TriStar Hendersonville Medical Center的动态

The New Hospital Programme's (NHP) Digital Team enjoyed a visit to the Royal Liverpool University Hospital Trust yesterday. Hosted by Matt Connor, Greg O'Mara, Linda Havard, Dave White, Jenny Jowett and Phil Welch, NHP Digital Director, Sarah Thomas, was able to see, first-hand, how the Trust has deployed its new technology since going live in the new building?two years ago. Both teams engaged in a wide-ranging conversation covering the successes and challenges following their move, looking at their original plans and comparing these to ‘go live’ plans. A notable topic was the challenge of working with a hospital design that was finalised over a decade before the building’s completion. Technology has evolved significantly in the 12 years since the plans were drawn up, requiring innovative thinking and adaptability to integrate modern digital solutions into the physical infrastructure, which highlights the need to be future ready for future schemes. The tour included a look at how staff have adapted to using digital tools to look after patients in single bedrooms; patient self-check in terminals in reception and an outpatient’s clinic, using check in terminals and information screens. In return, NHP Head of Clinical Informatics Eamonn Gorman and NHP Head of Digital Engagement Iain Fletcher shared other digital good practice and lessons learned with Matt and the team, such as the Smart Theatres, Staff and Asset Tracking and Silent Wards work. The Digital Team – supported by Janet Paul, NHP Hospital Operations – and the Royal Liverpool Team will reconvene and look at how the programme and Trust can work together in building on the digital work to date. This will include exploring new opportunities such as aligning the Digital and Estates / Operations and Equipping Teams to optimise the smart building capabilities of a digital hospital, the importance of developing these new intelligent hospital integrated team roles, and training for staff to support the digital pathway for patients. #NHP #Buildingthefuture #morethanahospital #digital #smarthospitals

Hospital flexibility, patient and technology trends, micro hospitals, consolidation - these are a few of the Top Ten Trends in Hospitals. BWBR's own Ryan Johansen, AIA is among the top firms sharing what's happening in healthcare.

Morristown Medical Center and Overlook Medical Center, part of Atlantic Health System, were the only two hospitals in New Jersey to be selected among the Healthgrades list of America’s Best Hospitals. Healthgrades selects the best 250 hospitals. While they don’t rank them from No. 1 to No. 250, they categorize them into three groups: Top 50, Top 100, and Top 250. Numerous N.J. hospitals were ranked between 51 and 251. This is the second consecutive year that Morristown and Overlook (in Summit) are the only N.J. hospitals to make the Top 50. Read more from Tom Bergeron:

???????????????????? ?????????????????? ???????????????? ???????? ?????????? ?????? ?????????????? ???? ?????????????? ?????????????? ???????? ?????? ???????????????? Since its deployment, the hospital, which is a part of North Cumbria Integrated NHS Foundation Trust, has seen task response time reduced by 58% and a 247% increase in cleaning task efficiency Navenio, a global provider of the delivery of Real-Time Location Services for hospitals and health systems, announced the results of a partnership with Mitie, the UK’s leading facilities management company, to improve workflow efficiency at Cumberland Infirmary. The collaboration, which began in November 2022, has streamlined task management across the hospital, ensuring faster response times, improved patient care, and better staff allocation. Like many NHS hospitals, Cumberland Infirmary faces growing pressures from increasing patient numbers and limited resources. By integrating Navenio’s AI-powered Intelligent Workforce Solution into its operations, Mitie has empowered the hospital to address these challenges head-on. Navenio’s technology uses smartphone sensors to provide real-time location tracking, eliminating the need for manual task allocation and improving the efficiency of portering, cleaning, and patient transfers. Since the partnership began, Cumberland Infirmary has reduced task response times by 58%, a 65% decrease in porter task times, and a 247% increase in daily cleaning tasks. These advancements have significantly improved the hospital's ability to manage patient flow, ultimately leading to better patient outcomes. Better patient flow also addresses backlog issues. At the core of Navenio’s platform is its AI Smart Tasking feature, which automates task allocation in real-time, ensuring that the right person is in the right place at the right time. This has transformed the way non-clinical services are delivered at Cumberland Infirmary. By reducing administrative burdens, clinical staff can now focus more on patient care, while support services such as portering and cleaning are more responsive and efficient.

Ten hospitals have been ranked the best in New Jersey, in a new report from Newsweek. Morristown Medical Center is the top-ranked New Jersey hospital in Newsweek and data partner Statista’s America’s Best In-State Hospitals 2025 ranking, which lists more than 700 medical centers nationwide. Other New Jersey hospitals, listed in ranked order, include: Morristown Medical Center Hackensack University Medical Center Englewood Hospital and Medical Center Overlook Medical Center RWJBarnabas Health - Robert Wood Johnson University Hospital Cooper University Hospital Saint Peter's University Hospital Valley Health System - Ridgewood Campus Monmouth Medical Center Penn Medicine Princeton Medical Center The hospitals were ranked based on quality metrics from the Centers for Medicare & Medicaid Services and national surveys. Recommendations from doctors, hospital administrators, and other medical experts The hospitals were evaluated based on a scoring model.

When a hospital aspires to provide expanded, advanced care to a community, among the countless upsides is one risk that’s easy to overlook: losing the comfortable, familiar bond between the facility and the community. That hard-earned trust and connection is a very real consideration we discuss with every project. How do we balance hospital mission and community impact? By never losing sight of the people in that community: how they perceive the project, understanding their needs, and paying attention to the myriad details that affect both. It’s fair (in fact, a duty) for any growing community healthcare facility to ask serious questions of their design partners. Senior Designer Joseph Mayer, AIA, WELL AP shares several common questions we hear, and our answers for putting client communities at ease. https://lnkd.in/gk8aNypK

Reading this insightful article has provided several challenges to improve the length of stay at hospitals and I have tried to provide some strategies I have used with many hospitals: Leveraging EMR Capabilities: Utilizing your EMR effectively is crucial. By offering multiple top choices for post-acute facilities and making mass referrals, you can prompt these facilities to respond urgently, speeding up the process. Transportation Solutions: Conduct a return on investment analysis for setting up an in-house wheelchair van department. Partnering with foundations can assist patients who can't afford transportation. Collaborating with local taxi and bus services that offer benefits for low-income or disabled citizens is another effective strategy. Provider-Led Multidisciplinary Rounding: A provider-led approach can resolve cascading information and intake issues. Clear, concise plans shared with care management, nursing, therapy, and utilization management teams allow for coordinated contributions and timely decision-making. Improving these areas can lead to more efficient patient discharge processes and better overall hospital management. #Healthcare #PatientCare #HospitalManagement #EMR #TransportationSolutions #MultidisciplinaryTeam #PatientExperience

I am deeply grateful to Minnesota Physician Publishing for highlighting CentraCare innovative approach to rural healthcare delivery. Their recognition underscores our health system's unwavering commitment to providing advanced tertiary care to our rural communities. Just this week, among many impactful initiatives, our teams demonstrated this commitment by successfully coordinating complex care for a patient during a challenging period of regional bed shortages. After capacity limitations affected acceptance at major hospitals across three states, our Boomerang service enabled immediate clinical assessment. Upon recognizing severely fibrotic variceal beds, our team dynamically adapted to the situation, working collaboratively with our nursing supervision to secure appropriate resources and expedite a TIPS procedure with Dr. Craig Meiers. in spite of bed shortages. While traditional triage protocols might have limited options for this rural patient who wasn't yet in an ICU setting, our direct clinical assessment revealed time-sensitive concerns that could only be identified through prompt endoscopic evaluation and risk stratification, enabling us to deliver potentially life-saving care when it mattered most. CentraCare patient-centered approach allowed us to quickly mobilize advanced care resources where they were needed most. This level of responsive care delivery is only possible through the innovative vision of our health system leadership, combined with experienced clinicians who intimately understand their resources and capabilities, working in concert with supportive administration and dedicated care teams. This seamless orchestration exemplifies CentraCare's innovative approach to delivering advanced tertiary care to our rural communities when time matters most - prioritizing clinical needs over administrative barriers. Thank you to our incredible teams, partner facilities, and leadership for making such coordinated, high-level care possible. #RuralHealthcare #Innovation #PatientCare #Minnesota #Healthcare https://lnkd.in/g7dpFmsF

?? Last Friday, Anouk Beursgens and I went to the AI Christmas market of ZGT, which was organized by Anouk Veldhuis, among others. There, we presented our ongoing project, "Supporting Efficient Deployment of Nursing Home Staff Through Demand Prediction," funded by a Pioneers in Health Care voucher. Engaging with hospital managers from ZGT was great to gain new perspectives and insights! In that project, together with ZGT, Medisch Spectrum Twente and Deventer Ziekenhuis, we develop prediction models for follow-up care demand originating from the hospital to support capacity/staff planning in follow-up care. By accurately predicting demand and aligning capacity accordingly, the project seeks to reduce bed-blocking (patients staying in the hospital longer than necessary), improve patient outcomes, and enhance the efficiency of staff planning in follow-up care and hospitals.

How Can Tech-Enabled Virtual Wards Improve Patient Care and Efficiency? This case study provides a comprehensive comparison between traditional and tech-enabled virtual wards, offering valuable insights into improving patient care and service efficiency. ? Key Findings: ?? - Shorter Length of Stay: Tech-enabled virtual wards achieved an average length of stay of just 10 days, compared to 19 days in traditional wards. ?? - Optimised Staffing Efficiency: Tech-enabled virtual wards supported a higher patient-to-nurse ratio, with 1 nurse per 10 patients, compared to 1 nurse per 8.3 patients in traditional wards. ?? - Positive Economic Impact: For every ￡1 invested in the tech-enabled ward, a return of ￡3.10 was realised. This study highlights the potential of virtual wards to enhance healthcare delivery by reducing patient time in care and optimising staff resources. ?? Dive into the case study to explore how tech-enabled virtual wards can transform healthcare services: https://lnkd.in/e_x-QQys #HealthcareInnovation #VirtualWards #PatientOutcomes #CaseStudy #HealthcareEfficiency