Emergency Department Optimization

Healthcare consulting

Emergency Department Optimization

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Recent client success

A collaborative approach to improving efficiency and performance in the ED

No two EDs are exactly alike, so there is no single solution when improvements are needed. Because EDs vary in many ways—physical layout, acuity, patient expectations, physician practice patterns, and more—our approach is tailored to uniquely meet the goals of each organization.

 

Philips Blue Jay Consulting offers a team of nationally recognized ED leaders with the experience and commitment to implement real and effective change. We deliver quantifiable results by collaborating with ED leadership and staff and tackling each project with a hands-on, in-the-trenches approach—our team becomes part of your team.

ED Optimization Consulting Services

A track record of delivering results*

ED bluejay results track

* Results from case studies are not predictive of results in other cases. Results in other cases may vary.

1 Based on 31 non-teaching hospitals as measured in the 6 week period immediately prior to the conclusion of a performance improvement project compared to an average of the hospitals’ baseline measurements for the prior year. Results are not predictive of results in other cases. Results may vary.

2 Projection based on results obtained from 31 non-teaching hospitals which have completed a performance improvement project with improvements measured in the last 6 weeks of the project. Philips Blue Jay Consulting does not make any determination as to the medical necessity or appropriateness of hospital billing. Additional collected revenue may be derived in whole or part from shortened wait times, work flow improvements, decrease in patients who leave without being seen, among other factors. Projection is based on the reported collectable revenues for admitted and discharged emergency room patients (excluding OB and surgical admissions). A weighted average is applied based on the individual’s admission and discharged percentages. A reduction in left without being seen (LWBS) rates can mean additional ED volumes. The difference from baseline rate and measured LWBS rate Improvement is multiplied by annual volume and the blended collected revenue rate to calculate a projection of additional annualized collected revenue. Results are not predictive of results in other cases. Results may vary.

Meet our team

JoAnn Lazarus

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.
Rick McCraw

Rick McCraw, MBA, MHA, RN, CEN, FACHE

Principal and Assessments Lead

Rick provides 30+ years of experience in emergency, trauma, and physician practice leadership. He led a Level 1 trauma center and has led programs reducing LWBS and door-to-provider times and streamlined nursing workflow and the ED discharge process.
Ryan Oglesby

Ryan Oglesby, PhD, MHA, RN, CEN, CFRN, NEA-BC

Principal and ED Assessments Lead

Ryan brings 20+ years of clinical and administrative experience in pre-hospital, emergency, trauma, and critical care settings. He has helped clients reduce ED patient walkout and door-to-triage rates while improving patient experience.

Insights

  • The c-suite's ED optimization challenge

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    The c-suite's ED optimization challenge

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  • Three strategies to improve the ED patient experience

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    Three strategies to improve the ED patient experience

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