Florida Hospital/Fish Memorial

Florida Hospital/Fish Memorial

FLORIDA HOSPITAL • FISH MEMORIAL

From Laggard to Leader Emergency Department (ED) Turnaround

Patient satisfaction scores soar from 20th to 75th percentile, frontline workers innovate, revenues up, costs down, leaders lead, morale soars!

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CHALLENGES

  • Door to discharge time > 150 minutes, and door to admit > 400 minutes led to holds in the ED and backlogs in waiting room that resulted in 6% of patients leaving without being seen (LWBS)
  • Patient satisfaction scores were below the 20th percentile, causing a significant loss in Medicare reimbursements
  • Reduced patient volumes led to staffing cuts throughout the hospital and major conflicts between ED and in-patient units. Employee morale was low

SIGNATURE SOLUTIONS

  • Conducted “Leadership Frameworks” workshops for 100 executives and managers
  • Created space for candid discussions about issues and challenges
  • Defined clear lines of accountability to key metrics
  • Key process breakdowns were identified
  • Delivered Grass Roots Innovation (GRI™) workshops for 125 staff across ED and In-Patient units, to address key process breakdowns and train frontline with skill-set that enabled them to:
    Identify major obstacles to patient care
    Analyze root causes and design innovative solutions
    Implement solutions and track results and cost/benefits
  • GRI™ skill-set was embedded in frontline workers, leading to continuous innovation and improvement

RESULTS

  • Patient satisfaction scores improved from the 20th to 75th percentile
  • ED volumes are the highest ever (140-170 per day), a 15% increase versus prior year
  • Door to admit targets were met and ED holds eliminated, with a 15% reduction in ED staff
  • LWBS is now <1%, increasing hospital and doctor revenues by more than $3M per year
  • Frontline workers eliminated $1M of cost, and improvements are ongoing
  • Average in-patient beds grew 30% year-to-year
  • Because of the increase of in-patient volumes, FH reopened previously closed units and expanded from 110 to 200 beds
  • Staff and leadership are now aligned and employee morale has greatly improved