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Related Experiment Videos

Optimizing quality, service, and cost through innovation.

Kathleen Walker1, Jennifer Allen, Richard Andrews

  • 1Patient Transition Center and Neonatal Intensive Care, Cardon Children's Medical Center, Mesa, Arizona, USA. Kathy.walker@bannerhealth.com

Nursing Administration Quarterly
|December 16, 2010
PubMed
Summary
This summary is machine-generated.

Innovative healthcare strategies transformed operations, mitigating $56 million in losses. Key successes include increased admissions, reduced emergency department holding times, and shorter patient stays, improving both financial performance and quality of care.

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Area of Science:

  • Healthcare Management
  • Organizational Transformation
  • Patient Flow Optimization

Background:

  • Rising healthcare costs and quality concerns necessitate innovative solutions for healthcare organizations.
  • Traditional approaches are insufficient to meet new cost, quality, and service demands.
  • Nurse executives are pivotal in driving organizational change for improved performance and patient safety.

Purpose of the Study:

  • To demonstrate how innovative strategies can significantly improve operational and financial performance in healthcare.
  • To highlight the impact of transforming care delivery, patient transition, and admission processes.
  • To showcase a model for achieving substantial revenue gains and cost savings through organizational innovation.

Main Methods:

  • Repurposing existing hospital space to increase admissions.
  • Establishing a dedicated patient transition center to streamline patient flow.
  • Enhancing outreach referral programs to optimize patient intake.
  • Revising admission processes to improve efficiency and reduce wait times.
  • Fostering collaboration and innovation among healthcare leaders and staff.

Main Results:

  • Mitigated a $56 million loss in revenue.
  • Achieved an annualized increase of $5.5 million by increasing admissions by 8 days.
  • Decreased emergency department holding hours by an average of 174 hours per day, resulting in $502,000 in annual labor savings.
  • Reduced overall inpatient length of stay by 0.5 days.
  • Exceeded emergency department volume by 272 visits in the first quarter.
  • Completed admission assessments and diagnostics within 90 minutes.

Conclusions:

  • Transforming care delivery through innovation can lead to significant financial and operational improvements.
  • The implementation of a patient transition center and revised admission processes enhances efficiency and patient flow.
  • Strategic collaboration and innovative approaches are essential for healthcare organizations to thrive amidst cost and quality pressures.