how clinical redesign at st vincent's hospital has improved patient flow and bed management and...
DESCRIPTION
Louise Kershaw, Manager Clinical Redesign and Decision Support, St Vincent's Hospital delivered this presentation at the 6th annual Hospital Bed Management & Patient Flow conference 2013 in Melbourne. For more information on the annual event, please visit the conference website: http://bit.ly/1f3Pp03TRANSCRIPT
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St Vincent’s Hospital, Darlinghurst Louise Kershaw
Clinical Redesign and Decision Support Manager
of long stay patients
NEAT and NEST Strategy
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This presentation
• Stranded patient project – Indications for introducing Sam to your hospital
– How to implement a Stranded Sam project
– Success factors and our results
– What Sam will not do
• Patient flow and access strategy for NEAT and NEST – Projects, programs and transformational change
– Flow and access strategic framework
– Capacity plan
– Bed allocation and emergency patient ownership
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St Vincents Hospital, Darlinghurst
• Tertiary referral hospital
• 41,333 presentations in 2012 – ↑ 2.6% pa
• 45 Ambulances per day – ↑ 3.4% pa
• 36% admission rate
• 16% presentations D&A effected
• 39,175 admissions – 47% overnight
• 242 acute beds, 17 ICU, 33 MH, 10 EMU
• Statewide HLTx and BMTx services, no paeds or maternity
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Stranded Sam - Methodology
• Participation in HRT Stranded Patient project
• Motivated team who met twice weekly
• Case studies of 32 patients - identified through >21 day report and operational issues
• Case studies followed up by clinical champions and problem solved
• Data analysis of long stay patients 1/1/2008 – 30/6/2011
• Key issues identified
• Ad hoc analyses and audits to support issue prioritisation
• Process redesign
• Project and change management
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The team
• Bed blocked Brett Gardiner – Director Clinical Governance
• Languishing Louise Kershaw – Redesign & Decision Support Manager
• Stranded Sally Whalen – Acute Program manager
• Consult Clement Tsang – Surgery Clinical Superintendant
• Absconding Ann Morgan – Quality Manager Acute
• Rescue Rodney Smith – Patient Flow Manager
• ..... and Stranded Sam
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Long stay patients - the quantum
1061
104
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Episodes Beds
<7 days
7-<14 days
14-<21 days
>20 days
In 2010 3.6% of patients took 34% of the beds Worst RSI in HRT peer group!!!
Length of stay
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Issues identified
• Governance, leadership, culture, valuing and optimising scarce resources
• Discharge and care coordination
• Delays in access to ......nearly everything
• Medical team and multidisciplinary team operation
• Transition to subacute, rehab and community services
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Stranded Sam objectives
• Increasing awareness of SVH staff of waste in the systems of care through targeted communication strategy
• Improving appropriateness of patient care • Improving efficiency of resource use:
– Inpatient beds – Diagnostics – ICU beds
• Recognition of patients time as valuable • Kill many of the sacred cows grazing in SVH
– Acknowledge we needed to improve – Acknowledge there was something that could be done
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Communication Strategy
• Case for change – Case studies
– Quantifying the issues
– Benchmarking with HRT
• Presentations at key forums – Grand rounds
– Program and specialty meetings
– Linking with capacity plan
• Branding – Stranded Sam
• Expose waste and make it unacceptable
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Languishing Lucy - LOS 67 days • 35 yo non-healing ankle # following fall in 2009, extensive surgery to (L) ankle and
surround since. High risk wound
• History of drug abuse, social and minor psychiatric – support from partner and mother
• DOS osteostomy (L) ankle and insertion of battery, internal fixation, bone graft
• Bed rest, foot elevation and IV antibiotics required postop
• Return to OT for debridement/SSG/Intergra/VAC during admission
• Patient frequently off the ward, & Tx for hypertension and tachycardia following ingestion of alcohol and other substances
• Day 21 Plastics happy for discharge with community support but Ortho recommended continued inpatient care - concern with non-compliance to therapy
• Option available for FU in community for IV ABs and wound care
• Patient discharged to community care when patient’s mental status deteriorated as a consequence of long period of inpatient care
• Currently being successfully managed in ambulatory care, wound healing
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Strategies
• Patient flow business rules and implementation – ICU/HDU bed management business rules
• Report 21 day LOS in KPI set • Increased resources focussing on problem solving blocks
to patient delays • Discharge process
– Whiteboard rounds of long stay patients – Identifying target discharge date – MDT meetings - structure, process and focus
• Early identification of stranded patients • Alignment with theatre redesign project
– Getting patients to theatre on time - today’s work today
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Making performance visible
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Identify Stranded Sam Identify Sam early and escalate the issues
He will be more likely to have been admitted through ED and have
or more of the following
or more medical teams involved in care or review
or more allied health team members involved
or more sets of diagnostics (excluding routine pathology)
or more days waiting for review or test
one of social issues – homeless, lives alone or needs services
If your patient is heading towards being stranded
and you need help sorting out the issues
alert the Ward NUM or contact the
Patient Flow Manager 0403 197 827
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Stranded patient results 2013
Number of Sams decreased slightly but now using 11 beds less
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RSI 103% →
98%
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Sams – the new currency
Stranded Sam supports NEAT Hospital
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Success factors
• How big is your stranded patient problem? Recreate the graph – All discharged acute patients in one year – Sum separations and bed days – Create the graph
• The team – include medical staff, patient flow and executive with creativity and method
• Use case studies to challenge current practice • Focus on the opportunity cost of Stranded Sam • Keep refreshing and running the campaign
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NEAT
Hospital Each day up to 3 Sam’s are stranded in the emergency
department for longer than 24 hours.
“Would you want this for
your Uncle Sam?”
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NEAT AND NEST STRATEGY
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How close are you to success?
• Do you perform well in most areas but missing in a couple?
• Do you need a complete organisational transformation? - are you having trouble knowing where to start?
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Kotter on transformation
Establish a sense of urgency
Form a powerful guiding coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Plan for creating short term wins
Consolidate improvements and produce still more change
Institutionalise new approaches
Leading Change – Why Transformation
Efforts Fail, John P Kotter HBR Jan, 2007
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Performance
Accountability
External
drivers
Culture
IM&T & BI
Efficiency
BPR Lean
Focus
Change
method
Leadership
Enablers Failure causes
Strategy
Transformation
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Redesign & Descision Support Strategy on a page
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Patient flow and access strategy framework
Culture change Leadership and communication
Performance management
Change management
Demand management
NEAT ED team based MoC
NEAT ED Fast track
Inpatient capacity plan
Flexicare (HITH)
RED Radiology in ED
Service capacity
Stranded Sam
Theatre redesign
LOS benchmarking
NEAT ED team based MoC
Ward reconfiguration
Flow
Patient flow business rules
Bed allocation redesign
Ward patient ownership and TACT time
Surgery booking and PAC redesign
Cath lab redesign
ePatient Journey Boards
Pro
cess
red
esi
gn L
ean
Six
Sig
ma
Bu
sin
ess
Inte
llige
nce
– Q
likV
iew
rep
ort
s Change management
Performance measurement and transparency
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KPI reports - QlikView
Dr A Dr B Dr C Dr D Dr E Dr F Dr G
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KPI reports QlikView
Dr A Dr B Dr C Dr D
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July 2011 – Link to HRT ALOS
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July 2011 Capacity Management Plan
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August 2012 Bed Management Project
• Value Stream Mapping 336 issues • Solution redesign based on
– Takt time – Predictability – Rounds – Standardisation in process and roles and
responsibilities to create consistency – Escalation – Accountability and responsibility
(MDT/program/executive) – SVH Capacity plan
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Creating bed capacity to manage
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0.0
2.0
4.0
6.0
8.0
10.0
12.0
CAR CCU MSTU X10S X7N X7S X8S X9N X9S
Discharges required per day by ward -all patients
Discharges Mon-Fri Discharges 7 days
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Individual ward takt time
• Every ward provided with average admissions
by day of week
• Causes of variation include clinic days,
elective surgery list days etc
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Patient Journey Board
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Surgery redesign & NEST (1)
• Elective schedule changes – February 2011
• Increased in hours emergency time – February – May 2011
– Emergency orthopaedic sessions
– Refinement of emergency G session
• Communicating late start performance – April 2011
– Changes to TMS and nurse practice to allow reporting
– QlickView reports
• Changes to SVH Consent policy – April 2011
– Discontinue 1 year requirement
– Interns able to consent repeat procedures with no changes in patient
condition
• Emergency list booking process – June 2011
– Improvements to TMS Patients retained in TBA list and Emergency “wait list”
• Manage ICU and ward bed demand – ICU business rules September 2011
– Increase nurse staffing of ICU to 100%
– Business rules around prioritising, delaying and cancelling patients due to no
ITU bed
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Elective list review and management– August 2011
Forward review of elective lists for unused capacity
Earlier identification of available OT capacity and reallocate unused OT time
Identification of inpatients who require theatre - September 2011
List sign off – timing & TMS changes – August 2011 – February 2012
List finalised 2 days before day of surgery & include equipment requirements
Surgical patient length of stay reports by Surgeon and Specialty and comparison to
HRT benchmarks, on time start reports by doctor – April 2012
Improve radiographer resource deployment and communication– May 2012
Redesign preadmission process including PAC – January 2012 in progress
New patient letters and process for communicating with patients
Simplified Preadmission Questionnaire (PAQ) and criteria for Preadmission Clinic
New scheduling and booking process for preadmission clinic
Scanned RFA, consent and PAQ can be reviewed remotely
Surgery redesign & NEST (2)
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Impact of changes by destination ward
Trasnferred to Pre Post Total Triage to Bed requestPre Post Total Average Bed Request To Inpatient (Hours)
CORONARY CARE UNIT 4.7 4.4 4.6 4.3 3.9 4.2
10 SOUTH 4.8 4.4 4.7 5.4 5.1 5.3
7 NORTH 5.0 4.4 4.8 7.9 6.7 7.6
7 SOUTH 5.1 4.5 4.9 8.1 6.6 7.7
8 SOUTH 5.2 4.8 5.1 8.4 8.4 8.4
9 SOUTH 5.3 4.3 5.1 7.2 7.3 7.2
9 NORTH 6.8 6.0 6.5 10.9 6.7 9.6
MEDICAL ADMISSION UNIT 6.2 5.6 6.1 5.9 3.7 5.4
CARITAS CENTRE 5.0 5.4 5.1 2.9 2.2 2.8
PECC 5.9 5.7 5.8 2.8 1.6 2.6
INTENSIVE CARE UNIT 3.4 3.3 3.4 3.4 2.7 3.3
Triage to bed request Bed request to depart
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ALOS overnight patients
Stranded Sam
commenced
>11 % reduction in overnight length of stay
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0
500
1000
1500
2000
2500
Individual run chart time from admission to OT
Hours "+SD2" Mean
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Conclusions
• A novel, memorable communication strategy assists the implementation of change strategies
• A strong message uncovering waste builds dissatisfaction with the status quo
• Sam has been instrumental in a cultural change to value bed days - long and short stay patients
• Stranded patient project needs to sit within a broader strategic program of work otherwise impact on NEAT and NEST will be negligible
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Strategy Implementation
• Aligned leadership and governance
• Differentiate between cultural and process issues and treat accordingly
• Data...... data....... data
• Communication..communication..communication
• Openness and transparency about performance
• Targeted senior medical staff engagement
• Multiple projects & working parties – integrate
• Build change and redesign capacity
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Questions
Louise Kershaw
0410 552568 (M)