2021 Patient Flow Management Summit
Optimizing Patient Flow Management through Effective Discharge Planning, Enhanced Patient Care/Satisfaction, Increased Profitability, and Efficient Hospital-Wide Collaboration
January 28-29, 2021
(VIRTUAL CONFERENCE)

2021 Patient Flow Management Summit

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COVID-19 Advisory: BRI Network holds above all else, the health & safety of our attendees and their families. Our events will be hosted on a virtual platform until such time that health agencies deem travel safe. We look forward to continuing providing you with the best possible conference experience now and when we meet again in person.

About the Conference

Today, patient flow has become a major concern for most hospitals and health systems as both the human and financial aspects result in poor quality care, patient dissatisfaction and lower reimbursement and profitability. Optimizing hospital wide patient flow is critical in delivering high quality patient centric healthcare. Hospitals are examining how to provide the right quality care, in the right place and at the right time.

The influx of the newly insured entering the healthcare system presents greater challenges to hospitals and the necessity to streamline flow and capacity has become enormously vital. As this landscape continues to evolve and dramatically transform, there is a huge shift towards hospital wide collaboration and throughput in order to achieve these goals. Optimizing the ED, decreasing patient wait times and enhancing care coordination are key components to moving the patient quickly, efficiently and safely through the hospital system.

This event features leaders from hospitals and health systems who will share their perspectives, valuable insights and expertise on how to be best equipped for the rapidly evolving landscape of patient flow management.

Who Should Attend?

From Hospitals/Health Systems:

  • Case Management
  • Discharge Planning
  • Patient Flow
  • Admissions
  • Nursing
  • Operations
  • CEO
  • CFO
  • Patient Care
  • Compliance
  • Clinical Care
  • Medical Directors
  • Quality
  • Patient Financial Services
  • Care Management
  • Emergency Medicine
  • Social Worker
  • Utilization Management
  • Hospitalist
  • Chief of Staff
  • Capacity Management
  • Patient Throughput
  • Bed Management
  • Patient Logistics

Also of Interest to:

  • Vendors
  • Solution Providers
  • Consultants

Conference Agenda

Day One – Thursday, January 28, 2021

9:45am – 9:55am
Chair's Opening Remarks
Skip Ashmore
Chief Marketing Officer
TeleTracking

10:00am – 10:45am
Creating Structures and Processes to Improve Patient Flow

It starts at the top with engaged leaders and executive support. Broward Health relies on data to drive accountability and systemic change throughout its organization. This session will focus on: the types of metrics distributed to leaders to drive engagement; a run through of a daily bed huddle; a review of the critical metrics tracked in Broward Health's command center; and an open Q&A regarding the reports, dashboards and best practices that have been critical to success.

Heather Havericak
Chief Executive Officer
Broward Health

10:50am – 11:35am
Effective Strategies to Improve Emergency Department Throughput

Emergency department visits, in the United States, have steadily increased over the past 15 years despite a decline in the number of emergency departments during the same time and the Affordable Care Act’s promise to reduce the use of emergency departments as a site for primary care. This has created a significant mismatch in supply and demand, negatively affecting the triple aim of reduced cost, improved quality and increased patient satisfaction. Unfortunately, factors affecting ED throughput are not solely under the control of ED leadership. It requires hospital-wide collaboration to effect lasting change. This discussion will focus on operational, innovative, strategies, from the time of patient entry into the emergency department to disposition that have proven to have a positive impact. Some of the highlighted processes that will be discussed are: “provider in triage,” “split flow” sorting, nurse-provider “team- based” care, leveraging the benefits of an ED observation unit as a more appropriate site for prolonged “work-ups”, and as a pathway for direct admissions and outpatient infusions in lieu of funneling those patients through the ED. Lastly, we will discuss partnering with hospitalists to expedite patient hand-off at admission.

Anthony J. Guarracino, DO, MHA, FACEP
Chair, Department of Emergency Medicine
UPMC Pinnacle

11:40am – 12:25pm
Advancing Situational Awareness in Health Care

Health system leaders, from the point of care to the boardroom or C-suite, serve as stewards of precious resources targeted to meet the needs of patients, families and the communities served.  Efficient and effective decisions about how and when resources are spent, made proactively and reliably, are a characteristic of a real-time health system. A real-time health system is a next generation health provider organization that relies on advanced analytics in order to achieve predictable excellence in clinical, operational and financial outcomes. A clear line of sight into the current and predicted future state of health system resource supply and patient care demand enables predictable excellence in patient flow.  In this session, Cerner’s Senior Director of Health System Operations Lisa Gulker will share how health organizations can plan a roadmap strategy that employs situational awareness and advanced analytics to deliver the highest quality of person-centered care and operational efficiency. The critical workforce and leadership skills required for successful use of enabling technology by health system teams will also be discussed. 

Lisa Gulker, DNP, RN, ACNP-BC
Senior Director, Real Time Health System
Cerner

12:30pm – 1:00pm
Lunch Break

1:00pm – 1:45pm
Metrics that Matter to Health System Executives

Many of us can eloquently recite the metrics we use to measure nearly every segment of the patient inpatient journey, and a few of us have even made disciples out of the few and faithful within our organization. "Discharge by 11!" or "Pull-Time!" are common phrases. In fact, we have been hammering those metrics for years, and we've even made some progress. Fortunately that is not where that story ends. This session will focus on the importance of making sure your metrics matter to the audience expected to take action and how a simple change can have a significant impact.

Rosario Lombardo, MHA, BSN, RN
Regional Director – Hospital Support Services
AscensionConnect

1:50pm – 2:35pm
Building a Regional Transfer Center

The development of a regional transfer center requires much planning, thought and communication to key stakeholders to ensure success. This session will focus on the consolidation of multiple access centers to one centralized regional center, as well as the steps needed to implement, scale and sustain successful operations and metrics. The presenters will walk through their GAP analysis, actions and outcomes. For example, in less than a year, SSM Health exceeded its patient referral growth goal by more than 23%, enhanced communication between all SSM St. Louis ministries, was able to provide real-time reports and dashboards to inform key stakeholders, utilized TeleTracking to set up alternative care sites in the St. Louis Region for COVID patients this past Spring, and so much more!

Stacey Miller, BSN, RN
Director, Transfer Center
SSM Health

Kelly Baumer
Vice President, Clinical Services
SSM Health

2:40pm – 2:55pm
Mid-Afternoon Break

3:00pm – 3:45pm
Leveraging Technology to Benefit Patients and Your Bottom Line

There were a myriad of barriers when it came to efficient patient flow at Avera McKennan Hospital & University Health Center. A group of leaders took on the task of exploring a comprehensive patient access and flow solution, and once the software decision was made, other challenges – for example, hardware, software, staff attitudes and movement of 'cheese' came in to play. After the technology go live, baby steps and great ideas resulted in the patient flow outcomes that Avera never thought they could attain in a short period of time. However, they realized the benefit of implementing a patient flow solution after they were hit with 3 tornadoes in one day, as well as Covid-19 most recently. Hear from the team at Avera McKennan Hospital & University Health Center regarding their journey, engaged leaders, how they've been able to leverage eCare to balance patient loads across the system and the outcomes achieved thus far. 

Candice Friestad, DNP, RN-BC, MBA
Assistant Vice President, Clinical Informatics
Avera McKennan Hospital & University Health Center

Alicia Vermeulen, MSN, RN, NE-BC, CEN
Director of Patient Placement & Logistics
Avera McKennan Hospital & University Health Center

Troy Grovenburg, PhD, MS, MBA
Operations Intelligence Analyst Lead, Patient Placement & Logistics
Avera McKennan Hospital & University Health Center

3:50pm – 4:35pm
Panel: Trends in Patient Access, Capacity Management and Patient Flow

Maria Mikhataykina, MBA, RN, NEA-BC
Director of Clinical Operations
HCA Houston Healthcare

Paul Davenport  
Vice President, Emergency Services                           
Carilion Clinic 

4:40pm – 5:25pm
Leveraging Hospitalists To Improve Throughput And Decrease Length Of Stay

Hospitalists are an integral part of patient care. Aside from daily patient care responsibilities, hospitalists are drivers of throughput. As ED hospitalists, they can triage patients to appropriate dispositions as well as accelerate patient care. As observation unit attendings, they can provide expedient care to improve throughput and flow. Hospitalists also function as physician leads to reduce length of hospital. Given the diversity of roles they perform, learning to optimize hospitalists is a key to improving throughput and hospital flow.

Svetlana Chernyavsky, D.O.
Medical Director of Clinical Documentation and Improvement,
Assistant Professor of Medicine
Mount Sinai Beth Israel Hospital

Kristine Favila D.O.
Medical Director, Rapid Evaluation & Treatment Unit Assistant Professor
Icahn School of Medicine

5:30pm
End of Day One

Day Two – Friday, January 29, 2021

9:45am – 9:55am
Recap of Day One
Skip Ashmore
Chief Marketing Officer
TeleTracking

10:00am – 10:45am
RHOCC Solid -The design and implementation of the Mayo Rochester Hospital Operations Command Center

Like many other hospitals and health systems, Mayo Clinic Hospitals continue to be faced with patient flow challenges from ensuring the right placement of patients to coordinating a safe and efficient discharge. Functioning at a higher occupancy requires more awareness and coordination of key elements of patient flow which led to the development of a command center at Mayo Clinic – Rochester (MCR) Hospital called the Rochester Hospital Operations Command Center (RHOCC), the “Rock”. This discussion will focus on how the RHOCC connected existing census management roles in a centralized location charged to identify and address challenges real-time by using data, dashboards, and collaborative communication to impact patient flow.

Danielle Crawley, M.A.
Hospital Operations Manager
Mayo Clinic

Jamie Newman, MD, MHA, MACP
Medical Director, Admission & Transfer Center
Mayo Clinic

10:50am – 11:35am
Best Practices on Improving Length of Stay to Enhance Hospital Patient Flow

Luanne Smedley, MHA, BSN, RN, NEA-BC
Administrative Director, Clinical Access and Care Coordination
Lucile Packard Children’s Hospital Stanford

Christine Kalife
Performance Improvement Associate
Lucile Packard Children’s Hospital Stanford

11:40am – 12:25pm
Using Data to Identify Patient Flow Issues And Direct ED Patient Throughput

At times, patient care and throughput are directed by anecdote rather than with a data driven approach. By immersing ourselves in a variety of data, we will explore patient flow. We will also suggest definitions of success as we focus on improvement efforts. This will cover several aspects, including general department operations and assessment, provider and nurse staffing, resource utilization and turnaround times, effects of hospital overcapacity, and even a brief look at patient satisfaction.

Keith Grams, MD
Chair, Emergency Medicine
Rochester Regional Health

12:30pm – 12:45pm
Break

12:50pm – 1:35pm
Management of System Patient Flow in The Pandemic

Peak performance relies on alignment of clinical, operational and administrative staff. From improvements in technology, system visibility of bed capacity and teamwork within an operations center—Carilion Clinic was prepared and has supported their community during the COVID pandemic. Hear from Paul Davenport, VP, Emergency Services and Dr. Paul Haskins, Operations Center Medical Director on preparation and recent lessons learned.

Paul Davenport
Vice President, Emergency Services
Carilion Clinic

Dr. Paul Haskins
Medical Director, Operations Center
Carilion Clinic

1:40pm – 2:25pm
Periop: Patient Flow’s Missing Piece

Patient flow typically refers to the path and coordination of patient care from access through discharge. However, OR utilization, workflow and efficiency is another critical, and often forgotten, component of patient flow. The 430 members of the surgical staff at Sarasota Memorial Health Care perform more than 24,300 inpatient and outpatient surgical procedures in 34 operating suites each year. With this level of volume, improving efficiency and maximizing capacity was essential to optimizing the highest dollar area system. Technology, process, engaged leaders, and staffing enhancements have been critical to SMH’s success. For example, they have been able to increase OR utilization and improve first case on time surgery starts by 25% (each); decrease OR suite turnover time; and cross-train and increase staff productivity by reducing labor costs by $1Mil.

David Patterson, MBA, BSN, RN
Associate Chief Nursing Officer
Sarasota Memorial Health Care System

2:30pm – 3:15pm
Decompressing the Back End: Strategies to Manage ED Overcrowding

Overcrowding in emergency departments (EDs) has been referred to as a public-health crisis affecting health-care systems globally. The major cause of ED overcrowding is the practice of inpatient boarding, that is holding admitted patients in the ED instead of transitioning them to inpatient beds for the appropriate continuation of care. There are many serious consequences to inpatient boarding, including increased mortality, increased inpatient length of stay, lower patient satisfaction, and delays in care. Despite the research showing the negative consequences that boarding has on patient care and the acknowledgement that the status quo cannot be maintained, this practice continues, and ED overcrowding worsens every year.

In this presentation we will:
· provide background on ED overcrowding
· present data on the consequences of inpatient boarding to help create a burning platform to advocate for change
· give an overview of evidence-based and previously tested strategies that have been used to reduce inpatient boarding
· share lessons learned about implementation and change management.

Carl Balcom, RN, BSN, MHA, CHE, NEA-BC
Transitional Leader
HCA Healthcare

Mike Kumpula, BSN, RN, CEN
Director of Emergency Services
HCA Reston Hospital Center

3:15pm
Conference Concludes

Featured Speakers

Maria Mikhataykina, MBA, RN, NEA-BC

Maria Mikhataykina, MBA, RN, NEA-BC

Director of Clinical Operations

HCA Houston Healthcare

Svetlana Chernyavsky, D.O.

Svetlana Chernyavsky, D.O.

Medical Director of Clinical Documentation and Improvement, Assistant Professor of Medicine

Mount Sinai Beth Israel Hospital

Kristine Favila D.O.

Kristine Favila D.O.

Medical Director, Rapid Evaluation & Treatment Unit, Assistant Professor

Icahn School of Medicine

Danielle Crawley, M.A.

Danielle Crawley, M.A.

Hospital Operations Manager

Mayo Clinic

Jamie Newman, MD, MHA, MACP

Jamie Newman, MD, MHA, MACP

Medical Director, Admission & Transfer Center

Mayo Clinic

Luanne Smedley, MHA, BSN, RN, NEA-BC

Luanne Smedley, MHA, BSN, RN, NEA-BC

Administrative Director, Clinical Access and Care Coordination

Lucile Packard Children’s Hospital Stanford

Christine Kalife

Christine Kalife

Performance Improvement Associate

Lucile Packard Children’s Hospital Stanford

Keith Grams, MD

Keith Grams, MD

Chair, Emergency Medicine

Rochester Regional Health

Anthony J. Guarracino, DO, MHA, FACEP

Anthony J. Guarracino, DO, MHA, FACEP

Chair, Department of Emergency

Medicine UPMC Pinnacle

Carl Balcom, RN, BSN, MHA, CHE, NEA-BC

Carl Balcom, RN, BSN, MHA, CHE, NEA-BC

Clinical Director, Emergency Services

Kingwood Medical Center | HCA Gulf Coast Division

Rosario Lombardo, MHA, BSN, RN

Rosario Lombardo, MHA, BSN, RN

Regional Director – Hospital Support Services

AscensionConnect

Stacey Miller, BSN, RN

Stacey Miller, BSN, RN

Director, Transfer Center

SSM Health

Kelly Baumer

Kelly Baumer

Vice President, Clinical Services

SSM Health

Paul Davenport

Paul Davenport

Vice President, Emergency Services

Carilion Clinic

Dr. Paul Haskins

Dr. Paul Haskins

Medical Director, Operations Center

Carilion Clinic

Lucille Perreault, MPM, BSN, RN

Lucille Perreault, MPM, BSN, RN

Vice President, Clinical Services and CNE (retired)

Mike Kumpula, BSN, RN, CEN

Mike Kumpula, BSN, RN, CEN

Director of Emergency Services

HCA Reston Hospital Center

Heather Havericak

Heather Havericak

Chief Executive Officer

Broward Health

Joe Diver

Joe Diver

Director of Digital Transformation

Baystate Health

David Patterson, MBA, BSN, RN

David Patterson, MBA, BSN, RN

Associate Chief Nursing Officer

Sarasota Memorial Health Care System

Candice Friestad, DNP, RN-BC, MBA

Candice Friestad, DNP, RN-BC, MBA

Assistant Vice President, Clinical Informatics

Avera McKennan Hospital & University Health Center

Alicia Vermeulen, MSN, RN, NE-BC, CEN

Alicia Vermeulen, MSN, RN, NE-BC, CEN

Director of Patient Placement and Logistics

Avera McKennan Hospital & University Health Center

Troy Grovenburg, PhD, MS, MBA

Troy Grovenburg, PhD, MS, MBA

Operations Intelligence Analyst Lead, Patient Placement and Logistics

Avera McKennan Hospital & University Health Center

Skip Ashmore

Skip Ashmore

Chief Marketing Officer

TeleTracking Technologies

Venue

(VIRTUAL CONFERENCE)

Sponsors and Exhibitors

Educational Underwriter

TeleTracking

For every hour a patient waits for care, they face objectively worse outcomes. TeleTracking believes it is unacceptable that patients are not able to access the care they need, when they need it, due to operating inefficiencies and unnecessary cost barriers. Our mission is simple, to ensure no one waits for the care they need. And that’s why three decades ago, TeleTracking recognized the significant benefits of a centralized approach to managing patient flow and in the last decade has implemented more than one hundred health system command centers across the United States and the United Kingdom. TeleTracking has delivered extraordinary outcomes for nearly three decades that have been the subject of study by KLAS, Gartner, and the RAND Corporation. For more information visit www.teletracking.com.

Executive Sponsor

Cerner Corporation’s health technologies connect people and information systems in thousands of contracted provider facilities worldwide dedicated to creating smarter and better care for individuals and communities. Recognized globally for innovation, Cerner assists clinicians in making care decisions and assists organizations in managing the health of their populations. The company also offers an integrated clinical and financial system to help manage day-to-day revenue functions, as well as a wide range of services to support clinical, financial and operational needs, focused on people. For more information, visit Cerner.comThe Cerner Blog or connect on FacebookInstagramLinkedIn, Twitter or The Cerner Podcast. Nasdaq: CERN. Health care is too important to stay the same.

FAQ

Are there group discounts available?

  • Yes – Register a group of 3 or more at the same time and receive an additional 10% off the registration fee

Are there discounts for Non-Profit/Government Organizations?

  • Yes – please call us at 800-743-8490 for special pricing

What is the cancellation policy?

  • Cancellations from vendors received 4 weeks prior to the event will receive a refund minus the administration fee of $225. Cancellation received less than 4 weeks prior to the event will receive a credit to a future event valid for one year. There is no fee for Hospitals/Health Systems to cancel.

Can the registration be transferred to a colleague?

  • Yes – please email us in writing at info@brinetwork.com with the colleague’s name and title
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