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A 17-bed ICU of a not-for-profit community hospital was struggling with high length of stay (LOS) and infection rates, staff turnover, and an inability to implement sustainable change.
They looked to Philips Blue Jay Consulting to provide a long-term interim ICU leader and help reduce LOS and infection rates, implement performance improvement initiatives, improve staff retention.
Results* of the client engagement included:
As the interim ICU Manager, our consultant made immediate progress to increase staff morale and recommended an overall operational assessment of the ICU. All key stakeholders – including ICU staff, leaders, and providers – were interviewed and observed to document observations of processes, patient and staff flow, and areas of concern.
Data was analyzed to assess the flow and environment and identify insights for improvement opportunities. The ICU had inconsistent criteria for intensivist consult which contributed to the high LOS.
Based on the assessment as well as national leading practices and evidenced-based literature, a list of prioritized recommendations was created and new unit goals were agreed upon. Next, a process improvement implementation plan with supporting leadership structure was developed.
Four assistant supervisors were hired and participated in a weekly training and development program to support the new goals of the unit and the organization. A unit based practice council was established; the first of its kind in the organization. A list of practice issues were prioritized by this group and action plans developed to be reviewed every two weeks with the Chief Nursing Officer (CNO) and the interim leader.
Ryan Oglesby, PhD, MHA, RN, CEN, CFRN, NEA-BC
Principal and ED Assessments Lead
JoAnn Lazarus, MSN, RN, CEN
Principal and Practice Operations Lead
JoAnn brings 40+ years’ experience in ED leadership and helping hospitals improve efficiency. She has led many change projects in EDs to improve process flow including implementation of fast track and middle track processes with reduction in LWBS.
Emergency Department Optimization
A hands-on approach to improving process efficiency in the emergency department, to reduce left without being seen (LWBS) and increase collectible revenue.