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Length-of-Stay Management

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BRG professionals collaborated with a 410-bed, not-for-profit hospital in the northeastern US to optimize its case management department and improve length-of-stay (LOS) and status management. At the onset of the engagement, the hospitals Case Management department wasn’t being led by a director. There was no role delineation between RN and Social Work case managers. The case managers’ primary focus was to oversee discharge planning. At the time, the hospital’s average LOS was 1.21 days over the CMS geometric mean LOS (GMLOS) benchmark for the population, resulting in 11,000 annualized excess days, and an estimated financial opportunity of $6.9 million.

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