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2018 MEDICAL DIRECTORSHIPS AT THE WILLIAM W.

BACKUS HOSPITAL

Kyle McClaine, MD, FACEP.


Chief of Emergency Services for the William W. Backus Hospital and Backus Plainfield Emergency Care Center,
Director of Pre-Hospital Emergency Medical Services

I completed my residency training in emergency medicine at Some of our projects and ongoing improvements include:
Brown University in 2000 and have been working in the emergency • The redesign and expansion of triage and front-end treatment
department of the William W. Backus Hospital since then. I have space
served as the Scheduling Coordinator, Emergency Medical Services
(EMS) director, and Associate Chief of Emergency Services. I was • Process improvement of patient flow to improve throughput for
appointed to the Chief of Emergency Services in June 2018. I both admitted and discharged patients.
am honored to be granted this responsibility and look forward to • Expansion of pre-hospital telemedicine capabilities
working with all of the hospital departments and related community
• Integration of prehospital patient care reports directly into EPIC
services in the East Region and I will continue our mission of
via a health data exchange
providing the best and most coordinated patient care.
• Re-focused performance improvement in Sepsis, STEMI and
Over 75,000 patients per year seek care at our two emergency stroke care
departments: 55,000 in Norwich and 20,000 in Plainfield. Emergency • Development of medication treatment assistance and referrals
Medical Services transports an average of 40 patients per day to for patients with opioid use disorders
Norwich and 5 to Plainfield.
• Testing of new algorithms for non-myocardial infarction chest
Our accomplishments in the past year include reducing our pain patients
door-to-provider time from 50 minutes to less than 20 with the • Construction of a dedicated and locked behavioral health
development of a front end provider initiative, improvements to treatment area within our existing convenient care space
our triage process and restructuring of our leadership team. We • Redesign of existing space to maximize efficient patient
held a multidisciplinary Kaizen in April and have been working with treatment with reduced waste and improved efficiency and
senior leadership to support the ongoing mission and needs of our coordination
departments. Prehospital EMS care was improved this year with
the reinstatement of a dedicated EMS coordinator, improvements • Community engagement and outreach for injury prevention,
to EMS base station functionality, and enhanced prehospital substance abuse, and other initiatives.
communication with telemedicine capabilities.
In addition, we are partnering with physicians and administration
Immediate challenges to ED physicians include problems with the throughout the Hartford HealthCare system to identify, improve,
Electronic Medical Record and Information Technology adversely and ultimately reduce transfers out of our hospital and region. We
impacting on provider and overall department efficiency and are working with administrative leaders and the Central Logistics
accuracy, triaging patients for ED care, and the recruitment, training Center (CLC) to develop policies and practice for surges in volume
and retention of experienced staff. The heavy burden of data entry with adjustment in boarding and bed movement. n
and electronic record keeping is stressful and time consuming,
contributing to physician attrition. Redirecting lower acuity patients
from the ED to Urgent Care Center or primary care offices will
relieve the burden of non-acute patients in the ED and improve
efficiency of services. Strategies to redirect patients are still elusive.

FALL 2018 9