Emergency Department Performance Improvement

When problems exist in the ED, faulty or obsolete processes are often the cause. Obstacles to optimal performance may impede patient and process flow and can manifest into work-arounds, unnecessary tasks and steps, and untrained or unavailable staff. Through process redesign and daily performance management, our consultants help reduce walk-out rates, wait times, and length of stay, while increasing process and staff efficiency. 

Key Benefits:

• A phased approach to improve day-to-day operations
• Streamlined care processes for increased efficiency and throughput
• Focus on increasing patient, staff, and physician satisfaction
• Increased available collectable revenue

• Assessment: Based on data analysis, an assessment of current processes is completed including stakeholder interviews, observations, and a gap analysis of key performance indicators in the emergency department.
• Project planning: A governance structure is recommended, patient flow and transitions reviewed, strategies and metrics prioritized, and work teams established to analyze processes.
• Implementation: Our consultants assist staff-led work groups to design and test several change scenarios, implement new processes, and embed sustainable change.
• Executive summary: The program initiatives with results, impact on staff engagement and patient satisfaction, and long-term plans for ongoing success are presented to management.

Our ED Optimization and Enhanced Interim Leadership Staffing programs are supported by education and training programs, when needed.
 

Our approach to education is both didactic and experience-based. The didactic component is comprised of classroom time while also focusing on clinical competencies, behavioral competencies, and skills validation. Our education programs also include clinical oversight, mentoring individuals on the topics covered in the classroom to attain competency validation and inter-rater reliability.
 

Programs include triage training, charge nurse training, executive coaching, and more.

• Decreased left without being seen (LWBS)
• Decreased arrival-to-triage
• Decreased arrival-to-provider
• Increased collectable revenue
• Increased patient satisfaction