5 Ways Clinical Communication Technology Reduces Clinician Workload

A clinical collaboration platform can make it easier and quicker for physicians to coordinate care inside and outside the organization, giving physicians more time to focus on patients.  With increased demands for documentation, streamlined communication can help reduce click fatigue and better support physician work-life balance. Click on the image below to get the infographic!

Infographic Evaluate Physician Satisfaction

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Support Nurses Ability to Easily Communicate with Providers and Patients

Siloed communication infrastructure adds to nurse’s workload when they desperately need ways to reduce their administrative responsibilities. Empower nurses to communicate with each other, providers, and patients without logging in and out of several solutions to do so.

Reaching Providers and Patients’ Family Members Consumes Time

Nurses are responsible for multiple administrative duties on top of providing an upstanding standard of care for their patients that requires an abundant amount of collaboration and support.

Some nurses spend 33% of their shift interacting with technology and only 16% of their time on direct patient care.

Updating family members, getting a hold of the correct physician in a timely manner, communicating with respiratory, physical therapy, radiology in addition to coordinating with the nursing staff on their unit are just a few of the communications that happen throughout the nurses shift.

The time consumption initiating communications with different departments and providers could be precious time taken away from a patient’s care. A bandage may be left for the next shift to change, medications get administered later than ordered, patients miss a day of physical therapy because the nurse was unable to pull away from other tasks to help PT. Ultimately, the administrative burden nurses are under unfortunately can result in poor patient outcomes.

Tackling Nurse Communication Silos

Text, badge, EMR, email, phone – too much technology reduces efficiencies. When nurses need to login to the EMR for a critical lab result, phone a patient’s family member, use their badge to communicate with other nurses and then text the on-call provider regarding their patient, too much time is spent logging in and out of various solutions. Efficiencies can be gained just from reducing the number of technologies nurses need to use and reference.

The result – both improved nurse satisfaction and improved outcomes for patients. We want to reduce frustrations nurses encounter day to day, and streamline communication for all care team members.

With family members the inefficiencies are similar, find the correct number, call, no answer, leave a voicemail. Or find and call the alternate phone number and speak with a family member who has 20 minutes of questions, while the nurse is on the phone, the physician has returned the page and the nurse missed their call due to the fact that the nurse was on the line with the family member.

Clinical Communication Governance

Leading organizations have clear policies around communication response times, such as a routine message must be responded to in 60 minutes but an urgent message within 30 and STAT within 15. This becomes increasingly difficult without the right, and siloed, communication tools.

Text First Approach

82% of text messages will be read within five minutes of being sent—with an average response time of just 90 seconds.

A text first approach for all clinicians provides a single app to be used for nurse, provider, patient and auxiliary staff to ensure tight coordination of patient care. Look for a solution that also embeds into the EMR to improve clinical workflows. Nurses should be able to see a patient record from their mobile, the communication stream between care team members, critical lab results and any other pertinent details that will keep them abreast of their patient from any location—decoupling them from the nurse station.

Connect with our team to learn more.

How to Improve Nursing Communication and Collaboration

Nurses are trusted experts who provide incredible patient care. The profession is a calling, a passion, and it is incredibly important that we have the nursing workforce that prioritizes caring for themselves to be fully present for the patients who need them.” – Ryannon Frederick, Chief Nursing Officer, Mayo Clinic, (Becker’s Hospital Review).1

Outdated systems, silos, and disconnected communication among nurses and physicians cause added strain to an already in-demand nursing workforce.2 Nurses can work 9-5 at an acute care facility or they can be seen pushing through 10 to 12-hour rotations. In every situation, nurse communication is a crucial part of their shift, as they are required to share accurate patient information between care providers, in addition to the other responsibilities required of a front-line caregiver for patients and their families. 

If they had a list of additional job descriptions and responsibilities, it would include:

  • Prescription Interventionist
  • Medical Administrator/Transcriptionist
  • Emergency Responder
  • Counselor/Therapist
  • Care Coordinator
  • Educator 
  • Server
  • Mechanic
  • IT Troubleshooter
  • You name it, they probably do it.

Let’s now look at how nurses communicate and balance responsibilities in different contexts.

Nurse Collaboration at Hospitals and Clinics: The Current Situation

Nurses at Hospitals

Imagine you’re in the ED. You have to react moment by moment in the queue as patients pour in, decompensating right in front you. How do you respond? Which patients need care faster? These nurse triage decisions can feel overwhelming.

Now imagine you’re a nurse on the labor and delivery floor. Last-minute emergency C-sections, women rapidly moving through the stages of labor, and patient screams echoing through the hallways. An infant may get rushed and transferred to the NICU for additional neonatal nursing care. It may be an intense, yet rewarding experience when the babies arrive.

Nurses face many different scenarios ranging from geriatric to post surgery care, all while maintaining required documentation demands and changing shift schedules. Nurses have to collaborate quickly and there is a need for communication to be efficient, timely, and reliable. If nurses need to make frequent calls to another care provider, patients may not receive adequate treatment on time.

Nurses at Private Practice Clinics

Imagine this situation at a medical specialist office. They have 2 main clinic locations, and different patient demographics visit each site. Nurses are required at both locations, yet office A is open until 7 PM while office B closes at 5 PM.

It’s 5:10 PM. One patient who regularly visits office B accidentally calls office A from their Google search, thinking they can walk-in to the clinic. The call messaging routes them incorrectly to office A. The covering on-call nurse says it’s okay for them to check in to the office for their chronic condition. However, the on-call nurse doesn’t see in their health record which location this patient usually visits, and there is a lack of notes on file. The nurse waits for a long time, and the patient doesn’t arrive. Frustrated about a lack of provider collaboration and communication, the patient leaves a 1-star review online for the clinic.

The next day, the physician and nurse on-call at site B call site A, disappointed their clinic location received a low patient satisfaction rating. They get the practice owner and manager involved. Now they have a warning discussion with the nurse on-call, when it was truly a breakdown in communication systems for their healthcare clinic.

The physician and nurse collaboration framework in this faux scenario led to poor patient outcomes. In one real-life study, nurses may not always have input or say on how a medical practice is managed. “The participants stated that if nurses were more involved in the development of nursing policies, this would have a positive influence on patient care.”3

Poor communication between clinicians and patients can result in misunderstandings about medications and the miscommunication of follow up instructions, which can result in poor outcomes and readmissions, and could result in a patient coming to harm.4

Whether nurses work for a hospital or private medical practice, better scheduling collaboration and nurse communication software is needed. If nurses are able to find the best communication options for their day-to-day interactions, it would significantly reduce barriers to effective healthcare treatments.

How to Improve Nurse Collaboration for Better Support

Some nurses said they felt like labourers…if you’re not valued at work, you don’t have the desire to stay in the public system.5

Nurses Need Opportunities to Receive Care in Order to Give Care

Nurses are in short reserve, but the demand for nurses continues to grow. What can hospitals and group practices do to alleviate their stress? Organizations may increase pay incentives, but is that enough? It’s not just about the money.

Nurses need a platform to communicate not only the needs of their patients, but for their colleagues as well. Promoting team-based care, sharing of new evidence-based care guidelines, and management of staffing shortages are strategies that leaders can rely on for effective communication platforms. This reduces the burdens experienced by nurses.

When Nurses Collaborate, Patients Feel It

With all the roles nurses fill, it’s important for them to communicate in a timely manner. Nurses may leave due to burnout and better pay opportunities,6 and this could result in more miscommunication mistakes among staff. This leads to poor patient outcomes and expensive provider costs. However, there is good news…

When nurses have time to collaborate patient care through text, cell, EHR, or face-to-face, the results improve for patients and providers. Hospital executives and nurse leaders who take time to care for their teams and find appropriate medical communication solutions will create bright spots for the future of nursing.

Need a better way for nurses and clinical teams to communicate?

See how PerfectServe’s medical communication software can eliminate wasted time and help nurses be more efficient.

1Jensik, L. (2021, October 29). Will nurses come back? 3 healthcare leaders weigh in.Becker’s Hospital Review. https://www.beckershospitalreview.com/hospital-management-administration/will-nurses-come-back-3-healthcare-leaders-weigh-in.html
2NursingTimes. https://www.nursingtimes.net/news
3Kieft, R.A., de Brouwer, B.B., Francke, A.L. et al. How nurses and their work environment affect patient experiences of the quality of care: a qualitative study. BMC Health Serv Res 14, 249 (2014). https://doi.org/10.1186/1472-6963-14-249
4Effects of Poor Communication in Healthcare. HIPAA Journal, https://www.hipaajournal.com/effects-of-poor-communication-in-healthcare 
5Wilton, K. (2021, September 16). ‘Not about the money’: Nursing report addresses exodus from Quebec’s public sector. Montreal Gazette. https://montrealgazette.com/news/local-news/not-about-the-money-nursing-report-addresses-exodus-from-quebecs-public-sector 
6Virkstis, K. (2021, August 12). Why so many nurses are leaving amid delta—and how you can keep them. Advisory Board. https://www.advisory.com/Daily-Briefing/2021/08/12/nurse-shortage#our-take-weve-reached-the-tipping-pointhow-do-organizations-move-forward-see-our-3-keys

Dynamic Intelligent Routing® Delivers the Right Message to the Right Person at the Right Time—No Matter the Setting

Executive Summary:

  • Getting important information to the right member of the care team in a timely manner is a critical part of patient care
  • PerfectServe’s Dynamic Intelligent Routing® is the industry standard for encompassing workflows, both routing and scheduling—it automatically references any number of variables in real time to accurately direct communications
  • With its guided workflows and comprehensive mapping, Dynamic Intelligent Routing is better equipped to handle the depth and complexity of real-world clinical communication than role-based routing
  • Dynamic Intelligent Routing is also a valuable gatekeeper in the outpatient setting, giving providers the ability to respond to communication from patients in a structured and manageable way
  • Much like a car engine with many interconnected parts that starts up with the simple push of a button, it’s not required for the end user to manage the complexity of Dynamic Intelligent Routing to reap its benefits

PerfectServe’s Dynamic Intelligent Routing® is proprietary message routing technology that factors in different variables to determine who should be sent each message or call at any given time. To illustrate how this works, we’ll walk through some relevant clinical scenarios, starting with a simple example—one that usually doesn’t give clinicians trouble in their current environments—and progressing to a more complex example that often leads to delays and frustration in the real world.

A basic example is a nurse trying to reach the provider on call. The system pulls in data regarding the patient in question, the department, and available schedules to ensure the message is routed to the correct on-call provider. It then references the provider’s preferred contact method to ascertain if the nurse should call or send a text message.

ABOVE: An example of a basic Dynamic Intelligent Routing workflow. Real-life workflows typically involve many more variables.

This simple example shows a bit of Dynamic Intelligent Routing’s capability, but when we look at more complex examples like reaching the right hospitalist, contacting a surgeon in the OR, or sending messages to providers outside the walls of the hospital, the true power of Dynamic Intelligent Routing shines through.

To understand how Dynamic Intelligent Routing accomplishes this, it’s important to understand the value of integrations. For instance, when PerfectServe pulls in patient data from the EHR, it can then see both the patient’s dynamic care team and their room number, which fuels part of the routing. When a critical lab result or sepsis alert comes through, Dynamic Intelligent Routing can reference this data along with the physician schedule and routing rules to determine who the current, covering provider is, which may be necessary if the ordering provider is no longer working. Once these factors are accounted for, the appropriate person receives an instant alert.

Dynamic Intelligent Routing has long been an integral part of PerfectServe’s DNA, and it remains one of the primary features that sets our technology apart from the competition. It is core to PerfectServe’s functionality and essential for efficient communication and collaboration.

So how does Dynamic Intelligent Routing work in practice, and more specifically, how does it differ from simpler role-based routing? This is a common question, and the answer is about addressing the depth and complexity of real-life clinical communication in both the acute and ambulatory settings.

Tackling the Complexity of Care Team Communication in the Hospital

Let’s use routing rules in a hospital as a reference point. What if you want to message the orthopedic surgeon on call? With basic role-based routing, the message is sent to the surgeon’s phone. But what if the surgeon has more nuanced contact preferences depending on the scenario? While in surgery, he or she may want the PA to cover their calls; during clinic hours, this responsibility may switch to the office nurse, and for the rest of the time, the surgeon may want calls routed directly to his or her cell phone. Dynamic Intelligent Routing supports—and even encourages—workflow complexity of this nature and ensures that the person receiving the message is equipped to immediately address the issue at hand.

Dynamic Intelligent Routing can also route based on schedules or user logins. Role-based routing works well when, for example, you’re looking for the hospitalist on call and they’re logged into the system. But what if there are ten hospitalists rounding today and you’re not sure which one is covering your patient? The EHR says it’s Dr. Smith, but it’s now 6 PM and he’s no longer working. Or, what if the wound care nurse is performing a sterile dressing change and can’t reply to messages being sent? What if the surgeon covering consults for the house isn’t responding?

For the first scenario, Dynamic Intelligent Routing is capable of organizing any combination of rules, schedules, message types, points of entry, and other information to appropriately direct a message to the right recipient, even if ten different hospitalists are on call. And, even better, it removes the cognitive burden from the sender—all parameters are already built into the system, so directing the message is as easy as answering a few automated prompts to complete the guided workflow.

For the second scenario, Dynamic Intelligent Routing can use a built-in escalation protocol to automatically route any message to the next available team member after a predetermined amount of time has passed. Once the time threshold is met, the message immediately hits the next person’s inbox.

Workflow rules can be created with role-based routing, but they are typically associated with predefined groups, such as “all surgeons can elect to cover calls for another surgeon.” The goal of Dynamic Intelligent Routing is to build these specific coverage scenarios during implementation. This means the surgeon prepping for a procedure doesn’t have to ask a colleague to cover for them for the next four hours—rather, the surgeon’s PA is the first escalation point for urgent calls, the PA’s colleague is the second escalation point, and all non-urgent communication is held until the surgeon is out of the OR. There is no risk or uncertainty, and time spent trying to determine coverage on the fly is reclaimed because these workflows are established in PerfectServe right from go-live.

Additionally, Dynamic Intelligent Routing isn’t only meant for hospital departments covering unassigned consults. PerfectServe’s implementation methodology includes workflows for all provider groups. This allows clinicians to not only engage providers for new patient consults, but also connect with providers regarding established patients who have a new issue. This comprehensive approach allows all communication workflows to be mapped at both the hospital and practice level. This level of standardization is the foundation for automating critical results.

Dynamic Intelligent Routing also extends beyond the four walls of the hospital, supporting communication across affiliated and employed providers, as well as care settings like dialysis or rehab. The patient’s entire care ecosystem is accessible on the platform, meaning effective communication and care coordination doesn’t stop where the hospital walls end.

A Helpful Gatekeeper for Patient-to-Provider Communication

Healthcare organizations are working diligently to make their patient engagement tactics more closely resemble the modern, efficient, and intuitive experiences that patients have in consumer or retail situations. If you can text your veterinarian to set up an appointment or request a medication refill for your dog, you’re probably going to be disappointed if your doctor’s office doesn’t offer similar functionality.

But according to a recent study, doctors say they’ve been overwhelmed by the volume of digital messages received from patients during the COVID-19 pandemic. It’s not good enough just to enable patient-to-provider communication—you have to ensure that patients get timely and helpful responses without unleashing a deluge of messages into providers’ inboxes.

Once again, Dynamic Intelligent Routing is here to help, and we’ll set up another hypothetical scenario to demonstrate. This time, a patient is experiencing stomach pain, but it’s after hours and their primary care provider’s clinic is closed. Because the clinic uses PerfectServe, the patient calls and is met with several prompts from the Interactive Voice Response (IVR) answering service solution. The patient’s answers tell the system if the call is routine or urgent.

Because the patient has a serious clinical issue, they are prompted to leave a voice message for the physician on call. Dynamic Intelligent Routing immediately routes the message by referencing schedules in the system, and the on-call physician then receives a push notification. The message in PerfectServe is easily retrieved by the physician and already includes all necessary patient information.

The physician then sends a text message to the patient and asks if they’d prefer to speak on the phone, via video chat, or in a secure messaging session that allows private information to be exchanged in an encrypted environment. The patient prefers a video visit, so the physician sends a link via text message, and within minutes they’re talking in real time to determine next steps.

In this scenario, Dynamic Intelligent Routing is an important gatekeeper. Because the issue is serious, the patient is immediately connected to help, but the provider has complete control over how and when to engage in live conversation. Additionally, because the system can reference schedules in real time, physicians who aren’t on call will not be disturbed by errant messages. The patient gets the help they need, and the provider receives the message in an organized, controlled manner.

If a patient calls after hours with a routine issue or question—perhaps they want to reschedule an appointment or request a medication refill—Dynamic Intelligent Routing can hold the message (and associated push notification) to be delivered to office staff the following morning when the office opens.

In the near future, PerfectServe will also enable this kind of Dynamic Intelligent Routing-driven workflow with chat bots—both on the provider organization’s website and via SMS text message. The result will be the same, but for patients who prefer visiting a website or sending a text to making a phone call, this will add more paths for structured and efficient communication.

Dynamic Intelligent Routing: Making Complex Workflows Seem Easy

For over 20 years, our mission has been to improve clinical communication by removing the obstacles, delays, and frustrations that patients and care team members face every day. Dynamic Intelligent Routing is core to this mission—it’s the foundation upon which PerfectServe is built. But when you read language like “complex routing algorithms” and “proprietary technology” associated with Dynamic Intelligent Routing, just know that the simple purpose is to make sure that messages, calls, alerts, alarms, and all other forms of communication are directed to an appropriate person who is available to help.

Dynamic Intelligent Routing is capable of ingesting and processing thousands of rules and variables, and the workflow possibilities are endless. At one provider organization, PerfectServe—by way of Dynamic Intelligent Routing—dynamically references 1,819 users, 5,915 schedules, 7,060 notification rules, 3,069 contact rules, and 6,863 routing rules. That may sound like a lot, but it helps to think of it like a car’s engine. Under the hood, there are a variety of intricately connected parts that are overwhelming if taken piece by piece. For the driver, though, a simple push of a button is all that’s required to start the engine.

Making complex workflows seem easy is what PerfectServe does best, and the result for the end user is fast, consistent, and accurate delivery of all communications. It’s all thanks to Dynamic Intelligent Routing.

Physician Engagement: What It Is and Why It’s Important

In healthcare, the impact of workforce engagement has similarities with other industries such as productivity, turnover, and financial performance. However, physician engagement significantly impacts the health, safety, and well-being of the patient experience and outcomes. The good news is clinical communication and collaboration solutions can address those common denominators while improving the quadruple aims of patient outcomes, experience, cost reduction, and clinician satisfaction.

Why is Physician Engagement Important?

Physician engagement is critical for a successful patient care experience. When physicians feel a lack of association, it manifests itself in ways ranging from physician burnout to a poor patient experience.

Engaged physicians are 26% more productive than those less engaged, adding an average of $460,000 in additional patient revenue per year.

Physician employment does not automatically equal engagement. Communication and collaboration skills are a must-have regardless of the number of employed physicians. High levels of physician engagement have been correlated to increased productivity, generate more referrals, expand influence amongst peers and medical staff, and drive organizational strategy and change. When medical practitioners are engaged, patients and the local economy reap the benefits. 

“Patient experience impacts revenues, referrals, adherence, safety, and the credibility of an institution with the community.” – Forbes

What is Physician Engagement?

Engaged physicians take greater care of their patients, reduce medical costs, and are more efficient than their unengaged counterparts. The Health Care Advisory Board states that creating organizational alignment is one of the most challenging initiatives, but the most crucial to success—impacting cost, quality, and experience initiatives.

PHYSICIAN ENGAGEMENT DEFINITION
A strategy that focuses on streamlining communication, building relationships, and aligning physicians with the values, vision and mission of their organization and with other healthcare stakeholders to continuously improve care and the patient experience.

BENEFITS OF PHYSICIAN ENGAGEMENT
  Reduced referral leakage.
  Increased in-network referrals.
  Higher engagement of patient population.
•  Improved patient care delivery.
  Enriched physician development and performance.
  Decreased burnout and turnover rates.

Effective engagement strategies require a multifaceted approach. One that includes retention, clinical and cultural fit, onboarding, benefits, leadership development, formal recognition, and physician burnout.

Measuring Physician Engagement

Surveys

Consistently measure and invite physicians to share their needs and challenges to gauge physician sentiment and identify gaps within care teams and workflows.

Run monthly engagement surveys for insights into how physicians perceive your organization and its services. Using that information, closely examine the factors that contribute positively or negatively to engagement and create a plan to improve physician’s everyday experience.

Scorecards

Help physicians understand what is expected of them in a transparent way while measuring productivity and performance metrics.

“We feel transparency is extremely important in order to change behavior. The scorecard gives a comparison of provider to provider within the same specialty. And then it’s a provider to their individual practice. And then it’s that provider to the network.”

 Travis Turner, Mary Washington Healthcare

Dashboards & Reporting

Employ platforms that enable your organization to visualize sufficient, real-time data. This drives organizational initiatives and empowers physicians to have the autonomy to course-correct quality to improve care delivery.

Develop an in-house practice transformation dashboard to show overall movement of your practice through the phases of your organizational initiatives. Here’s an example of a dashboard used in the special report Practice Transformation Analytics Dashboard for Clinician Engagement, published by Annals of Family Medicine.

physician-engagement-dashboard

Accountability Tools

Implementing a solution that provides your organization and physicians to practice accountability enables both personal, peer-to-peer, and clinical autonomy. Solutions that use read receipts, automatic escalations, and self-managed scheduling can foster opportunities for meaningful dialogue and potentially reduce burnout.

There are hundreds of ways to slice your data. Look back to your guiding questions to determine the most important KPIs for your organization’s unique goals and priorities.

Check out this snippet from our webinar with Mid-Atlantic Nephrology Associates to learn how they utilize our tracking and reporting capabilities for transparency and accountability across their organization.

Mid-Atlantic Nephrology Associates reduced operational costs by over $9k by modernizing practice communication for a network of more than 52 facilities, 50 providers, and 1,700 patients.

Improving Physician Engagement

Provide Pathways to Influence

Create physician-led channels to the executive suite to share their voice in decision-making. This reframes the narrative of physicians from employees to partnerships, creating a forum for open dialogue between executives and physicians.

Invite physicians to join leadership in roundtable discussions. This fosters an environment where physicians know their voice is heard, helps identify leadership opportunities, and shows commitment to invest in formal and informal opportunities to develop physician leaders and influencers.

Launch a ‘North-Star’ Initiative

Workflows and systemic factors are universal and aren’t limited to one group of care providers. By demonstrating the intent of how multiple initiatives interconnect, it streamlines the number of things physicians are asked to do on top of their patient care routines. As an example, Figure 1 shows how the factors and behaviors that build a safer culture, drive positive outcomes.

physician-engagement-strategy-northstar

Note: Figure adapted from Bisbey et al. (2019)

 

Create a Data Strategy

Data should be applied and not simply collected. An effective way to drive physician engagement is to build a comprehensive data strategy that improves transparency and helps physicians understand the objectives their organization is driving.

North Memorial Healthcare adopted an enterprise data warehouse (EDW) with visualization capabilities to enable physicians to get near real-time answers to their clinical quality improvement questions. The physicians could then see how their decisions affected length of stay (LOS) and how specific changes in clinical processes would improve LOS. By accessing the data, it was easier to convince physicians to make the needed changes.

Form Leadership Development Programs

Physician relationships with staff, background, future planning, and training differ among hospital leaders. This creates challenges in how rapidly physicians are able to respond to marketplace and regulatory change. Adopt intentional leadership development programs for physicians who are both formal and informal leaders.

•  Hold annual leadership summits with executives and the c-suite.
•  Establish physician champions to present peer-selected awards.
•  Kick off meetings with peer-recognized moments of excellence.
•  Form topics of interest or medical specialty groups for collaboration.

How Does Technology Improve Physician Engagement?

Physicians are trained to be patient care providers, not data-entry administrators.

Physician engagement in technology is critical for the future of care delivery, and physicians are looking for solutions that streamline clinical practice, allow more face-to-face time with patients and improve outcomes. The secret is to improving physician engagement in technology adoption is by illustrating why the technology is needed. Take time to involve physicians in the selection and implementation process, and provide data to show how it benefits them and the patients.

Achieving more balance in providers day-to-day is possible with the right technology solution. When looking for a clinical communication and collaboration platform, look for solutions that have considered end-users in the build of the user interface and capabilities. Does it have interoperability across technology, and the capabilities to streamline workflows to increase operational efficiency? Look at the processes it takes and how the platform integrates with EHR systems to improve the medical practitioner’s experience.

In a high stress environment, recognizing physician needs can empower them to implement new technologies. As a result, this can improve satisfaction levels, assist in making better care decisions, and support patient engagement and satisfaction levels.

Find out how the right solution can support your physician engagement strategy.

Operating Room Management: Scheduling and OR Efficiency

Operating Room Management: How Digital Scheduling Can Improve OR Efficiency

Operating rooms (ORs) account for roughly 60% of a hospital’s revenue,1 but they also represent the largest hospital cost category.2 As a result, effective operating room management can make or break the financial stability of your hospital. Yet, many operating room managers and staff lack the technology needed to optimize OR utilization, including physician scheduling software and exam room scheduling tools.

How to Improve Operating Room Management

Many hospitals target “on-time first case starts,” meaning the first operation begins on time with no delays, as a baseline for using operating room time most efficiently.3 Delays in first case starts can delay OR operations for the remainder of the day, frustrating patients and surgical teams. For diligent leaders, the essential first step to streamlining processes that get patients, surgeons, and equipment to the operating table on time is to evaluate how clinical teams and cases are scheduled.

Implementing the right provider scheduling and operating room management system can help hospitals and health systems holistically address OR efficiency. An advanced solution will also arm clinical and operational leaders with the data they need to track progress and set benchmarks for success. Investing in comprehensive scheduling technology can maximize the operational efficiency of your OR, increase patient access, improve patient throughput, and increase revenue.

4 Ways Physician Scheduling Software Improves Operating Room Efficiency

1. Digitizing Provider Schedules for Real-Time Visibility

Without proper scheduling technology, clinical teams can have trouble accessing the latest schedule and keeping it up to date. As schedules are updated, different versions of the schedule can linger and create confusion for both clinicians and administrators. A digital scheduling platform increases schedule access by making real-time schedules available on any device 24/7.

Hospitals and health systems that deploy a single digital scheduling solution across the enterprise can further streamline operating room management and efficiency by giving OR managers, directors, and others one place to see schedules for all clinical staff moving in and out of the OR.

2. Automating the Scheduling Process

Based on client data, we estimate that each specialty department in a hospital spends roughly 291 hours building and managing shift schedules. Much of that work is delegated to physicians and clinical leaders who know the ins and outs of their departments’ schedules. Automating the schedule-building process with a rules-based scheduling solution frees up physician’s time so they can get back to revenue-generating patient care.

3. Leveraging Data to More Efficiently Manage Resources

A schedule becomes a tool for resource optimization when organizations can analyze and compare historical staffing patterns and create future schedules that align staffing with patient demand. The result? Efficient use of capital resources and more productive, satisfied staff. Prescriptive analytics can give organizations insight into patterns of provider supply and patient demand on a daily, weekly, monthly, or seasonal basis. Supply and demand patterns help leadership optimally allocate resources as needed for certain surgical services, allowing organizations to cut waste, increase patient access, and avoid patient leakage.

4. Improving OR and Exam Room Scheduling

The right scheduling tool can provide the proper utilization metrics to set benchmarks for improving operating room management and efficiency. With real-time visibility into OR availability, turnover times, and openings, users can best schedule providers and surgical teams directly into specific operating rooms.

OR Outcomes: Optimal Utilization and Increased Revenue

1. Reduction of Errors and Improved Operational Efficiency

Automating the scheduling process saves time and reduces the risk of human errors leading to empty rooms, double bookings, and other inefficiencies that cost time and money. With real-time schedule availability, your staff can waste less time on back-and-forth communication about open rooms and scheduling.

2. Improved Patient Access and Patient Experience

By reducing errors and optimizing the scheduling of clinical staff and operating rooms, great scheduling software helps ensure your patients receive timely care, fewer delays, and less frustration. An ideal solution will also allow your team to identify gaps and opportunities in your OR utilization—improving patient access and generating additional revenue for your hospital.

3. Increased Provider Satisfaction and Retention

A scheduling solution can eliminate many of the frustrations providers experience when it comes to their schedule, including inconvenient errors and the struggle to find the latest version of the schedule. When operating room resources are optimally utilized, physicians can see more patients, leading to more billable services per provider.

The result of better OR scheduling? An overall increase in revenue and profitability for your hospital. With the proper technology, your organization can increase patient throughput, reduce overhead costs of underutilized operating rooms, and improve OR efficiency.

Discover how one major health system leveraged our physician scheduling software to uncover hidden resource availability and maximize its utilization of exam rooms and operating rooms.

Sources

  1. Analysis of the US and EU5 Hospital Operating Room (OR) Products and Solutions Market, Forecast to 2022, Frost & Sullivan, May 2019: images.discover.frost.com/Web/FrostSullivan/%7B633567b3-e18e-4fd3-82d8-bd6fd5bfc13f%7D_MDD8_Preview.pdf
  2. Where Are the Costs in Perioperative Care?: Analysis of Hospital Costs and Charges for Inpatient Surgical Care, Alex Macario, MD, MBA, Terry S. Vitez, MD, Brian Dunn, BA, Tom McDonald, MD, Anesthesiology—Vol 83, Pages 1138-1144, 1995: pubs.asahq.org/anesthesiology/article/83/6/1138/49/Where-Are-the-Costs-in-Perioperative-Care-Analysis
  3. 7 of the Most Important Metrics for Measuring OR Efficiency, Becker’s Hospital Review, Jan. 19 2012: beckershospitalreview.com/or-efficiencies/7-of-the-most-important-metrics-for-measuring-or-efficiency.html

 

How Virtual Waiting Rooms Help Patient Satisfaction & Safety

Virtual Waiting Rooms

Traditional waiting rooms complicate patient visits in two important ways:

  1. They increase patient discomfort, emphasizing the waiting process.
  2. They are a melting pot for germs and bacteria, increasing risk of exposure to infection.

A virtual waiting room, on the other hand, minimizes discomfort while protecting patients and staff by reducing their risk of exposure to illness, benefits brought to the forefront during COVID-19. Possible side effects of a virtual waiting room include more pleasant patient encounters, increased provider and patient satisfaction, and improved health outcomes.

May 2020, 90% of patients globally reported that care quality during surges in virtual care was as good or better than care quality prior to COVID-19.

What is a virtual waiting room?

If you’ve been out to eat at a restaurant in the past few years, even pre-pandemic, you may have noticed a change in the experience of waiting for a table. Rather than asking you to stay within earshot while you wait, today’s hostess will likely request your cell phone number and offer to text you when your table is ready.

The text-to-table process makes the entire experience feel more personal, comfortable, and customer-centric. That’s because waiting is less unpleasant when you are free to do what you want—where you want—until the moment your turn arrives. Now, the same experience has become essential in healthcare to minimize patient discomfort and protect public safety with social distancing.

A virtual waiting room (aka mobile waiting room, zero-contact waiting room, or curbside check-in) is a service that allows patients to check in using their mobile phone and notifies them through a direct text message when it is their turn to be seen by the doctor.

The Purpose of a Virtual Waiting Room in Healthcare

An ideal virtual waiting room can serve two purposes:

  1. Giving in-person patients the freedom to wait for their turn privately in their car—or wherever they choose—rather than confining them to a stuffy, crowded waiting room alongside new germs and potential infections.
  2. Facilitating a smooth check-in process for telehealth visits.

Both purposes improve the patient experience and encourage healthy practices.

Risks of Traditional Waiting Rooms

31% of patients say they are uncomfortable visiting a doctor’s office and 42% are uncomfortable visiting a hospital.

Traditional waiting rooms that require patients to touch shared surfaces and breathe shared air are beyond uncomfortable—they can be unsafe. Virtual waiting rooms enable social distancing to support a better patient experience and better outcomes.

Another risk tied to traditional waiting rooms involves staff and patient satisfaction. What if your patients and staff begin to correlate your organization with frustrating environmental factors beyond your control? A virtual waiting room helps you prevent your healthcare organization from being associated with pesky sounds, smells, people, and boredom that can easily be avoided.

As demand rises for a safer, more comfortable healthcare experience, virtual waiting rooms are the key to getting patients in the door while increasing their odds of leaving satisfied.

How can virtual waiting rooms apply to video visits?

Video visits are another great way to prevent unnecessary exposure to illness. Organizations looking to implement both video visits and a virtual waiting room should talk to their vendors about integration. Ideally, the same virtual solution used to help manage in-person patient visits can be adapted to also queue up video appointments, allowing providers and patients to indicate when they are ready.

What’s the best way to launch a virtual waiting room?

In short, work with what you’ve got. If you have a patient engagement solution that can also facilitate a virtual waiting room and video visits, talk to your vendor about the next steps for launching your virtual waiting room.

If you do not have a solution for two-way texting or video visits with patients, or if you are looking for a replacement/upgrade to your current system, focus on finding a solution that can do the following:

  • Automated Appointment Reminders to Patients
  • Pre-Appointment and Pre-Arrival Instructions to Patients
  • Patient Arrival Notification via Simple Text
  • Entry Notification and Office Navigation Guidance
  • HIPAA-Compliant Video Connection
  • Scheduled and On-the-Fly Video Visits
  • Connect Without Requiring App Downloads or Passwords
  • Caller ID Protection for Providers
  • 24/7 Connection

Here’s a streamlined patient experience with an organization using all of the above capabilities:

Virtual Waiting Room Patient Journey

Key Benefits of a Virtual Waiting Room

Virtual waiting rooms are extremely beneficial to patients, staff, and organizations that implement them, especially when they are integrated with other patient engagement solutions, such as video visits and HIPAA-compliant messaging.

Some of the top benefits include:

  • Increased Patient Satisfaction
  • Patient Safety and Protection
  • Reduced Frustration for Patients and Staff
  • Efficient Patient Intake
  • Reduced No-Shows

Improve Patient Outcomes With Better Engagement

Explore new ways to communicate most effectively with your patients with our white paper, Engaging Patients and Their Family Members – Texting to Support Value-Based Care and Better Outcomes.

Sources:

  1. Virtual care here to stay, PharmaTimes, Brad Michel, Jul. 21, 2020: pharmatimes.com/web_exclusives/Virtual_care_here_to_stay_1345204
  1. Breakdown of Changes in Consumers’ Health Care Behavior During COVID-19—INFOGRAPHIC, Alliance of Community Health Plans (ACHP), May 21, 2020: achp.org/research-breakdown-of-changes-in-consumers-health-care-behavior-during-covid-19

Nurses of Note Awards 2021: Week Four

 

PerfectServe’s Nurses of Note awards program focuses on the many nurses who deserve recognition for the dedication, sacrifice, and resilience they bring to work every day. For the inaugural Nurses of Note Awards, we have the privilege of highlighting a new level of commitment, strength, and integrity in nurses from around the country who have battled on the front lines of the still-raging coronavirus pandemic.

The actions of this diverse group of nurses highlight the extraordinary among us. Their stories give us a glimpse into the unique ways our nurses have fought this pandemic and made a difference in the lives of their patients and the communities they serve. Out of hundreds of nominations, we selected three nurses and one team of providers to spotlight as recipients of this award.

Honoree 4: Chief Operating Officer Erica Johnson and the COVID-19 Vaccination Nursing Team, Hampton Roads Community Health Center (Portsmouth, VA)

Erica Johnson and her team at the Hampton Roads Community Health Center (HRCHC) are not just nurses—they are educators, community liaisons, and friends to the people of Portsmouth, VA. This team of five nurses, dubbed the COVID-19 Vaccination Nursing Team, worked with unwavering resolve to serve the underserved throughout the COVID-19 pandemic. Their names are Nicol Franklin, LPN; Daira Person, MA; Lawona Smith, RN, BSN; and Shaye Spellman, LPN. As Chief Operating Officer, Erica (who has been with HRCHC for 14 years) is the spokesperson for the team and shared how the facility had to adapt to continue providing the quality care they always strive for.

HRCHC is a federally funded, non-profit care center. Erica and her team serve an underserved population and pride themselves on being a “one-stop-shop” for “cradle to grave” care for those who would not normally have routine, accessible healthcare resources. As early as March 2020, the HRCHC was one of the first testing sites in the area for COVID-19. Dr. Vladimir Markovic, HRCHC’s Chief Medical Officer, implemented the COVID-19 Vaccination Nursing Team, and Erica led the team through 11- to 12-hour shifts, sometimes five to six days a week. The team updated their COVID-19 policies every weekend, adjusting to keep pace with the rapid flow of information and new understanding about the virus.

As a community health center, HRCHC couldn’t afford to stop primary and general care—the needs of the community didn’t cease to exist simply because COVID-19 was around. Erica and her team were able to continue seeing regular patients thanks to their rigorous attention to detail with infection control best practices. They were able to screen people and see regular patients as well as provide triage care over the phone. Amazingly, they had no in-house COVID infections thanks to their diligence.

As soon as the vaccine became available, HRCHC was one of the first vaccination locations in the area. But, as you might expect, they didn’t stop at just vaccinating those who came to their center—they also provided transportation to the clinic. They carried out community outreach and education about vaccination for those who were scared or nervous. Erica and her team acted as community liaisons, taking federal updates and translating them to make them more digestible for the people they serve. Erica’s team prioritized their outreach to the most vulnerable, striving to educate and encourage conversations about vaccination to alleviate hesitancy among their patients.

The Hampton Roads Community Health Center’s nominator wrote this about Erica and her team: “The due diligence and resiliency of HRCHC’s COVID-19 nursing team are undeniable, as they continue to be a living embodiment of our mission: serving as frontline, healthcare safety net professionals, delivering much-needed, accessible, quality healthcare to tens of thousands throughout the Hampton Roads region.”

What is one positive thing you and your team learned from COVID-19?

The team learned the value of talking and listening to people; in a pandemic, every vulnerability, every concern—everything was heightened. Heightened apprehension, depression, and anxiety. It made every word that everyone said potentially critical. We also learned that creating a learning environment is important. We realized that nobody knows anything when we’re supposed to know everything!

What was your team’s outreach strategy to encourage vaccination?

The most significant thing we’re doing is asking, “Why?” Everyone has their own reason for being skeptical. We approached the vaccines from an unbiased point of view and encouraged conversations around it. Once we talked to people about the vaccine and why it works in general terms, then we’d ask, “So do you want the vaccine?”

If you had to think of a word to describe the work your team has done during the pandemic, what would your work be?

Relentless … resilient. There have been so many challenges and barriers where we could have stopped. But for so many people, we are the only healthcare outlet they have. We couldn’t stop. We had to persevere.

What is your advice for new nurses coming into the field?

Do not expect anything particular; appreciate everything that happens, even the challenges. There’s no facet of healthcare that can’t utilize nursing in some capacity. Be open to different experiences. All of your patients are important, everyone is valuable, and everyone has something that makes them unique. Even COVID has made us stronger providers and practitioners of caring and healing. Always focus on the healing component of nursing.

Thank you, Erica, and the COVID-19 Vaccination Nursing Team at Hampton Roads Community Health Center!

Erica, your team’s service to the Portsmouth community has been impressive, honorable, and inspiring. Thank you for your dedication to underserved communities and for leading a relentless and resilient team!

Read the Full Winners List

Nurses of Note Awards 2021: Week Three

 

PerfectServe’s Nurses of Note awards program focuses on the many nurses who deserve recognition for the dedication, sacrifice, and resilience they bring to work every day. For the inaugural Nurses of Note Awards, we have the privilege of highlighting a new level of commitment, strength, and integrity in nurses from around the country who have battled on the front lines of the still-raging coronavirus pandemic.

The actions of this diverse group of nurses highlight the extraordinary among us. Their stories give us a glimpse into the unique ways our nurses have fought this pandemic and made a difference in the lives of their patients and the communities they serve. Out of hundreds of nominations, we selected three nurses and one team of providers to spotlight as recipients of this award.

Honoree 3: Missam “Sam” Merchant, MBA, BSN, RN, CCRN, PCCN, RN-BC, NE-BC; Hospital Supervisor for University Health System (San Antonio, TX)

Missam Merchant—who goes by Sam—wanted to be a doctor at a young age. His family could not afford that educational path, but Sam still found his way to a career in healthcare; nurses were needed in the United States, so his family agreed that nursing school would be his best bet. In school, he realized he could change the world by helping one person at a time, and he hasn’t looked back since.

Sam’s nominator described him as someone who shows humanity to every patient regardless of identity or background. He started to appreciate the impact he could have on the lives of others after providing care for a homeless man facing diabetic complications during nursing school. Since that moment, Sam has been utterly dedicated to helping his community and those who are underserved. In the past two years, he spearheaded many campaigns and fundraisers that provided donations for the homeless. He has conducted fundraising to the tune of more than $16,000 for blankets, hygiene kits, and more to support the homeless population and many shelters in San Antonio.

Even though it’s not what drives him, Sam is no stranger to recognition for the services he provides to his patients and coworkers—he has received many awards for his work. To name a few: The Weezie’s Angel Healthcare Hero Award, Best 25 Nurses of South Central Texas, and the 20 for 2020 Nurse Award (given by the Texas Nursing Association). As a leader, speaker, coach, and mentor, Sam is also a major proponent of higher learning and continued education.

Even with the challenges presented by the COVID pandemic, Sam was still able to help launch the San Antonio Indian Nurses Association (SAINA), a not-for-profit organization with over 300 nurse members intended to serve as “a professional body and resource for all licensed professional nurses of Indian descent/origin and heritage” in the United States. In fact, in the past year alone, he has given speeches, served as a mentor, submitted journals for publication, and founded not one, but two organizations. He also works to give free certifications to nurses in leadership and professional development (he’s taught 17 classes this year), equipping them with the training needed to move the needle on healthcare and education policy at the county and state levels.

A true advocate for diversity in nursing, education, and leadership, Sam is active in many diversity-centered associations and boards. He serves as president for SAINA, director for the Asian American Alliance of San Antonio (AAASA), is a member of the governing board for the National Association of Indian Nurses of America (NAINA), and is involved with many others. Sam provides safe and educational forums for nurses to collaborate on practices and how to best serve their communities.

What inspired you to become a nurse?

Nursing fell into my lap in India in 2003. I had a light bulb moment when I took care of a homeless patient who suffered from severe diabetes and had not received foot care for a year. I treated this patient, and at the end of the procedure, he gave me 10 rupees—the equivalent of about 14 cents. I realized how much impact I had on this one patient, who felt cared for and loved and was willing to give me his most valuable possession in return. 15 years later, I am proud and humbled to be a nurse who can continue to make a difference in patients’ lives.

What’s one piece of advice for nursing students entering the field?

Right from the beginning of your career, find a mentor who you can trust. The mentor will help you see things that you cannot see for yourself and will help to motivate you through feelings of burnout. Nursing is not easy; it requires ongoing learning, hard work, commitment, and selfless service.

What would you like to see change for nursing in the future?

The future of nursing is bright. Nurses are fighting for safe staffing, better access to care, and a healthy environment—both for themselves and for their patients. I want to see two things in the future of nursing: greater diversity and leadership. Diversity, equity, and leadership in nursing is the key to sustainability. The ability to compassionately care for our communities is the wave of the future.

How do you combat burnout in your professional life?

Burnout is real, but it’s seldom addressed by leadership and often ignored by nurses themselves. It then manifests itself in poor care, poor relationships, and broken homes. There are three levels to curbing personal and group burnout: Organization, microsystem, and personal. The organization level is a commitment from senior management to acknowledge burnout and put prevention measures in place. The microsystem level focuses on your team and team leader understanding workflow as a whole—how that workflow can lead to burnout when not managed well or when things are not adjusted when needed. This level can be managed by staffing correctly, promoting teamwork, creating acuity plans, and other leadership and organizational work. The personal level is an inward look at being mindful of when we are feeling burnout. Know the signs your body gives, know how to take mental health breaks, and know how to separate work and home life.

What’s your passion outside of nursing?

Working for non-profit organizations and impacting lives. I have been involved with various non-nursing organizations that are involved in early childhood education, alliance for minorities, and others. These organizations have made a big impact on my community.

If you had to pick one song that describes you as a nurse, what would it be?

“Firework” by Katy Perry. I am a nurse that believes in empowerment; inspiring the next generation of nurses to not give up and to push through to make a difference. Everyone is unique, and everyone needs to be able to shine in nursing and life.

Thank you, Sam!

Sam, through your commitment and dedication, you certainly light up other peoples’ lives—just like a firework. Thank you for your continued service to your patients, your fellow nurses, and your community, and congratulations for being named a 2021 Nurse of Note.

Read the Full Winners List

How Outdated On-Call Scheduling is Hurting Your Hospital

Whether your hospital lacks on-call scheduling technology or manages physician schedules manually, poor on-call scheduling wastes the valuable time of your clinical staff. It delays patient care and leads to provider dissatisfaction. Physician on-call schedule management shouldn’t be a manual task.

The connection between call schedules and time to treatment is critical. As patients with emergency medical conditions arrive in the ED or need specialty care, the on-call schedule plays a key role in communicating patient care needs to providers across the organization.

Yet, some hospitals still manage on-call schedules manually, with administrators faxing paper copies of the schedule to departments across the hospital, or manually inputting the schedule to a central location. These manual, inaccurate schedules delay care and frustrate clinical staff.

“Every unit had a three-ring binder that basically had a copy of the paper schedule. Everybody got a paper copy of it and put it in the three-ring binder and that was the call schedule for the month. Hopefully it was accurate, sometimes it wasn’t.”

– Dr. Scott James, Emergency Physician and Medical Director at Children’s Hospital and Medical Center Omaha (CHMC)

How are on-call schedules really impacting your hospital?

Poor On-Call Schedule Management Wastes Time

Up to 40% of communication time is spent attempting, but failing, to reach the correct provider or searching for contact information.1

Clinical communication researchers refer to this as “problematic” time—time that nurses spend trying, but ultimately failing, to communicate with the correct provider. Some examples of problematic time include:

  • Paging or calling the incorrect physician.
  • Searching for information, like the latest schedule, in order to determine which provider should be contacted.
  • Looking for updated contact information for a provider.
  • Combing through sticky notes and desk calendars to find who is on rotation.

Sound familiar? If so, your communication process might take longer to deliver the result to the lab, specialist, or patient.

An outdated, repetitive process doesn’t just impact nursing staff. Call-center representatives, administrative team members, and physicians need to regularly locate and connect with clinical staff across your hospital. These inefficient workflows cost time and money for the whole organization.

Delayed Communication Leads to Delayed Time to Treatment

80% of serious medical errors are tied to miscommunication.2

Medical scheduling software is at the heart of communication for any healthcare organization, particularly call shift schedules. Time to treatment not only impacts care quality, but also the patient experience. As more patients are looking for care outside of traditional healthcare settings, speeding up patient care is key to minimizing patient leakage.

Communication delivery is only as accurate as the schedules which direct the solution’s routing rules, even for organizations that have a secure messaging platform. Integrating communication platforms with accurate schedules will improve patient and provider satisfaction.

Frustrating Workflows Contribute to Provider Turnover

“In the acute care setting, communication failures lead to increases in patient harm, length of stay, and resource use, as well as more intense caregiver dissatisfaction and more rapid turnover.”1

Communication errors can drive clinical staff morale, satisfaction, and turnover. Clinician turnover can be a huge drain on hospital resources, resulting in lost revenue and increasing labor costs.

  • It costs anywhere from $250,000 to $1 million to recruit and replace a single physician.3
  • Nurse turnover costs up to $58,000 per nurse.4

So, how do on-call schedules impact provider morale? Here are a couple of ways inaccurate, outdated schedules can foster confusion and frustration:

  • Problematic time keeps nurses away from patient care
  • Paper calendars and spreadsheets quickly become out of date, making it difficult for physicians to determine when they are on-call

Studies suggest there’s a connection between quality-of-care delivery and provider satisfaction.1 As communication errors negatively impact patient care, provider satisfaction is likely to be impacted as well. Before providers contemplate exiting your healthcare system, give them a better physician scheduling program.

On-Call Scheduling Solutions for Better Management

Implementing a single enterprise-wide on-call scheduling software is the most efficient and cost-effective way to streamline clinical communication for your organization. Not only does it eliminate significant manual work, but it enables better care coordination and drives provider satisfaction.

“To be able to see who is the surgeon that’s going to be taking this case, who’s the radiologist on call, who’s the infectious disease provider on call—all at a glance—that just has huge value to an organization for patient safety and workflow efficiency.”

– Dr. Corey Joekel, Chief Medical Information Officer, CHMC

An enterprise-wide, on-call scheduling platform can streamline hospital communication by enabling:

  1. Each department to quickly build and manage their on-call schedules. Significant time is wasted in each hospital department building with managing on-call and shift schedules. On-call scheduling software automates the schedule creation process, freeing up time for administrators and even physicians that are often saddled with the task.
  1. 24/7 real-time access to call schedules from any device. With a single enterprise-wide scheduling software, on-call and shift schedules from every department are available in a centralized location. Schedules become available in real-time on any device. As out of office, vacation time, sick leave, or shift changes occur, hospital staff can be confident they have the correct schedule.
  1. Full specialty call coverage for your entire hospital. When on-call schedules are manually managed, there’s plenty of room for error. As providers swap shifts and administrators make changes to call schedules, these errors leave gaps in call coverage. An automated system ensures complete specialty call coverage while offering visibility into call schedules across the hospital.
  1. Faster speed to care—reduce time to contact on-call providers by up to 88%. On-call scheduling software reduces the time to contact on-call providers by as much as 88%. An easy click-to-connect workflow simplifies the process of contacting providers while real-time schedules make it easy to determine who’s on call. The result? Faster patient care.

Interested in Exploring More Benefits of On-Call Provider Scheduling?

Download our infographic “6 Reasons to Implement an Enterprise On-Call Scheduling Platform” for a deep dive into the key reasons every hospital should consider an enterprise-wide physician scheduling solution.

Sources

    1. Improving Patient Safety Through Provider Communication Strategy Enhancements, Agency for Healthcare Research and Quality (US), Dingley, C. et all., Advances in Patient Safety: New Directions and Alternative Approaches—Vol. 3, Aug. 2008: ncbi.nlm.nih.cov/books/NBK43663
    2. Joint Commission Center for Transforming Healthcare Releases Targeted Solutions Tool for Hand-Off Communication, Aug. 2012: jointcommission.org
    3. At Stanford, physician burnout costs at least $7.75 million a year, American Medical Association, Sara Berg, American Medical Association, Nov. 17, 2017: ama-assn.org/practice-management/physician-health-stanford-physician-burnout-costs-least-775-million-year
    4. The High Cost of Nurse Turnover, The University of New Mexico, Nov. 30, 2016: rnbsnonline.unm.edu/articles/high-cost-of-nurse-turnover.aspx