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Hospital and Financial Performance: Improving throughput, flow, and efficiency of care for acutely ill hospitalized patients. J. Christopher Farmer. Discussion Points. Framing the issues Where are we now? What works and what does not? How do we identify opportunities for gaining efficiency? - PowerPoint PPT Presentation
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Hospital and Financial Performance:Improving throughput, flow, and efficiency of care for acutely ill hospitalized patients
J. Christopher Farmer
Discussion Points
‣ Framing the issues
‣ Where are we now?
‣ What works and what does not?
‣ How do we identify opportunities for gaining efficiency?
‣ Methods to improve flow and throughput
‣ Measuring impact
In the hospital:Where are the biggest bottlenecks?
EmergencyDepartment
ICU
StepDownUnit
WARD
An average “bottleneck” day?
‣ All ICU beds are “full” with medical patients currently in the CVICU, SICU, and CCU
‣ The intermediate care unit is “full”
‣ Three scheduled CV surgical cases today with one bed opening “later”
‣ Two patients in the ED require MICU admission (beds)
‣ One neuro-ICU patient transfer request pending (acute stroke) from the region
‣ Should we go “on diversion” with EMS?
A day in the life of critical care at a busy hospital…
CRITICAL CARE RESOURCE DEMAND
REGIONALREFERRALS
EMERGENCYDEPARTMENT
“IN-HOUSE”EMERGENCIES
OPERATINGROOM SERVICES
MICU
SICU NeuroICU
CCU
CV-ICU INTERMED.CARE UNIT
TELEM..
1. LIMITED AVAILABILITY RESOURCES
2. MANY DECISION-MAKERS
3. VARIABLE DECISION CRITERIA APPLIED
WARDS
POST-PROCEDUREMONITORING
LOCALREFERRALS
“chronic crisis mode”…a global affliction
Fixing these problems every day?The turning radius of a cruise ship
A critical care reality check…
‣ Most hospitals have enough ICU and acute beds to meet current demand almost every day…
‣ EMS diversion is a widespread problem
‣REMEMBER: diversion is not a demand management tool…it is an excuse!
‣Diversion = hospital + physician lost revenue (≈ 37,000 USD/pt.)
‣ No data + no physician engagement = CHAOS
‣ So, hospitals build more ICU beds without changing current practices (a culture change)
‣This results in little to no net improvement in these problems!
In today’s world--where should tertiary hospitals be going?
Development of a hospital service (product) line that meets the internal and external demands of critical care and acute medicine
‣ Personnel
‣ Quality
‣ On-site physician coverage 24/7
‣ Data management
‣ Demand management
‣ Education
‣ Fiscal performance
‣ Longitudinal care
What does an acute medicine service line look like?
It links the emergency medicine, the critical care, and hospital medicine physicians into a real or virtual group
This also should include nurses and inpatient pharmacists who work in the ICU, step down unit, and involved wards
It defines protocols and procedures for treating common serious illness that are followed by all team members
Examples include management of sepsis, pneumonia prevention, sedation-delirium management, prevention of catheter infections
It should include hospital management support in order to track cost, length of stay, quality and safety, etc.
Maximizing hospital throughput
Learn about the “A” team: “prevention” is better than “predicaments”
‣ Assessment of initial/ongoing need for ICU care [APPROPRIATENESS]
‣ Accuracy of initial/subsequent patient placement [EFFICIENCY]
‣ Accurate and timely decision-making [EFFICIENCY]
‣ Availability of reliable “downstream” resources (intermediate care, telemetry, SNF, LTAC, etc.) [EFFICIENCY]
‣ Assessment and reassessment of physiological status and care requirements [DEMAND MANAGEMENT]
‣ Aggressive development/implementation of care “protocolization” [QUALITY, OUTLIER MANAGEMENT]
‣ Attending physician patient management is on-site (intensivist and hospitalist) [QUALITY, OUTLIER MANAGEMENT]
‣ APN’s and other ancillary personnel (data management, pharmacy, RT, etc.) [EFFICIENCY, DEMAND MANAGEMENT, QUALITY]
‣ Availability of important clinical and administrative data for “real-time” decision-making (severity of illness, other clinical, UR, cost) [DEMAND MANAGEMENT, QUALITY, OUTLIER MANAGEMENT]
Planning patient “flow”...From the front door to the back door
ED orOUTSIDE
REFERRALICU
ADMISSIONPCU
TRANSFERWARD
TRANSFERHOSPITALDISMISSAL
‣ Multiple calls‣ Transfer delays‣ Bed availability‣ Admitting physician
access
‣ Multiple calls‣ Transfer delays‣ Bed availability‣ Transfer physician
access
‣ Multiple calls‣ Transfer delays‣ Bed availability‣ Transfer physician
access
‣ Multiple calls‣ Transfer delays‣ Bed availability‣ Transfer physician
access
‣ Multiple calls‣ Transfer delays‣ Bed availability‣ Transfer physician
access
ACUITY OF ILLNESS
Common themes emerge!
‣ Multiple calls‣ Transfer delays‣ Bed availability‣ Admitting physician
access 1. Dependence on individuals, not processes
2. Communications not protocolized
3. Hand-offs not “choreographed”
4. Delayed decision making (dependent on individuals)
5. Bed management: reacting to requests versus anticipating needs
6. Not advancing care plans 24/7!
Evolving from demand management versus demand forecasting
PATIENT IN THE ED
NEEDS AN ICU BED
MEDICAL ICU
Do you have a bed?
6 hour delay
STEP-DOWNUNIT
1 day delay
WARD
1 day delay
NURSINGHOME
3 day delay
Net impact:
‣ 5.25 days added to hospital LOS
‣ Additional hospital costs
‣ LOS increases X annual patient load = increased personnel requirement
‣ Increased ICU and Step-down bed requirements
‣ Decreased staff satisfaction (increased frustration)
‣ Quality of care?
No, call back in2-4 hours
No, call back in2-4 hours
No, call back in2-4 hours
No, call back in2-4 hours
Evolving from demand management versus demand forecasting
0600-1200 1200-1800
1800-24002400-0600
0600-1200 1200-1800
1800-24002400-0600
0600-1200 1200-1800
1800-24002400-0600
0600-1200 1200-1800
1800-24002400-0600
ED MICU Ward
Historical number of admissions during each 6 hour time frame for each day of the week
Wednesday,3 admissions
Wednesday,1 admissions
Step-downUnit
Evolving from demand management versus demand forecasting
ICUPATIENT
READYTO GO
READYTO GOWHEN...
NOT READYTO GO
0600 1800
MOVE NOW ADVANCE THE CARE PLANRE-EVALUATE TOMORROW
Adequate Intermediate Care Unit resources:Not enough = Continuum of care issues…
CRITICALCAREUNITS
FRONT DOORBACK
DOOR
INTERMEDIATECAREUNIT
‣ Bandwidth‣ Care protocols‣ Triage guidelines‣ ICU:PCU bed ratios‣ Provider non-compliance‣ Patient volume-induced inefficiencies
Defining priorities…
An acute medicine development project…You need a “team” that will:
‣ Address ICU throughput and resource utilization issues
‣ Address continuum of care issues
‣ Quantify additional critical care physician and non-physician recruitment needs (staffing model including coverage expectations)
‣ Address critical care quality and patient safety program needs
‣ Address the role of residents in the critical care units
‣ Develop and advance ICU team functionality (doctors, nurses, allied health professionals)
think big, start small, go fast…
Address ICU throughput and resource utilization issues
In order to improve access to ICU beds
‣ patients must be accurately triaged and acuity matched to the correct unit
‣ decision-making criteria (admission & discharge, etc.) must be consistent and predictable in all units
‣ there must be sufficient numbers of intermediate care beds (also with disciplined criteria for resource utilization)
‣ a designated physician(s) must oversee processes 1-3 in order to ensure consistency and compliance
‣ Care protocols and bundles should be used in order to optimize efficiency
Improving throughput: the bottom line…
‣ Our challenge isn’t knowing what to do to avoid “logjams,” most have that reasonably defined…it’s getting it done (change management)
‣ That’s OK…change management is difficult for every organization
‣ We need to our spend time defining priorities along with the specific strategies to get these implemented!
‣ No accountability = no durable change
Intermediate Care Unit
Intermediate Care Unit = Progressive Care Unit
‣ Should be multi-disciplinary or have more than one unit
‣ Need more beds relative to total number of ICU beds!
‣ NO POACHING = NO ICU PATIENTS IN THE PCU
‣ On-site supervision: ICU teams versus ward teams
(recommend considering a hospitalist service)
‣ Need better (and sooner) hand-offs from the ICUs
‣ Palliative care services
So what do we do?1. Review historical data: who are the
patients, where are they coming from, what is wrong with them, what do they need from us? (but don’t linger and over-analyze!)
2. Review the “pipeline” from the front door to the back door…outline bottlenecks, targets, and then define specific implementation measures (we have a lot of what we need already “on paper”)
3. Create “Top 10” barrier list and define specific “counter measures”
4. Create a plan of action…2009, 2010, 2012, 2014 (as part of the 1, 3, and 5 year strategic plans)
Historical data reviewPerformance review
‣ Top 5-10 admission diagnoses to the ICU’s (stratified by unit)
‣ Which (insurance) payment codes are linked to these diagnoses?
‣ LOS (hospital + ICU) for each of these payment codes
‣ Financial performance by payment code (which of these offer the largest [positive and negative] margins? What is our market share for these activities?
‣ Are there other (not top 10) payment code categories with small numbers of patients but strongly positive margins?
Yes, the details are important...
Protocolized (standardized) management improves clinical outcomes (published data)
‣Sepsis
‣Acute myocardial infarction
‣Central line insertion and catheter site maintenance
‣Ventilator use strategies in ARDS
‣Ventilator bundle
‣Glucose control
‣Sedation and delirium management
‣Surgical site wound care
‣Daily goals sheet (communications tool)
‣Communications tools for assessment and transfer to lower levels of care
‣Rapid response teams
‣Multidisciplinary, team-based rounds
‣Use of remote ICU virtual presence monitoring by intensivists and critical care nurses
‣On-site intensivist program
‣On-site hospitalist program
‣Adverse drug event prevention program
TEAM = SUCCESSTEAM = SUCCESS
Summary
‣ If you do not know where you are going...any road will get you there
‣ Recipe for success = plan + timeline + milestones + defined deliverables + accountable individuals + a strong commitment from hospital leadership
‣ Think service line for high acuity medicine
‣ Anticipate, do not simply react
‣ Clinical details matter...decreased LOS, complications, mortality