Length of Stay
Reducing the Length of Stay (LoS) in hospitals is of paramount importance in modern healthcare systems. Shorter hospital stays lead to significant cost savings and reduce the potential for hospital acquired conditions and infections for patients. Consequently, outcomes are improved, costs are reduced and resource availability and utilization are improved.
Reducing LoS alleviates strain on hospital resources by freeing up beds and staff for other patients. Furthermore, it enhances the overall patient experience by minimizing disruption to their daily lives and promoting a quicker return to normalcy.
Hospitals that prioritize length of stay reductions often achieve improved patient outcomes, increased efficiency, and greater patient satisfaction, contributing to the overall success and sustainability of their services.
Many of our partner hospitals have seen significant improvements in their length of stay, coupled with other benefits after implementing Structured Interdisciplinary Bedside Rounds (SIBR® rounds).
Reduce Excess Days
15%
Average Length of Stay reduction
1.3 days
Average Length of Stay reduction
Mechanisms of Action
SIBR rounds bring the care team together each day to discuss key changes in patient status, new pertinent information and emerging evidence.
Within 3-4 minutes every participant has heard from their colleagues, the patient and their family, if present. Everyone leaves the bedside with their key questions answered and a cohesive holistic plan for the day and plan for discharge shared amongst the team.
Team members, patients and family members know what their tasks are until the team meets again, and how they can each progress the patient to a safe and early discharge.
The incorporation of a quality-safety checklist into our bedside handover process and again in SIBR rounds ensures that common causes of hospital acquired complications are identified and mitigated early, 3 times per day at a minimum. This prevents non-response to treatment or deterioration that can delay patient recovery and discharge.
Interpretation of Results
While there are strong outcomes across the quadruple aim, SIBR seems particularly strong at improving hospital throughput. This result is consistent with what one might expect from hardwiring a daily interdisciplinary and patient-centered care planning meeting for most inpatients.
Throughput likely improves because SIBR creates a daily moment for the Hospitalist and Care Manager to coordinate discharge planning for most of their shared patients, while also including the bedside nurse, pharmacist (usually), and patient/family in the real-time planning to share info, sanity-check the plan, and solve emerging unknowns that might delay discharge.
Unsurprisingly, SIBR appears to be most impactful for the most complex discharges. Complex discharges benefit most from starting discharge planning earlier in the patient stay, which seems to reduce discharge delays commonly associated with complex discharges.
Length of Stay
Reducing the Length of Stay (LoS) in hospitals is of paramount importance in modern healthcare systems. Shorter hospital stays lead to significant cost savings and reduce the potential for hospital acquired conditions and infections for patients. Consequently, outcomes are improved, costs are reduced and resource availability and utilization are improved.
Reducing LoS alleviates strain on hospital resources by freeing up beds and staff for other patients. Furthermore, it enhances the overall patient experience by minimizing disruption to their daily lives and promoting a quicker return to normalcy.
Hospitals that prioritize length of stay reductions often achieve improved patient outcomes, increased efficiency, and greater patient satisfaction, contributing to the overall success and sustainability of their services.
Many of our partner hospitals have seen significant improvements in their length of stay, coupled with other benefits after implementing Structured Interdisciplinary Bedside Rounds (SIBR® rounds).
Reduce Excess Days
15%
Average Length of Stay reduction
1.3 days
Average Length of Stay reduction
Mechanisms of Action
SIBR rounds bring the care team together each day to discuss key changes in patient status, new pertinent information and emerging evidence.
Within 3-4 minutes every participant has heard from their colleagues, the patient and their family, if present. Everyone leaves the bedside with their key questions answered and a cohesive holistic plan for the day and plan for discharge shared amongst the team.
Team members, patients and family members know what their tasks are until the team meets again, and how they can each progress the patient to a safe and early discharge.
The incorporation of a quality-safety checklist into our bedside handover process and again in SIBR rounds ensures that common causes of hospital acquired complications are identified and mitigated early, 3 times per day at a minimum. This prevents non-response to treatment or deterioration that can delay patient recovery and discharge.
Interpretation of Results
While there are strong outcomes across the quadruple aim, SIBR seems particularly strong at improving hospital throughput. This result is consistent with what one might expect from hardwiring a daily interdisciplinary and patient-centered care planning meeting for most inpatients.
Throughput likely improves because SIBR creates a daily moment for the Hospitalist and Care Manager to coordinate discharge planning for most of their shared patients, while also including the bedside nurse, pharmacist (usually), and patient/family in the real-time planning to share info, sanity-check the plan, and solve emerging unknowns that might delay discharge.
Unsurprisingly, SIBR appears to be most impactful for the most complex discharges. Complex discharges benefit most from starting discharge planning earlier in the patient stay, which seems to reduce discharge delays commonly associated with complex discharges.
Length of Stay
Reducing the Length of Stay (LoS) in hospitals is of paramount importance in modern healthcare systems. Shorter hospital stays lead to significant cost savings and reduce the potential for hospital acquired conditions and infections for patients. Consequently, outcomes are improved, costs are reduced and resource availability and utilization are improved.
Reducing LoS alleviates strain on hospital resources by freeing up beds and staff for other patients. Furthermore, it enhances the overall patient experience by minimizing disruption to their daily lives and promoting a quicker return to normalcy.
Hospitals that prioritize length of stay reductions often achieve improved patient outcomes, increased efficiency, and greater patient satisfaction, contributing to the overall success and sustainability of their services.
Many of our partner hospitals have seen significant improvements in their length of stay, coupled with other benefits after implementing Structured Interdisciplinary Bedside Rounds (SIBR® rounds).
Reduce Excess Days
15%
Average Length of Stay reduction
1.3 days
Average Length of Stay reduction
Mechanisms of Action
SIBR rounds bring the care team together each day to discuss key changes in patient status, new pertinent information and emerging evidence.
Within 3-4 minutes every participant has heard from their colleagues, the patient and their family, if present. Everyone leaves the bedside with their key questions answered and a cohesive holistic plan for the day and plan for discharge shared amongst the team.
Team members, patients and family members know what their tasks are until the team meets again, and how they can each progress the patient to a safe and early discharge.
The incorporation of a quality-safety checklist into our bedside handover process and again in SIBR rounds ensures that common causes of hospital acquired complications are identified and mitigated early, 3 times per day at a minimum. This prevents non-response to treatment or deterioration that can delay patient recovery and discharge.
Interpretation of Results
While there are strong outcomes across the quadruple aim, SIBR seems particularly strong at improving hospital throughput. This result is consistent with what one might expect from hardwiring a daily interdisciplinary and patient-centered care planning meeting for most inpatients.
Throughput likely improves because SIBR creates a daily moment for the Hospitalist and Care Manager to coordinate discharge planning for most of their shared patients, while also including the bedside nurse, pharmacist (usually), and patient/family in the real-time planning to share info, sanity-check the plan, and solve emerging unknowns that might delay discharge.
Unsurprisingly, SIBR appears to be most impactful for the most complex discharges. Complex discharges benefit most from starting discharge planning earlier in the patient stay, which seems to reduce discharge delays commonly associated with complex discharges.
