Hospital Profile
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| 887 | licensed beds (main, women's, children's) |
| 799 | licensed beds designated as acute care |
| 527 | beds in main hospital |
| 192 | beds in women's hospital |
| 164 | beds in children's hospital |
| 22 | operating rooms |
| 71 | emergency department beds |
| 140K+ | emergency department patients per year |
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| home contact us 888.436.7284 | ||
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Design and Implementation Projects Florida Client  "We would never have been able to accomplish our work without this project. The transparency and communication made it all manageable." Vicki – Bed Control Supervisor Challenge In 2007, this 887-bed, not-for-profit facility faced unprecedented service demands in its three primary service sectors: adult acute care, women's services and children's care. Staff felt increasing pressure to provide more efficient patient throughput. Ambulance diversions and many emergency department (ED) patients leaving before treatment created an environment filled with unhappy, frustrated patients and staff. Inpatient bed capacity problems led to backup in the ED. With adult acute care units routinely over their occupancy levels, staff struggled to identify available beds. Leadership realized the need to improve overall hospital performance, optimize functional capacity, reduce length of stay, and cut throughput times for admission and discharge - all while maintaining the quality of care for which the hospital was known. They also knew that customer satisfaction had to improve - both the ED and adult inpatient units were in the lowest quartile. Achievement Sample of Project Results EMPATH implemented its Hospital Innovation Project from October 2007 through December 2008. This rigorous change management program impacted nearly every aspect of patient care. It introduced redesigned patient care processes and involved all staff in the ED, inpatient, radiology, lab, transportation and housekeeping departments. The hospital used its own multidisciplinary resources to staff Process Action Teams to lead implementation of the project. With EMPATH's facilitation, they trained on the processes, implemented testing, and introduced the redesigned processes to the rest of the hospital staff.  Emergency Department "We are changing the name of the waiting room to 'Reception.'" Amy – ED Charge Nurse Boarding is now the exception rather than the rule. From early 2008 to late 2009, the time from a patient arriving in the ED to being seen by a physician dropped from over 110 minutes to just over 40 minutes. Ambulance diversion was virtually eliminated. During this time, patient volume increased by nearly 16%, while patients leaving the ED without treatment decreased by almost 26% - often to less than the 2% target. This last factor alone represents a significant recapture of patients and revenue. Patient satisfaction in the pediatrics ED climbed from the 2nd percentile to the top quartile, at times reaching the 90th percentile. This upward trend continues, and was sustained from July to September 2009 at between the 78th and 88th percentiles. All of these improvements, including a 38% reduction in overall ED patient length-of-stay (high of 325 minutes, low of 200 minutes), occurred while ED volume increased by 30,000 visits annually. And, these results took place with minimal or no extra staff, and no additional space - all in a facility built for ½ the current volume. Inpatient Units The inpatient units have greatly improved their ability to manage a higher daily census - they have essentially increased functional bed capacity by as much as 50-100 beds. In May 2009, for the first time ever, the inpatient units achieved their length-of-stay targets. In July 2009, this important marker decreased by .4 days and by September 2009, the hospital had seen five consecutive months of meeting target, all with an increase in patient volume. (From January 2007 to September 2009, Medicare LOS, excluding Psych, went from 6.0 to 5.3 days.) In January 2007, peak inpatient discharge was after 5pm, which significantly impacted the night shift. By September 2009, time of discharge was hovering at just around 2:30pm, helping get ED patients into the hospital sooner and reducing ED boarding. The percentage of patients discharged by the 11am target rose during this same period from 7-12%. Several other key barometers of success on the IP side include: Overall, the improvements have enabled the hospital to provide more efficient, reliable service and to increase its standing in the community. "Last Monday (early September, 2009) we saw 517 patients; 222 were kids, where we usually see 150 kids on a bad day. With lots of admissions, high acuity, and heavy ambulance traffic, our average ED length of stay was under 4 hours. Even with this hugely impacted day, we were only 20 minutes over goals and were moving patients effectively. Had we not done this [project], we would have been in big trouble."Maria – ED Manager
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