Hospital Bed Managment


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Hospital Bed Managment

  1. 1. Bed Management Capacity CANADIAN HOSPITALS The Other Side of the Coin Mr. Paul Faguy Integrated Vice President, Clinical Support and Hospital Services Hamilton Health Sciences & St. Josephs Healthcare Hamilton
  2. 2. The Canadian Healthcare System   Hamilton Health Sciences   The Challenge   The Response   The Results   What Next
  3. 3. <ul><li>A hospital bed is a parked taxi with the meter running. </li></ul><ul><li>Groucho Marx </li></ul>
  4. 4. Defining Characteristics <ul><li>Canada Health Act </li></ul><ul><li>Federal Legislation – applied provincially </li></ul><ul><li>Private (mostly) physician $ </li></ul><ul><li>No national “pharmacy” standard </li></ul><ul><li>Significantly unionized > 75% </li></ul><ul><li>Enormous public sentiment </li></ul><ul><li>Not really a “system” </li></ul><ul><li>Focus on “single payer” = 80% </li></ul>Healthcare
  5. 5. Canada Health Act <ul><li>Comprehensiveness: all medically necessary health care services provided by physicians or in hospitals must be covered by provincial health care plans. </li></ul><ul><li>Universality: all residents of a province be entitled to insured services through uniform terms and conditions. </li></ul><ul><li>Portability: host-province rates apply to health care services provided elsewhere in Canada and establishes national standards for out-of-country benefits. It also requires the province-of-origin’s consent for the coverage of elective services provided to a resident outside of the province . </li></ul>
  6. 6. Canada Health Act <ul><li>Accessibility: provincial health care plans must provide for insured health services through (uniform terms and conditions) and must not impede or prevent reasonable access to these services by any means. </li></ul><ul><li>Public Administration: the Canada Health Act describes the elements of public administration as: </li></ul><ul><ul><li>Administration of the insurance plan without profit; </li></ul></ul><ul><ul><li>Run by a public authority appointed or designated by the provincial government and responsible to government; </li></ul></ul><ul><ul><li>Regular audits of the public authority. </li></ul></ul>
  7. 7. Hospital Funding <ul><li>Annual budget </li></ul><ul><li>Global 53% – priority 25% - private 22% </li></ul><ul><li>Inflation not or not adequately funded </li></ul><ul><li>Microscopically benchmarked </li></ul><ul><li>“ Capitated must capitate” </li></ul>
  8. 8. “ Hospitals in Ontario have a product that everyone wants but no one wants to pay for.”
  9. 9. Efficiency & Cost Ontario hospitals <ul><li>Hay Study 2001 & 2004 </li></ul><ul><li>Little ability (right now) on top line </li></ul><ul><li>Our financial success is on bottom line </li></ul>Number 1
  10. 10. Our Mission To provide excellent health care for the people and communities we serve and to advance health care through education and research. Our Vision Leaders in exemplary care, innovation and academic excellence. Our Values Respect - We will treat every person with dignity and courtesy. Caring - We will act with concern for the well being of every person. Innovation - We will be creative and open to new ideas and opportunities. Accountability - We will create value and accept responsibility for our activities . General McMaster University Medical Centre JCC Henderson Chedoke Children’s
  11. 11. General McMaster University Medical Centre JCC Henderson Chedoke Children’s HHS Facts Beds - 1036 Same Day Surgeries - 34,498 OR Cases - 25,444 Emergency Visits - 109,552 Outpatient Clinic Visits - 510,125 Employees - 10,259 Volunteers - 1,107 Research Dollars - $217,131,326 Operating Budget - $746,288,565
  12. 12. Customer Support Services Services We Provide… <ul><li>Environmental Aides </li></ul><ul><li>Porters </li></ul><ul><li>Logistics </li></ul><ul><li>Waste Management </li></ul><ul><li>Core Housekeeping </li></ul><ul><li>Telecommunications </li></ul><ul><li>Business Services </li></ul>77744
  13. 13. The Challenge <ul><li>Improve service </li></ul><ul><li>Define and maintain quality </li></ul><ul><li>Achieve benchmark financial performance </li></ul>
  14. 14. The Response <ul><li>Recentralization of clinical housekeeping and patient transport </li></ul><ul><li>Beginning the journey of bed management capacity </li></ul><ul><li>Service culture transformation </li></ul><ul><li>Service response centre </li></ul><ul><li>Technology implementation </li></ul><ul><li>Strategic outsourcing of transactional activities </li></ul>
  15. 15. There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Niccolo Machiavelli
  16. 16. The Results <ul><li>Service </li></ul><ul><ul><ul><li>Standardized </li></ul></ul></ul><ul><ul><ul><li>Highly satisfactory service levels </li></ul></ul></ul><ul><ul><ul><li>Realistic expectations being met </li></ul></ul></ul><ul><ul><ul><li>Rest being worked on </li></ul></ul></ul><ul><li>Quality </li></ul><ul><ul><ul><li>“ Best practices” recommendation through accreditation (JCOH) </li></ul></ul></ul><ul><li>Financial </li></ul><ul><ul><ul><li>$2 million reduction on a base of $50 million </li></ul></ul></ul><ul><ul><ul><li>30% reduction in employee absenteeism </li></ul></ul></ul>
  17. 17. What Next? <ul><li>Full system integration – clinical areas </li></ul><ul><li>Implement electronic bed board </li></ul><ul><li>Wi-fi, Blackberry, cellular, RFID </li></ul><ul><li>Networkable patient bedside devices </li></ul>
  18. 18. 880 devices installed Full web access Patient Infotainment first Business applications within 6 months Clinical applications within 1 year
  19. 19. <ul><li>Strategy without tactics is the slowest route to victory. </li></ul><ul><li>Tactics without strategy is </li></ul><ul><li>the noise before defeat. </li></ul><ul><li>Sun Tzu </li></ul>