Speakers

Rudy Arthofer, RN, BSN, MHA

Administrative Director of the Hospital Operations Center, Stanford HealthCare

Mr. Arthofer is the Administrative Director for the Hospital Operations Center at Stanford HealthCare.  His responsibility is to the development and ongoing management of the governance/structure, data/processing, and organizational change management for these three priorities:

  • Enhanced situational awareness across Stanford Hospital – monitoring clinical and non-clinical support departments and their impact on patient flow
  • Develop tools to track patients through their expected care path, early recognition of variation including both affiliated and integrated sites
  • Maximize data management to enhance the organizational decision-making process to maximize capacity, including predictive modeling

Mr. Arthofer joined Stanford in 2007 where he started as a patient care manager focusing on inpatient care.  He then changed roles and spent three years on special projects for the organization including being the Clinical Manager for Transition Strategy of the new 820,000 square foot hospital that will open in 2019.  The last two years he has been developing the new Hospital Operation Center.

Rudy holds a Masters in Healthcare Administration from the University of North Carolina and a Bachelors Degree in Nursing from the University of Maine.

Speaker Sessions

Adding Capacity Without Construction: A Collaboration of Analytics and Frontline Operations

Stanford Health Care, like many high-volume healthcare organizations, had a perennial need to find cost-effective solutions to manage its need for increased capacity.  At one point, Stanford had to utilize a mobile surge unit (MSU) to support its emergency department(ED) in the winter months.  Discover how Stanford used data and predictive analytics to improve its capacity and provide increased patient access, without the costly and time-consuming process of adding bricks and mortar.  Using analytics insights, Stanford improved the efficiency and capacity of its ED and inpatient beds, reduced the number of cancelled cases, decreased ED boarding hours, and avoided use of the MSU.  Learn three, key interventions Stanford used to develop its operational countermeasures to improve capacity:   a daily dashboard, a 24/48-hour discharge prediction, and an annual capacity assessment.

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