A hospital stay can be difficult for both the patient and their family. And when the next step involves moving beyond the four walls of the hospital to a post-acute facility, the placement can be both time consuming and stressful—even if the patient is staying within the health system.
From the patient’s perspective, they may still be quite ill and want to transition easily to the next step in their treatment plan. From the health system perspective, they also want to help the patient who is ready to leave—and consequently open up that acute care bed for the next patient that needs it.
Technology to track beds, equipment, staff and patients through a hospital has been used in the USA for years, with positive effect, and now there is growing interest in employing it in the NHS. » Continue reading
Did you know that there are 7 open beds for every 2 patients, yet they still wait for the care they need? It’s the norm at too many health systems. Award-winning health systems are establishing Command Centers to expand access to care across their systems and patient populations. » Continue reading
In this issue we’re focused on the powerful effect an Operational Command Center can have on both patients and staff. And while it goes by different names—Command Center, Logistics Center, Operations Center, Placement Center—the main takeaway is that this type of centralized concept ensures that care is delivered at the right place, in the right setting, with the right care team, at the right time. » Continue reading
Penn State Health Milton S. Hershey Medical Center, in Hershey, PA is a leading provider of specialized medical care in central Pennsylvania, and is the only hospital with dual adult and pediatric Level 1 trauma accreditation in the state. Before making patient flow a priority in 2012, Hershey was at critical capacity for years. As the volume of patients increased, it became more challenging to move patients through the system in order to accept new patients—especially those coming in as transfers. In addition, the system was decentralized—while calls were coming into one number, it took a series of steps to accept the patient and get them to the right place for the right care.
The average person sends and receives a total of 100+ business emails per day. We value your time – and your inbox space – so we’ve simplified the way we delivery industry news, client outcomes, and our patient flow expertise to you. With Patient Flow Weekly, a single weekly email, you’ll have everything you’ll need to stay up-to-date and drive outcomes at your hospital or healthcare system.
Continue reading for the Top Three stories from the first 3 issues of Patient Flow Weekly:
Last Sunday, thousands of runners took to the streets of Pittsburgh for the annual marathon. I volunteered to provide medical support and was assigned to the Finish Line Medical Tent. This was a large event, with a stream of people coming through with issues of varying severity. On my way home, I thought about how the lessons learned at the medical tent applied to patient flow.
Success is something we believe should be celebrated with others. For example, a 35% decrease in emergency department throughput times; patient discharge times dropping to four hours from their original eight; on-time starts improving from 50 to 75%; and bed request to occupy time more than cut in half from 13.7 to 5.8 hours.
These numbers are achievable, and they are patient flow achievements that your colleagues at nearby hospitals and health systems are driving.