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In the words of Roger Parsons, Chief Financial Officer, San Antonio Community Hospital, Upland, CA (300 acute care beds):
“The length of stay reduction project is the most successful project we have ever had. It is the best example of continuous improvement I have ever seen. We reduced our ALOS for Medicare by 30% and saved $10-15M annually.”
There is a clearly demonstrable return based on the number of freed up bed days that has enabled risk-reward compensation to be the norm for Eagle projects in the US. Clearly, in the NHS in the UK, freeing up bed days can have a wide range of possible implications, from taking on more procedures to closing expensive and unneeded wards. A bed day typically costs in the region of £300, ‘all in’. Freeing up a bed day may not translate directly to a saving of £300, but will allow consequent savings of between one and two thirds of that value in any environment working on improving performance through length of stay reduction. Whatever the model applied, however, the savings attributable to freed up bed days have a value that can be used as a yardstick for the performance improvements, and in itself this value to the NHS trust concerned will be in the order of 10-20 times the cost of the RealTime project within the first year.
West Middlesex University Hospital is close to Heathrow, London. High average length of stay (ALOS) was the biggest contributor to their financial deficit in 2009-10.
“We have been able to cut costs while improving the quality of care. RealTime allows us to marry resources with needs, has enabled a healthy discharge rhythm and has improved forward planning.”Simon Marshall, CFO, West Middlesex University Hospital
Cambridge University Hospitals NHS Foundation Trust signed a business partnership agreement with RealTime Health Ltd to enable both parties to profit from promoting the RealTime product in the market.
