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<h3>Background</h3> We have had a succession of cases involving significant delays in patient discharges from the inpatient unit. We identified several factors contributing to these delays and felt that as a specialist unit with a limited number of beds serving the county, this was a problem that would benefit from a quality improvement approach. <h3>Aim</h3> To reduce the length of stay of patients on the inpatient unit where discharge to an alternative place of care is appropriate. Target: 10% reduction in average length of stay (LOS) over six months from January 2025. <h3>Method</h3> We formed a team of multidisciplinary members involved in the discharge process. We met monthly from November 2024 to review change ideas and implementation. We audited data throughout 2024, identifying patients with a LOS >2 weeks, when discharge planning was involved. We then compared these with 2025 data, Jan-March, and plan to review again in June to assess the impact of the changes at six months. Multiple Plan-Do-Study-Act cycle changes included: IPOS outcome measure – adding a narrative discharge question. Discharge template on patient record – improving documentation and flow. Communication with referrers – ensure realistic expectations and review information leaflets. Discharge funding processes – discuss options for improved efficiency. <h3>Results</h3> A repeat audit of the first three months of 2025 indicated a reduction average LOS from the initial audit of three days; from 23 to 20. There were fewer outliers in the data, with an average reduction in the maximum length of stay of 15 days. <h3>Conclusion</h3> We feel that the quality improvement approach as well as enabling changes to improve the efficiency and effectiveness of the discharge process, has improved team working and communication. The three – monthly data indicate improvements in the LOS figures, and we are optimistic that as we continue to develop and implement change, the six – monthly data will demonstrate further improvement.