TeleTracking is a global leader in healthcare operations management and patient flow solutions. They have over 850 hospital clients representing over 350,000 beds. Their platform provides real-time visibility of patients, beds, staff, and assets to improve coordination of care across settings. This allows hospitals to increase throughput, reduce overcrowding and delays, and improve resource utilization. Case studies show TeleTracking solutions can decrease length of stay, wait times, and costs while increasing capacity, transfers, and satisfaction.

2. 1
Contents
 TeleTracking: Background
 TeleTracking: Credibility and Credentials
 TeleTracking: Our Impact
 TeleTracking: Coordinating Care
 Working with TeleTracking: Methodology
 Hospital Outcomes
 Contact

3. Our
Operational
Platform
Enables:
Workflow automation, with services integrated around the patient
Visibility of beds, patients, staff, & equipment across the entire network of care
Business analytics, with meaningful, real-time information
Contextual communication
Interoperability
Company Background
Our Mission
Founded in 1991, TeleTracking Technologies is the world’s leader in healthcare operations management
and patient flow, with over 850 clients across the globe representing approximately 350,000 hospital beds
and more than 15 million patient stays every year.
Who We Are
We equip frontline staff and care providers with the IT and innovation tools needed to coordinate care
across the patient’s journey. TeleTracking’s platform and services combine proprietary technology with deep
domain knowledge on patient flow and healthcare operations across the continuum of care, from the
community to the acute setting to post-acute care.
TeleTracking provides hospitals with real-time visibility to patients, beds, assets and staff. This visibility
allows healthcare systems to increase patient throughput and access, reduce overcrowding, accelerate
patient discharge and transfers, and create more efficient resource utilisation by driving real-time and
historical data for continual operational improvement and NHS trust intelligence.
Whether at a single healthcare system or multiple networks of care, we enable ‘best in class’
operational processes to ensure patients are cared for in the right place at the right time with the right
resources and care.
What We Do
How We Do It
With over two thirds of hospitals struggling to stay within budget and a target of £22 billion in productivity
improvement savings, we recognise the challenges that the NHS is facing and we believe that we have the
operational tools needed to support care providers in integrating services around the patient in the most
efficient and appropriate setting, across any care network, and in a safe timescale.
Why We Do It
Our mission is to improve operational efficiency within healthcare systems by providing solutions and
services that enable caregivers to deliver patient centred, safe, and high quality care.

4. 3
TeleTracking: Credibility and Credentials
850+ clients in USA
27+ clients in UK
28+ clients in Canada
400+ employees around the world
“Technology and IT to Improve Patient Safety” in partnership with
The Royal Wolverhampton Hospitals NHS Trust TeleTracking’s
Capacity
Management
Suite™ is an
integrated set
of solutions that
reduces
operational
costs by
improving
patient
throughput,
better utilising
beds and
equipment, and
reducing
transport and
environmental
services
staffing needs.
Building Better Healthcare Awards winner for “Best Product for
Improving Working Practices” in partnership with The Royal
Wolverhampton Hospitals NHS Trust
Radio Frequency Identification (RFID) Journal Awards 2015 finalist
for “Most Innovative Use of RFID” in partnership with The Royal
Wolverhampton Hospitals NHS Trust
Awarded Healthcare Financial Management Association (HFMA)
peer review designation for Capacity Management Suite™ system
Ranked first in its category by independent healthcare market
intelligence researcher KLAS 2006, 2007, 2008, 2009, 2011,
2012, 2013, 2014
Healthcare Informatics Magazine “HCI 100” national list of top
Healthcare technology solutions
HSJ Award 2015 finalist “Improving Care with Technology”
EHI Live 2015 Awards finalist “Best Use of IT to Promote Patient
Safety”

5. TeleTracking: Our Impact
Under the NHS’ New Models of Care Programme, care providers are moving towards multispecialty
community providers and integrated primary and acute care systems with an emphasis on
communication and coordinated care for patients across systems of care, not just organisations.
TeleTracking’s platform provides hospitals and networks of care with real-time visibility to patients, beds,
assets and staff through a centralised coordination centre that creates transparency across care
networks to drive patient flow from the community to the acute settings to post-acute care.
Where We Fit
TeleTracking’s centralised coordination centre addresses key hospital challenges:
 Average Wait Times
 Patient Placement Times
 Trolleys Waiting in Corridors
 Average Length of Stay
 Room Turnaround Time
(A&E, Examination, Theatre, Procedure)
 Discharge Readiness
 Number of Procedures Per Day
 Fixed Asset Utilisation (X-Ray, MRI)
 Mobile Medical Equipment Utilisation
 Staffing and Scheduling
 Staff Productivity and Resource Allocation
 Demand Levelling and Forecast Planning

6. 5
TeleTracking: Our Impact
Day in the life of frontline staff and how they might interact with TeleTracking’s system:
Throughput and Access to Care
Capacity Starts with Discharge
 Patient’s discharge is pending
 The nursing ward staff, case management, and
clinicians accomplish discharge milestones,
which are visible at ward and organisation level
 Ward staff requests transport
 When transporter goes ‘in progress’ leaving the
room, housekeeping and patient placement are
notified that the bed is dirty
 Patient placement can target the bed for the
next patient
 When cleaning is complete, requesting area is
notified that the assigned bed is now clean
 Requesting area sends patient to nursing ward
Clinical Operations
Another Patient Needing Surgery Arrives
 Patient Placement calls Theatre charge nurse to
request an Operating theatre
 Theatre charge nurse knows room status and
assigns to A&E patient
 Add-on case is communicated to all appropriate
Surgical teams
 Critical patient is immediately transported to
surgery and arrives just as surgical room and
staff are ready
Labour Productivity and Care Support
A Unit’s Supply of Clean Infusion Pumps Just
Dropped Below Par Level
 Materials Management receives an alert to
restock the clean utility room and assigns the
work to the appropriate employee
A Patient Needs Acute Care
 Her referring clinician calls a transfer nurse
 The transfer nurse records critical information
and calls attending clinician
 He can also target a ward, trigger a bed request
and note mode of transportation to the A&E
 Once patient placement assigns a bed, the
transfer nurse can instantly see the bed
assignment
 The receiving ward also sees the bed
assignment and begins planning for patient
arrival
 The A&E requests a transporter upon patient
arrival and patient moves swiftly to the
receiving ward
A Patients Surgery is Near Complete
 Room turnover staff including cleaners, lift
team, and anesthesia team are notified
 PACU and Preop are notified
 Theatre charge nurse is notified
 When a nurse needs a pump, she knows that
one will be available in the clean utility room.
She is able to retrieve one quickly and minimise
time spent away from the patient
 Her patient receives medication without delay

7. Outcomes
Optimises available capacity by allowing real-time visibility of all patients coming into the organisation
and those that are already in the system
Minimises Length of Stay (LOS) by impacting on all operational processes that drive flow, including:
 Placing patients in the correct clinical care location from the time of admittance
 Delivering patients to the right place in a timely manner through a dispatcherless, priority-driven
portering system
 Streamlining delivery of interventions, both in the Operating Theatres and Radiology
 Efficient and appropriate bed cleaning, thus reducing the bed turn time
 A coordinated discharge process, allowing for:
 Reduced A&E and PACU hold times through visibility of available and appropriate beds
 Reduced Left Without Being Seen (LWBS) incidences through coordinated care delivery driven by the
transparency and accountability that TeleTracking’s system provides
 Decreased bed turnover time through automatic alerts and escalations to the housekeeping team
 Reduced wait times in all areas, including Outpatients, by streamlining the operational processes that drive
clinical care
 Improves patient experience by helping the organisation deliver efficient, patient-centred care
 Increases staff satisfaction by automating processes and providing them with the data that
enables them to optimise workflow and give them back the time they need to spend caring for patients
 Reduces harms through visible real-time patient location, and accurate asset tracking with individual
asset ‘clean’ status; additionally, patient risk scores, such as the Waterlow Score, are captured and
displayed
 Reduces and prevents spread of infection through the Hand Hygiene Tool, which logs every hand
hygiene event, such as gelling or washing hands, and creates a traceable and transparent
environment

8. 7
Solution
Categories
Throughput and
Access to Care
Clinical
Operations
Care Support and
Labour Productivity
Solutions and
Services
 PreAdmitTracking
 TransferCentre
 Community Access
 On-Call Scheduling
 Behavioural Health
 PatientTracking
Portal
 Orchestrate
 ServieTracking
 BedTracking
 TransportTracking
RTLS  Automated
Discharge
 Hand Hygiene
Monitoring
 Care Interaction
Monitoring
 AssetTracking
 TempTracking
Cloud Based Analytics
and Custom Reporting
Tool
Lean Process
Redesign
REAL-TIME INFORMATION AND FORECAST
CENTRALISED PATIENT LOGISTICS
The Operational Platform
By harnessing the right technology, care providers have the ability to significantly improve healthcare
operations. TeleTracking’s operational platform combines TeleTracking’s solutions into a unified cloud-
based software service that provides a role-specific user experience.
The platform fully supports interoperability across disparate hospital information systems, and efficiently
integrates with EHRS/EPR/PAS in a single view so that staff have the data and information needed to be
successful in delivering safe, quality care.
100+ TeleTracking and Epic Shared Clients
150+ TeleTracking and Cerner Shared Clients
Inbound Referral
Management
Ready to Move
Blocked Beds
Discharge Milestones
Procedure Visibility
Asset Availability
Outbound Referrals
Labour Forecast
Automated Discharge

9. Pre-sales Support
Discover Needs
Solution Presentation and Demo
Technical Assessment
Statement of Work and Project Initiation
Document (PID)
Contract
Post-sales Support
Kick-off Key Stakeholder Workshop
Discovery
Design
Validate
Deploy
Go-Live
Process Optimisation Workshops
Account Management Optimisation
TeleTracking: Methodology
TELETRACKING OFFERS 24/7 TECHNICAL
SUPPORT, ONLINE CLIENT COMMUNITY TO SHARE
BEST PRACTICES, AND A DEDICATED HOSPITAL
SUPPORT TEAM.
Through lean process improvement principles and change management tools, our team of 35 clinical experts
can assess where you are, help you define improvement objectives and track performance indicators to
ensure that people, process, and technology are aligned to deliver care more efficiently and increase your
organisations return on investment.
Working with TeleTracking is designed to be a structured journey from implementing the solutions to
supporting sustainable change management:

10. 9
Hospital Outcomes
With a 95% client retention rate and over 100 certified reference hospitals across the US, UK and
Canada, we take great pride in our ability to serve as a trusted partner to our clients.
NEW CROSS HOSPITAL
WOLVERHAMPTON,
UNITED KINGDOM
 More than 700 beds
 Over 600,000 patients
annually
 Major acute care facility
serving Wolverhampton and
West Midlands
CHALLENGE
 Hospital Associated Infections are believed to cost the UK
National Health Service at least £1 BILLION ANNUALLY and
cause at least 5,000 DEATHS
 The human and financial cost associated with HAIs has
made the issue a top priority of the NHS and focus of media
attention
New Cross Hospital, The Royal
Wolverhampton Hospitals NHS Trust
Case Study
TELETRACKING PARTNER SINCE 2013

11. Largest global RTLS deployment with nearly 4,000 staff, all inpatients and over 1226 assets tagged
ACTION
 New Cross Hospital implemented an RTLS-
enabled hand hygiene monitoring system in
late 2013 and early 2014
 First hospital worldwide to use RTLS as the
enabling technology to automate all care
delivery support processes
 Equipped nearly 4,000 employees, all
inpatients and 1,226 assets with RTLS sensor
badges to track patient, staff and asset
interactions
 A Hand Hygiene Index is now collecting data
24/7 on 32 wards and 744 beds-giving
feedback every 30 minutes to show how
each ward is performing and drive behaviour
change, when necessary
 New Cross tracks the performance of 3,500
clinical staff, include the chief executive and
chief nursing officer
THE WORLD’S FIRST “REAL-TIME HOSPITAL”
EARLY RESULTS
 Improved patient flow and bed availability by
removing process lag time
 In July 2014, New Cross Hospital was awarded
the Patient Safely and Care Award for its Safe
Hands/RTLS program
 75% of patients are automatically discharged
upon exiting, which triggers housekeeping to
clean vacated beds and reduces lost bed time
 Beds are turned over and available for a new
patient in less than 40 minutes
 Finding a tagged asset now takes 25 seconds,
which means patients are given timely
intervention
HAND HYGIENE OBSERVATIONS
Before
TeleTracking
After
TeleTracking
600 1.4m
Manual Hand Hygiene
Observations
Automated Hand
Hygiene Observations
Over the Same Period
of Time

12. 11
Health First Holmes Regional Medical Centre
Case Study
HOLMES REGIONAL
MEDICAL CENTRE
MELBOURNE, FL
 514 beds
 Annual A&E Visits: 50,308
CHALLENGE
 Most American hospitals are well below the Medicare
reimbursement breakeven point each year, and must rely on
commercial payers to bolster their response. This tactic has
reached a point of diminishing returns, especially in light of
new quality guidelines established by the Affordable Care
Act
 Health First saw an opportunity to standardise and
implement Lean as a method of meeting its financial goals,
while also attaining new quality guidelines
TELETRACKING PARTNER SINCE 2012

13. ACTIONS
 Health First created a special leadership
position to oversee operational excellence and
hired an analytics expert from the
manufacturing sector to determine ways to cut
operational costs without eliminating jobs
 It then implemented TeleTracking’s
operational platform to provide real-time
monitoring and data to eliminate wasted time
resources
RESULTS
 No A&E diversion in several years
 Reduction in Length of Stay (LOS) from 5.75 to
4.25
 80 more beds per day open for new patients
 12% increase in A&E visits
 70% reduction in A&E wait times (33,000
hours/year)
 60% reduction in internal transfers (saving £330
transfer)
 30% increase in transfer volume
 12.9% reduction in Cost Per Adjusted Discharge
 Discharge window reduced from 9 hours to 1.7
hours
 A&E Hold Time costs down significantly
“We have over 180 reports that are built and run on a daily, weekly, and monthly basis, and it allows our
operational team to make changes immediately, instead of waiting till month-end to figure out that they
had a problem.”
-Bill Griffith, MBA, CSSBB, CQA, Director of Operational Excellence
RESULTS
12%
Increase in
A&E Visits
70%
Reduction in
A&E Wait Times
60%
Reduction in Unnecessary
Internal Transfer
12.9%
Reduction in Cost Per
Adjusted Discharge

14. 13
Methodist Healthcare System
Case Study
METHODIST HEALTHCARE
SYSTEM
SAN ANTONIO, TX
 Eight-hospital system
 1,800 beds
 78,737 annual admissions
 Nation’s largest, most
experienced living-donor
kidney program
CHALLENGE
 Increased congestion from a decade of population growth
and an aging population in its 26-county service area was
delaying patient care, including access to the nation’s top
live donor kidney transplant centre and paired kidney
exchange
TELETRACKING PARTNER SINCE 2007

15.  #1 organisation initiative was to improve patient flow
 Achieved a transfer acceptance rate of 99.6%
 Reduced diversion hours from 600 to 8
 Reduced A&E hold hours by about 50%
 Reduced request-to-assign times by 68%
 Reached bed turn target time of 60 minutes in all facilities
 Reduced total time-to-place from 193 to 108 minutes (time from bed request-to-bed assigned to bed
clean-to-bed occupied)
 Increased patient and clinician satisfaction
RESULTS
TRANSFERS LENGTH OF STAY
990
Transfer Increases Per Month
1.39
Days Decreased
0
500
1000
1500
2009 2013
0
2
4
6
2009 2011
SUMMARY
 Decreased Cost
 Increased Capacity
 Increased Transfers
£33M
ANNUAL NET
MARGIN IMPACT

16. 15
Contact
OFFICE INFORMATION
UK Head Office
48-54 Charlotte Street
London, W1R 2NS
Main Office
+44 (0) 20 3701 0590
Vice President of Clinical Operations, Dr. Julia Fishman
+44 (0) 79 8459 0979
Regional Director, Simon Halstead, RN
+44 (0) 78 2566 4896
Gabrielle Zamagias, UK Marketing and Communications
+44 (0) 79 5746 7484
www.teletracking.co.uk

17. Notes

18. 17
Notes