2.50
Hdl Handle:
http://hdl.handle.net/10755/164371
Category:
Abstract
Type:
Presentation
Title:
"RED LIGHT / GREEN LIGHT" - Resource Allocation to Optimize Patient Flow in the Hospital
Author(s):
Cooper, Anne M.
Author Details:
Anne M. Cooper, MSN, APRN, BC, CS, EMH, Regional Healthcare System, Elyria, Ohio, USA, email: nacnsorg@nacns.org
Abstract:
Purpose: To develop a program that assesses the status of patient care units and facilitates the allocation and utilization of appropriate resources in order to optimize the patient flow throughout the hospital and maintain quality care. Significance/Background: A delay in admission to a room has a great impact on patient satisfaction. Closing the hospital to admissions impacts the ability to care for people in the community. And overwhelming the staff with high patient acuity and not enough resources effects nurse sensitive indicators, staff satisfaction, and patient outcomes. With the potential for these negative situations to become a reality, an initiative was established to address these concerns. Innovation: The goal of the program is early detection of obstacles to patient flow and effective management of patient flow and resources while maintaining quality care and preventing the closure units and excessive demands on the staff. The program, nicknamed "Red Light/Green Light" is based on the traffic light concept, a universal symbol. When each patient care unit completes an assessment, the unit is placed in a color zone that corresponds to one of the colors of a traffic light with the addition of orange. The unit assessment consists of four categories: anticipated turnover, patient acuity, percent RN staffing, and percent RN experience level. A score is determined for each category and then combined to determine the unit's color zone. The zone is communicated to the Bed Manager/House Manager who allocates resources and places patients on the appropriate units. Action steps are established for each color zone that include actions for the Bed Manager/House Manager, Unit Manager and Unit Staff. Ongoing communication is enhanced through the use of the zone calculation sheet. This program is divided into three phases of implementation: Phase I-Inpatient Units, Phase II- Emergency Care Center, Ambulatory Care Center, Birthing Center, Mental Health Unit, Phase III- Clinical and Support Departments. Evaluation: The success of the program is measured by improvements in patient, staff, and physician satisfaction, decrease in admission wait times, decrease in ER turnaround time, decrease in frequency in the yellow, orange and red zone, and a decrease in nurse sensitive indicators. Evaluation occurs after each phase at 6 months and 1 year post full implementation. Implication for Practice: This CNS lead initiative receives full support from the Vice President of Patient Care Services and the Nursing Directors. All levels of nursing leadership and staff were involved throughout the entire development process. The CNS drove the process by working with each unit to develop their own Acuity Rating Scale. A core group made up of the CNS, Nurse Managers, Bed Managers, and staff worked on the creation of the Acuity Worksheet, Unit Zone Calculation Sheet, and the Zone Criteria Sheet as well as the process. The core group with the addition of the Nursing Directors determined the action steps for each zone. Trials, periodic data collections, and focus groups facilitated the implementation process. This initiative demonstrates a role that CNSs have in impacting patient care processes, nurse sensitive indicators, organizational goals, and patient, staff, and physician satisfaction.
Repository Posting Date:
27-Oct-2011
Date of Publication:
27-Oct-2011
Conference Date:
2005
Conference Name:
CNS Leadership: Navigating the Healthcare Environment Toward Excellence
Conference Host:
NACNS - National Association of Clinical Nurse Specialists
Conference Location:
Orlando, Florida, USA
Description:
Conference theme: CNS Leadership: Navigating the Healthcare Environment Toward Excellence, held on March 9�12, 2005 in Orlando, Florida, USA
Note:
This is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.

Full metadata record

DC FieldValue Language
dc.type.categoryAbstracten_US
dc.typePresentationen_GB
dc.title"RED LIGHT / GREEN LIGHT" - Resource Allocation to Optimize Patient Flow in the Hospitalen_GB
dc.contributor.authorCooper, Anne M.en_US
dc.author.detailsAnne M. Cooper, MSN, APRN, BC, CS, EMH, Regional Healthcare System, Elyria, Ohio, USA, email: nacnsorg@nacns.orgen_US
dc.identifier.urihttp://hdl.handle.net/10755/164371-
dc.description.abstractPurpose: To develop a program that assesses the status of patient care units and facilitates the allocation and utilization of appropriate resources in order to optimize the patient flow throughout the hospital and maintain quality care. Significance/Background: A delay in admission to a room has a great impact on patient satisfaction. Closing the hospital to admissions impacts the ability to care for people in the community. And overwhelming the staff with high patient acuity and not enough resources effects nurse sensitive indicators, staff satisfaction, and patient outcomes. With the potential for these negative situations to become a reality, an initiative was established to address these concerns. Innovation: The goal of the program is early detection of obstacles to patient flow and effective management of patient flow and resources while maintaining quality care and preventing the closure units and excessive demands on the staff. The program, nicknamed "Red Light/Green Light" is based on the traffic light concept, a universal symbol. When each patient care unit completes an assessment, the unit is placed in a color zone that corresponds to one of the colors of a traffic light with the addition of orange. The unit assessment consists of four categories: anticipated turnover, patient acuity, percent RN staffing, and percent RN experience level. A score is determined for each category and then combined to determine the unit's color zone. The zone is communicated to the Bed Manager/House Manager who allocates resources and places patients on the appropriate units. Action steps are established for each color zone that include actions for the Bed Manager/House Manager, Unit Manager and Unit Staff. Ongoing communication is enhanced through the use of the zone calculation sheet. This program is divided into three phases of implementation: Phase I-Inpatient Units, Phase II- Emergency Care Center, Ambulatory Care Center, Birthing Center, Mental Health Unit, Phase III- Clinical and Support Departments. Evaluation: The success of the program is measured by improvements in patient, staff, and physician satisfaction, decrease in admission wait times, decrease in ER turnaround time, decrease in frequency in the yellow, orange and red zone, and a decrease in nurse sensitive indicators. Evaluation occurs after each phase at 6 months and 1 year post full implementation. Implication for Practice: This CNS lead initiative receives full support from the Vice President of Patient Care Services and the Nursing Directors. All levels of nursing leadership and staff were involved throughout the entire development process. The CNS drove the process by working with each unit to develop their own Acuity Rating Scale. A core group made up of the CNS, Nurse Managers, Bed Managers, and staff worked on the creation of the Acuity Worksheet, Unit Zone Calculation Sheet, and the Zone Criteria Sheet as well as the process. The core group with the addition of the Nursing Directors determined the action steps for each zone. Trials, periodic data collections, and focus groups facilitated the implementation process. This initiative demonstrates a role that CNSs have in impacting patient care processes, nurse sensitive indicators, organizational goals, and patient, staff, and physician satisfaction.en_GB
dc.date.available2011-10-27T11:47:09Z-
dc.date.issued2011-10-27en_GB
dc.date.accessioned2011-10-27T11:47:09Z-
dc.conference.date2005en_US
dc.conference.nameCNS Leadership: Navigating the Healthcare Environment Toward Excellenceen_US
dc.conference.hostNACNS - National Association of Clinical Nurse Specialistsen_US
dc.conference.locationOrlando, Florida, USAen_US
dc.descriptionConference theme: CNS Leadership: Navigating the Healthcare Environment Toward Excellence, held on March 9�12, 2005 in Orlando, Florida, USAen_US
dc.description.noteThis is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.en_US
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