Success Story - New York Presbyterian | Qventus, Inc.

Success Story - New York Presbyterian

Created new capacity equivalent to an entire unit (35 beds) through 0.5 day LOS reduction

  • 0.5 day reduction in LOS
  • 35 new “virtual beds” capacity created from LOS reduction
  • 25% MRI orders cancelled or transitioned to outpatient
  • Up to 3 point increase in HCAHPS top box scores

About NYP

  • Leading integrated academic health care system with 7 campuses, including 2 teaching hospitals
  • Over 2,600 beds and 2 million annual visits
  • U.S. News and World Report #1 in the New York metropolitan area and #5 in the nation
  • Magnet-recognized Columbia University Irving Medical Center and Weill Cornell Medical Center

Success Badge best Hospital

New York Presbyterian

New Innovations in Hospital Operations: How NYP is Using AI to Decrease LOS

NYP needed to create capacity to better serve community needs.

In order to strengthen its ability to serve the needs of the community now and in the future, the imperative for NYP leadership was clear: reduce LOS and eliminate excess days to create new capacity.

In past years, NYP had undertaken hundreds of successful process improvement initiatives. But leaders knew that these process improvements alone were hard to sustain over time.

They needed a better way to hardwire processes and focus improvements on the most impactful areas that could move the needle on LOS.

Despite our best efforts, we were stuck on LOS before Qventus.
Courtney Vose, DNP, MBA, RN, APRN, NEA-BC VP and CNO NYP

Now, care teams are equipped with Qventus intelligence for discharge planning.

Before, multidisciplinary rounds for discharge planning were not standardized across units, and care teams struggled to keep everyone on the same page.

When the Qventus visualization system was combined into standard work for units at the NYP Columbia and Weill Cornell campuses, teams quickly had more focused, structured planning discussions.

Qventus machine learning automatically surfaces potential discharge barriers, so teams can make sure no barriers falls through the cracks.

Now, nurses, care managers, and providers all feel a shared sense of ownership over the discharge planning process and each patient’s specific plans.

It’s impossible in a short amount of time to go into every patient’s EHR record and understand discharge priorities. With Qventus, it’s beautifully laid out so that we know what to do to move the patient along.
Tanya Mighty, MSN, BSN, RN
Care Coordination Manager / Weill Cornel

Discharge coordination is automated across the entire hospital with Qventus.

Even with robust discharge planning in place, teams still dreaded the constant struggle of manual follow-ups and phone calls. That was taking away time from the bedside.

The Qventus automation engine now orchestrates the discharge barrier follow-ups across various communication channels.

For example, when Qventus intelligence surfaces that a patient requires PT or transport, the automation adds that patient to a prioritized worklist.

For the ancillary teams that are on the floors, Qventus automatically sends a nudge to their mobile devices, so that they can prioritize same day needs and collaborate in real-time.

Case Study — NewYork-Presbyterian

NYP Weill Cornell Case Study

Behavioral science fused with technology drives positive change at scale.

NYP knew that many MRIs that were being done inside the hospital could actually be done outpatient. That resulted in unnecessary discharge delays, and patients were holding critical space when they were clinically ready to go home.

Rather than creating rules or blocking orders, leadership wanted to positively incentivize providers to prioritize MRIs for the inpatient settings.

Qventus expert services worked with NYP to design a custom technology workflow that applies behavioral science principles. Now, based on historical data, Qventus machine learning identifies MRIs that could be eligible for the outpatient setting and automatically sends a nudge to the provider to confirm if that’s possible.

The result: 25% of MRIs have been cancelled (deemed unnecessary) or shifted to the outpatient setting.

NYP leaders can act on real-time data and better manage process change.

No longer do leaders rely on data and reports that are months old. Instead, leaders have daily visibility into operational metrics.

For example, leaders can see how well teams are performing multidisciplinary rounds by monitoring compliance with entering estimated date of discharge (EDD). If compliance falls below a predetermined threshold, automated nudges prompt leaders to take targeted action.

For NYP, this has created a culture of shared accountability across teams and strengthened leadership engagement.

Our leader engagement has never been higher. It helps us hold our teams accountable in real-time instead of waiting for a report with old data.
Courtney Vose
Columbia - DNP, MBA, RN, APRN, NEA-BC VP and CNO NYP