Table 1, Principal themes of the ReEngineered Discharge (RED) process - Advances in Patient Safety: New Directions and Alternative Approaches (Vol. 3: Performance and Tools)

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Henriksen K, Battles JB, Keyes MA, et al., editors. Advances in Patient Safety: New Directions and Alternative Approaches (Vol. 3: Performance and Tools). Rockville (MD): Agency for Healthcare Research and Quality (US); 2008 Aug.

Advances in Patient Safety: New Directions and Alternative Approaches (Vol. 3: Performance and Tools).

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Table 1Principal themes of the ReEngineered Discharge (RED) process

Delineation of roles and responsibilities must be explicit.
Waiting until the discharge decision is made before beginning the discharge process can increase the risk of errors.
Patient education must occur throughout the hospitalization, not just at the time of discharge.
Information must flow reliably from the primary-care physician (PCP), to the hospital team, among hospital team members, and back to the PCP.
Information to be included in the discharge résumé (summary) should be available when it is prepared. The discharge résumé must be completed before discharge and updated at the time of discharge. Waiting days or weeks leads to errors.
Every discharge must have a written discharge plan that is comprehensive in scope and that addresses medications and other therapies, dietary and other lifestyle modifications, followup care, patient education and health literacy improvements, and instructions about what to do if the patient’s condition changes.
A comprehensive discharge plan must be completed for every patient before discharge, and a copy of the plan should be provided to the patient at discharge.
All patients should have access to their discharge information written in their language and at their literacy level.
Patients at risk for rehospitalization should have their discharge plan reinforced after discharge.
All information about the patient’s admission must be organized and promptly delivered to the PCP.
Efficient and safe hospital discharges are significantly more challenging if case management staff members are available only during limited daytime hours.
Discharge processes must be benchmarked, measured, and subjected to continuous quality improvement.

From: Developing the Tools to Administer a Comprehensive Hospital Discharge Program: The ReEngineered Discharge (RED) Program

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Jack B, Greenwald J, Forsythe S, et al. Developing the Tools to Administer a Comprehensive Hospital Discharge Program: The ReEngineered Discharge (RED) Program. In: Henriksen K, Battles JB, Keyes MA, et al., editors. Advances in Patient Safety: New Directions and Alternative Approaches (Vol. 3: Performance and Tools). Rockville (MD): Agency for Healthcare Research and Quality (US); 2008 Aug. Table 1, Principal themes of the ReEngineered Discharge (RED) process.
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