The strong and ongoing support from leadership and IT was critical to the initiative’s success, especially given the total transparency of large volumes of data-including performance metrics and real-time turnaround times. Additionally, IT worked to enhance the infrastructure of the CCC to ensure that it was designed to adequately support the new health data center, including integrating video conferencing and other audio-visual needs. To gauge effectiveness, “day in the life” scenarios were practiced where each work group (environmental services, patient transport, bed management, etc.) walked the entire CCC staff through a typical workday, including their challenges in times of high census, and highlighted how their workload was reflected in the metrics on display in the CCC. Local operations monitored the state of the CCC and responded to individual metrics on an ongoing basis. Docked departments, such as telehealth, ambulatory and clinical engineering, each would designate a staff member to check in with the CCC to report on their respective area four times a day. Team building began, and 24/7 staffing was planned-including nurses, EMTs, a general lead and an MD lead-to oversee multiple focus areas of the data epicenter, including patient transport and bed management. Stakeholders from hospital operations, physician and nursing leadership, bed management, environmental services, EMS and patient transport worked together to identify meaningful metrics-overall capacity, functional bed capacity, admissions, expected/actual discharges, ED census, OR cases, behavioral health census, etc.-along with workflows, courses of action and dashboards based on each metric. The interplay of transparent and real-time health data with the creation of a coworking environment, initially consisting of disparate groups from all corners of the organization, would be instrumental to the success of the CCC. Implementing the Capacity Coordination Center Leveraging the existing Incident Command Center space, the CCC would evolve as a new data epicenter that would remove logistical delays in care, improve data transparency, and inspire stronger communication and collaboration among staff. ![]() Based on their feedback, they confirmed that the primary mission of the CCC would be to improve efficiency of care by reducing hurdles created by logistics, infrastructure and miscommunication. To determine the best strategy for implementation, the hospital conducted numerous mid-level and senior leadership interviews. ![]() ![]() To accomplish these goals, they decided to create a Capacity Coordination Center (CCC). By accomplishing this, they could allocate more acute care beds to patients in need of them and improve care delivery. To tackle these challenges, the hospital determined a need for a multidisciplinary, data-driven epicenter within the organization that would help streamline the flow of health data-so that information about the right patient could be shared with the right staff member at the right time. This would sometimes result in boarding in the emergency department, anesthesia recovery areas and other locations throughout the spectrum of care. Yale New Haven Hospital, like many other hospitals, was constantly confronted with capacity and patient flow challenges throughout their acute care setting.
0 Comments
Leave a Reply. |