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[What are the costs of pediatric cardiosurgery?]
G Di Liso1, V Di Ciommo, A Petrone
1Sistema Informativo Ospedaliero, Ospedale Pediatrico Bambino Gesu, Roma.
Insights
A cost analysis of pediatric cardiovascular procedures revealed significant financial losses. Understanding costs within Diagnosis-Related Group 108 is crucial for hospital budgeting and financial stability.
Area of Science:
- Pediatric Cardiology
- Health Economics
- Hospital Administration
Context:
- Analysis of patient costs and revenue in a pediatric cardiology department.
- Focus on Diagnosis-Related Group 108 (other cardiovascular procedures) during a six-month period in 1994.
- Involved 76 patients, with 30 charts reviewed for detailed cost analysis.
Purpose:
- To conduct a cost analysis of patients discharged from the Pediatric Cardiology and Heart Surgery department.
- To evaluate the financial viability of specific Diagnosis-Related Groups (DRGs) within a children's hospital.
- To highlight the importance of accurate cost identification for departmental budgeting.
Summary:
- A review of 30 patient charts in DRG 108 showed a mean cost of 30,381,000 ITL versus a revenue of 23,545,800 ITL.
- A high positive correlation (R = 0.85) was found between Length of Stay (LOS) and total cost.
- Other cases within DRG 108 (46 patients) had a longer Mean Length of Stay (MLOS) and incurred higher costs.
Impact:
- Emphasizes the need for precise cost identification within specific DRGs for accurate departmental budgeting.
- Underscores the importance of financial analysis for the survival of referral hospitals.
- Provides insights into the financial challenges associated with pediatric cardiovascular procedures.
Abstract:
A cost analysis of patients discharged from the Department of Pediatric Cardiology and Heart Surgery of "Bambino Gesu" Children's Hospital was performed. Analysis focused on the costs and revenue from Diagnosis-Related Group 108 ("other cardiovascular procedures") during a six-month period in 1994 (n. = 76). The sample of 30 charts reviewed (MLOS 20.36 +/- 27.87 days) showed a mean cost of 30,381,000 italian lire (ITL) vs a revenue of ITL 23,545,800. The Pearson correlation coefficient between LOS and total cost was high (R = 0.85; p < 0.001). Other cases in DRG 108 (n. = 46) had an MLOS of 29.13 +/- 25.25 days and a higher cost. We emphasize the usefulness of identifying the costs for patients grouped in a specific DRG in order to establish an accurate departmental budget as well as to ensure the financial survival of referral hospitals.