Length of Stay…..

It’s everyone’s business

Ben Wakeling, Whole of Health Program Lead, Wollongong Hospital

Dean Askew, Subject Matter Expert, WoHP Team

The Problem

2

The External Feedback

3

• 90 Day Challenge: Brad Astill

& Barbara Daly

• Dr Ian Sturgess

Answer: Complete LoS

System Review

Importance of Understanding Length of Stay

4

• Indicator of efficiency that influences a hospital’s

capacity to treat patients, not the only one…

• LoS and Unplanned Readmissions both

important to monitor

• Reducing LoS creates capacity to care for other

patients, particularly where there is increasing

demand

• Patients and families do not want to be in

hospital

• LoS above what is required, increases the risk of

harm

Structured management processes

5

• Few facilities systematically look at LoS strategically

• Dividing up actions by Short Term / Medium Term, and

Long Term LoS Management can help

• Understanding begins with good data and analysis.

Avoid clinician level data too early

• Non-onerous documentation is important to

track and also to build accountability

• Documenting LOS over time and good visual reporting

• Make links to others and identify sources of good practice

Interpretation support for teams is vital

The Projects Approach

6

MoH Assistance: Dean Askew

Project Methodology

Project Team

• Exec Sponsor

• Project Sponsor

• Stakeholders incl Op’s

Managers, Medical Clinicians,

Pt Flow Manager, NUM’s, MDT.

Beginning to better understand Length of Stay

7

• Reviewed best practice –

literature review

• Data review – Hospital,

Speciality, Ward, DRG,

Clinician

• Stakeholder feedback

Project Deliverables & KPI’s

8

Our Solution-The Policy/Flowchart

9

Short Term LoS

Short Term LoS

Medium Term LoS

Long Term/Strategic LoS - HRT

The Impact-Hospital Level

14

The Impact-Hospital Level RSI

15

Vic Hosp

NSW

Hosp’s

Vic Hosp

QLD Hosp

WA Hosp

ACT Hosp

NSW Hosp

NZ Hosp

The Impact-Speciality Level

16

General Medicine

Respiratory

General Surgery

RSI <100%

14/15 FY: 10/21

15/16 FY: 10/21

16/17 FY: 13/21

The Impact-Ward Level

17

17/18 FYTD

Bed Days Saved: 4,926

Productivity Saving:

$4,758,323

The Impact-Readmissions (Quality/Safety)

18

Project Enablers

• Medical Engagement

• Incentivising: Positive

Feedback, Competition &

making work fun!

• Culture & Leadership

19

Next Steps & beyond

20

Short term: Documentation &

updating the EDD Guides

Medium term: Expanded ePJB

Meetings & use of W4W

Long term: Expanded use of

HRT Data, adapting WoH

Meeting & transferring concept

Thank you for your time……

21

Ben Wakeling, WoHP Lead, Wollongong Hospital

Dean Askew, SME, NSW MoH