The discharge process is consistently rated among the lowest components of patient satisfaction markers in surveys. Discharge delays and late discharges can also negatively affect throughput by preventing bed availability for new admissions. Barriers include late family pickup times, unanticipated discharge delays, physician lag in discharges, discharge order entry delays, and poor care team communication.
Our goal was to enhance the discharge process by improving communication, satisfaction, and throughput utilizing a multidisciplinary approach with hospitalists and a discharge liaison as facilitators.
Our 700‐bed community teaching hospital implemented a multidisciplinary pilot project in a 60‐bed wing of the general medical ward to improve the discharge process. Key parts of the project included: (1) hospitalists leading morning work rounds to identify and implement early discharges and (2) the hiring of a dedicated discharge liaison to facilitate the discharges. A discharge liaison is a case manager empowered to enforce all personnel to complete their tasks appropriately and in a timely manner. Hospitalists conducted 8
Our strategy significantly decreased the average length of stay and enhanced both patient and hospital staff communication and satisfaction with the discharge process.
M. Patel, none; A. Gottesman, none; T. Abdallah, none.
To cite this abstract:Patel M, Abdallah T, Gottesman A. A Strategy to Enhance the Discharge Process and Improve Throughput. Abstract published at Hospital Medicine 2009, May 14-17, Chicago, Ill. Abstract 126. Journal of Hospital Medicine. 2009; 4 (suppl 1). https://www.shmabstracts.com/abstract/a-strategy-to-enhance-the-discharge-process-and-improve-throughput/. Accessed January 28, 2020.