Eliminating Discharge Delays in Hospitals PDSA Model

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EliminatingDischarge Delays in Hospitals: PDSA Model

EliminatingDischarge Delays in Hospitals: PDSA Model

Delayeddischarge and prolonged length of stay in hospitals are one of themost common problems that leads to unnecessary costs and increasedrates of complications among the patients (Gregory, 2015). This paperapplies the Plan-Do-Study-Act (PDSA) cycle to eliminate delays thatare available and not related to medication or surgical procedures(Spath, 2013). The objective of this plan is to eliminate delays indischarge so as to reduce inappropriate occupancy of hospital bedsand reduce the length of stay.

Plan

Thehospital will establish a team of discharge coordinators made ofnurses and physicians to monitor the patients from the time ofadmission. The team will be responsible for estimating the date ofdischarge and making appropriate arrangements before the due date toenhance a smooth transition (McMillan,2013).Theywill also facilitate hospital transport to enhance the flow ofdischarged patients. Expected outcome is reduced timeline for thedischarge process.

Do

Theteamwillbe deployed in the surgical ward for twelve weeks. The members willfacilitate the discharge process and record any potential source ofdelay. They will also work with the discharging nurses forinter-agency communication systems on discharge protocols andnotification systems as suggested by Gregory (2015).

Study

Thelength of stay in the surgical ward will be assessed in comparison tothe other wards. The nursing staff will document the effect on thetime taken for discharge process. Opinions from patients who arebeneficiaries of the arrangement will also be sought to determine thepositive effect.

Act

Theprocess will be modified to have the discharge team responsible formonitoring patients in all wards and estimating their dates ofdischarge to facilitate the process early enough. The nurses willcontinuously report on the progress of the admitted patients toenable the discharge team to facilitate the process.

References

Gregory,J. (2015). Staff face conflicting pressures as they deal withdischarge delays. NursingStandard,29(26),9-9. http://dx.doi.org/10.7748/ns.29.26.9.s7

McMillan,K. (2013). Discharge delays down to chance? MentalHealth Practice,17(3),10-10. http://dx.doi.org/10.7748/mhp2013.11.17.3.10.s11

Spath,P. (2013). Introductionto Healthcare Quality Management Second Edition(1st Ed.). Health Administration Press.