Authors (including presenting author) :
HAU ITY(1), TUNG MK(2), LEUNG YK(3), LEUNG HK(1), YIP WL(3), LO YY(3)
Affiliation :
(1)Health Information & Record Management and Supplies Department, Kwong Wah Hospital, (2)Administrative Services Division, Kwong Wah Hospital, (3)Supporting Services Department, Kwong Wah Hospital
Introduction :
In the public healthcare system of Hong Kong, capacity and logistics management are divided into different isolated procedures undertaken by different units and departments within a hospital. Patient flow bottlenecks are common and especially critical during the peak seasons such as winter surge period. Repeated complaints on slow identification of vacant beds and arrangement of terminal decontamination of discharged beds, lack of coordination preparation of discharged beds, and slow response in A&E porterage to ward were received over the years.
Objectives :
To reduce access block in Kwong Wah Hospital by proactively managing and expediting patient flow.
Methodology :
A Virtual Capacity Management Team with colocation of key teams (i.e. Admission Office, AED porterage, Ward Cleansing & Foreman Office) running 365 days of 7/24 service was set up in 1Q2020 via instant messaging tool. The virtual team got the AED admission information and access block alert via instant messaging by Admission Office and Foreman Office would check the discharge status proactively with wards and assisted in early terminal disinfection of the discharged bed, returned vacant bed for admission and arranged lift transfer and porters to transfer the patients from AED to ward.
Result & Outcome :
The virtual proactive collaboration reduced the bed turnover time significantly and the number of complaints from AED & wards on delayed logistics reduced to zero, and therefore facilitated the clearance of access block at AED.
To improve patient flow by better managing logistics processes, displaying real-time descriptive data collected and collated from various HA systems, as well as enhancing direct communication between key teams, both infrastructure and manpower are required. A Central Admin Command Centre is proposed for the commissioning of the Phase I Redevelopment of KWH taking care of the capacity management and logistics flow of the hospital. A cultural change in the way of communication and cooperation between units and departments is expected to be formed. Referencing from similar command centres overseas, it is also foreseeing that hospital resources can be utilized more efficiently while reducing wastage at the same time. On top of managing patient flow, the command centre can also cater the capability of managing hospital’s facilities and supporting emergency preparedness, and the model will be further deliberated and formed.
