Excellence in Response: A Hospital - Wide Journey in Improving Through-Put for the Emergency Department Patient

2.50
Hdl Handle:
http://hdl.handle.net/10755/162877
Type:
Presentation
Title:
Excellence in Response: A Hospital - Wide Journey in Improving Through-Put for the Emergency Department Patient
Abstract:
Excellence in Response: A Hospital - Wide Journey in Improving Through-Put for the Emergency Department Patient
Conference Sponsor:Emergency Nurses Association
Conference Year:2003
Author:Mims, Kristine J., RN, MHA, CAN
P.I. Institution Name:SSM St. Joseph Health Center
Contact Telephone:636/947-5116
Co-Authors:Alan Umbright, MD; Kathy Crist, RN, BSN; and Timothy Thompson, DO
Clinical Topic: The intent of this project was to develop and implement a hospital-wide program aimed at improving the through-put of the Emergency Department (ED) patient. The rationale for this program was driven by several factors: a desire to increase market share; community focus groups identification of three things they were looking for from their Health Care providers; quality, efficient and timely care; the Emergency Department is the "front door" to the hospital and 60% of all inpatient admissions come from the ED. Implementation: Planning and implementation included the following steps: (1) Obtaining administrative approval and commitment to the house-wide effort; (2) identifying the goal time by which all patients presenting to the ED should be seen by a physician or treatment initiated following specific protocols. (30 minutes); (3) identification by all departments of their specific and measurable goals toward success, based on their function and how it impacts the ED patient; and (4) house-wide "Pep" rallies with Excellence in Response "give-aways" for all staff and commitment pledge signing activities.
Outcomes: Excellence in Response has resulted in a culture change for the entire facility. Examples include: (1) 93% of 76,000 patients seen in the ED in the first year after implementation, were seen/treatment started within the 30 minute goal. The baseline measurement for this goal at implementation was 56%; (2) patient satisfaction and loyalty scores have improved from running in the 40% range to now in the 80% range; (3) improvement in staff and physician moral is not measured, the change is palpable; (4) daily review and accountability, by all departments, for the previous day's success at meeting their goal; (5) regularly scheduled, multidisciplinary review of barriers to success; and (6) significant contribution in SSM Health Care's efforts to win the Malcolm Baldrige National Quality Award. Recommendations: Recommendations for improving ED patient through-put resulting from this experience include: (1) obtaining administrative support and commitment for the goal; (2) presenting Excellence in Response as the culture of the facility during new employee hospital orientation; (3) annual renewal of the commitment to the goals of Excellence in Response by all hospital staff; and (4) regular, multidisciplinary review of any barriers to success. This would be an appropriate undertaking for any ED that struggles with bottlenecks due to fluctuations in patient volume and inefficient hospital processes that impede patient flow. [Clinical Poster]
Repository Posting Date:
27-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Emergency Nurses Association

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleExcellence in Response: A Hospital - Wide Journey in Improving Through-Put for the Emergency Department Patienten_GB
dc.identifier.urihttp://hdl.handle.net/10755/162877-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Excellence in Response: A Hospital - Wide Journey in Improving Through-Put for the Emergency Department Patient</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Emergency Nurses Association</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2003</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Mims, Kristine J., RN, MHA, CAN</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">SSM St. Joseph Health Center</td></tr><tr class="item-phone"><td class="label">Contact Telephone:</td><td class="value">636/947-5116</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">Kris_Mims@ssmhc.com</td></tr><tr class="item-co-authors"><td class="label">Co-Authors:</td><td class="value">Alan Umbright, MD; Kathy Crist, RN, BSN; and Timothy Thompson, DO</td></tr><tr><td colspan="2" class="item-abstract">Clinical Topic: The intent of this project was to develop and implement a hospital-wide program aimed at improving the through-put of the Emergency Department (ED) patient. The rationale for this program was driven by several factors: a desire to increase market share; community focus groups identification of three things they were looking for from their Health Care providers; quality, efficient and timely care; the Emergency Department is the &quot;front door&quot; to the hospital and 60% of all inpatient admissions come from the ED. Implementation: Planning and implementation included the following steps: (1) Obtaining administrative approval and commitment to the house-wide effort; (2) identifying the goal time by which all patients presenting to the ED should be seen by a physician or treatment initiated following specific protocols. (30 minutes); (3) identification by all departments of their specific and measurable goals toward success, based on their function and how it impacts the ED patient; and (4) house-wide &quot;Pep&quot; rallies with Excellence in Response &quot;give-aways&quot; for all staff and commitment pledge signing activities. <br/>Outcomes: Excellence in Response has resulted in a culture change for the entire facility. Examples include: (1) 93% of 76,000 patients seen in the ED in the first year after implementation, were seen/treatment started within the 30 minute goal. The baseline measurement for this goal at implementation was 56%; (2) patient satisfaction and loyalty scores have improved from running in the 40% range to now in the 80% range; (3) improvement in staff and physician moral is not measured, the change is palpable; (4) daily review and accountability, by all departments, for the previous day's success at meeting their goal; (5) regularly scheduled, multidisciplinary review of barriers to success; and (6) significant contribution in SSM Health Care's efforts to win the Malcolm Baldrige National Quality Award. Recommendations: Recommendations for improving ED patient through-put resulting from this experience include: (1) obtaining administrative support and commitment for the goal; (2) presenting Excellence in Response as the culture of the facility during new employee hospital orientation; (3) annual renewal of the commitment to the goals of Excellence in Response by all hospital staff; and (4) regular, multidisciplinary review of any barriers to success. This would be an appropriate undertaking for any ED that struggles with bottlenecks due to fluctuations in patient volume and inefficient hospital processes that impede patient flow. [Clinical Poster]</td></tr></table>en_GB
dc.date.available2011-10-27T10:35:40Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-27T10:35:40Z-
dc.description.sponsorshipEmergency Nurses Associationen_GB
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