“You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.” – Buckminster Fuller, American architect, systems theorist, author, designer, and inventor
I’m sitting on a train on my way to visit a client. It’s a twisting, turning ride that reminds me of all the twists and turns a journey to an optimal patient flow strategy can take. I’m also reminded of the faces of clients that feel incredibly challenged as they work to make a positive difference for patients and families, and I think of the ones that found the fortitude to keep going with this work of improving patient flow. They all know the importance of building the necessary foundation, and at the heart of it, an age-old saying that still rings true comes to mind, “It starts at the top.”
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Client Success Webinar Series: Redefining the Discharge Process
December 12th, 2017 1:00pm – 2:00pm EST
McLeod Health is a seven hospital system with 931 acute licensed beds serving more than one million people in Florence County, SC. The focus of this session will be on culture change and what it takes to initiate, transform and sustain change. » Continue reading
The National Health Service [NHS] has been providing healthcare to the more than 64.6 million residents of the United Kingdom since 1948. Operating under the core principle that healthcare should be available to all, regardless of wealth, the NHS in England treats over one million patients every 36 hours. With a staff that includes 150,273 doctors, 40,584 general practitioners (GPs), 314,966 nurses and health visitors, 18,862 ambulance staff, and 111,127 hospital and community health service (HCHS) medical and dental staff, everything from routine screenings to treatment for chronic conditions, transplants, emergency treatment and end-of-life care is covered. Increasingly challenged with finding ways to ensure patients were receiving the care they needed—and caregivers had the right amount of time to deliver it—the NHS determined they needed a patient flow strategy. And that’s when the collaboration with TeleTracking began.
Access. The definition is simple – the ability, right or permission to approach, enter, speak with, or use. However, things get much more complicated when the topic turns to a patients access to care – because in order to give one patient access to services, you must move another one out.
To help healthcare executives see the possibilities within their organizations, and how streamlining patient access and throughput via centralized command centers can help, we assembled a team of experts who were successful with implementations at their own facilities. The team included:
The Future of Digital Healthcare was recently the focus of a McKinsey & Co. seminar in Dubai. TeleTracking President, Michael Gallup, shared his insights as part of a panel discussion on the topic of Revolutionizing the Way Healthcare is Delivered. Highlights from this seminar and panel discussion are outlined below.
Earlier this month, hospital executives from around the country gathered in Boston to discuss how Operational Command Centers are improving access— and generating revenue— by streamlining patient care delivery. Melanie Morris, senior director, Carilion Clinic Transfer & Communications Center (CTaC) was one of the speakers, sharing her transfer center development and implementation journey. Melanie’s work was also recently featured in a peer-reviewed article in Nursing Administration Quarterly.
“Patient Access” – two simple words that convey the obstacles that can affect a patients ability to get the right care, at the right time, with the right resources. While patient access is not as familiar a phrase as population health management, health system CEO’s and executive teams around the country are saying that improving access is critical to efficient health care operations according to a piece by the Advisory Board Company in March 2014.
To bring attention to the topic of improving patient access and overall throughput, Healthcare Informatics and TeleTracking partnered to present an Executive Exchange at the Nine Zero hotel today in Boston.
Like healthcare in general, the role of a health system CFO continues to evolve. Previously responsible solely for an organization’s financial oversight, CFOs now take on strategy, operations and information technology. This expansion is essential; as payment models move from fee-for-service to value based care, a CFOs role in data management and maximizing productivity becomes critical.
A few weeks ago, TeleTracking had the opportunity to meet with CFOs from many of the nation’s leading healthcare systems at HealthLeaders Media Chief Financial Officer Exchange. The Exchange gives partner organizations and CFOs the opportunity to share ideas on the significant changes occurring in healthcare. So what are some of the things that are on the minds of today’s CFOs?
What processes or outcomes is your department, organization, or team trying to improve? Health First is using Lean methods to improve efficiencies in various departments. The integrated delivery network, headquartered in Rockledge, Fla., has four hospitals, a large multi-specialty medical group, outpatient and wellness services, and health insurance plans.