Section: Newark Beth Israel Medical Center News

Newark Beth Israel Medical Center Sets New National Standard in Patient Movement, Saving Millions of Dollars, Creating More Efficient Patient Care H

05/04/2014

NEWARK, New Jersey – March 4, 2014 - Newark Beth Israel Medical Center (NBIMC) is one of the first hospitals in the country to implement a new national model for patient flow and care for hospitalized patients. The new initiative, entitled the Institute for Healthcare Optimization (IHO) Project, was designed by Harvard professor Eugene Litvak, Ph.D., and has resulted in $18 million in savings in just three months for NBIMC, in addition to improving patient flow, quality and efficiency.

Newark Beth Israel is one of 14 hospitals in New Jersey participating in the IHO Project, under the Affordable Care Act (ACA). The New Jersey Hospital Association (NJHA) was awarded $7 million for a two-year project to help hospitals improve quality of care and patient safety. The NJHA identified the 14 hospitals and in just three months, NBIMC has been identified as the primary leader in the transformation to realize major savings and results in such a short period of time.

"The IHO Project has provided an extraordinary opportunity for us to create a model for healthcare efficiency, quality and service delivery," said John A. Brennan, MD, MPH, President and Chief Executive Officer of NBIMC and Children's Hospital of New Jersey (CHoNJ) and Executive Vice President of Barnabas Health. "The quality improvement, hospital efficiency and savings, have resulted in an infrastructure to move healthcare forward. I want to thank Senator Robert Menendez, who brought the concept to the NJHA; Betsy Ryan, President of the NJHA, who selected NBIMC as 1 of the 14 hospitals to participate in the IHO and, of course, Dr. Litvak for his visionary project, the IHO."

The IHO, founded in 2009, after 14 years of research on the subject of patient flow, quality and service delivery, is an independent research, education and service organization focused on bringing the science and practice of operations management to healthcare delivery. The Institute grew out of the work of Boston University's Program for the Management of Variability in Health Care Delivery (MVP) where it originally developed as an approach for managing flow variability.

"The goal of the IHO is to develop a system to apply by several hospitals to simultaneously reduce cost and improve quality of care, contradicting the notion that improving quality and cost of health care has to involve trade-offs," according to Dr. Litvak, President and CEO of the IHO and Adjunct Professor at Harvard School of Public Health. "The results we have seen at Newark Beth Israel Medical Center are nothing short of pioneering, resulting in sustainable change in less than three months – this level of change in this short period of time is unrecorded."

Patient flow, combined with data-driven assessments, is one of the pillars in this new paradigm of healthcare. Patient throughput is a critical component of patient care and the economy of healthcare. In 2012, Newark Beth Israel Medical Center began implementation of Phase 3: Right-Sizing Medical Inpatient Units, in which they performed a data-driven self-assessment of the medical center's patient flow.

Prior to Right-Sizing Medical Inpatient Units, wait times for patients being admitted to Newark Beth's Telemetry Unit averaged 15 hours and up to 30 hours before they were admitted to an inpatient bed. Implementation of Phase 3 included 5 major components:

Newark Beth Israel Medical Center made the following changes realized in Phase 3: 1) increased discharge reviews to every 24 hours instead of every 48 hours; 2) revised the role of the Nurse Practitioner, incorporating the Chair of the Department of Medicine daily, weekly multidisciplinary meeting with medical staff leadership to address issues and possible solutions; 3) reviewed data for incoming and outgoing transactions to pinpoint bottleneck; 4) implemented weekly multidisciplinary meeting with medical staff and ongoing communication, 5) reduced length of stay and moved 90 percent of telemetry patients into a bed in three hours or less.

Robert Lahita, MD, Chairman of Medicine and Director of the IHO Project at Newark Beth said, "The results of Phase 3 have been remarkable. The average wait time for admission to a telemetry bed has been reduced, along with other savings." The benefits achieved include a reduction in allocated beds, resulting in additional annual Emergency Department visits, an annual bed savings, and a decrease in average LOS, improved waiting times for incoming patients, from ED to Telemetry and private rooms for telemetry patients.

Dr. Litvak said, "The results realized by Newark Beth Israel Medical Center far exceed our expectations and have become the model for the future of high quality, safety and economic care for inpatients."

Newark Beth Israel Medical Center
Newark Beth Israel Medical Center, (NBIMC), a 673-bed regional care teaching hospital with more than 800 physicians, 3,000 employees and 100 volunteers with over 300,000 outpatient visits and 25,000 admissions annually. NBIMC is in the top three hospitals in the nation in the number of heart transplants with better than expected outcomes, has the only lung transplant program in New Jersey, and combined with Saint Barnabas Medical Center, both Barnabas Health affiliates, is third in the nation for kidney transplants, by volume.

Children's Hospital of New Jersey
Children's Hospital of New Jersey, located at Newark Beth Israel Medical Center, is the state's premier hospital caring for children, with specialized services to treat ill and injured children from newborn to adolescent years and has the most comprehensive pediatric cardiac care program in the region as well as preventive programs that promote wellness in the community. To learn more, visit us on line at www.newarkbeth.org

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Contact: Newark Beth Israel Medical Center
973-926-7000

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