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
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
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