My journey with TeleTracking actually started a few years ago when I was a client. I was at my first TeleTracking client conference, and I vividly remember sitting in amazement as I listened to a series of success stories from hospitals across the country talking about the ways they were empowered to improve access to medical care, to the people who needed it most, with the guidance of TeleTracking. As a clinician, I was intrigued to learn about the solutions available to become more efficient and give precious time back to caregivers.
So while at the conference, I didn’t have experience with the technology yet, so I was a sponge just trying to absorb as much information as I possibly could. I remember listening to speakers talking about, It takes three - People, Process and Technology, and the importance of all three working harmoniously to achieve the best possible outcomes. It didn’t really resonate with me― nor did I understand the depth of this simple recipe― until I became a user myself. A few months later, when I was immersed in our implementation project, one of the ED physicians said to me in passing, “I hear that TeleTracking is going to fix all of our problems, and we won’t be holding patients any longer.” I quickly answered an enthusiastic, “Yes!” to his question. At that time, I thought I was answering the question appropriately― but it didn’t take long after our go-live to realize success was tied to the recipe of People, Process and Technology.
When the time was right, I went back to that same physician and asked him if I could provide a more appropriate answer to the question that he posed to me during the go-live. I started my conversation explaining to him in detail that the implementation of TeleTracking didn’t add additional physical beds to our hospital―but what it did provide us with was a powerful tool to create a patient throughput system that opened up access to more patients in the community that needed necessary medical care. I continued to explain that like any tool in a toolbox, to achieve the best results and “fix” the problem, USERS are recommended to follow the INSTRUCTIONS that are provided to them. I concluded our conversation by answering that burning question again, but my answer was much different this time than the last. I went on to say, “Yes, with the help of TeleTracking, we are aligning our workflow and processes to follow the best practices provided by TeleTracking― but it is going to take all of us as a team to work together and hold each other accountable. If we do this, we will “fix” our throughput problems.” I will never forget his response. He looked at me and said, “Well, count me in, I will do my part”
When we take the people, the users who are in the system every day and combine it with the Process, including the workflows that follow best practices, with and Technology, there is truly the recipe/shape of success. Although they are the same words that I heard at my first client conference, the meaning is so much more powerful when you fully understand the importance that each equally play into achieving your own success story.
Today, as a Senior Client Success Manager at TeleTracking, I often find myself sharing this story with not only my own clients, but others that I encounter along the way. My hope is to take my experience and deliver that same powerful message People, Process and Technology working together ensures that no one will ever have to wait for the care they need.
Teri Ridge, Sr. Client Success Manager
TeleTracking’s Teri Ridge is a Senior Client Success Manager who has been in nursing for more than 25 years. She has experience on both the clinical and management side, including serving as the In-Patient Nursing Director, House Supervisor at Children’s Memorial Hospital in Chicago. She has also worked as the Center of Excellence Director for a Pediatric Service Line, the Project Manager for the opening of a new Women and Children’s Hospital, and the implementation leader and manager for a 24/7 Centralized Patient Logistics Center at AMITA Health before devoting herself to the successful sustainability of patient flow operations.
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