1 / 7

Transforming Rehabilitation Services to Reduce Waiting Times

Addressing long waiting times in rehabilitation services by improving patient flow, implementing innovative models, and increasing referral options to reduce hospital stays. Lessons learned include governance, communication, and the effectiveness of multidisciplinary teams. Significant reductions in patients waiting for transfer and bed days saved.

penda
Download Presentation

Transforming Rehabilitation Services to Reduce Waiting Times

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Reducing Rehab Waiting Times A/Prof Stephen Wilson Royal North Shore Hospital

  2. Key Problem • Problem: Long Rehab wait due to “Iatrogenic disability” causing increased length of stay in hospital • Factors: Structure of a combined Aged Care and Rehab Dept Focus on medical vs functional issues Poorly organised Rehab consulting service Governance, leadership, responsibility, accountability, data Staffing • Drivers: Quality and Activity Based funding

  3. Aim of the Innovation • The aim of this project was to develop and explore interventions to reduce waiting times for sub-acute rehabilitation patients in acute care and free hospital beds (for more appropriate acute care) by: • Reducing wait times for transfer to Bed Based sub acute Rehab –improve flow • Increasing referral and uptake of non bed based options eg Home Based Rehab, Transitional Aged Care, Community Care (COMPACKS)

  4. Baseline Indicators • Acute hospital Indicators: ALOS 2010/11 was 7.99 days for Rehab Type change episode ALOS 2010/11 waiting for transfer was 4.91 Days retrieved from Patient Access Transport Unit

  5. Key Changes Implemented Innovations Model • Establish Rehabilitation Department 2011 • Patient flow Model developed • Developed acute in-reach (SMART) and Renal Rehabilitation for stay > 7 days • Rehab part of Multi Disciplinary Team meetings • Website portal for rehab options and referral process • Ensure appropriate and timely rehab type change • Single point of referral for rehab

  6. OUTCOMES SO FAR Changes in patient flow Bed days for patients waiting for transfer • Reduction of patients waiting for transfer from 1690 (10/11) to 968 (11/12) n=722 patients • Reduction of bed days waiting from 8263 to 4384 (save 3879 bed days) • Transitional Aged care 27 (10/11) to 47 (11/12) • Community Package 465 (10/11) to 513 (11/12)

  7. LESSONS LEARNT • Governance • Communication • Multidisciplinary Team vs Single Discipline assessment • It is possible to Map > Model > Direct Traffic from bed based to non bed based services

More Related