Insource Healthcare Solutions

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This presentation provides information on the services offered by Insource Healthcare Solutions, as well as examples of successful results.

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Insource Healthcare Solutions

  1. 1. We are focused on the way healthcare isdelivered…one client at a time. CONFIDENTIAL: Copyright © 2012 Insource Healthcare Solutions, LLC
  2. 2.  A strategic healthcare operations management company that executes customized solutions;  A physician and business partnership with nationally acclaimed & board certified resources & affiliates;  Focused on improving quality, operational, process design and clinical excellence;Copyright © 2012 Insource Healthcare Solutions, LLC
  3. 3.  ER DESIGN, PROCESS IMPROVEMENT, MANAGEMENT & RAPID EVALUATION UNITS  URGENT & CONVENIENCE CARE CENTER; PSO / MSO OFFICE MANAGEMENT  STRATEGIC BUSINESS /Copyright © 2012 Insource Healthcare Solutions, LLC NET WORK
  4. 4.  The first High Performing Emergency Room (HiPER) Solution was created and implemented in 2009. Since implementation, the process has been reducing hospitals millions in unnecessary expansions and on average $1,000,000 each year in captured revenues from unnecessary diversion hours, elimination of most LWOTS (Left Without Treatment), along with increased patient & staff satisfaction and numerous other quality improvement metrics. Guaranteed to create a Door-To-Provider time of 15 minutes, the HiPER solution is key to hospitals driving cost efficiency and patient satisfaction; and key to preparing for the “Patient Protection and Affordable Health Act”. Copyright © 2012 Insource Healthcare Solutions, LLC
  5. 5. Copyright © 2012 Insource Healthcare Solutions, LLC
  6. 6. Copyright © 2012 Insource Healthcare Solutions, LLC
  7. 7. Dealing with Emergency Department Over-Crowding and Implementing “Rapid Evaluation Units”Copyright © 2009 & 2010 INSOURCE HEALTHCARE SOLUTIONS
  8. 8.  Multiple attempts to improve have failed Only transient results Pressure and Pain intensifies Externalize causes of failure Become reactionary/creativity wanes Collegiality/Collaboration/Trust erode Finger pointing Administration reviews options
  9. 9. • Traditional  New Process • Patient enters ED  Patient enters ED • Signs in triage log • Waits in queue for triage  Mini-registration • Triaged  Patient to bed • Waits in queue for registration • Registered • Patient to WR while chart goes to main ED • Charge nurse assesses acuity and need for bed • When patient matches acuity of bed, patient to bed
  10. 10. Triage ED Filters Main ED Waiting Room 21 Beds Registration Patients shuffled between  WR and triage  Triage and registration  Registration and WR  Then wait for nurse in ED to call
  11. 11. Triage Main ED No ED Filters 13 Beds No Waiting Waiting Room No LWBS REU Decreased Time Provider 4 Beds DC Area Registration 4 Beds 12 Chairs No filters patients go directly to ED bed  Immediate nur sing assessment  Immediate physician assessment  Bedside registration  Decision made on need for “stretcher time”  Patients that do not need stretcher to Discharge Area  Patients requiring longer work-ups or acute care to main ED
  12. 12. D/C Area REU 10-15 Chairs 4 Beds The powerhouse that drives ED performance  80% of ED patients processed here  All decisions on “stretcher time”  Accountability for and management of processes  Formalizes discharge function (PPS)  Identifies bottlenecks and simplifies remedies
  13. 13.  Immediate success  Since inception:  No patients in ED waiting room  “0” LWBS  Decreased time to provider 2.5 hrs under 11 mins.  Other benefits  Patients held in ED minimized  Eliminated hectic and chaotic feel of ED  ED volume increased 5% so far ($700,000)
  14. 14.  On the first day of implementation, average discharge time of REU patients (50% of total daily volume) was approximately down to 45 minutes!  Since inception:  No patients in ED waiting room  The target remains: <1%” LWBS (down from 2.7%)  Decreased time to provider 1.25 hrs to under 20 mins.  Other Targeted Benefits:  PatientSatisfaction has improved from the 60th%tile to the 90TH%tile as estimated by Press Gainey
  15. 15.  Riddle Hospital (Main Line Health), PA Claremont & Anderson Hospitals, OH Copyright © 2009 Insource Healthcare Solutions, LLC
  16. 16. Traditional ED Approach to ED Volume Total Capacity = 32,000 (Annualized 86 pts/day) Fast Track Acute Care 18 BedsOnlyUtilized ~ 3 Beds 15 Beds 34,50050% of time 4,500/yr 30,000/yr Patient Capacity 3000/ 2000 2000 2000 2 3000/ 3000/ 2000 2000 2000 2 2 2000 2000 2000 2000 2000 2000 2000 2000 2000
  17. 17. Almost 80%Spread
  18. 18. Traditional Capacity Model to Accommodate Peak Daily Peak Capacity = 54,000 (Annualized 148 pts/day) Fast Track Acute Care 29 BedsOnly Utilized~ 50% of time 8 Beds 21 Beds 54,000 12,000/yr 42,000/yr 61% Increase Bed 3000/ 3000/ Capacity 2000 2000 2000 2 2 3000/ 3000/ 2000 2000 2000 2 2 3000/ 3000/ 2000 2000 2000 2 2 3000/ 3000/ 2000 2000 2000 2 2 2000 2000 2000 2000 2000 2000 2000 2000 2000
  19. 19. New REU Concept for High Performance ED Stretchers Daily Peak Capacity = 54,000 (Annualized 148 pts/day) REU Acute Care 21 Beds24 X 7Utilization of 6 Beds 15 Beds 54,000Resources 24,000/yr 30,000/yr 16% Increase in Bed Capacity 4,000 4,000 2000 2000 2000 4,000 4,000 2000 2000 2000 4,000 4,000 2000 2000 2000 2000 2000 2000 2000 2000 2000
  20. 20. Mark E. Celmer, FACHE President Melissa Marsocci Vice President for Operations Hallie Schneeweiss, RN Practice Consultant 701 Seneca Street, Suite 210 Buffalo, New York 14210 716-551-0684Copyright © 2012 Insource Healthcare Solutions, LLC

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