Roper St. Francis Electronic Whiteboards

Patient Loyalty through Visibility and Efficiency

Roper St. Francis uses Electronic Whiteboards

Roper St. Francis has three facilities spread across the beautiful Charleston, South Carolina area. The southern charm of the city belies the fierce competition among the many health care providers available to the patients in the Holy City.  Competition is close, so close in fact that the walls of MUSC are literally a stone’s throw from the Roper Heart and Vascular Center main campus.

Cathy Landis, then director of the Heart and Vascular service lines, was in search of a solution that would create visibility across all three campuses. Her goal was twofold first and foremost was the desire to promote patient loyalty by improving the patient experience. Secondly, she wanted a system that would give her actionable and real-time data to better understand her staffing needs and operational inefficiencies.

The solution was closer than she expected. The Roper St. Francis Heart Center was already using CardioPulse, an IBS Service line to submit data to the American College of Cardiology and the Society of Thoracic Surgeons. All IBS service lines are fully integrated therefore expansion of our Care Command Center technology was a logical solution.

The Electronic White Board (eWB), the lead-in product for the Care Command Center was deployed in the vascular departments across all three campuses including Roper Hospital, Bon Secours St. Francis and Roper St. Francis Mt. Pleasant. The Cath lab and HV2, which encompasses both pre and post procedure bays were deployed at the main campus of Roper Hospital.

Vascular Lab Director, Bob Hosler believes the benefits for his department since the implementation have been dramatic:

The first real gain was visibility allowing strategic procedural scheduling across all three facilities, which in turn allowed him to optimize resources and to better accommodate physician and patient needs. An additional perk to visibility – the Roper main campus team could now easily schedule cases for Mt. Pleasant thus eliminating the need for a scheduling FTE at that site.

The second real gain stimulated both revenue and patient satisfaction. By viewing over time hours, room utilization and procedural demand analytics Roper St. Francis Vascular Lab made a very savvy decision to open a Saturday clinic for their patients. This decision proved to be brilliant and the results significant:

Before the clinic was set up the Vascular Lab needs were met on Saturdays by an on-call team resulting in bonus pay for the physicians, OT pay for the staff, and delays for the ER team as they waited for the arrival of the on-call team to perform vascular procedures for patients.

After the Saturday clinic was in place:

  • Patient satisfaction increased
  • ER staff efficiency was improved greatly when Saturday patient wait times for Vascular procedures decreased from approximately 2 hours to under 20 minutes on average
  • Saturday Bonus and OT pay were eliminated
  • Having an established Saturday clinic created a whole new opportunity for an increased revenue stream and put the Roper Vascular Lab at the forefront of area competition

Meanwhile, the Roper Hospital Cath Lab was enjoying its own successes post implementation. Robin Googe, Clinical Manager of the Cardiac Cath Lab at Roper Hospital recently had the opportunity to see the clinical mobilization software of several EHR vendors and it is her assessment that from a technology standpoint, moving forward with a different vendor would be taking 10 steps backward. Robin has been a key component to the success of the Care Command Solution in the Cath lab and with her help, the department has realized some real gains:

  • The ability to review accurate data on scheduled time versus actual start times with the added knowledge of understanding average procedure time by physician opened up opportunities for improvement in scheduling efficiencies which in turn opened up the opportunity to increase revenue streams.
  • Through analytics, the decision was put in place to stagger call teams by two hours to better accommodate “add-on” cases thus substantially decreasing after hours overtime pay.
  • Phone calls decreased significantly across the Cath Lab nearing 200 calls per day as the Care Command Center created departmental visibility making information such as patient arrival time, ready status and Left Heart Cath progression to PCI available to the entire care team in real-time.
  • The Care Command Center provided an opportunity to anticipate scheduling opportunities based on procedures scheduled outside of the Cath lab for TEE/Cardioversions.

The Heart Center staff at Roper ST. Francis already provided exceptional clinical services for their patients. With the Care Command Center in place, they were able to take the care experience for their heart patients to the next level giving them a significant advantage over their competitors.

What’s next?

The Vascular Lab is looking to expand the Care Command Center to their outpatient Wound center and the Cath Lab is focused on a continual improvement process using real-time analytics as their path to creating efficiency to promote teamwork and patient satisfaction.