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· 분류 : 외국도서 > 의학 > 의료서비스 전달
· ISBN : 9781138742376
· 쪽수 : 200쪽
· 출판일 : 2026-01-02
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Preface
Chapter 1: Importance of LOS and how to measure it
Many organizations don’t understand the impact of LOS in an organization. Additionally, most organizations don’t know how to measure LOS appropriately. Understanding the nuances of what should be and not be included in the measure is critical to knowing how to manage it.
- Defining LOS as an opportunity
- Common methods of measuring LOS and GLMOS
- What items should be included and excluded from the measure
- Common mistakes in measuring LOS
Chapter 2: How to create the infrastructure to roll out the changes
Organizations require significant infrastructure in order to roll out a sustainable LOS program in their organizations. Building all the components from the ground up is critical to get the organization firing on all cylinders to keep LOS down.
- Developing the steering committee
- Developing the working group
- Developing the teams
- Developing the meeting schedules and project tracking
Chapter 3: Negotiating with payors to improve approvals
If the payers are not cooperating or you are not negotiating well, the organization will never achieve GMLOS. Knowing what to ask for is critical and getting it into the contract even more so.
- Collecting performance indicators for approvals
- Setting the required standards for approvals
- Meeting with the payors
- Negotiating the contracts
Chapter 4: Utilizing hospitalist to manage "inlier" patients
The utilization of hospitalist is critical because an organization has control over them. For the first time the priority of an organization can be part of play in getting LOS down to GMLOS.
- What are inliers and how to identify them
- Significance of managing inliers
- Utilization of hospitalist in managing inliers
- Specific information required to manage the hospitalists for LOS
Chapter 5: Setting up post-acute care services to manage "outlier" patients
The most expensive place to treat the patient is in the acute care setting. Any other location will by default be less costly. Knowing clinically when to transition the patient to the right level of care is critical.
- What are outlier patients and how to identify them
- Significance of managing outliers
- Negotiating with post-acute care services
- Setting up communication forms with post-acute care facilities
Chapter 6: New innovative reports for managing ALOS and its process
A new level of performance requires newer innovative reports. Reports showing utilization patterns of providers, LOS broken down by inliers and outliers, discharge patterns, and operator discharge times are critical to managing every aspect of the discharge.
- New processes require new reporting
- How to use these reports
- Troubleshooting LOS using reports
- Ranking opportunities using reports
Chapter 7: Inter-disciplinary review structure that provides the most benefits
Daily reviews are critical to keep tabs on the patient’s condition. The escalation is critical to enable the IDR to function effectively.
- Do you have all the right people at the table?
- What is the expectation of the team?
- When and where are they meeting?
- Creating an escalation process.
Chapter 8: Getting the benefits of reducing LOS
It’s one thing to reduce LOS but it needs to work in conjunction with labor and non-labor to get the benefits. For the department is not staffing to volumes the cost structure will change.
- What does LOS mean to resources
- Metrics to track for benefits (labor and non-labor)
- Tracking readmissions to make sure LOS is not pushing too hard
- Quantifying avoidable days
Chapter 9: LOS management is a perpetual process
Sustainability for LOS requires constant vigilance. Infrastructure that is constantly monitoring the metric is critical. These metrics need to be monitored in conjunction with reciprocating metrics such as 30 day re-admissions to make sure LOS is not decreased at the expense of patient condition.
- What happens when the team disbands
- Components that need to be in place for CQI process
- Monitoring at each level of management
- Making it part of the culture
Chapter 10: Leadership drives culture and results through proper communication
The most critical part of the book is making sure you have the right leadership in place. What are the characteristics of a good leadership that can drive the culture.
- The value of strong leadership
- The communication methodology
