{"id":2098,"date":"2025-02-20T21:53:10","date_gmt":"2025-02-21T05:53:10","guid":{"rendered":"https:\/\/nursingncal.kaiserpermanente.org\/annual-report\/?p=2098"},"modified":"2025-02-20T21:53:10","modified_gmt":"2025-02-21T05:53:10","slug":"optimizing-hospital-throughput","status":"publish","type":"post","link":"https:\/\/nursingncal.kaiserpermanente.org\/annual-report\/new-knowledge-innovation-improvements\/optimizing-hospital-throughput\/","title":{"rendered":"Optimizing hospital throughput\u00a0\u00a0"},"content":{"rendered":"

Hospital throughput is the movement of patients from admission to discharge, ensuring they receive timely, appropriate care at every stage of their hospital stay. An efficient throughput process affects clinical outcomes and many other aspects of care, such as care experience and cost of care, as documented in numerous studies.\u00a0<\/span>\u00a0<\/span><\/p>\n

“When a patient transfer is delayed within the hospital, it creates a ripple effect. For example, a backlog in the Emergency Department (ED) leads to longer wait times for community members seeking emergency care. Delayed discharges result in fewer available beds for incoming patients. Holding patients in the Operating Room (OR) because the Post-Anesthesia Care Unit (PACU) bed is not ready can also affect the patient’s recovery from anesthesia,” explains Carri Carson, BSN, RN, Assistant Director, Sacramento Emergency Department. “Hospital throughput is a complex process requiring close collaboration across multiple departments.”\u00a0\u00a0<\/span>\u00a0<\/span><\/p>\n

The hospital has prioritized initiatives to optimize the throughput process. Sacramento’s throughput core team is at the forefront of leading this work. The team is composed of interdisciplinary leaders who work together to identify barriers, implement strategies, and monitor outcomes. The throughput team’s leadership has positioned the hospital as a benchmark for throughput efficiency. Dorothy Vergel MSN, RN, CCRN, Nurse Manager, Post Anesthesia Care Unit shared an example of improvement led by clinical nurses, \u201cwhen we started our PACU to Floor process improvement, clinical nurses from PACU and the inpatient units collaborated that led to a streamline in the hand-off and escalation process to reduce delays in patient transfers. It did not only reduce delays but also increased staff satisfaction.\u201d<\/span>\u00a0<\/span><\/p>\n

In 2024, key metrics have consistently outperformed regional and local benchmarks, including ED-to-Floor, OR-to-PACU, and PACU-to-Floor times. “Our success highlights the strong culture of interdisciplinary collaboration in our hospital,” says Kristin Davis, MSN, RN, House Supervisor. “My role in coordinating bed placement relies on the efficient work of every team member\u2014clinical nurses, physicians, pharmacy staff, lab personnel, bed control staff, house supervisors, Patient Care Coordinators, nurse leaders, transport, and housekeeping. Everyone contributes to the process, and our results reflect that teamwork.”\u00a0\u00a0<\/span>\u00a0<\/span><\/p>\n

Key Throughput Achievements in 2024:<\/span><\/b>\u00a0\u00a0<\/span>\u00a0<\/span><\/p>\n