Impact on cardiac surgery volume of a comprehensive partnership with Integrated Health Solutions

Background: The New Brunswick Heart Centre (NBHC) entered a contractual partnership with Integrated Health Solutions (IHS) to help address increasing wait times in the province of New Brunswick. Methods: Team leaders were identified from each of the target areas, including surgeons, anesthesiologists, nurses (operating room, intensive care unit [ICU] and postoperative ward), access coordinators and administrators. The methodology used was based on Lean principles and involved exercises by stakeholders aimed at identifying opportunities for improvement. A weekly dashboard was created to monitor and facilitate improvement efforts. No additional hospital beds or operating room theatres were added during the study period. Results: After 2 years, the annual number of cardiac surgical interventions increased from 788 to 873, representing a 10.8% increase in capacity. The best median wait time for patients decreased from 52 to 35 days (35% reduction). The best 90th percentile wait time decreased from 126 to 98 days (22% reduction). The overall increase in capacity could be explained in part by the significant increase in fast tracking from the ICU to the ward (> 2-fold) or bypassing the ICU altogether (4-fold increase reaching 13%). Despite these successes, challenges persist as the number of OR cancellations remained around 7.5% of all cases, mainly because of limited ICU resources. Conclusion: The NBHC-IHS partnership on this project has resulted in excellent engagement by stakeholders and promoted team cohesiveness. Furthermore, it has allowed significant reorganization and realignment of efforts to limit wait times and maximize overall capacity. Contexte : Le New-Brunswick Heart Centre (NBHC) a conclu une entente contractuelle avec Integrated Health Solutions (IHS) pour remedier aux temps d'attente de plus en plus longs au Nouveau-Brunswick. Methodes : Des chefs d'equipe ont ete identifies pour chaque domaine cible, notamment la chirurgie, l'anesthesie, les soins infirmiers (en salle d'operation, aux soins intensifs et en soins postoperatoires), la coordination des soins et la direction. La methodologie utilisee se fondait sur l'approche Lean et comprenait des exercices vis ant a relever les possibilites d'amelioration. Un tableau de bord hebdomadaire a ete cree pour suivre et faciliter les mesures d'amelioration. On n'a ajoute aucun lit d'hopital et aucune salle d'operation pendant la periode etudiee. Resultats : Apres 2 ans, le nombre de chirurgies cardiaqu