SureSELECT from PureFLOW-HC

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Short series of slides outlining the concept of how SureSELECT will optimize the flow of a patient through the operating rooms and hospital.

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SureSELECT from PureFLOW-HC

  1. 1. PureFLOW-HC Software Solutions Aligning and Optimizing the Needs of Patients and Healthcare Introducing SureSELECT A software system designed to embed a hospital’s operational priorities into an operating room schedule management system delivering an optimized flow into and through the hospital for a surgical patient Monday, August 5, 13
  2. 2. Hospital Resources Beds Nursing Staff Ancillary Staff Equipment Allocations Surgery Beds Medicine Beds Specialty Beds Metrics Overall & Unit Census aLOS Staffing to Workload Overtime Safety Hospital Utilization Review Monday, August 5, 13 Hospitals deliver care through various platforms and services. To provide care to patients, administrative leaders must secure and maintain resources, and allocate these resources based on patient and provider needs. Various metrics are utilized to help manage and allocate these resources. Healthcare reform is putting pressure on hospitals to deliver value (quality/cost), constraining a hospital’s ability to simply secure more resources to meet increased demand. This is driving hospitals to develop strategies to manage competing demands. A hospital’s Utilization Review Team typically guides strategies to manage the flow of patients through the hospital’s nursing units.
  3. 3. Hospital Resources Beds Nursing Staff Ancillary Staff Equipment Allocations Surgery Beds Medicine Beds Specialty Beds Metrics Overall & Unit Census aLOS Staffing to Workload Overtime Safety Hospital Utilization Review Allocations Block Assignments Urgent / Emergent Rooms Open Rooms Specialty Rooms Metrics Prime Time Utilization Overtime Staff Satisfaction Safety Throughput Operating Rooms Resources Rooms Equipment Instruments Staff Monday, August 5, 13 The operating rooms are one of those hospital platforms representing a significant driver of patient volume into and through a hospital. The operating rooms have their own resources that need to be allocated, and there are operating room specific metrics to assess performance. While embedded within a hospital, the operating rooms typically function without direct consideration of the hospital’s limited inpatient resources and allocation strategies. Commonly, the hospital reacts to the activity of the operating room rather than participating in and helping guide decisions about operating room case management and scheduling.
  4. 4. Allocations Block Assignments Urgent / Emergent Rooms Open Rooms Specialty Rooms Provider / Patient Metrics Prime Time Utilization Overtime Staff Satisfaction Safety Throughput Operating Rooms Hospital Resources Beds Nursing Staff Ancillary Staff Equipment Allocations Surgery Beds Medicine Beds Specialty Beds Metrics Overall & Unit Census aLOS Staffing to Workload Overtime Safety Hospital Utilization Review Resources Rooms Equipment Instruments Staff Monday, August 5, 13 Entry into the hospital by a surgical patient usually occurs through the patient/provider relationship. Since this is the primary route whereby nearly all elective surgical patients gain access to the hospital, understanding the process and decision-making that govern this point of entry is critical when trying to affect meaningful change to optimize operating room and hospital performance, while at the same time meeting the needs and expectations of the patient.
  5. 5. Allocations Block Assignments Urgent / Emergent Rooms Open Rooms Specialty Rooms Provider / Patient Metrics Prime Time Utilization Overtime Staff Satisfaction Safety Throughput Operating Rooms Hospital Resources Beds Nursing Staff Ancillary Staff Equipment Allocations Surgery Beds Medicine Beds Specialty Beds Metrics Overall & Unit Census aLOS Staffing to Workload Overtime Safety OR Scheduling Team (FTEs) Hospital Utilization Review Resources Rooms Equipment Instruments Staff Monday, August 5, 13 Typically, the surgeon and patient together determine what operation will be performed. The patient and surgeon also determine a date for the operation and then coordinate placement on the operating room schedule through the operating rooms scheduling team. This scheduling team assesses the needed and available resources for a given procedure, and unless there is a critical conflict and inability to reallocate or obtain additional resources, the operating room scheduling team does everything they can to meet the provider and patient’s scheduling expectations. With the surgeon as the primary “customer” of the hospital, and a hospital’s desire to attract as many procedures as possible (significant generator of hospital revenue), this system of placing cases on an operating room schedule has been in place for decades.
  6. 6. Allocations Block Assignments Urgent / Emergent Rooms Open Rooms Specialty Rooms Provider / Patient Non-Optimal Placement for Surgical Case on Schedule Metrics Prime Time Utilization Overtime Staff Satisfaction Safety Throughput Operating Rooms Hospital Resources Beds Nursing Staff Ancillary Staff Equipment Allocations Surgery Beds Medicine Beds Specialty Beds Metrics Overall & Unit Census aLOS Staffing to Workload Overtime Safety OR Schedule Designed for Provider OR Scheduling Team (FTEs) Hospital Utilization Review Resources Rooms Equipment Instruments Staff Monday, August 5, 13 With the primary focus of accommodating the Provider/Patient scheduling needs, a common result in a heavily utilized hospital is an operating room schedule that is not well the limited resources and increasing pressure to cut costs while maintaining quality. With this Patient/Provider centric system, nearly every hospital in the country is facing the problem of significant day-to-day variability in surgical case volume and mix, leading to low overall OR utilization, high over time, low staff satisfaction, and redundancy in resources.
  7. 7. Allocations Block Assignments Urgent / Emergent Rooms Open Rooms Specialty Rooms Provider / Patient Non-Optimal Placement for Surgical Case 0n Schedule Metrics Prime Time Utilization Overtime Staff Satisfaction Safety Throughput Operating Rooms Hospital Resources Beds Nursing Staff Ancillary Staff Equipment Allocations Surgery Beds Medicine Beds Specialty Beds Metrics Overall & Unit Census aLOS Staffing to Workload Overtime Safety OR Schedule Designed for Provider OR Scheduling Team (FTEs) Hospital Utilization Review Resources Rooms Equipment Instruments Staff Admission Monday, August 5, 13 Another feature of this manner of managing an operating room schedule relates to the impact on the hospital. Decisions regarding placement of a procedure on the operating room schedule often has little if any coordination between the operating room schedule and hospital inpatient resources. On any given day, is is often only as surgical cases are completed that inpatient room assignments are made and the patient is admitted to the hospital.
  8. 8. Non-Optimal Placement in Hospital Allocations Block Assignments Urgent / Emergent Rooms Open Rooms Specialty Rooms Provider / Patient Non-Optimal Placement for Surgical Case on Schedule Metrics Prime Time Utilization Overtime Staff Satisfaction Safety Throughput Operating Rooms Hospital Resources Beds Nursing Staff Ancillary Staff Equipment Allocations Surgery Beds Medicine Beds Specialty Beds Metrics Overall & Unit Census aLOS Staffing to Workload Overtime Safety OR Schedule Designed for Provider OR Scheduling Team (FTEs) Hospital Utilization Review Resources Rooms Equipment Instruments Staff Admission Monday, August 5, 13 This results in a non-optimal placement of the patient in the hospital’s inpatient units. Again, redundant resources are typically made available to accommodate the peaks in demand that occur when an operating room schedule is not developed with an overall alignment and optimization strategy. Hospitals who have achieved some alignment and optimization, typically have a significant number of human resources allocated to the OR scheduling team and hospital utilization review team to affect schedule optimization and patient flow smoothing.
  9. 9. Optimal Placement in Hospital Allocations Block Assignments Urgent / Emergent Rooms Open Rooms Specialty Rooms Provider / Patient Optimal Placement for Surgical Case on Schedule Metrics Prime Time Utilization Overtime Staff Satisfaction Safety Throughput Operating Rooms Hospital Resources Beds Nursing Staff Ancillary Staff Equipment Allocations Surgery Beds Medicine Beds Specialty Beds Metrics Overall & Unit Census aLOS Staffing to Workload Overtime Safety OR Schedule Designed for All Hospital Utilization Review Resources Rooms Equipment Instruments Staff SureSELECT Admission Monday, August 5, 13 SureSELECT is a software system designed to align and integrate the hospital’s overall priorities in delivering high-value care. Sure select has a streamlined user interface allowing the patient and provider to identify surgical dates that meet the needs of the provider and patient, while at the same time aligning with the hospital’s operational priorities. Through algorithms customized to a hospital’s operational priorities, the surgeon and patient are offered surgical dates intended to realize that hospital’s operational priorities and smooth the flow of patients into, through, and out of the operating rooms, and into, through and out of the hospital.
  10. 10. Provider / Patient Predictable Reliable Safe Efficient Increased Utilization (Prime-Time) Decreased Overtime Increased Throughput Better Hospital Patient Placement Decreased LOS Increased Patient Satisfaction Increased Staff Satisfaction Decreased Staff Turnover Safer Patient Flow Improved Financial Performance HospitalOperating Rooms SureSELECT SureSELECT Optimized Hospital Monday, August 5, 13 Sure select has been tested and shown to create a predictable, reliable, safe and efficient flow of a patient through their operative experience while optimizing and aligning the hospitals operational priorities.

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