2.50
Hdl Handle:
http://hdl.handle.net/10755/163023
Type:
Presentation
Title:
Superheroes Should Not Have to Wait- The 29 Minute Initiative
Abstract:
Superheroes Should Not Have to Wait- The 29 Minute Initiative
Conference Sponsor:Emergency Nurses Association
Conference Year:2006
Author:Stover, Kimerlie L., RN BSN
P.I. Institution Name:Children's Hospital of Michigan
Title:Manger Emergency Department
Contact Address:3901 Beaubien, Detroit, MI, 48201, USA
Contact Telephone:(313) 745-5210
Purpose: Super Heroes was a campaign promotion designed for the public to recognize there is a "Super Hero" around every corner - whether they are patients, families, or staff. The organization's President and CEO designed the 29-minute initiative. One important focus is that the patients and their families are Super Heroes. This initiative is a door to doctor guarantee to the families and patients served by the emergency department (ED) that they are treated within 29 minutes of arrival or the hospital will acknowledge failure to meet the guarantee. These patients receive complimentary tickets to a local event. This initiative addressed extended wait times in the emergency department and the left without being seen (LWBS) population. Design: The 29-minute initiative is a quality improvement project with a patient/family and staff satisfaction component. The objective is to treat 95% of all patients that come into the ED within 29 minutes. Management reviews daily reports of those patients meeting and not meeting 29 minutes. Work is in progress and there are many matrixes targeted for process improvement at some point in time. Setting: The site is an urban, Level I Trauma Center teaching facility located in southeastern Michigan, the only freestanding Level I Trauma Center children's hospital in the state. Subjects/Participants: Every full-time employee of the hospital has their own specific role in this initiative (including the charge nurse ensuring smooth ED flow, the ED doctor's disposition of patients, and the housekeeping staff). The hospital tracks 100% of all patients that arrive at the emergency department. Methods: Upon patient arrival, a simultaneous "mini-registration" and triage is completed. The clock starts ticking for the 29-minute limit upon completion of the mini-registration component. The current triage process ensures a maximum length of 3 minutes. The department is a wireless environment that provides for a complete bedside registration. Any other services required for patient care and/or treatment happens at the patient's bedside. Results: Improving turn around times in conjunction with the 29-minute initiative has decreased the average length of stay (LOS): 245 minutes in 2003, 196 minutes in 2004, and 153 minutes year-to-date. Patients who were LBWS were 4.26% in 2003, 2.15% in 2004, and 0.74% year-to-date. Patient volume has increased by 17%. Recommendations: At the initiative onset, August 2004, the emergency department met the guarantee 54% of the time, on average. Current commitment compliance is 98%. Continued monitoring of every matrix that affects patient wait times is an ongoing focus. Many factors contribute to success of the initiative. Emergency department patient arrival and flow, acuity level, and inpatient bed availability are the most important factors at this time.
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.titleSuperheroes Should Not Have to Wait- The 29 Minute Initiativeen_GB
dc.identifier.urihttp://hdl.handle.net/10755/163023-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Superheroes Should Not Have to Wait- The 29 Minute Initiative</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">2006</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Stover, Kimerlie L., RN BSN</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">Children's Hospital of Michigan</td></tr><tr class="item-author-title"><td class="label">Title:</td><td class="value">Manger Emergency Department</td></tr><tr class="item-address"><td class="label">Contact Address:</td><td class="value">3901 Beaubien, Detroit, MI, 48201, USA</td></tr><tr class="item-phone"><td class="label">Contact Telephone:</td><td class="value">(313) 745-5210</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">kstover@dmc.org</td></tr><tr><td colspan="2" class="item-abstract">Purpose: Super Heroes was a campaign promotion designed for the public to recognize there is a &quot;Super Hero&quot; around every corner - whether they are patients, families, or staff. The organization's President and CEO designed the 29-minute initiative. One important focus is that the patients and their families are Super Heroes. This initiative is a door to doctor guarantee to the families and patients served by the emergency department (ED) that they are treated within 29 minutes of arrival or the hospital will acknowledge failure to meet the guarantee. These patients receive complimentary tickets to a local event. This initiative addressed extended wait times in the emergency department and the left without being seen (LWBS) population. Design: The 29-minute initiative is a quality improvement project with a patient/family and staff satisfaction component. The objective is to treat 95% of all patients that come into the ED within 29 minutes. Management reviews daily reports of those patients meeting and not meeting 29 minutes. Work is in progress and there are many matrixes targeted for process improvement at some point in time. Setting: The site is an urban, Level I Trauma Center teaching facility located in southeastern Michigan, the only freestanding Level I Trauma Center children's hospital in the state. Subjects/Participants: Every full-time employee of the hospital has their own specific role in this initiative (including the charge nurse ensuring smooth ED flow, the ED doctor's disposition of patients, and the housekeeping staff). The hospital tracks 100% of all patients that arrive at the emergency department. Methods: Upon patient arrival, a simultaneous &quot;mini-registration&quot; and triage is completed. The clock starts ticking for the 29-minute limit upon completion of the mini-registration component. The current triage process ensures a maximum length of 3 minutes. The department is a wireless environment that provides for a complete bedside registration. Any other services required for patient care and/or treatment happens at the patient's bedside. Results: Improving turn around times in conjunction with the 29-minute initiative has decreased the average length of stay (LOS): 245 minutes in 2003, 196 minutes in 2004, and 153 minutes year-to-date. Patients who were LBWS were 4.26% in 2003, 2.15% in 2004, and 0.74% year-to-date. Patient volume has increased by 17%. Recommendations: At the initiative onset, August 2004, the emergency department met the guarantee 54% of the time, on average. Current commitment compliance is 98%. Continued monitoring of every matrix that affects patient wait times is an ongoing focus. Many factors contribute to success of the initiative. Emergency department patient arrival and flow, acuity level, and inpatient bed availability are the most important factors at this time.</td></tr></table>en_GB
dc.date.available2011-10-27T10:38:13Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-27T10:38:13Z-
dc.description.sponsorshipEmergency Nurses Associationen_GB
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