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

Stanford Health Care’s Data-Driven Strategy to Improve Capacity

Finding cost-effective ways to increase capacity is a perennial need for high-volume healthcare facilities nationwide.  This case study provides a unique example of how an academic hospital can leverage data and analytics to increase capacity without the costly and time-consuming process of adding bricks and mortar. Stanford Health Care used data and predictive analytics to optimize processes and solve its capacity issues.  As a result of the process changes, the efficiency and capacity of the emergency department and inpatient beds has improved, and the number of canceled cases has been significantly reduced. This session will address three scenarios that include a daily dashboard, a 24/48-hour discharge prediction, and an annual patient flow model that has helped the organization develop operational countermeasures to improve capacity.

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