April 17: Today on the Conference channel, it’s an Interview in Action live from ViVe 2023 with Todd Larson, Consultant - Workplace and Public Safety at HonorHealth and Josh Peacock, Healthcare Strategist at CDW. What is the history of HonorHealth's journey towards a fully integrated clinical command and care center, and what were the major challenges they faced in achieving this goal? What role did CDW play in HonorHealth's transition and how did they approach the use of technology in this process? How can an organization experience CDW's approach, and who should be brought in when visiting? Who are the best champions for an operational project once it moves into the implementation stage?
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This transcription is provided by artificial intelligence. We believe in technology but understand that even the smartest robots can sometimes get speech recognition wronginterview in action from the:
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All right. Here we are at another interview in action from the VI conference, and we are joined by Josh Peacock with CDW Healthcare. We no longer say Sirius Healthcare. That's true. Yep. That's phenomenal. Fully Cbw Healthcare. Fully integrated. That's awesome. And Todd Larson with Honor Health we're gonna talk about command centers and I'm looking forward to this conversation.
Todd, I'm gonna have you set this up. Sure. Talk about some of the work that you guys have.
Yeah, approximately four years ago we wrote a business plan and started down the road of creating, at the time was a network operations center, primarily focused on emergency management, security cameras, dispatch, answering the phones, all of that stuff.
Traditional because we were separated amongst four separate campuses. Let's combine, let's be efficient. And really that put us on a. Where we have pivoted and course corrected, and we're really on a complete journey to have a fully integrated clinical command and care center. We have already moved in our internal transport.
We moved in internal, ex, external, or among facility transfer all of our transfer centers bed control float pool staffing, as well as a lot of our community partner work with ems. A. All of that. And in the next 10, 11 weeks, we'll begin building telemetry centralized telemetry and adding in behavioral sitters as well as remote nursing and those programs.
So down the road we look to continue expand, but we've already moved those groups in. As of this day,
I'm thoroughly impressed with the operational work that has been done. I'm gonna talk about technology, but I realize the operational work is like, it is a huge lift. To get that to work. But Josh, I wanna come to you and talk about the technology a little bit.
So give me an idea. Somebody's playing some music behind us. I dunno what that is, but give, gimme an idea of what we're talking about from a technology. Cuz you're talking about a lot of different operational items there. There's probably a lot of different technologies, a lot of different data streams, a lot of integration.
Yeah. So the. Obviously gonna be key to it, but I think part of our experience, what we're trying to do with honor on, on the partnership is the fact to understand just what do we need to do with the tools that they already have? Cause we're trying to not bring more technology to the table initially, but to rather learn what they're doing, use the, epics of the world and the other tools that they already have, bubble that information up into something that's usable.
So we don't really expect a ton of technology investment out of the gate for organizations to get started.
That is music to healthcare systems, ears. So you're utilizing the stuff that's already there. Absolutely. As much as possible. That's first and foremost. Talk about the operational lift. This is one of the things that we're starting to talk a lot about efficiencies, and we're talking a lot about care.
I don't wanna say coordination care orchestration. Yes, if you will. I like that word. And it sounds like that you guys are looking at the care experience from one end to the other.
Yes. So how is it that you can have that care experience start maybe even prior to coming to the hospital? Or an acute center and then taking all of those operations together so that they're all in the same physical location.
And I think as we continue to expand, it might not be every role and every employee from that, but at least a leader or the tip of the spear or someone that's sort of in charge of that essence. Coming into that. Working together, what does the process look like? So the process was a heavy lift as you brought up.
You think about a healthcare system, a, you know, mid-size healthcare system as honor health is. And you have six different hospitals and they're used to doing things different ways. So even code management and response and. Standardization. We put together a standardization committee to focus on how we're going to be efficient by doing the same things at each location.
And then what we love about it is Josh brought up is. I began the business plan with the theory that I'm not gonna buy an out-of-the-box solution because we don't know what that is until we've moved operations in, we're functioning right now. So when we come together, how can we function better with what we already have and then take those tools or those technologies that we need and implement them after.
So I would call us course correcting, pivoting, moving, iterative process that we're under all the time.
I love that you don't start with the technology. You bring it all together. You see what it looks like and then you evaluate the technology, which is, makes a lot of sense.
So we're seeing a lot of organizations that maybe are in the beginning stages of exploring this and so we're seeing from our perspective that we can learn alongside honor health.
And then take that to a single hospital system, another five six bed hospital, or really large ones with massive geographies. And how does that translate across that different capacities
that Yeah, and I wanted to talk to you I, love CDWs approach here because you have I'm gonna call 'em centers of excellence.
So you set up these labs? Yep. But they are centers of excellence Southern California. Have Arizona Intermountain as well. And so if people are hearing this and they're saying, Hey, that's really interesting, there's a way for them to experience it and see it.
Yes. Yep. Absolutely. They can work with us to come visit HonorHealth or one of the other ones, or we can come to them and explain what we're doing and how we're trying to approach it.
So if I were to set that up, what would that look like? Like just coming in for a day and who, who do I bring? I mean, who's the right,
yeah. So I think it's important to bring maybe two separate groups. So certainly senior leadership that's interested in an organization because there's obviously a funding lift.
You need a location, you need a physical building, you need that type of stuff. So somebody of that nature is certainly important, but what's really key is the people doing the roles that. you're thinking about integrating into a clinical command center, bring those people we'd love.
One of the things we did with our center at HonorHealth is our goal is to be, for lack of a better term, a model home, a showcase. We want to share, we want organizations to come in and see what we're doing because in the end, this is helping the patient. When we look at something really as simple as patient transport, internal hospital patient transport, we took one hospital, 400 bed plus.
hospital And we just from moving nursing and clinical operations into the command center, we've taken the average queue of twelve just at one hospital down to a queue of zero. So what it's doing in one hospital, in one role, in one job. Now, take that across your organization. So, I think the ultimate way to look at it is you need leadership to support it.
Is it the right culture? Is it the right place to do it? But really you need to bring in the people that are doing all of those roles that you think you could bring together in a clinical command. Because we'd love to brainstorm with you, we'd love to share what we're doing. We'd love to, expand this nationally because I think in the time of shrinking health employment buckets.
It's hard to find people. It's hard. Let's bring the joy of healthcare back. Let's get it efficient and make it so that the staff that are caring for patients can really care for patients and we can be sort of that air traffic control. 📍
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Well, you talked about executive buy-in, executive sponsorship.
Who are the best champions once you start moving into the operational project?
Yeah, so I have found two primary things. Number one, obviously. Yeah, I mean it is the backbone of healthcare. And if you can make the role and the day-to-day life better for nurses on the floor, then the, they'll champion whatever cause that is, right.
So for our project, nursing has been key as well as getting involved the proper. Leadership that has the approval to make changes to support you. Because as I said, you're gonna be changing operational procedures, you're gonna be changing or maybe modifying the way you're doing certain things.
So do you have that culture? Do you have that culture that's willing to understand and go through a little bit of pain to get there because you're melding all of your locations into a common, or what I would call unity of. And having that. So get your nursing, get your clinicians within an operation side.
Make sure that you have leadership that is supporting what you're doing on that culture change.
That's amazing. So, help me understand, like your role. So you guys seem to be working together on this. What, What's your role? What does CDW do to come alongside?
Yeah, so Cbw we're helping build out some of the future of what they're gonna be doing at the new facility that.
We're gonna embed some people alongside of them so that we can learn to be able to translate and take out elsewhere. And then I think we're cross pollinating some of the stuff we're doing with the other labs. So as we shift and do more at home items, some of the other sites are actually focused on that more.
But again, all of that has to be fed up into the care coordination or orchestration center so that can be orchestrated across the continuum of care.
Well, like about this, I think over time you're gonna end up with layered. Right. So as you keep bringing things in, you're gonna have a pool of data I think that you're gonna be able to work from, and you're gonna see efficiencies that maybe you didn't see before.
They're just gonna rise to the top. Yeah.
Yeah. And we've experienced some of that as Josh brought up with that real-time data. How do you take data maybe. Eventually, maybe hourly, right? Hourly. How do you interpret that data? How do you move that through? That's really hard to do if you're in an operational job and you're performing during the day.
But if you have a partner and that partner has aggregate data and they can look at that and then you can model and say, wow, this is working over at Honor Health and it's also working with one of our other labs and it's working, and you can aggregate that data really. Without having to sit there and crunch those numbers every day.
You, you have this, what I call force multiplication that's happening. From all this.
Absolutely. Well, hey, I want to thank you guys for your time. I really appreciate it.
Thank you so much, bill.
Another great interview. I wanna thank everybody who spent time with us at the conference. I love hearing from people on the front lines and it's phenomenal that they've taken the time to share their wisdom and experience with the community. It is greatly appreciated.
We wanna thank our partners, CDW, Rubrik, Sectra and Trellix, who invest in our mission to develop the next generation of health leaders. Thanks for listening. That's all for now.