The Seven Habits of Highly Effective Emergency Departments

    /Scott  /Adlerspeaker of compliance global
    Speaker: Scott Adler
    Duration: 90 Minutes
    Product Code: 700013
    Level: Intermediate
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overview

In most hospitals, more than half of all patients on the inpatient units come via the Emergency Medical Services. If the front door of the hospital doesn’t facilitate great care and a great patient experience (for those discharged as well as admitted), it can be very difficult to recover. Unfortunately, stories about struggling EDs have become the rule rather than the exception across the United States. Additionally, these struggles are only exacerbated by the increased volume finding its way to the ED after the implementation of the Affordable Care Act. Throughput (length of stay), door-to-doc times, patient and staff engagement, left without being seen (LWBSs), elopements, inpatient holds, and diversion hours frustrate clinical staff and administration alike. While there are numerous methodologies that can be used to address these issues (Lean, Six Sigma, etc.), it is important to recognize that regardless of the way in which the problems are addressed there are only a handful of habits that are required for an ED to be successful.

Bringing these habits to life requires changing old habits—both organizationally and in the ED. There are two essential aspects of change that must be adhered to if an ED is able to successfully acquire these seven habits—engaging front-line caregivers in the design and considering the ED as a system, not a series of discreet steps. This webinar will walk the participants through the technical aspects of creating a high-performing ED as well as the addressing importance of the cultural aspects of caregiver engagement.

why should you attend

  • If your Emergency Department:
  1. Has left without being seen (LWBS) of greater than 1.5%
  2. Has patient experience/satisfaction scores below the 75th percentile
  3. Is ever on diversion
  4. Has low morale among staff members or turnover that is higher than other areas comparable areas in the hospital (i.e., ICU or OR)
  5. Has tension between RNs, techs and providers
  6. Has declining market share (especially if you’re losing volume to local urgent care centers or free-standing emergency departments)

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Areas Covered

Every process produces exactly what it is designed to produce—not necessarily what it is intended to produce. Unfortunately, many hospitals have designed Emergency Department (ED) processes that have unintentionally built in waste, including unnecessary waits, rework and movement. EDs are the front door to hospitals and yet many hospitals struggle to take care of the patients who come to them for care, creating an unsatisfactory patient experience. In some communities, the percent of patients who register and are triaged and then leave before they’re treated is above 10 percent. Building more ED beds and increasing staffing are expensive solutions that often aren’t necessary.

In this session, participants will learn the connection between the theory behind successful ED transformations and the practice of creating these seven habits in their EDs. They’ll learn from case studies (ranging from Level 1 Trauma Centers and academic medical centers to community hospitals across the country). Participants will learn how addressing key principles required for highly functioning EDs is a patient-focused and staff-driven way to improve performance in the short run and establish a sustainable solution in the long run. Addressing these principles rather than spending time addressing individual/disparate problems in the ED builds the capacity for the team to understand the more systemic, core issues driving overall performance, and enables the team to provide appropriate and timely care to the sickest patients while effectively and efficiently meeting the needs of those who are less sick as well.

Learning Objectives

  1. Learn the basic tenets of a participatory rapid redesign and deployment process.
  2. Gain specific strategies and methodologies to improve processes and create a culture of quality simultaneously.
  3. Learn the seven habits that must be acquired if an Emergency Department is going to achieve benchmark performance.
  4. Explore conversation as a core business process and its powerful impact on engagement and quality.

WHO WILL BENEFIT

  • ED Administrative
  • Nursing Directors
  • ED Medical Directors
  • Chief Nursing Officers
  • Chief Operating Officers

SPEAKER

Scott is the founding Partner of Insight Strategies, LLC, a consulting firm whose mission is to "enhance the capacity of its clients." For more than 10 years Insight Strategies has successfully supported clients across the United States as well as in South America and Southeast Asia. Insight Strategies works with clients on process redesigns covering major organizational processes as well as strategic and business planning, board and senior executive development, retreats and meeting facilitation.

Currently more than 3 million patients are being cared for each year in emergency departments that have completed process redesigns facilitated by Insight Strategies.Additionally, process redesigns in inpatient and ambulatory settings have clients from academic medical centers to community hospitals experiencing extraordinary performance in the operating room, inpatient setting, ancillary services and ambulatory clinics.

Scott has been in health care marketing, business development and operations for nearly 30 years. He has managed clinical and retail operations in healthcare and has extensive process redesign training and experience. He has published articles on his work in relationship marketing, community development and health status improvement as well as a book chapter on quality and customer service. He co-wrote and produced the PBS documentary, "Living With Cancer: The Windstorms of Life."

He is a regularly featured speaker at national conferences. He was a 1994-95 Fellow with The Healthcare Forum and he participated in the Health Care Colloquium at Harvard University. He was the first elected chair of the internationally recognized and award-winning initiative Creating a Healthier Macomb.

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