Faced with the objective proof that they were, indeed, the barrier to better care, the SNFs changed their acceptance processes to reduce discharge delays. The SNFs were able to provide lower-level care on the weekends; patients didn\u2019t have to stay for unnecessary hours in the hospital; and those beds opened up for patients who needed them.<\/p>\n\n\n\n
Advisory Services set up a quarterly meeting of hospital staff and SNFs to continue reviewing data and processes.<\/em><\/p>\n\n\n\n But it didn\u2019t end there: Advisory Services set up a quarterly meeting of hospital staff and SNFs to continue reviewing data and processes. Every three months, preferred providers gather to share best practices and engage in healthy competition. The first step, Robertson said, was giving them access to what they needed to treat patients successfully.<\/p>\n\n\n\n \u201cThey keep their doors open by providing the highest-quality service, being the most responsive to hospitals, and by reducing readmission rates within organizations,\u201d Robertson said. \u201cWe purposefully structured the preferred provider meeting to create transparency and visibility into each facility.\u201d<\/p>\n\n\n\n The SNFs began competing and trying to improve against each other. Rather than turning down patients, they\u2019re now vying for patients.<\/p>\n\n\n\n \u201cInstallation of TeleTracking has created a lot of a-ha moments,\u201d Robertson said. \u201cThey suspected they had opportunities, and the data validated it.\u201d<\/p>\n\n\n\n Resolving the unnecessary patient moves and preferred provider delays resulted in earlier discharges, and those changes weren\u2019t as a direct result of technology; they were resolved because Advisory Services identified process issues and facilitated their implementation. After a full year of preferred provider meetings, the hospital leadership now uses the data to identify outcomes and improve patient satisfaction.<\/p>\n\n\n\n As a result, they\u2019ve achieved best practice targets for early discharges, at 45%, and they\u2019ve exceeded afternoon targets, with 60% of discharges happening before 3 PM. In addition, they\u2019ve reduced LOS by 26% (from 4.17 to 3.05 days) and improved Left Without Being Seen by 27%.<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":" READ TIME: 2.25 MINUTES By engaging directly with skilled nursing facilities [SNF], TeleTracking\u2019s Advisory Services facilitated a better discharge process across an entire community, resulting in better outcomes for the hospital, patients, and SNFs. After TeleTracking\u2019s implementation, the 120-bed hospital staff saw that even when early discharges increased, patient length of stay didn\u2019t seem to be decreasing. […]<\/p>\n","protected":false},"featured_media":0,"template":"","categories":[218],"tags":[224,221],"keyword":[325,324,323],"class_list":["post-5491","blog","type-blog","status-publish","hentry","category-patient-discharge-en-gb","tag-clinician-en-gb","tag-operations-en-gb","keyword-automated-patient-discharge-en-gb","keyword-patient-discharge-en-gb","keyword-snf-en-gb"],"acf":[],"yoast_head":"\n![\"\"](\"https:\/\/eadn-wc04-11971913.nxedge.io\/wp-content\/uploads\/2019\/07\/a-better-discharge-process-at-vcu-1024x536.png\")
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