Management of patient flow is a complex issue that has been known to cause headaches for hospital executives. In health organizations across the country, complaints are being registered about the valuable time that is wasted as staff members try to figure out what is causing bottlenecks, whether a certain room is available or a patient is ready, and which rooms need to be cleaned.
Some CIOs, however, have found a way to crack the code by deploying patient flow and bed management systems that link with other systems to provide clinicians with a complete, up-to-date view of the status of every room in the facility, organized by floor, department or unit. By looking up at a large screen or logging onto a computer, clinicians can find out what rooms are available and which patients are ready to be discharged, and can learn other vital pieces of information about patients.
It's precisely what Bill Colbert, vice president and CIO at University Health Care System in Augusta, Ga., had in mind when he paid a site visit to a hospital in Alabama a few years ago. When he walked in and saw an electronic board that featured a graphical display of the hospital unit with data on the status of each room, he says he was sold.
“That was exactly what we were looking for,” Colbert says. “It was our goal to be able to present a complete patient picture to a doctor or nurse who could see it and understand what was going on with a patient at a certain point in time. We wanted a system that would give us a complete view of what was going on in the hospital.”
In July of 2008, University Health went live with the Horizon Enterprise Visibility, a system developed by Awarix, which was acquired by Alpharetta, Ga.-based McKesson in 2007. So far, the solution has exceeded his expectations, with the organization realizing — and in some cases, surpassing — all six of the goals it established prior to rolling it out. According to Colbert, University Health set out to achieve a 10 percent reduction in inpatient transfer time, total discharge process time, emergency department (ED) transfer time, diversion hours, and ED length of stay. Within a few months, the organization achieved the following:
Inpatient transfer time decreased from 85 minutes to 50.89 minutes
Total discharge process time decreased from 210 minutes to 187 minutes
ED transfer time went from 87 minutes to 58.31 minutes
Hours spent on diversion status (deciding whether to accept ambulance patients) went from 30 hours per month to 17 hours
ED length of stay decreased from 276 minutes to 149 minutes
Another objective — increasing the number of discharges before noon by four percent — was also realized. Four months after the system went live, University Health saw the figure increase from 30 percent to 32 percent. “Those were all good statistics, and we were able to incorporate them into our presentation to the board when we asked for more money,” says Colbert, who hopes to deploy the system at the new cardiology tower expected to go live in January at University Health. “Our team has done an excellent job with this.”
University Health certainly isn't alone in its success; several other organizations have yielded positive results after implementing enterprise-wide patient flow systems. After deploying the BedTracking system from Pittsburgh-based TeleTracking Technologies, Lehigh Valley Hospital and Health Network in Allentown, Pa., saw bed turnaround time decrease from 240 minutes to 60 minutes at the Cedar Crest site, to 45 minutes at the 17th and Chew Street location and 37 minutes at the hospital's Bethlehem campus, according to the company.
Organizations that utilize systems like those offered by TeleTracking and Statcom (Alpharetta, Ga.) are leveraging real-time technologies and intuitive dashboards to create a centralized source for patient flow information and help link together different information systems. One of the key components of these systems, says Fran Turisco, is the ability to speak with other technologies. According to Turisco, principal researcher in the Lexington, Mass.-based Emerging Practices division of the CSC Corporation (Falls Church, Va.), most patient flow systems can interface or, in some cases, integrate with admissions-discharge-transfer, laboratory, and information systems.
“It just makes life a lot better for the nurses and for bed management,” says Turisco. “It seems like it has a lot of benefits, but it's not like it does anything new or wonderful — all it does is connect the dots. You don't have to place a call to ask a question or go digging in the clinical information system to find out of the lab result came back, because it's right there.”
Once the interfaces have been built, little involvement is required by the IT department. “Once you figure out what roles are going to be involved — who gets to view the information and who gets to go into the system and update it — it doesn't take long to roll out. We're talking 3-6 months as opposed to two years,” says Turisco. “It's really a project that's led by nursing and the bed management crew. So other than the interfaces, there's not a lot of IT involved.”