1. The Wheels of our Progress Department of Patient Transportation Carole Suhanek Matt Lugowski

2. OPPORTUNITY STATEMENT All service areas were experiencing high wait times for the arrival of a transporter. Frequently the required equipment was unavailable, when and where needed. Both patients and hospital staff expressed dissatisfaction with the service and the patients desired more respect for their privacy. Goal: to improve service to all areas and minimize the transportation wait time.

3. MOST LIKELY CAUSES FOR THE OPPORTUNITY Transport standards not adequately defined and communicated Staff scheduling did not match volumes/peak times Delays due to equipment shortages and storage issues Lack of supervision within department

4. SOLUTIONS IMPLEMENTED Patient Transport Standards/Training - Review - Accountability - In-servicing Behaviors defined Scripts developed Transport routes and elevator use Elevators/corridors defined Required elevators/corridors for transport Patient Focus System (PFS) interface - Updated the tracking system - Able to reduce number of dispatchers and integrate into general pool

5. SOLUTIONS IMPLEMENTED Created areas (zones) with dedicated transporters assigned to specific work areas Staffing Two shift coordinators hired to supervise day-to-day operations. Staff scheduling re-evaluated to meet patient volumes. Equipment levels benchmarked with UHC hospitals - 70 wheelchairs purchased - 15 hydraulic stretchers purchased Unit based equipment storage piloted

8. Completion time for Requests for Transportation (Admission, Discharge, or Transfer within Hospital) 0 10 20 30 40 50 60 BaselineJan '03Feb '03Mar '03April '03May '03Jun '03July '03Aug '03Sept '03Oct '03Nov '03Dec '03Jan '04 Minutes Request to Completion Dispatch to Completion There has been no negative impact on transport provided by the pool with the creation of dedicated staff areas.

9. ANALYSIS Both staff and patient satisfaction with the transportation service has increased. Accountability has been established. With assignment to specific work areas, dedicated staff have developed specialized skill and knowledge that has been incorporated into their daily work and their decision making. A professional appearance has been established with the selection and purchase of uniforms as well as the creation of standards for behavior. We know it is working because people are happier.

10. NEXT STEPS Escort Service to address timeliness of discharges by freeing up the transporter to another call Continue emphasis on staffing to volume Continue transporter training - consistency Dedicate an additional elevator to support turnaround times and patient privacy. Modify PFS to address tracking in dedicated zones Investigate the possibility of certification for transporters through the National Association of Healthcare Transport Management