3. Disclosure of Commercial Support
Potential for Conflict(s) of Interest:
• Allscripts Patient Flow will be discussed as a part of this presentation.
Allscripts Patient Flow was purchased by E-Health Saskatchewan, and is
being implemented by multiple regions across the province as directed by the
province.
4. Mitigating Potential Bias
• The approach discussed was established based on literature review and best
practice.
• The approach discussed has been adopted by the provincial Hoshin on ED waits
and Flow.
6. Under the medium growth scenario the City of Regina would grow at a
rate of 2,500 people per year exceeding 226,500 in 2020 and 258,000 in
2035.
In the last 14 years the overall population that RQHR serves has grown
2.7 per. However people 85 years old and older have doubled.
2009 to 20013 Saskatchewan's
population grew more than
80,000
The Problem :
Population Growth +
242,827 245,784
246,877
243,767
246,889
252,366 253,809
266,386
230000
235000
240000
245000
250000
255000
260000
265000
270000
2003 2004 2005 2006 2007 2008 2009 2010
CoveredPopulation
Regina Qu'Appelle Health Region
Covered Population
2003-2010
7. The Problem :
Unhealthy Population +
High saturated fat & high sugar diets, smoking, recreational drug use, alcohol
use, lack of exercise are pre cursors for chronic disease
• 35% of 18y/o over population overweight (BMI 25% or greater)
• 21.5% of 18y/o over population obese (BMI > 30)
*70% of the burden of illness and injury is attributable to chronic disease.
1.2010 RQHR Health Status Report
8. The Problem :
Increasing Demand =
RQHR ER visits have increased 15.1% and admissions from the ER have
increased 13.9% over past 5 years
RQHR EMS transports to ER have risen 15% over the past 5 years
Demand for urban LTC, Convalescence beds and Homecare spaces and
support has increased
9. = Poor Patient Flow
Summary 2012/13
Regina Qu'Appelle Health Region:
Occupancy 120-130%
Admitted ED patients awaiting IP bed
Pasqua and Regina General combined norm: 20-25
Peak 60+
Use of overflow ER space 2012-2013: monthly occurrence
Use of hallways for inpatient care: 9 designated spots
ED Admission decision to placement in IP bed (Wave Time):
30+ hours
10. Effective patient flow is achieved by providing safe
quality care to the patient without delays
or waste.
Environmental scan highlighted leading
practices: IHI, Advisory Board International,
and other health jurisdictions including
Fraser Health, Australia, UK, Germany.
….Finding A Solution
Primary
Care
Acute Care
Community
Care
11. RQHR: First Steps
Dedicating patient flow as area of focus: Resources/Structure
Centralized bed management supported by clear business workflows, policies, and
integrated technology
Allscripts Patient Flow Software implementation & business process redesign
Real Time Demand Capacity Management (RTDC)
Governance structure, standard work, and accountability framework for patient
flow: Everyone's responsibility
Develop a Long-term strategy based on best practice
From – To
12. Primary
Care
Acute Care
Community
Care
Making a Long Term Plan to Long Term Problem
• Understanding and identifying opportunities through data &
value stream mapping
• Initial focus - in hospital - to improve ER overcrowding, achieve
surgical targets & reduce over-capacity
• Long term – full patient journey
14. Care Planning
Patients are involved with care team and contribute to the development and delivery
of their care plan/timeline
Care plans and discharge planning are considered standard work & patients are well
informed / prepared for discharge
Short Term Initiatives:
RQHR RPIW’s: Physician communication of Target Discharge Date (TDD) and Care Plan;
Multidisciplinary rounds
Provincial RPIW: Repatriation
Clinical Pathway development: RQHR and Province
15. Governance
Standard work for leaders at all levels specific to patient flow – respond quickly &
effectively to patient flow issues
Short Term Initiatives:
Establish Department of Patient Flow
Establish Patient Flow Senior Leadership Steering Committee (medical / administrative),
Operational Leadership Team (Service Line Dyads and KOTs)
Defined Roles and Accountabilities for Senior Leaders and Managers
Implement Real Time Demand Capacity (RTDC) roles & responsibilities for:
• AM/PM unit huddles
• Bed meetings
• Multidisciplinary rounds
16. Standard Work
Standard work is imbedded in the organization & leaders hold themselves & teams
accountable
Core business clearly understood by staff and quality standards for each service line
Short Term Initiatives:
Finalize standard work for:
• Multidisciplinary team meetings
• Unit huddles / bed meetings
• Bed management
Revise policy / procedure for use of OCP beds
Develop system level capacity response framework
to replace OCP
17. Load Leveling
System demand is leveled where possible – surgical & clinic (i.e. Endo) targets are
achieved with increased throughput while limiting overall system disruption
Operating room case complexity is factored into booking process
Short Term Initiatives:
Surgery Slate Leveling
Assessment of Outpatient Clinic Admission Patterns
LOS targets
18. Demand & Capacity Planning
System Capacity Response Framework with adjustments made to address recurring
capacity demand mismatches
Short Term Initiatives:
Establish capacity response framework based on unit level escalation triggers
Develop tools to predict demand a week in advance – for frontline unit managers / charge
nurses
Create additional bed spaces through bed reallocation; short stay surgical and medical units;
convalescent beds
19. Escalation
Negative capacity identified and mitigated ahead of time to limit impact.
Unpredicted demand managed through interim plans at unit level.
Short Term Initiatives:
Implement RTDC standard work including:
• Unit level capacity plans to manage demand capacity mismatches in conjunction with physician &
physician leaders
• Review of unit level plans to identify system barriers
• System response to address system barriers
Implement unit level demand capacity plans linked to
system capacity response framework
20. Quality and Safety
Patient, staff safety and quality patient care at the core of every decision. Zero
defects. Zero unplanned readmissions.
Patient, Staff and Physician engagement are supported by patient outcomes to drive
system change.
Short Term Initiatives:
Current Lean activity – Mistake Proofing & RPIWs
Improve bed management processes to limit patient
movement through:
• Allscripts Patient Flow Software
• Bed management/allocation process review
21. A best practice and literature review has highlighted a “systems approach” will
result in sustainable improvement to overall patient flow
RQHR has integrated the findings of best practice into the development and
implementation of its patient flow strategic framework
Annual work plan
Integration with lean activity
Summary
22.
23.
24. Reduced Admit No Bed #’s: Combined norm 10-16
Periods of zero ANB
Reduce System Wide Occupancy 92%-98% norm
Improved Wave Time: 6-8 hours
All 9 IP hallway beds permanently closed
Infrequent use of ED overflow space
ER Overcrowding: Seen as system issue
Cooperative culture to managing occupancy
Improved accountability and visibility
Outcomes