and communications. Specifically,
How the nursing portal has become a communications tool, and the positive impact that it’s had on how nurse’s do their daily rounds
The dramatic improvements they have seen related to ED bed request to patient occupy and transport trip times
To learn even more about the great work being done at Advocate Good Samaritan, check out the Spring 2017 issue of Patient Flow Quarterly. Download your copy today!
A value-based work strategy helps ensure that clinicians’ valuable time and energy is being used most effectively. By adopting the right enabling technologies, clinicians’ time can be shifted away from tasks like looking for equipment, and refocused on providing engaged care at the bedside. Other benefits include enhanced patient-clinician communication, timely care and better outcomes.
Clinician time and energy is extremely valuable—and that’s why it’s so important that it’s used efficiently to provide excellent patient care.
Clinicians are saturated with operational issues such as searching for equipment and searching for clean beds. By using enabling technology, such as real time location services and automating the patient placement process, the task load is reduced and they can focus on the clinical needs of patients.
Effective organizational patient flow positively impacts staff satisfaction, as well as the overall patient experience and their satisfaction.
UAB Medicine in Birmingham, Ala. is a 1,157-bed academic medical center that manages 50,000 annual admissions, 130 surgeries a day across 57 OR suites, as well as 300 ED visits each day. Brittany Lindsey, UAB Medicine’s Director of Patient Flow, joins us on this episode of Patient Flow Podcast to discuss how UAB developed a strategic patient flow plan and centralized patient placement center to address their capacity challenges.
The three success factors to a successful roll-out.
How to organize an effective daily patient flow huddle.
Encouraging buy-in to the new way of doing things.
*P.S. UAB was recently featured in the 4th edition of our “Patient Flow Quarterly” publication. Click here to download your copy today!*
Value-based care provides improved outcomes at the same or reduced costs—and in order to achieve those outcomes, a high level of process reliability is essential. This is done through a combination of people, technology, equipment, supplies and process that leads to consistency—and an environment where it’s possible to deliver highly reliable outcomes.
Spend some time today with Scott Newton, DNP, RN, MHA, EMT-P, Vice President of Care Model Solutions at TeleTracking—and a patient flow expert with 25 years of clinical experience who will share his experience with this care model and how to achieve positive outcomes at your organization.
McLeod Health is a seven hospital system with 931 acute licensed beds serving more than one million people in Florence County, SC. In the latest episode of Patient Flow Podcast, Lee Wallace, a former EMT and the Director of Patient Flow, shares how the health system has used rapid improvement events to positively impact their patient flow strategy. Lee also discusses how:
Prioritizing patient discharges is critical to creating capacity for new patients.
Precision patient placement is leading to dramatic decreases in the number of internal patient transfers.
Physicians are now speaking the same language as nurses, nurses are speaking the same language as case managers, and case managers are speaking the same language as both.
TeleTracking is pleased to bring you the Patient Flow Podcast. Here you’ll find insightful conversations with the leading experts in patient flow and a focus on the best practices that drive successful outcomes—helping ensure patients across the healthcare continuum get the right care, in the right place, at the right time.