• Gianmauro Numico, Roberta Bellini, Cristian Zanelli, Roberto Ippoliti, Riccardo Boverio, Daniela Kozel, Piero Davio, Giuseppe Aiosa, Aldo Bellora, Guido Chichino, Luigi Ruiz, Marco Ladetto, Biagio Polla, Marco Manganaro, Gianfranco Pistis, Carlo Gemme, Paolo Stobbione, Massimo Desperati, and Giacomo Centini.
• Department of Medicine and Medical Oncology Unit, Azienda Ospedaliera SS Antonio e Biagio e Cesare Arrigo, Via Venezia 16, 15121, Alessandria, Italy. gianmauro.numico@ospedale.al.it.
• Intern Emerg Med. 2020 Sep 1; 15 (6): 1011-1019.

AbstractGiven the high hospital costs, the increasing clinical complexity and the overcrowding of emergency departments, it is crucial to improve the efficiency of medical admissions. We aimed at isolating organizational drivers potentially targetable through a widespread improvement action. We studied all medical admissions in a large tertiary referral hospital from January 1st to December 31st, 2018. Data were retrieved from the administrative database. Available information included age, sex, type (urgent or elective) and Unit of admission, number of internal transfers, main ICD-9 diagnosis, presence of cancer among diagnoses, surgical or medical code, type of discharge, month, day and hour of admission and discharge. National Ministry of Health database was used for comparisons. 8099 admissions were analyzed. Urgent admissions (80.5% of the total) were responsible for longer stays and were the object of the multivariate analysis. The variables most influencing length-of-stay (LOS) were internal transfers and assisted discharge: they contributed, respectively, to 62% and 40% prolongation of LOS. Also, the daily and weekly kinetics of admission accounted for a significant amount of variation in LOS. Long admissions (≥ 30 days) accounted for the 15.5% of total bed availability. Type of discharge and internal transfers were again among the major determinants. A few factors involved in LOS strictly depend on the organizational environment and are potentially modifiable. Re-engineering should be focused on making more efficient internal and external transitions and at ensuring continuity of the clinical process throughout the day and the week.

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