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© 1995 Faculty of Public Health Medicine of the Royal Colleges of Physicians of the United Kingdom

research-article

Understanding variations in lengths of stay between hospitals for fractured neck of femur patients and the potential consequences of reduced stay targets


Roger Beech, Senior Research Fellow in Operational Research
Celia Withey, Lecturer in Public Health Medicine
Richard Morris, Senior Lecturer in Medical Statistics

Department of Public Health Medicine, UMDS St Thomas's Campus, London SE1 7EH
Department of Public Health, Royal Free Hospital School of Medicine London W3 2PF


Address correspondence to Dr Beech

BACKGROUND: Economic incentives exist to scrutinize length of stay variations between hospitals. However, the reasons for variations can be complex, and without knowing these the feasibility of shorter stay targets, and their implications for patient outcome, are unclear.

METHODS: This research compared care received by patients admitted for fractured neck of femur at an inner-city university teaching hospital, an inner-city associated teaching hospital and an associated teaching hospital in an urban setting. Multiple regression and descriptive analysis were used to examine how in-patient acute stay was affected by the severity of cases on admission and the supply of beds beyond the acute setting. Data on patient outcome were mortality up to three months post fracture and functional ability at in-patient discharge and three months post fracture.

RESULTS: A total of 492 patients were recruited. Patient outcomes at three months were similar at the hospitals. Multiple regression revealed significant differences between the patient stay of the inner-city teaching hospital and the urban associated teaching hospital. A difference in stay of around 14 days was demonstrated, with the urban hospital having the shorter stay. These differences were linked to it having a greater supply of non-acute beds.

CONCLUSION: Significant differences in patient stay between hospitals can be due to factors beyond the direct control of the acute unit. Economic incentives may mean that purchasers and providers ignore a full analysis of these factors and set length of stay targets which are not feasible in the short term. This could reduce the quality and impair the outcome of patient care


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