Source: O’Leary et al. 2006. How hospitalists spend their time: insights on efficiency and safety. Journal of hospital medicine, 1, 88-93.
Source: Smits et al. 2010. Exploring the causes of adverse events in hospitals and potential prevention strategies. Qual Saf Health Care, 19, e5-e5.
Source: Wilson et al. 1995. The quality in Australian health care study. Medical journal of Australia, 163, 458-471.
Reactive care is the greatest constraint hospitals face and it exacts a massive price.
Details are missed and windows of opportunity close. Complications multiply. Patients suffer. Staff try to catch up while they slowly burn out. Time and resources are wasted.
Yet reactive care is considered normal because care teams are fragmented geographically and have no standard for what, when, or how to communicate with each other.
We think that’s not good enough.
Source: Buchbinder et al. 2001. Primary care physician job satisfaction and turnover. The American journal of managed care, 7, 701-713.
Source: Shanafelt et al. 2012. Burnout and satisfaction with work-life balance among US physicians relative to the general US population. Archives of internal medicine, 172, 1377-1385.
Source: Jones, C.B., 2008. Revisiting nurse turnover costs: adjusting for inflation. Journal of Nursing Administration, 38, 11-18.
Source: Mchugh et al. 2011. Nurses’ Widespread Job Dissatisfaction, Burnout, And Frustration With Health Benefits Signal Problems For Patient Care. Health Affairs, 30, 202-210.
Proactive care delivers dramatically different results.
But proactive care is possible only when doctors and nurses coordinate with the patient at the bedside to plan ahead and stay ahead.
Our solution creates the conditions to make proactive care routine.
How?
We give our fellow physicians and nurses a new care model that lets them communicate at a much higher level and deliver better care together.
That care model is called the Accountable Care Unit (ACU) and its defining feature is Structured Interdisciplinary Bedside Rounds (SIBR). With ACUs and SIBR, healthcare organizations finally have a way to make proactive care routine.
Hospitalizations are stressful events for patients and their families: the lack of autonomy, control, interval updates and communication contribute to the sense of frustration and uncertainty.
As patients and healthcare professionals ourselves we understand that the current delivery of hospital care does not meet your needs. Demand more, demand better!
Proactively including patients in their care plan and decisions from door-to-door should be the norm. We have the solution!
“The care was remarkable … We should be so lucky that this kind of care is available to more people in our community. Just to be able to meet regularly with the physician and the nurses, to know what is happening.”
Patient's daughter-in-law
Patient
Patient's wife
Working as individuals or in silos can only do so much for patients. Proactive care enables more and better quality patient centered care and can create actual teams with shared decision making, open communications, inter- and intra- professional respect and accountability.
Standardized processes and information flows get you the information you need, when you need it and allow you to contribute your critical thinking to patient care every day.
Nurse, Canada
Nurse, Canada
Nurse
Proactive care allows doctors to combine the attention, effort, and skills of the entire care team.
Face-to-face coordination results in a much more efficient and rewarding hospital practice, with better patient outcomes and fewer pages, phone calls, and missed signals.
Unit Medical Director
Unit Medical Director
Unit Medical Director
In proactive care based settings, allied health staff gain a valuable way to contribute to patient care and recovery. Allied health resources can be better aligned with care teams and patient needs, to proactively identify issues, optimize the discharge process and prevent undesired events.
By better integrating the vital inputs of allied health staff, the care team can help the patient reach their potential sooner and with greater certainty.
Pharmacist
With an organizational perspective on proactive care, unit managers can recruit, retain, and develop a more stable and high-performing workforce. Managers gain a powerful way to set expectations and hold teams accountable to individual and unit outcomes.
Unit Medical Director
Unit Medical Director
Unit Medical Director
Proactive care gives hospital leaders a powerful platform to control outcomes and costs.
Hospital leaders can ensure proactive care becomes the standard of care by providing doctors and nurses with the practice-based training and performance transparency required to make high-performance patient centered care routine.
Chief Medical Officer
State Minister of Health
Director of Patient Flow
Societal demand on hospital systems is rising rapidly while budgets dwindle. Fortunately, proactive care enables health service leaders to manage, measure and spread the quadruple aim of improving patient experience, health outcomes, avoidable costs and clinical team satisfaction.
Find out about state-wide government initiatives that we have mentored and how you could replicate significant change in your state.
State Minister of Health
Chair Regional Health Authority
State Minister of Health
