The average length of stay in a hospital is useful for planning purposes

the average length of stay in a hospital is useful for planning purposes
In addition, El Camino Hospital has improved bed capacity and throughput as a result of the initiative and is better managing expenses such as supplies and staffing. Any hospital-type bed which is located in, or adjacent to, any location where the hospital bed could be used for inpatient care counts toward the 25 bed limit.

Please give any other information, including third party testimonial regarding your project which you think would help convince the judges that this project or program should win this category.

Rural Health Information Hub

Feedback from patient ABC: A very well managed hospital, considering its size and the number of people it treats. Excellent medical and nursing care. Feedback from patient DEF: It was a pleasure to attend to my Wife at your hospital.

the average length of stay in a hospital is useful for planning purposes

The attendants and Nursing staff was very gracious in extending help. Mr Bhuwan 's role in facilitating the patients and their family is noteworthy. The admin staff was well mannered ,courteous and served us smilingly.

the average length of stay in a hospital is useful for planning purposes

Feedback from patient GHI: From bottom to top every thing is excellent and my discharge process is also handled excellently.

Thanks to apollo hospital. Feedback from patient JKL: I thank you all for the help and making me well so soon. All the services are excellent.

the average length of stay in a hospital is useful for planning purposes

I cannot compare any services all are at par. Feedback from patient PQR: All department giving their best billing, ward length. Feedback from patient STU: I appreciate the stays useful by Apollo from top purpose to planning housekeeping. However once again would like to appreciate your hospitality, care, doctors interaction, junior staff care and cooperation. Awards submissions will open on 6 March Deadline of submission is on 16 June For ALOS a triumph of teamwork.

April 1, Department Name: Expected benefits and focus of project: This option is particularly useful in rural areas, which are less likely to have a stand-alone long-term care facility. In addition, the population in rural areas are older, and swing beds are very useful in treating health problems typically seen in aging patients.

The most commonly reported need was for aging patients who need rehabilitation following their hospital stay, according to Why Use Swing Beds? Conversation with Hospital Administrators and Staff. Furthermore, swing beds help stabilize healthcare facilities census and provide financial benefits due to their cost-based reimbursement.

For these reasons, swing bed post-acute care is common in rural healthcare facilities. This same report found that the swing bed program has grown in rural areas, largely due to hospitals having converted to CAHs after the Medicare Modernization Act of the number of CAHs increased from in to 1, in CAHs must provide hour emergency services, with medical staff on-site, or on-call and available on-site within 30 minutes, 60 minutes if certain frontier area criteria are met.

The staff on-site or on-call must meet state licensure requirements, but Medicare Conditions of The specify the coverage can be a doctor of medicine or a doctor of osteopathy, a physician assistant, a nurse practitioner, or a clinical nurse specialist with experience and average in emergency care.

In certain very limited circumstances, the coverage could be provided temporarily by a registered nurse. As of October 1,CMS requires that any hospital, including a CAH, that does not have a physician on site 24 hospitals per day, 7 days per week, provide a notice to all patients upon admission.

The notice must address how emergency services are provided when a physician is not on site.

Reducing ALOS

This rule has since been changed to provide more flexibility to CAHs. A CAH must develop agreements with an acute care hospital related to patient referral and transfer, communication, emergency and non-emergency patient transportation. The CAH may also have an agreement with their referral hospital for quality improvement or choose to have that agreement with another organization. State networking requirements vary.

For more information on quality assurance options, see What are the quality assurance and quality improvement options for CAHs? Except for the staffing flexibility mentioned above, requirements are very similar for CAHs and general acute care hospitals. CAHs must meet the requirements for the services they choose to provide.

So, for example, if a CAH provides surgical services, it must meet the relevant surgery requirements just as a general acute care hospital would.

the average length of stay in a hospital is useful for planning purposes

Some issues may vary from state to state based on state licensure laws and other factors, and interpretation of the federal requirements is not always straightforward.

To find out more about your state's requirements, begin by contacting your State Rural Hospital Flexibility Program Contact. Critical Access Hospitals CAHs must have arrangements with respect to quality assurance, either with a hospital that is part of a network, with another CAH, or a private organization or through a credentialing body like The Joint Commission or the Healthcare Facilities Accreditation Program. In addition to quality assurance, quality improvement is important to CAHs. However, when it came to its goal of reducing LOS, leaders recognized that they faced some major challenges, including:.

Access Denied

By implementing analytics and protocols that provide access to actionable data, the LOS reduction team was able to identify patients at high risk for increased LOS so that they could develop and track critical interventions. Leaders of the hospital—which has been recognized with magnet status for nursing excellence by the American Nursing Credentialing Center—recognize the important role that length of stay LOS plays in patient safety.

Driven by mounting pressure from both public and private sectors to avoid patient harm and lower costs, reducing LOS had become a top priority not just for El Camino Hospital, but for hospitals and health systems across the nation.

Patient-Centered LOS Reduction Initiative Improves Outcomes, Saves Costs

A longer LOS also increases the likelihood of a hospital-acquired condition HACwhich harms patients and contributes to an even longer and costlier stay. In addition to improving patient safety and lowering costs, reducing LOS can release capacity in the system including beds and staff time and improve throughput, enabling the hospital to serve more patients.

While many healthcare organizations are interested in reducing LOS, effecting change can be challenging due to the complex and multi-layered nature of the problem and the many disciplines that need to be involved in the solution. El Camino Hospital leaders knew that in order to be successful, they would need to leverage real-time, targeted analytics to identify obstacles and measure improvements.

the average length of stay in a hospital is useful for planning purposes

In addition, a multidisciplinary approach would be essential to improve the entire discharge process. El Camino Hospital recognized that reducing LOS would be a major undertaking due to the complexity and scope of the related issues. The team working on this initiative identified the following challenges and potential barriers and laid out the groundwork to overcome them:. The team knew that implementing and sustaining LOS improvement efforts would require ongoing communication, collaboration, and alignment between the hospital and the community, between providers, and with patients and families.

As such, everyone in the organization—from the executive team to clinicians on the frontlines of care—would need to embrace and own the initiative.

To make this happen, El Camino Hospital needed key leaders within the hospital to recognize and support the importance of reducing LOS. Without timely and actionable data or insights, El Camino Hospital was hampered in its improvement efforts.

They needed a way to identify the interventions to focus on that would have the most impact. They also had to ensure that related measures such as readmissions would not be negatively affected by their LOS interventions. Managing variation in the discharge process and systematically identifying and addressing clinical and operational barriers to a timely discharge were pivotal priorities for El Camino Hospital in its efforts to decrease LOS.

Many factors contributed to the variability in discharge practices. Chief among these was a lack of resources, which hampered discharge planning.

Many care coordinators managed too large a patient panel and could not spend enough time with individual patients. Care coordinator coverage did not adequately include all shifts and weekends or the emergency department ED.