hospital bed managment
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Bed Management CapacityBed Management CapacityCANADIAN HOSPITALSCANADIAN HOSPITALS
The Other Side of The Other Side of the Cointhe Coin
Mr. Paul FaguyIntegrated Vice President, Clinical Support and Hospital ServicesHamilton Health Sciences & St. Josephs Healthcare Hamilton
The Canadian Healthcare SystemThe Canadian Healthcare System Hamilton Health SciencesHamilton Health Sciences The ChallengeThe Challenge The ResponseThe Response The ResultsThe Results What Next What Next
A hospital bed is a parked taxi with the meter running.
Groucho MarxGroucho Marx
Defining Characteristics
Canada Health Act Federal Legislation – applied provincially Private (mostly) physician $ No national “pharmacy” standard Significantly unionized > 75% Enormous public sentiment Not really a “system” Focus on “single payer” = 80%
Healthcare
Canada Health Act Comprehensiveness: all medically necessary
health care services provided by physicians or in hospitals must be covered by provincial health care plans.
Universality: all residents of a province be entitled to insured services through uniform terms and conditions.
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.
Canada Health Act
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.
Public Administration: the Canada Health Act describes the elements of public administration as: Administration of the insurance plan without profit; Run by a public authority appointed or designated by the
provincial government and responsible to government; Regular audits of the public authority.
Hospital Funding
Annual budget
Global 53% – priority 25% - private 22%
Inflation not or not adequately funded
Microscopically benchmarked
“Capitated must capitate”
“Hospitals in Ontario have a product that everyone
wants but no one wants to pay for.”
Efficiency & CostOntario hospitals
Hay Study 2001 & 2004
Little ability (right now) on top line
Our financial success is on bottom line
Our MissionTo provide excellent health care for the people and communities we serve and to advance health
care through education and research.
Our VisionLeaders 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
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 - 1,107Research Dollars - $217,131,326 Operating Budget - $746,288,565
Customer Support ServicesServices We Provide…
•Environmental AidesEnvironmental Aides•PortersPorters•Logistics•Waste Management•Core Housekeeping•Telecommunications•Business Services
The Challenge
Improve service
Define and maintain quality
Achieve benchmark financial performance
The Response
Recentralization of clinical housekeeping and patient transport
Beginning the journey of bed management capacity
Service culture transformation Service response centre Technology implementation Strategic outsourcing of transactional
activities
There is nothing There is nothing more difficult more difficult to take in hand, to take in hand, more perilous more perilous to conduct, to conduct, or more uncertain or more uncertain in its success, in its success, than to take the lead than to take the lead in the introduction in the introduction of a new order of things.of a new order of things. Niccolo MachiavelliNiccolo Machiavelli
The ResultsServiceService
Standardized Highly satisfactory service levels Realistic expectations being met Rest being worked on
QualityQuality
“Best practices” recommendation through accreditation (JCOH)
FinancialFinancial
$2 million reduction on a base of $50 million 30% reduction in employee absenteeism
What Next?
Full system integration – clinical areas
Implement electronic bed board
Wi-fi, Blackberry, cellular, RFIDNetworkable patient bedside devices
880 devices installed880 devices installedFull web accessFull web access
Patient Infotainment firstPatient Infotainment firstBusiness applications within 6 monthsBusiness applications within 6 months
Clinical applications within 1 yearClinical applications within 1 year
Strategy without tactics is the slowest route to victory.
Tactics without strategy is the noise before defeat.
Sun Tzu