TO OUR TITLE SPONSOR FOR THEIR CONTINUED SUPPORT AND COMMITMENT

Transcription

1 Special Thanks TO OUR TITLE SPONSOR FOR THEIR CONTINUED SUPPORT AND COMMITMENT To our Environmental and Sustainability Initiatives

2 Creating a Clinical Simulation Center one Strategy to Improve Health care in Central Texas Yvonne VanDyke, MSN, RN Vice President, Nursing Education, Practice, Research, CME; Administrator -The Clinical Education Center

3 About Seton Healthcare Family (Seton) A Catholic ministry established by the Daughter s of Charity in Austin, Texas, 1902 Member of Ascension Health Five medical centers Two community hospitals Three rural hospitals Region s only Level I Trauma Centers for Adults and Children An inpatient mental health hospital Three primary care clinics for the uninsured Several rehabilitation and medical care facilities

4 Seton s Mission Our mission inspires us to care for and improve the health of those we serve with a special concern for the poor and the vulnerable. We are called to be a sign of God s unconditional love for all and believe that all persons by their creation are endowed with dignity. Seton continues the Catholic tradition of service established by our founders; Vincent de Paul, Louise de Marillac and Elizabeth Ann Seton.

5 Seton s Vision Guided by the needs of those we serve, Seton will design and create a comprehensive system for delivering health services and care to one million Central Texans that is person-centric and sustainable. Seton is reinventing health care that is safer, more efficient and produces better results.

6 The Journey began Late 2006, Charles Barnett, President & CEO, Seton Family of Hospitals convened a diverse group to: Discuss Central Texas need for a/an: 21 st Century approach to health care Sustained supply of high quality health care professionals Economic driver for the region Challenged to: Demonstrate strong community collaboration toward a community benefit Generate innovative ideas about how to use a recently functioning hospital Develop and commit to a plan that would influence the region for generations

7 A Task Force Established Task Force composed of representatives from: Seton Family of Hospitals The University of Texas at Austin School of Nursing School of Pharmacy School of Social Work School of Public Policy School of Law University of Texas Medical Branch Concordia University Austin Community College Business and Community Leaders Elected Officials

8 The Clinical Education Center at Brackenridge Community Collaborative, led by Seton Opened in 2007 a repurposed fully functioning hospital

9 Early Governance & Leadership/Operations Structure Steering Committee Curriculum Committee Clinical Education Administrative Staff Administrator Operations Manager Director, Clinical Skills and Simulation Scheduler Computer Support Technician Medical Librarian

10 Current Governance & Leadership/Operations Structure Governance Council Advisory Committee Operations Committee Administrative Staff Administrator Operations Manager Director, Clinical Skills and Simulation Educator Simulation Manager Skills/Simulation Techs (3) Scheduler Computer Support Technician (1.5) Medical Librarian (2) CME staff (2) Project Coordinator

11 Clinical Education Center addresses Seton s and community s needs: Demonstration of community collaboration Health care workforce pipeline & Advancement of Medical Education Nursing Academies for middle and high school students Extension campus for Austin Community College Associate Degree Nursing Program Supplemental clinical skills UT Austin School of Nursing Concordia University Nursing Program clinical skills and simulation lab Texas Tech Health Sciences School of Nursing University of Texas Medical Branch Medical Students University of Texas Southwestern Medical Residencies

12 Clinical Education Center addresses Seton s and community s needs, cont. RN Residency Interprofessional Education Patient Safety initiatives Improved healthcare quality/patient outcomes Innovations Medical and Educational Research Venue for community education Continuing education opportunities New business and revenue opportunities Space for physician practices Faculty & staff offices

13 Facilitators of success: Broad community leaders participation A shared vision Engagement and commitment of everyone Accelerated timeframe Communication approach Frequent Visual and interactive Expertise/experience of key individuals Well planned and implemented project Hiring capable staff Formal agreements between partners Philanthropy

14 Challenges Competing priorities Financial support for sustainability Aligning expectations Scheduling conflicts Preventing unnecessary duplication of facilities/resouces

15 The Clinical Education Center at Brackenridge 1400 North IH 35 Austin, Texas

16 CEC Classroom

17 CEC Classroom

18 CEC Classroom

19 CEC Medical Library

20 CEC Medical Library

21 CEC Computer Lab

22 CEC Skills Lab

23 CEC Obstetrics Training

24 CEC NICU

25 Infant Code Training

26 UTSW Residency

27 CEC Debriefing Room

28 UTSW Interprofessional Training

29 Texas Tech University Nursing Students

30 Immersion Lab

31 Immersion Lab

32 High School Academy

33 Nursing Academy Middle-high school students

34 Community Event: Mock Surgery

35 Community Event: Mock Surgery

36 CEC Tranquility Garden

37 What s Next: Bio Skills Labs Standardized Patient Program Expand Interprofessional Education Integrate/expand support to new medical school Improve CEC quality and services Become recognized leader in clinical education and simulation Expand business and revenue opportunities

38 Questions?

39 Special Thanks TO OUR TITLE SPONSOR FOR THEIR CONTINUED SUPPORT AND COMMITMENT To our Environmental and Sustainability Initiatives

40 there is something different between numbers and numbers that matter. This is what separates data from metrics. -- Harvard Business Review

41 useful metrics are used. -- me

42 arbitrary metrics wait time in the ER waiting room arbitrary focus build larger emergency departments arbitrary outcome shift wait times from waiting room to exam room

43 there are many different statistical tools & terminology Inferential Descriptive Pareto-Charts Sampling DMAIC Fish-Diagram Census Binary Discrete Mean Median Variance Distribution Kurtosis Deviation Histogram Scatter Plot Frequency-Table Skew Box-Plot Cause-Effect Stability Capability Stratification Range Hypothesis Linear-Regression Correlation

44 data correlation relationship between data positive correlation one increases as the other increases i.e. number of ventilators required & number of ICU encounters negative correlation one increases as the other decreases i.e. ALOS decreases & net revenue increases sometimes

45 hospital data and capital projects: how future bed demand is calculated?

46 encounter length of stay? CMS vs. actual average vs. geometric lengths of stay

47 average daily census (ADC) & hospital occupancy rates 75%, 80%, 85% is a 100% occupancy rate a good thing? depends on the industry

48 is a 100% occupancy rate a good thing? typical hospital model

49 bed demand calculation average daily census (ADC) = (ALOS x encounters) 365 bed demand = ADC occupancy rate

50 bed demand drill down bed demand per service line bed demand per department bed demand segregated by age and sex

51 future bed demand market = hospital service area hospital encounters = (inpatient market projections) x (market ADC = ALOS x (market encounters share) + out of market encounters) 365 bed demand = ADC occupancy rate

52 test your metrics with the current state i.e. how many patient rooms did you need last year? a new capital project foiled by data can a department have a 160% occupancy rate?

53 why capital equipment metrics? capital equipment accounts for large portion of expenditures empower decision makers avoid the COPs: Capitalization of Operational Problems minimize subjective influence

54 measure do you need equipment metrics? is your equipment out of control? hospital 0.2 5

55 how to implement equipment metrics use the data you already have start small and focused simple vs. complex metrics

56 preference equipment metrics logical automated clinical preferen ce cost drivers patient coding

57 Special Thanks TO OUR TITLE SPONSOR FOR THEIR CONTINUED SUPPORT AND COMMITMENT To our Environmental and Sustainability Initiatives

58 Thank You PLEASE JOIN US AGAIN VISIT OUR WEBSITE AND FACEBOOK FOR OUR UPCOMING EDUCATIONAL WORKSHOPS UTPAsustainability