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Career Development
Although the term “hospitalist” was coined in 1996 in a New England Journal of Medicine article, the field of HM grew organically from pressure to optimize hospital economics and improve efficiency in economically pressed healthcare markets.1
Scholarship in HM has also grown and now includes regular publications of investigations exploring optimization of efficiency and quality, many with an emphasis on patient safety. In this way, HM is a unique field, with tools for approaching problems that aren’t commonly used in other branches of medicine.
In parallel to the emergence of HM as a field distinct from general internal medicine (IM), the HM fellowship is similar but distinct. Such fellowships serve multiple purposes.
HM fellowships can add clinical expertise and scholarship skills for a career in HM. While early HM research focused on proving the value of the hospitalist model, the field has expanded greatly for those interested in an academic career. The molding of a safer, more efficient hospital of the future depends on the creativity and scholarship of HM leaders. Further, experts suggest that with its unique emphasis on quality, safety, and efficiency, the field will be a key player in healthcare reform.2 Its strength lies in traditional clinical research, as well as further adoption of lessons from other fields including industry, ethnography, and public health.3 As such, fellowships to train future leaders and researchers is essential.
SHM’s website (www.hospitalmedicine.org/fellowships) lists dozens of IM hospitalist fellowships, as well as programs in family practice, pediatrics, and psychiatry. These programs last from one to three years, accept from one to six fellows per year, and exist in locations throughout the U.S. and Canada.
An excellent description of the nature and scope of pediatric HM fellowships was published last year in the Journal of Hospital Medicine.4 Descriptions of IM and HM fellowships also have been published.3,5
Hospitalist fellowships, like IM fellowships, aren’t credentialed by a governing body. In contrast to subspecialty fellowships, no separate specialty board exam is required for admittance to the field after completion of fellowship. HM positions do not require training after residency, and HM job opportunities continue to outpace the available workforce. This is the basis for the most important question confronting anyone considering such a fellowship: How is a fellowship of benefit to a career as a hospitalist?
Program Types
Ranji and colleagues wrote that the “goal of hospital medicine fellowship training is to produce clinicians who are trained explicitly in studying and optimizing medical care of the hospitalized patient and in disseminating that knowledge for the advancement of patient care.”3 A review of information available for the different programs reveals two distinct approaches to this goal, with much overlap but distinct emphases:
Clinical programs usually last one year with a majority of time spent filling clinical responsibilities. In addition to providing focused exposure to HM with an emphasis on the Core Competencies in Hospital Medicine as outlined by SHM, such a program generally expands a trainee’s clinical scope. Additional training in palliative care, the management of neurologic emergencies, and comanagement of surgical patients are likely to be a part of clinical practice but often are underemphasized during residency. Research expectations vary, but most clinical programs allot some time for quality-improvement (QI) projects.
Clinical fellowships also afford more leadership training than most jobs would offer in the period immediately following residency. It also offers the possibility of refining clinical skills and developing a clinical niche.
Academic programs last two years and are characterized by two to four months of clinical responsibility per year. They offer a formal teaching curriculum and provide dedicated training in research, health policy, or health economics.3 Research training varies from program to program. Most include basic biostatistics and research-method coursework at a minimum; others offer the option to pursue a graduate degree in clinical research or public health.
Academic programs also offer dedicated research mentorship.
Other Considerations
The value of an HM fellowship lies in career development. The decision to commit to a relatively low-paying fellowship can be a difficult one, especially given the debt burden most graduating residents bear and the abundance of high-paying HM jobs. It also is important for those interested in a career as an academic hospitalist to consider not only HM fellowships, but other programs as well, such as the Robert Wood Johnson Clinical Scholars Program (rwjcsp.unc.edu/about/index.html).
While all of the fellowship programs aren’t geared specifically toward the hospitalist, they often incorporate faculty with expertise that would benefit a future academic hospitalist. Of course, the best fit for an individual depends on their particular interests and needs.
Fellowship in HM can offer training in clinical skills, clinical research, teaching, and quality and patient safety. Anyone interested in an HM career should consider a fellowship an opportunity for career development in a young specialty entrenched in revolutionizing the care of hospitalized patients. Academic HM fellowships hold the promise of empowering tomorrow’s academic leaders with the tools to continue to move the field forward. TH
Dr. Mann is a fellow in the division of hospital medicine, Department of Medicine, at Mount Sinai School of Medicine in New York City. Dr. Markoff is associate division chief and fellowship director in the division of hospital medicine, Department of Medicine, at Mount Sinai School of Medicine in New York City.
References
- Wachter RM. Reflections: the hospitalist movement a decade later. J Hosp Med. 2006;1(4):248-252.
- Wachter RM. Keynote presentation. SHM national meeting. National Harbor, Md.: May 2010.
- Ranji SR, Rosenman DJ, Amin AN, Kripalani S. Hospital medicine fellowships: works in progress. Am J Med. 2006;119(1):72.e1-e7.
- Freed GL, Dunham KM, Research advisory committee of the American Board of Pediatrics. Characteristics of pediatric hospital medicine fellowships and training programs. J Hosp Med. 2009;4:157-163.
- Arora V, Fang MC, Kripalani S, Amin AN. Preparing for “diastole”: advanced training opportunities for academic hospitalists. J Hosp Med. 2006;1(6):368-377.
Although the term “hospitalist” was coined in 1996 in a New England Journal of Medicine article, the field of HM grew organically from pressure to optimize hospital economics and improve efficiency in economically pressed healthcare markets.1
Scholarship in HM has also grown and now includes regular publications of investigations exploring optimization of efficiency and quality, many with an emphasis on patient safety. In this way, HM is a unique field, with tools for approaching problems that aren’t commonly used in other branches of medicine.
In parallel to the emergence of HM as a field distinct from general internal medicine (IM), the HM fellowship is similar but distinct. Such fellowships serve multiple purposes.
HM fellowships can add clinical expertise and scholarship skills for a career in HM. While early HM research focused on proving the value of the hospitalist model, the field has expanded greatly for those interested in an academic career. The molding of a safer, more efficient hospital of the future depends on the creativity and scholarship of HM leaders. Further, experts suggest that with its unique emphasis on quality, safety, and efficiency, the field will be a key player in healthcare reform.2 Its strength lies in traditional clinical research, as well as further adoption of lessons from other fields including industry, ethnography, and public health.3 As such, fellowships to train future leaders and researchers is essential.
SHM’s website (www.hospitalmedicine.org/fellowships) lists dozens of IM hospitalist fellowships, as well as programs in family practice, pediatrics, and psychiatry. These programs last from one to three years, accept from one to six fellows per year, and exist in locations throughout the U.S. and Canada.
An excellent description of the nature and scope of pediatric HM fellowships was published last year in the Journal of Hospital Medicine.4 Descriptions of IM and HM fellowships also have been published.3,5
Hospitalist fellowships, like IM fellowships, aren’t credentialed by a governing body. In contrast to subspecialty fellowships, no separate specialty board exam is required for admittance to the field after completion of fellowship. HM positions do not require training after residency, and HM job opportunities continue to outpace the available workforce. This is the basis for the most important question confronting anyone considering such a fellowship: How is a fellowship of benefit to a career as a hospitalist?
Program Types
Ranji and colleagues wrote that the “goal of hospital medicine fellowship training is to produce clinicians who are trained explicitly in studying and optimizing medical care of the hospitalized patient and in disseminating that knowledge for the advancement of patient care.”3 A review of information available for the different programs reveals two distinct approaches to this goal, with much overlap but distinct emphases:
Clinical programs usually last one year with a majority of time spent filling clinical responsibilities. In addition to providing focused exposure to HM with an emphasis on the Core Competencies in Hospital Medicine as outlined by SHM, such a program generally expands a trainee’s clinical scope. Additional training in palliative care, the management of neurologic emergencies, and comanagement of surgical patients are likely to be a part of clinical practice but often are underemphasized during residency. Research expectations vary, but most clinical programs allot some time for quality-improvement (QI) projects.
Clinical fellowships also afford more leadership training than most jobs would offer in the period immediately following residency. It also offers the possibility of refining clinical skills and developing a clinical niche.
Academic programs last two years and are characterized by two to four months of clinical responsibility per year. They offer a formal teaching curriculum and provide dedicated training in research, health policy, or health economics.3 Research training varies from program to program. Most include basic biostatistics and research-method coursework at a minimum; others offer the option to pursue a graduate degree in clinical research or public health.
Academic programs also offer dedicated research mentorship.
Other Considerations
The value of an HM fellowship lies in career development. The decision to commit to a relatively low-paying fellowship can be a difficult one, especially given the debt burden most graduating residents bear and the abundance of high-paying HM jobs. It also is important for those interested in a career as an academic hospitalist to consider not only HM fellowships, but other programs as well, such as the Robert Wood Johnson Clinical Scholars Program (rwjcsp.unc.edu/about/index.html).
While all of the fellowship programs aren’t geared specifically toward the hospitalist, they often incorporate faculty with expertise that would benefit a future academic hospitalist. Of course, the best fit for an individual depends on their particular interests and needs.
Fellowship in HM can offer training in clinical skills, clinical research, teaching, and quality and patient safety. Anyone interested in an HM career should consider a fellowship an opportunity for career development in a young specialty entrenched in revolutionizing the care of hospitalized patients. Academic HM fellowships hold the promise of empowering tomorrow’s academic leaders with the tools to continue to move the field forward. TH
Dr. Mann is a fellow in the division of hospital medicine, Department of Medicine, at Mount Sinai School of Medicine in New York City. Dr. Markoff is associate division chief and fellowship director in the division of hospital medicine, Department of Medicine, at Mount Sinai School of Medicine in New York City.
References
- Wachter RM. Reflections: the hospitalist movement a decade later. J Hosp Med. 2006;1(4):248-252.
- Wachter RM. Keynote presentation. SHM national meeting. National Harbor, Md.: May 2010.
- Ranji SR, Rosenman DJ, Amin AN, Kripalani S. Hospital medicine fellowships: works in progress. Am J Med. 2006;119(1):72.e1-e7.
- Freed GL, Dunham KM, Research advisory committee of the American Board of Pediatrics. Characteristics of pediatric hospital medicine fellowships and training programs. J Hosp Med. 2009;4:157-163.
- Arora V, Fang MC, Kripalani S, Amin AN. Preparing for “diastole”: advanced training opportunities for academic hospitalists. J Hosp Med. 2006;1(6):368-377.
Although the term “hospitalist” was coined in 1996 in a New England Journal of Medicine article, the field of HM grew organically from pressure to optimize hospital economics and improve efficiency in economically pressed healthcare markets.1
Scholarship in HM has also grown and now includes regular publications of investigations exploring optimization of efficiency and quality, many with an emphasis on patient safety. In this way, HM is a unique field, with tools for approaching problems that aren’t commonly used in other branches of medicine.
In parallel to the emergence of HM as a field distinct from general internal medicine (IM), the HM fellowship is similar but distinct. Such fellowships serve multiple purposes.
HM fellowships can add clinical expertise and scholarship skills for a career in HM. While early HM research focused on proving the value of the hospitalist model, the field has expanded greatly for those interested in an academic career. The molding of a safer, more efficient hospital of the future depends on the creativity and scholarship of HM leaders. Further, experts suggest that with its unique emphasis on quality, safety, and efficiency, the field will be a key player in healthcare reform.2 Its strength lies in traditional clinical research, as well as further adoption of lessons from other fields including industry, ethnography, and public health.3 As such, fellowships to train future leaders and researchers is essential.
SHM’s website (www.hospitalmedicine.org/fellowships) lists dozens of IM hospitalist fellowships, as well as programs in family practice, pediatrics, and psychiatry. These programs last from one to three years, accept from one to six fellows per year, and exist in locations throughout the U.S. and Canada.
An excellent description of the nature and scope of pediatric HM fellowships was published last year in the Journal of Hospital Medicine.4 Descriptions of IM and HM fellowships also have been published.3,5
Hospitalist fellowships, like IM fellowships, aren’t credentialed by a governing body. In contrast to subspecialty fellowships, no separate specialty board exam is required for admittance to the field after completion of fellowship. HM positions do not require training after residency, and HM job opportunities continue to outpace the available workforce. This is the basis for the most important question confronting anyone considering such a fellowship: How is a fellowship of benefit to a career as a hospitalist?
Program Types
Ranji and colleagues wrote that the “goal of hospital medicine fellowship training is to produce clinicians who are trained explicitly in studying and optimizing medical care of the hospitalized patient and in disseminating that knowledge for the advancement of patient care.”3 A review of information available for the different programs reveals two distinct approaches to this goal, with much overlap but distinct emphases:
Clinical programs usually last one year with a majority of time spent filling clinical responsibilities. In addition to providing focused exposure to HM with an emphasis on the Core Competencies in Hospital Medicine as outlined by SHM, such a program generally expands a trainee’s clinical scope. Additional training in palliative care, the management of neurologic emergencies, and comanagement of surgical patients are likely to be a part of clinical practice but often are underemphasized during residency. Research expectations vary, but most clinical programs allot some time for quality-improvement (QI) projects.
Clinical fellowships also afford more leadership training than most jobs would offer in the period immediately following residency. It also offers the possibility of refining clinical skills and developing a clinical niche.
Academic programs last two years and are characterized by two to four months of clinical responsibility per year. They offer a formal teaching curriculum and provide dedicated training in research, health policy, or health economics.3 Research training varies from program to program. Most include basic biostatistics and research-method coursework at a minimum; others offer the option to pursue a graduate degree in clinical research or public health.
Academic programs also offer dedicated research mentorship.
Other Considerations
The value of an HM fellowship lies in career development. The decision to commit to a relatively low-paying fellowship can be a difficult one, especially given the debt burden most graduating residents bear and the abundance of high-paying HM jobs. It also is important for those interested in a career as an academic hospitalist to consider not only HM fellowships, but other programs as well, such as the Robert Wood Johnson Clinical Scholars Program (rwjcsp.unc.edu/about/index.html).
While all of the fellowship programs aren’t geared specifically toward the hospitalist, they often incorporate faculty with expertise that would benefit a future academic hospitalist. Of course, the best fit for an individual depends on their particular interests and needs.
Fellowship in HM can offer training in clinical skills, clinical research, teaching, and quality and patient safety. Anyone interested in an HM career should consider a fellowship an opportunity for career development in a young specialty entrenched in revolutionizing the care of hospitalized patients. Academic HM fellowships hold the promise of empowering tomorrow’s academic leaders with the tools to continue to move the field forward. TH
Dr. Mann is a fellow in the division of hospital medicine, Department of Medicine, at Mount Sinai School of Medicine in New York City. Dr. Markoff is associate division chief and fellowship director in the division of hospital medicine, Department of Medicine, at Mount Sinai School of Medicine in New York City.
References
- Wachter RM. Reflections: the hospitalist movement a decade later. J Hosp Med. 2006;1(4):248-252.
- Wachter RM. Keynote presentation. SHM national meeting. National Harbor, Md.: May 2010.
- Ranji SR, Rosenman DJ, Amin AN, Kripalani S. Hospital medicine fellowships: works in progress. Am J Med. 2006;119(1):72.e1-e7.
- Freed GL, Dunham KM, Research advisory committee of the American Board of Pediatrics. Characteristics of pediatric hospital medicine fellowships and training programs. J Hosp Med. 2009;4:157-163.
- Arora V, Fang MC, Kripalani S, Amin AN. Preparing for “diastole”: advanced training opportunities for academic hospitalists. J Hosp Med. 2006;1(6):368-377.
Care Model for ED Boarders
Emergency Department (ED) overcrowding has become an important problem in North American hospitals.13 A national survey identified the prolonged length of stay of admitted patients in the ED as the most frequent reason for overcrowding.4 This complex problem occurs when hospital inpatient census increases and prevents admitted patients from being assigned and transported to hospital beds in a timely manner.5 The practice of holding admitted patients in the ED, known as boarding, is typically defined as the length of stay (LOS) in ED beginning 2 hours after the time of admission to the time of transfer to the wards.
In a study of daily mean ED LOS, Rathlev et al.6 concluded that a 5% increase in hospital occupancy resulted in 14 hours of holding time for all patients in the ED, and an observational study found that when hospital occupancy exceeds a threshold of 90%, the ED LOS for admitted patients correspondingly increased.7 Thus, efforts to decrease overcrowding will need to address both ED and hospital throughput and LOS. Most importantly, overcrowding has important consequences on physician and patient satisfaction and the quality of patient care.811
Between 1995 and 2005, ED visits rose 20% from 96.5 million to 115.3 million visits annually, while the number of hospital EDs decreased from 4176 to 3795, making an overall 7% increase in ED utilization rate.12 Similarly, there was a 12% increase in the total inpatient admissions for all registered hospitals in the United States from 31 million in 1995 to 35.3 million in 2005.13 However, despite this increase in demand of ED utilization and inpatient admissions, there had been a steady decline in the supply of hospital beds, from 874,000 in 1995, to 805,000 in 2006.13 These factors have exacerbated the problem of ED overcrowding and boarding.
Not only does boarding entail additional consumption of space, resources, equipment, and manpower, it also potentially compromises patient safety. Typically, hospitalists and inpatient medical teams are engaged in providing care to patients in the wards, while ED physicians and nurses are busy taking care of newly‐arrived ED patients. Non‐ED physicians may have the false impression that their boarded patients, while in the ED, are receiving continuous care and so may decide to delay seeing these patients, which can jeopardize the quality and timeliness of care. Studies have shown that ED overcrowding may potentially lead to poor patient care and outcomes and increased risk for medical errors.1416 ED overcrowding potentially causes multiple effects, including prolonging patient pain and suffering, long patient waiting time, patient dissatisfaction, ambulance diversions, decreased physician productivity, and increased frustration among medical staff.15 In a report by the Joint Commission Accreditation of Healthcare Organizations,17 ED overcrowding was cited as a significant contributing factor in sentinel event cases of patient death or permanent injury due to delays in treatment. Boarding critically ill patients who are physiologically vulnerable and unstable can allow them to be subjected to treatment delays at a pivotal point when time‐sensitive interventions are necessary, ie, sepsis or cardiogenic shockthe golden hour in trauma.16 Medical errors are usually not caused by individual errors but by complex hospital systems; and ED overcrowding is a prime example of a system problem that creates a high‐risk environment for medical errors and threatens patient safety.18
Our hospital commonly has 5 to 15 boarders and often has 20 to 30 boarders at any time. Approximately 90% of these patients are admitted to the Medical Service. In response to this challenge, our institution has designated a full‐time hospitalist to manage boarded patients. The primary goal of this new role is to ensure patient safety and the delivery of high‐quality care while admitted patients are in the ED (Table 1).
| |
1 | Round on all patients admitted to the Department of Medicine located in the ED, including those on the Teaching and Nonteaching Services. Rounds focus on patient safety, such as ensuring vital home and hospital medications are administered and changes in stability are noted. All patient updates are documented in the ED electronic medical records (IBEX). |
2 | Identify admitted patients who may be downgraded from telemetry to nontelemetry status. Telemetry and cardiac beds are in high demand, and decreasing utilization facilitates obtaining the appropriate ward bed for ED patients. |
3 | Assess admitted patients for possible discharge. The patient's condition may have improved or results may indicate that admission is no longer required. The ED hospitalist communicates with the ED physician and wards teams, facilitates management, implements the discharge, and ensures adequate follow‐up. |
4 | Refer patients to an ED social worker as needed. |
5 | Facilitate referrals to other medical or surgical specialties if indicated. |
6 | Clarify the plan of care with the ED staff and facilitates ED communication with the ward team. Acts as a liaison and a resource for the ED physicians and nursing staff. |
7 | Supervise the triage duties of the medical admitting resident. |
8 | Provide medical consultation to ED physicians for patients not being admitted to the hospital or who are being admitted to other services (eg, surgery). |
The objectives of the study were to determine: (1) the impact on quality of care by assessing laboratory results acted upon and medication follow‐up by the ED hospitalist, and (2) the impact on throughput by assessing the number of ED discharges and telemetry downgrades.
Methods
Setting
The Mount Sinai Medical Center is a tertiary‐care 1121‐bed acute care teaching hospital located in New York City. The hospital borders East Harlem and the Upper East Side of Manhattan. The Medical Service is composed of a Teaching Service, composed of house staff and attendings, and a non‐Teaching Service, composed of nurse practitioners, physician assistants, and attendings. Hospitalists and private attendings may have patients on either the Teaching or the non‐Teaching Service. In 2007, there were 56,541 patients admitted for a total of 332,368 days. The mean LOS for medical inpatients was 5.89 days. The total ED visit was 79,500 with a total inpatient and critical care admissions of 24,522. The mean and median LOS for all ED patients were 623 minutes and 493 minutes, respectively. There were 11,488 patients who qualified as boarders, averaging 31.5 boarders per 24 hours; with a mean and median LOS per boarder of 288 minutes and 198 minutes, respectively. The ED LOS for admitted patients ranged from 2 minutes to 4074 minutes (2.83 days).
Admission Process
Once an ED attending physician decides that a patient is to be admitted, the patient is placed on a computerized list in the ED's electronic medical record (IBEX software). The Medical Admitting Resident (MAR) evaluates and triages admitted patients, and assigns and gives a verbal report to the appropriate Medicine Service (ie, Teaching, non‐Teaching, cardiac telemetry unit, intensive care, etc.). The Admitting Office searches for and assigns the appropriate unit and bed for the patient. A hospitalist or resident physician performs the patient's initial assessment and evaluation in the ED, and admission orders are placed in the inpatient computerized order entry system (TDS). When the bed is ready, the ED nurse gives a verbal report to the floor nurse, and the patient is transported to the ward.
Responsibilities
The specific responsibilities of the ED hospitalist are listed in Table 1. The primary role is to round on patients admitted to the Medicine Service who are located in the ED. This encompasses a wide array of patients and services, including patients assigned to a hospitalist service attending or who have a private attending, patients admitted to the Teaching or non‐Teaching Service, patients admitted to the intensive care unit, and patients admitted to a general medicine or specialty service (eg, telemetry, oncology, human immunodeficiency virus [HIV]). Rounding includes review of the ED's electronic medical record as well as direct examination of patients. The hospitalist focuses on patients with longer ED LOS and on aspects of care that may lapse while patients remain in the ED for prolonged periods. At our institution, the follow‐up of subsequent tests, laboratory values, and medications for ED boarders is the responsibility of the primary inpatient team, though the ED physicians act on urgent and critical results and continue to deliver all emergency care. Through rounding, the ED hospitalist is able to identify abnormal results in a timely manner, alert the ED physician and primary inpatient team, and address abnormalities. Specific examples of laboratory results acted upon include hypokalemia, hyperglycemia, and elevated cardiac enzymes. The ED hospitalist is also able to determine whether any outpatient medications have not yet been administered (eg, antihypertensives, immune suppressants) and ensure that subsequent doses of medications initiated in the ED (eg, antibiotics) are administered during the appropriate timeframe.
Communication is emphasized, as contact with ED physicians, ward physicians, and often the outpatient primary care physician is required when any change in management is considered. The ED hospitalist also provides the capability of rapid response to changes in patient status (eg, a new complaint or fever). In addition, the hospitalist is available to consult on medical patients who may not require admission and on nonmedical patients for whom an internal medicine consult may be beneficial (eg, preoperative optimization of a surgical patient). The ED hospitalist documents the evaluation in the IBEX system. Bills were submitted for visits in which patients were discharged as these encounters are comprehensive, but not for other encounters.
Data Collection
The ED hospitalist role began March 10, 2008 and is a 10‐hour shift (8 AM to 6 PM) on weekdays. The study period was from March 10, 2008 through June 30, 2008. The study was approved by the hospital's institutional review board.
Data were collected on aspects of care that could have been impacted by the ED hospitalist, including medication and laboratory orders, ED discharges, ED admissions avoided, and telemetry downgrades. Discharges from ED refers to boarded admitted patients in the ED, who by the judgment of the ED hospitalist were ready for discharge. Admissions avoided refers to patients who the ED physician planned to admit but had not yet been admitted, and whose admission was avoided through the recommendations made by the ED hospitalist. The ED LOS was defined as the duration of time from when the patient was admitted to the Medicine Service to the time the patient was transferred to a medical ward. Telemetry downgrades were defined as patients assigned to the cardiac telemetry unit who the hospitalist determined required only telemetry on a general medical unit or did not require telemetry, or patients assigned to telemetry on a general medicine unit who the hospitalist determined no longer required telemetry.
Results were expressed as percentages of patients admitted to a Medicine Service and percentage of patients evaluated by the ED hospitalist, as indicated. 95% confidence intervals (CI) were calculated.
Results
During the study period, there were 4363 patients admitted to the Medicine Service and 3555 patients who qualified as boarders (mean of 29 boarders per 24 hours). The mean boarding time of admitted patients was 440 minutes. A total of 634 patients (17.8% of all boarded patients) were evaluated by the ED hospitalist. The mean daily number of patients seen by the ED hospitalist was 8.0.
The key elements of the delivery of care by the ED hospitalist are summarized in Table 2.
Elements | Boarders (n = 3555) [n (%)] | Patients Intervened on (n = 634) [n (%)] |
---|---|---|
| ||
Laboratory results acted upon | 472 (13.2) | 472 (74.5) |
Medication follow‐up | 506 (14.2) | 506 (79.8) |
Discharges from the ED* | 46 (1.3) | 46 (7.3) |
Admissions avoided | 6 (0.2) | 6 (0.95) |
Telemetry downgrades | 61 (1.8) | 61 (9.6) |
The care of boarded patients included follow‐up of laboratory tests for 74.5% (95% CI, 71‐78%) and medication orders for 79.8% (95% CI, 77‐83%) of patients. A total of 46 patients were discharged by the ED hospitalist (0.6 discharges/day) and telemetry was discontinued for 61 patients (0.8 downgrades/day). The discharge rate was 7.3% (95% CI, 5‐10%) and telemetry downgrade rate was 9.6% (95% CI, 8‐12%) of those patients assessed by the ED hospitalist. Expressed as a percentage of the total ED boarders (n = 3555), the combined discharge rate and the admissions avoided rate was 1.5%.
Table 3 shows the discharge diagnoses made from the ED. Chest pain was the most common diagnosis, followed by syncope, pneumonia, and chronic obstructive pulmonary disease (COPD).
Diagnoses | Patients (n = 46) [n (%)] |
---|---|
| |
Chest pain | 12 (26) |
Syncope/dizziness | 7 (15) |
Pneumonia | 4 (9) |
COPD | 4 (9) |
Congestive heart failure | 3 (7) |
Gastroenteritis | 3 (7) |
Dermatitis/rash | 3 (7) |
Alcohol abuse | 3 (7) |
Abdominal pain | 3 (7) |
End stage renal disease | 2 (4) |
Vaginal bleeding | 1 (2) |
Fall | 1 (2) |
Asthma | 1 (2) |
Discussion
Our hospital has successfully implemented an innovative strategy utilizing a hospitalist to help provide seamless care to medical patients located in the ED. Other solutions at our hospital had previously been implemented, but had not adequately addressed the problem, including: (1) protocols to monitor length of stay patterns and deviations, (2) discharge planning activities, (3) organized computerized bed tracking, (4) improvement in the timeliness of ancillary services, (5) daily bed briefing among nurse managers, and (6) 24‐hour presence of a MAR to facilitate triage in the ED.
The current study demonstrates the potential for substantial impact on patient care. The substantial number of the assessed boarder patients for whom laboratory tests (74.5%) and medications (79.8%) were ordered by the ED hospitalists suggests that the quality and timeliness of care was enhanced by this initiative. In addition, the considerable number of patients discharged from the ED and downgraded from telemetry (1.5% and 1.8% of all boarder patients, respectively) suggests that an ED hospitalist may have a meaningful impact on bed utilization and thus decrease ED overcrowding. In 2007, there were 11,488 who qualified as boarders; our data suggest that an ED hospitalist would result in approximately 172 boarders not being admitted annually.
Though the ED LOS was higher during the study period compared to 2007, it was lower than the 2 months immediately preceding implementation of the ED hospitalist role. The ED LOS was 732 and 658 minutes for January and February 2008, respectively, which was markedly increased from 2007 (288 minutes), and prompted development of the ED hospitalist role. The ED LOS during the study period subsequently decreased to 440 minutes. Though the wide fluctuations in ED LOS and the short time period with high ED LOS prior to implementation preclude concluding that the ED hospitalist role decreased ED LOS, the data suggest that an ED hospitalist may be able to improve ED throughput.
The majority of the discharges made by the ED hospitalist are patients who had been admitted for chest pain, had improved, and had negative cardiac enzymes and stress tests. Patients with syncope who were discharged were likely patients without any comorbidities. The COPD and pneumonia admissions were likely patients who improved after aggressive treatment in the ED.
The impact of ED overcrowding on the quality of patient care and outcomes may be substantial. Hwang et al.19 found a direct correlation between ED census and time to pain assessment and administration of analgesic medication. A study at an academic medical center found that higher ED volume was associated with less likelihood of antibiotics being administered within 4 hours for patients with community‐acquired pneumonia.20 A comprehensive review of the literature identified 41 studies examining the effects of ED overcrowding on clinical outcomes and the investigators noted that ED overcrowding was associated with increased in‐hospital mortality.8
Causes of poor outcomes during periods of overcrowding may be the high volume of acute patients preventing adequate time and attention for each ED patient, as well as confusion during the transition from ED to ward physicians. For example, a patient may receive their initial dose of antibiotics from the ED physician, but subsequent doses may be overlooked in the transition of care from the ED physician to the inpatient team. In addition, having admitted patients located in the ED for extended periods of time may lead to these patients not being seen as frequently as patients admitted to the inpatient wards. Another potential consequence of prolonged ED stay for admitted patients is delay in inpatient management. Tests done in the ED may prompt further studies that may not be ordered promptly while patients remain in the ED, which subsequently increases LOS. Other potential issues may be an increase in confusion among geriatric patients in a noisy and crowded ED; decreased access to specialized nursing care that may be available on a hospital ward; decreased access to physical therapy and occupational therapy services; and decreased comfort and satisfaction as patients wait in overcrowded EDs for prolonged periods.
Several other potential innovative solutions to ED overcrowding have been proposed, studied, and tested. These measures generally are focused on improving the three interdependent components of ED workflow: INPUT THROUGHPUT OUTPUT.21, 22 However, process redesign and intervention on these 3 interdependent ED workflow components may be difficult to achieve, especially when hospital resources are limited and when inpatient hospital capacity is already maximized. In some institutions, efforts have been reported to successfully streamline the transfer of admitted ED patients to inpatient beds, through transfer‐to‐ward policy interventions (eg, physician coordinators for patient flow and bed management or transfers made within a defined period of time).2326 However, in a study by Quinn et al.,27 implementation of a rapid admission policy resulted in a decrease of only 10.1 minutes in the ED LOS. Several studies have demonstrated the benefits of an acute medical admissions unit in alleviating ED overcrowding.28, 29 Other unconventional solutions by some hospitals include sending admitted patients to the unit's hallways or placing discharged patients in the hallway while waiting for transportation so that the ED bed will be readily available.30
The ED hospitalist is well‐situated to have an impact on several key hospital outcomes. As the ED hospitalist role was shown to affect processes that relate to ED throughput, it is possible that the role will improve ED overcrowding and decrease ED LOS. Specifically, identifying patients who can be discharged and for whom telemetry is no longer indicated decreases unnecessary bed utilization and allows these beds to be available for other ED patients. This initiative also may promote patient satisfaction by assuring patients that their medical and concerns are being fully addressed while they are in the ED. Increased emphasis on hospital reporting will make patient satisfaction a priority for many hospitals, and the ED hospitalist will be in a unique position to meet and greet patients admitted to the Medicine Service and to reassure them that the medical team is present and addressing their concerns. The hospitalist's ability to facilitate diagnostic testing and treatment while patients remain in the ED may also help decrease the total LOS in the hospital. In addition, the ED hospitalist is also in position to recognize social factors at the earliest stage of admission so that they can be immediately addressed. Future studies will need to be done to determine if this model of transitional care impacts these important factors.
Our study has several important limitations. Most notably, the lack of a comparison interval for which a hospitalist was not assigned to this role prevents us from drawing any definitive conclusions on the benefits of the ED hospitalist model. Also, we collected only summary data and do not have demographic data on the patients managed by the ED hospitalist or information on the ED course of patients who were discharged or had telemetry downgraded. This prevents determination of whether discharged patients did not require admission initially or whose condition evolved over a prolonged ED stay. In addition, other key outcomes, such as patient satisfaction and satisfaction of the ED physicians and nursing staff have not yet been formally measured. Future studies will be needed to determine if an ED hospital model can improve important process and clinical outcomes.
The greatest challenge of this initiative was introducing and familiarizing this role to the key stakeholders, including the ED physicians and nursing staff, house staff, and private practice physicians. Though we did not perform structured surveys on satisfaction, through informal discussions we noted that the role was welcomed with enthusiasm by the ED physicians. Notably, several ED physicians expressed appreciation that they were able to focus their care on new ED patients rather than on the boarded ED patients. Through feedback, we noted soon after implementation that ED faculty and nurses needed further clarification about the potential overlapping roles of the ED hospitalist and ED physicians and ward physicians. These concerns were addressed by educational sessions and announcements, including presentations at ED faculty and staff meetings. The hospitalist assigned to the role each month received individualized orientation prior to assuming the role, and an ED Hospitalist Manual was distributed. Possibly due to these focused sessions, the hospitalists assigned to the role became quickly acclimated.
Conclusions
We have found that designating a hospitalist to directly address the care of ED boarders can enhance the quality and timeliness of care and decrease bed and telemetry utilization with the potential to impact ED and hospital LOS. Given the success of the pilot model, the role was expanded at our institution to 10 hours per day, 7 days per week. Hospitals struggling to address the needs of their admitted patients in the ED should consider incorporating an ED hospitalist to enhance clinical care and address issues relating to throughput. A follow‐up study is needed to more precisely describe the impact of the ED hospitalist model.
- Estimating the degree of emergency department overcrowding in academic medical centers: results of the National ED Overcrowding Study (NEDOCS).Acad Emerg Med.2004;11:38–50. , , , et al.
- Frequency, determinants, and impact of overcrowding in emergency departments in Canada: a national survey.Healthc Q.2007;10:32–40. , , , et al.
- EMDOC (emergency department overcrowding) internet‐based safety net research.Admin Emerg Med.2008;35:101–107. , .
- United States General Accounting Office.Hospital Emergency Departments: Crowded Conditions Vary Among Hospitals and Communities. March 2003.Washington, DC:General Accounting Office;2003.
- Overcrowding in emergency department: increased demand and decreased capacity.Ann Emerg Med.2002;39:430–432. .
- Time series analysis of variables associated with daily mean emergency department length of stay.Ann Emerg Med.2007;49:265–271. , , , et al.
- Effect of hospital occupancy on emergency department length of stay and patient disposition.Ann Emerg Med.2003;10:127–133. , , , et al.
- The effect of emergency department crowding on clinically oriented outcomes.Acad Emerg Med.2009;16:1–10. , , , et al.
- Emergency department overcrowding: the impact of resource scarcity on physician job satisfaction.J Health Manag.2005;50:327–340. , .
- The effect of emergency department crowding on patient satisfaction for admitted patients.Acad Emerg Med.2008;15:825–831. , , , , , .
- The effect of crowding on access and quality in an academic ED.Am J Emerg Med.2006;24:787–794. , .
- National Hospital Ambulatory Medical Care Survey: 2005 Emergency Department Summary. Advance Data from Vital and Health Statistics. No. 386.Hyattsville, MD:National Center for Health Statistics;2007. , , .
- American Hospital Association (AHA).Table 1: Historical trends in utilization, personnel, and finances: year 1946–2006.AHA Hospital Statistics.2008 ed.Chicago:Health Forum LLC;2008:3.
- Emergency department overcrowding in the US: an emerging threat to patient safety and public health.Emerg Med J.2003;20:402–405. , .
- Overcrowding in the nation's emergency departments: complex causes and disturbing effects.Ann Emerg Med.2000;35:63–68. , .
- Clinical review: emergency department overcrowding and the potential impact on the critically ill.Crit Care.2005;9:291–295. , .
- Joint Commission on Accreditation of Healthcare Organizations (JCAHO): Sentinel event alert 2002, Issue 26. Available at: http://www.jointcommission.org/SentinelEvents/SentinelEventAlert/sea_26.htm. Accessed October2009.
- Safety net research in emergency medicine: proceedings of the Academic Emergency Consensus Conference on “The Unraveling Safety Net.”Acad Emerg Med.2001;8:1024–1029. , , , et al.
- Emergency department crowding and decreased quality of pain care.Acad Emerg Med.2008;15:1248–1256. , , , , , .
- Effect of emergency department crowding on time to antibiotics in patients admitted with community‐acquired pneumonia.Ann Emerg Med.2007;50:501–509. , , , .
- A conceptual model of emergency department crowding.Ann Emerg Med.2003;42:173–180. , , , et al.
- Emergency department crowding: consensus development of potential measures.Ann Emerg Med.2003;42:824–834. , , , et al.
- Intervention to decrease emergency department crowding: does it have an effect on return visits and hospital readmission?Ann Emerg Med.2003;41:173–185. , , , et al.
- Rapid process design in a university‐based emergency department: decreasing waiting time intervals and improving patient satisfaction.Ann Emerg Med.2002;39:168–177. , , , et al.
- Emergency department crowding: an action plan.Acad Emerg Med.2001;18:185–187. .
- Hospitalists and an innovative emergency department admission process.J Gen Intern Med.2004;19:266–268. , , .
- Effects of implementing a rapid admission policy in the ED.Am J Emerg Med.2007;25:559–563. , , et al.
- Effect of an emergency department managed acute care unit on ED overcrowding and emergency medical services diversion.Acad Emerg Med.2001;8:1085–1100. , , .
- Emergency department census of patients awaiting admission following reorganization of an admissions process.Emerg Med J.2006;23:363–367. , , , .
- Emergency department flow and the boarded patient: how to get admitted patients upstairs.Ann Emerg Med.2007;49:68–70. .
Emergency Department (ED) overcrowding has become an important problem in North American hospitals.13 A national survey identified the prolonged length of stay of admitted patients in the ED as the most frequent reason for overcrowding.4 This complex problem occurs when hospital inpatient census increases and prevents admitted patients from being assigned and transported to hospital beds in a timely manner.5 The practice of holding admitted patients in the ED, known as boarding, is typically defined as the length of stay (LOS) in ED beginning 2 hours after the time of admission to the time of transfer to the wards.
In a study of daily mean ED LOS, Rathlev et al.6 concluded that a 5% increase in hospital occupancy resulted in 14 hours of holding time for all patients in the ED, and an observational study found that when hospital occupancy exceeds a threshold of 90%, the ED LOS for admitted patients correspondingly increased.7 Thus, efforts to decrease overcrowding will need to address both ED and hospital throughput and LOS. Most importantly, overcrowding has important consequences on physician and patient satisfaction and the quality of patient care.811
Between 1995 and 2005, ED visits rose 20% from 96.5 million to 115.3 million visits annually, while the number of hospital EDs decreased from 4176 to 3795, making an overall 7% increase in ED utilization rate.12 Similarly, there was a 12% increase in the total inpatient admissions for all registered hospitals in the United States from 31 million in 1995 to 35.3 million in 2005.13 However, despite this increase in demand of ED utilization and inpatient admissions, there had been a steady decline in the supply of hospital beds, from 874,000 in 1995, to 805,000 in 2006.13 These factors have exacerbated the problem of ED overcrowding and boarding.
Not only does boarding entail additional consumption of space, resources, equipment, and manpower, it also potentially compromises patient safety. Typically, hospitalists and inpatient medical teams are engaged in providing care to patients in the wards, while ED physicians and nurses are busy taking care of newly‐arrived ED patients. Non‐ED physicians may have the false impression that their boarded patients, while in the ED, are receiving continuous care and so may decide to delay seeing these patients, which can jeopardize the quality and timeliness of care. Studies have shown that ED overcrowding may potentially lead to poor patient care and outcomes and increased risk for medical errors.1416 ED overcrowding potentially causes multiple effects, including prolonging patient pain and suffering, long patient waiting time, patient dissatisfaction, ambulance diversions, decreased physician productivity, and increased frustration among medical staff.15 In a report by the Joint Commission Accreditation of Healthcare Organizations,17 ED overcrowding was cited as a significant contributing factor in sentinel event cases of patient death or permanent injury due to delays in treatment. Boarding critically ill patients who are physiologically vulnerable and unstable can allow them to be subjected to treatment delays at a pivotal point when time‐sensitive interventions are necessary, ie, sepsis or cardiogenic shockthe golden hour in trauma.16 Medical errors are usually not caused by individual errors but by complex hospital systems; and ED overcrowding is a prime example of a system problem that creates a high‐risk environment for medical errors and threatens patient safety.18
Our hospital commonly has 5 to 15 boarders and often has 20 to 30 boarders at any time. Approximately 90% of these patients are admitted to the Medical Service. In response to this challenge, our institution has designated a full‐time hospitalist to manage boarded patients. The primary goal of this new role is to ensure patient safety and the delivery of high‐quality care while admitted patients are in the ED (Table 1).
| |
1 | Round on all patients admitted to the Department of Medicine located in the ED, including those on the Teaching and Nonteaching Services. Rounds focus on patient safety, such as ensuring vital home and hospital medications are administered and changes in stability are noted. All patient updates are documented in the ED electronic medical records (IBEX). |
2 | Identify admitted patients who may be downgraded from telemetry to nontelemetry status. Telemetry and cardiac beds are in high demand, and decreasing utilization facilitates obtaining the appropriate ward bed for ED patients. |
3 | Assess admitted patients for possible discharge. The patient's condition may have improved or results may indicate that admission is no longer required. The ED hospitalist communicates with the ED physician and wards teams, facilitates management, implements the discharge, and ensures adequate follow‐up. |
4 | Refer patients to an ED social worker as needed. |
5 | Facilitate referrals to other medical or surgical specialties if indicated. |
6 | Clarify the plan of care with the ED staff and facilitates ED communication with the ward team. Acts as a liaison and a resource for the ED physicians and nursing staff. |
7 | Supervise the triage duties of the medical admitting resident. |
8 | Provide medical consultation to ED physicians for patients not being admitted to the hospital or who are being admitted to other services (eg, surgery). |
The objectives of the study were to determine: (1) the impact on quality of care by assessing laboratory results acted upon and medication follow‐up by the ED hospitalist, and (2) the impact on throughput by assessing the number of ED discharges and telemetry downgrades.
Methods
Setting
The Mount Sinai Medical Center is a tertiary‐care 1121‐bed acute care teaching hospital located in New York City. The hospital borders East Harlem and the Upper East Side of Manhattan. The Medical Service is composed of a Teaching Service, composed of house staff and attendings, and a non‐Teaching Service, composed of nurse practitioners, physician assistants, and attendings. Hospitalists and private attendings may have patients on either the Teaching or the non‐Teaching Service. In 2007, there were 56,541 patients admitted for a total of 332,368 days. The mean LOS for medical inpatients was 5.89 days. The total ED visit was 79,500 with a total inpatient and critical care admissions of 24,522. The mean and median LOS for all ED patients were 623 minutes and 493 minutes, respectively. There were 11,488 patients who qualified as boarders, averaging 31.5 boarders per 24 hours; with a mean and median LOS per boarder of 288 minutes and 198 minutes, respectively. The ED LOS for admitted patients ranged from 2 minutes to 4074 minutes (2.83 days).
Admission Process
Once an ED attending physician decides that a patient is to be admitted, the patient is placed on a computerized list in the ED's electronic medical record (IBEX software). The Medical Admitting Resident (MAR) evaluates and triages admitted patients, and assigns and gives a verbal report to the appropriate Medicine Service (ie, Teaching, non‐Teaching, cardiac telemetry unit, intensive care, etc.). The Admitting Office searches for and assigns the appropriate unit and bed for the patient. A hospitalist or resident physician performs the patient's initial assessment and evaluation in the ED, and admission orders are placed in the inpatient computerized order entry system (TDS). When the bed is ready, the ED nurse gives a verbal report to the floor nurse, and the patient is transported to the ward.
Responsibilities
The specific responsibilities of the ED hospitalist are listed in Table 1. The primary role is to round on patients admitted to the Medicine Service who are located in the ED. This encompasses a wide array of patients and services, including patients assigned to a hospitalist service attending or who have a private attending, patients admitted to the Teaching or non‐Teaching Service, patients admitted to the intensive care unit, and patients admitted to a general medicine or specialty service (eg, telemetry, oncology, human immunodeficiency virus [HIV]). Rounding includes review of the ED's electronic medical record as well as direct examination of patients. The hospitalist focuses on patients with longer ED LOS and on aspects of care that may lapse while patients remain in the ED for prolonged periods. At our institution, the follow‐up of subsequent tests, laboratory values, and medications for ED boarders is the responsibility of the primary inpatient team, though the ED physicians act on urgent and critical results and continue to deliver all emergency care. Through rounding, the ED hospitalist is able to identify abnormal results in a timely manner, alert the ED physician and primary inpatient team, and address abnormalities. Specific examples of laboratory results acted upon include hypokalemia, hyperglycemia, and elevated cardiac enzymes. The ED hospitalist is also able to determine whether any outpatient medications have not yet been administered (eg, antihypertensives, immune suppressants) and ensure that subsequent doses of medications initiated in the ED (eg, antibiotics) are administered during the appropriate timeframe.
Communication is emphasized, as contact with ED physicians, ward physicians, and often the outpatient primary care physician is required when any change in management is considered. The ED hospitalist also provides the capability of rapid response to changes in patient status (eg, a new complaint or fever). In addition, the hospitalist is available to consult on medical patients who may not require admission and on nonmedical patients for whom an internal medicine consult may be beneficial (eg, preoperative optimization of a surgical patient). The ED hospitalist documents the evaluation in the IBEX system. Bills were submitted for visits in which patients were discharged as these encounters are comprehensive, but not for other encounters.
Data Collection
The ED hospitalist role began March 10, 2008 and is a 10‐hour shift (8 AM to 6 PM) on weekdays. The study period was from March 10, 2008 through June 30, 2008. The study was approved by the hospital's institutional review board.
Data were collected on aspects of care that could have been impacted by the ED hospitalist, including medication and laboratory orders, ED discharges, ED admissions avoided, and telemetry downgrades. Discharges from ED refers to boarded admitted patients in the ED, who by the judgment of the ED hospitalist were ready for discharge. Admissions avoided refers to patients who the ED physician planned to admit but had not yet been admitted, and whose admission was avoided through the recommendations made by the ED hospitalist. The ED LOS was defined as the duration of time from when the patient was admitted to the Medicine Service to the time the patient was transferred to a medical ward. Telemetry downgrades were defined as patients assigned to the cardiac telemetry unit who the hospitalist determined required only telemetry on a general medical unit or did not require telemetry, or patients assigned to telemetry on a general medicine unit who the hospitalist determined no longer required telemetry.
Results were expressed as percentages of patients admitted to a Medicine Service and percentage of patients evaluated by the ED hospitalist, as indicated. 95% confidence intervals (CI) were calculated.
Results
During the study period, there were 4363 patients admitted to the Medicine Service and 3555 patients who qualified as boarders (mean of 29 boarders per 24 hours). The mean boarding time of admitted patients was 440 minutes. A total of 634 patients (17.8% of all boarded patients) were evaluated by the ED hospitalist. The mean daily number of patients seen by the ED hospitalist was 8.0.
The key elements of the delivery of care by the ED hospitalist are summarized in Table 2.
Elements | Boarders (n = 3555) [n (%)] | Patients Intervened on (n = 634) [n (%)] |
---|---|---|
| ||
Laboratory results acted upon | 472 (13.2) | 472 (74.5) |
Medication follow‐up | 506 (14.2) | 506 (79.8) |
Discharges from the ED* | 46 (1.3) | 46 (7.3) |
Admissions avoided | 6 (0.2) | 6 (0.95) |
Telemetry downgrades | 61 (1.8) | 61 (9.6) |
The care of boarded patients included follow‐up of laboratory tests for 74.5% (95% CI, 71‐78%) and medication orders for 79.8% (95% CI, 77‐83%) of patients. A total of 46 patients were discharged by the ED hospitalist (0.6 discharges/day) and telemetry was discontinued for 61 patients (0.8 downgrades/day). The discharge rate was 7.3% (95% CI, 5‐10%) and telemetry downgrade rate was 9.6% (95% CI, 8‐12%) of those patients assessed by the ED hospitalist. Expressed as a percentage of the total ED boarders (n = 3555), the combined discharge rate and the admissions avoided rate was 1.5%.
Table 3 shows the discharge diagnoses made from the ED. Chest pain was the most common diagnosis, followed by syncope, pneumonia, and chronic obstructive pulmonary disease (COPD).
Diagnoses | Patients (n = 46) [n (%)] |
---|---|
| |
Chest pain | 12 (26) |
Syncope/dizziness | 7 (15) |
Pneumonia | 4 (9) |
COPD | 4 (9) |
Congestive heart failure | 3 (7) |
Gastroenteritis | 3 (7) |
Dermatitis/rash | 3 (7) |
Alcohol abuse | 3 (7) |
Abdominal pain | 3 (7) |
End stage renal disease | 2 (4) |
Vaginal bleeding | 1 (2) |
Fall | 1 (2) |
Asthma | 1 (2) |
Discussion
Our hospital has successfully implemented an innovative strategy utilizing a hospitalist to help provide seamless care to medical patients located in the ED. Other solutions at our hospital had previously been implemented, but had not adequately addressed the problem, including: (1) protocols to monitor length of stay patterns and deviations, (2) discharge planning activities, (3) organized computerized bed tracking, (4) improvement in the timeliness of ancillary services, (5) daily bed briefing among nurse managers, and (6) 24‐hour presence of a MAR to facilitate triage in the ED.
The current study demonstrates the potential for substantial impact on patient care. The substantial number of the assessed boarder patients for whom laboratory tests (74.5%) and medications (79.8%) were ordered by the ED hospitalists suggests that the quality and timeliness of care was enhanced by this initiative. In addition, the considerable number of patients discharged from the ED and downgraded from telemetry (1.5% and 1.8% of all boarder patients, respectively) suggests that an ED hospitalist may have a meaningful impact on bed utilization and thus decrease ED overcrowding. In 2007, there were 11,488 who qualified as boarders; our data suggest that an ED hospitalist would result in approximately 172 boarders not being admitted annually.
Though the ED LOS was higher during the study period compared to 2007, it was lower than the 2 months immediately preceding implementation of the ED hospitalist role. The ED LOS was 732 and 658 minutes for January and February 2008, respectively, which was markedly increased from 2007 (288 minutes), and prompted development of the ED hospitalist role. The ED LOS during the study period subsequently decreased to 440 minutes. Though the wide fluctuations in ED LOS and the short time period with high ED LOS prior to implementation preclude concluding that the ED hospitalist role decreased ED LOS, the data suggest that an ED hospitalist may be able to improve ED throughput.
The majority of the discharges made by the ED hospitalist are patients who had been admitted for chest pain, had improved, and had negative cardiac enzymes and stress tests. Patients with syncope who were discharged were likely patients without any comorbidities. The COPD and pneumonia admissions were likely patients who improved after aggressive treatment in the ED.
The impact of ED overcrowding on the quality of patient care and outcomes may be substantial. Hwang et al.19 found a direct correlation between ED census and time to pain assessment and administration of analgesic medication. A study at an academic medical center found that higher ED volume was associated with less likelihood of antibiotics being administered within 4 hours for patients with community‐acquired pneumonia.20 A comprehensive review of the literature identified 41 studies examining the effects of ED overcrowding on clinical outcomes and the investigators noted that ED overcrowding was associated with increased in‐hospital mortality.8
Causes of poor outcomes during periods of overcrowding may be the high volume of acute patients preventing adequate time and attention for each ED patient, as well as confusion during the transition from ED to ward physicians. For example, a patient may receive their initial dose of antibiotics from the ED physician, but subsequent doses may be overlooked in the transition of care from the ED physician to the inpatient team. In addition, having admitted patients located in the ED for extended periods of time may lead to these patients not being seen as frequently as patients admitted to the inpatient wards. Another potential consequence of prolonged ED stay for admitted patients is delay in inpatient management. Tests done in the ED may prompt further studies that may not be ordered promptly while patients remain in the ED, which subsequently increases LOS. Other potential issues may be an increase in confusion among geriatric patients in a noisy and crowded ED; decreased access to specialized nursing care that may be available on a hospital ward; decreased access to physical therapy and occupational therapy services; and decreased comfort and satisfaction as patients wait in overcrowded EDs for prolonged periods.
Several other potential innovative solutions to ED overcrowding have been proposed, studied, and tested. These measures generally are focused on improving the three interdependent components of ED workflow: INPUT THROUGHPUT OUTPUT.21, 22 However, process redesign and intervention on these 3 interdependent ED workflow components may be difficult to achieve, especially when hospital resources are limited and when inpatient hospital capacity is already maximized. In some institutions, efforts have been reported to successfully streamline the transfer of admitted ED patients to inpatient beds, through transfer‐to‐ward policy interventions (eg, physician coordinators for patient flow and bed management or transfers made within a defined period of time).2326 However, in a study by Quinn et al.,27 implementation of a rapid admission policy resulted in a decrease of only 10.1 minutes in the ED LOS. Several studies have demonstrated the benefits of an acute medical admissions unit in alleviating ED overcrowding.28, 29 Other unconventional solutions by some hospitals include sending admitted patients to the unit's hallways or placing discharged patients in the hallway while waiting for transportation so that the ED bed will be readily available.30
The ED hospitalist is well‐situated to have an impact on several key hospital outcomes. As the ED hospitalist role was shown to affect processes that relate to ED throughput, it is possible that the role will improve ED overcrowding and decrease ED LOS. Specifically, identifying patients who can be discharged and for whom telemetry is no longer indicated decreases unnecessary bed utilization and allows these beds to be available for other ED patients. This initiative also may promote patient satisfaction by assuring patients that their medical and concerns are being fully addressed while they are in the ED. Increased emphasis on hospital reporting will make patient satisfaction a priority for many hospitals, and the ED hospitalist will be in a unique position to meet and greet patients admitted to the Medicine Service and to reassure them that the medical team is present and addressing their concerns. The hospitalist's ability to facilitate diagnostic testing and treatment while patients remain in the ED may also help decrease the total LOS in the hospital. In addition, the ED hospitalist is also in position to recognize social factors at the earliest stage of admission so that they can be immediately addressed. Future studies will need to be done to determine if this model of transitional care impacts these important factors.
Our study has several important limitations. Most notably, the lack of a comparison interval for which a hospitalist was not assigned to this role prevents us from drawing any definitive conclusions on the benefits of the ED hospitalist model. Also, we collected only summary data and do not have demographic data on the patients managed by the ED hospitalist or information on the ED course of patients who were discharged or had telemetry downgraded. This prevents determination of whether discharged patients did not require admission initially or whose condition evolved over a prolonged ED stay. In addition, other key outcomes, such as patient satisfaction and satisfaction of the ED physicians and nursing staff have not yet been formally measured. Future studies will be needed to determine if an ED hospital model can improve important process and clinical outcomes.
The greatest challenge of this initiative was introducing and familiarizing this role to the key stakeholders, including the ED physicians and nursing staff, house staff, and private practice physicians. Though we did not perform structured surveys on satisfaction, through informal discussions we noted that the role was welcomed with enthusiasm by the ED physicians. Notably, several ED physicians expressed appreciation that they were able to focus their care on new ED patients rather than on the boarded ED patients. Through feedback, we noted soon after implementation that ED faculty and nurses needed further clarification about the potential overlapping roles of the ED hospitalist and ED physicians and ward physicians. These concerns were addressed by educational sessions and announcements, including presentations at ED faculty and staff meetings. The hospitalist assigned to the role each month received individualized orientation prior to assuming the role, and an ED Hospitalist Manual was distributed. Possibly due to these focused sessions, the hospitalists assigned to the role became quickly acclimated.
Conclusions
We have found that designating a hospitalist to directly address the care of ED boarders can enhance the quality and timeliness of care and decrease bed and telemetry utilization with the potential to impact ED and hospital LOS. Given the success of the pilot model, the role was expanded at our institution to 10 hours per day, 7 days per week. Hospitals struggling to address the needs of their admitted patients in the ED should consider incorporating an ED hospitalist to enhance clinical care and address issues relating to throughput. A follow‐up study is needed to more precisely describe the impact of the ED hospitalist model.
Emergency Department (ED) overcrowding has become an important problem in North American hospitals.13 A national survey identified the prolonged length of stay of admitted patients in the ED as the most frequent reason for overcrowding.4 This complex problem occurs when hospital inpatient census increases and prevents admitted patients from being assigned and transported to hospital beds in a timely manner.5 The practice of holding admitted patients in the ED, known as boarding, is typically defined as the length of stay (LOS) in ED beginning 2 hours after the time of admission to the time of transfer to the wards.
In a study of daily mean ED LOS, Rathlev et al.6 concluded that a 5% increase in hospital occupancy resulted in 14 hours of holding time for all patients in the ED, and an observational study found that when hospital occupancy exceeds a threshold of 90%, the ED LOS for admitted patients correspondingly increased.7 Thus, efforts to decrease overcrowding will need to address both ED and hospital throughput and LOS. Most importantly, overcrowding has important consequences on physician and patient satisfaction and the quality of patient care.811
Between 1995 and 2005, ED visits rose 20% from 96.5 million to 115.3 million visits annually, while the number of hospital EDs decreased from 4176 to 3795, making an overall 7% increase in ED utilization rate.12 Similarly, there was a 12% increase in the total inpatient admissions for all registered hospitals in the United States from 31 million in 1995 to 35.3 million in 2005.13 However, despite this increase in demand of ED utilization and inpatient admissions, there had been a steady decline in the supply of hospital beds, from 874,000 in 1995, to 805,000 in 2006.13 These factors have exacerbated the problem of ED overcrowding and boarding.
Not only does boarding entail additional consumption of space, resources, equipment, and manpower, it also potentially compromises patient safety. Typically, hospitalists and inpatient medical teams are engaged in providing care to patients in the wards, while ED physicians and nurses are busy taking care of newly‐arrived ED patients. Non‐ED physicians may have the false impression that their boarded patients, while in the ED, are receiving continuous care and so may decide to delay seeing these patients, which can jeopardize the quality and timeliness of care. Studies have shown that ED overcrowding may potentially lead to poor patient care and outcomes and increased risk for medical errors.1416 ED overcrowding potentially causes multiple effects, including prolonging patient pain and suffering, long patient waiting time, patient dissatisfaction, ambulance diversions, decreased physician productivity, and increased frustration among medical staff.15 In a report by the Joint Commission Accreditation of Healthcare Organizations,17 ED overcrowding was cited as a significant contributing factor in sentinel event cases of patient death or permanent injury due to delays in treatment. Boarding critically ill patients who are physiologically vulnerable and unstable can allow them to be subjected to treatment delays at a pivotal point when time‐sensitive interventions are necessary, ie, sepsis or cardiogenic shockthe golden hour in trauma.16 Medical errors are usually not caused by individual errors but by complex hospital systems; and ED overcrowding is a prime example of a system problem that creates a high‐risk environment for medical errors and threatens patient safety.18
Our hospital commonly has 5 to 15 boarders and often has 20 to 30 boarders at any time. Approximately 90% of these patients are admitted to the Medical Service. In response to this challenge, our institution has designated a full‐time hospitalist to manage boarded patients. The primary goal of this new role is to ensure patient safety and the delivery of high‐quality care while admitted patients are in the ED (Table 1).
| |
1 | Round on all patients admitted to the Department of Medicine located in the ED, including those on the Teaching and Nonteaching Services. Rounds focus on patient safety, such as ensuring vital home and hospital medications are administered and changes in stability are noted. All patient updates are documented in the ED electronic medical records (IBEX). |
2 | Identify admitted patients who may be downgraded from telemetry to nontelemetry status. Telemetry and cardiac beds are in high demand, and decreasing utilization facilitates obtaining the appropriate ward bed for ED patients. |
3 | Assess admitted patients for possible discharge. The patient's condition may have improved or results may indicate that admission is no longer required. The ED hospitalist communicates with the ED physician and wards teams, facilitates management, implements the discharge, and ensures adequate follow‐up. |
4 | Refer patients to an ED social worker as needed. |
5 | Facilitate referrals to other medical or surgical specialties if indicated. |
6 | Clarify the plan of care with the ED staff and facilitates ED communication with the ward team. Acts as a liaison and a resource for the ED physicians and nursing staff. |
7 | Supervise the triage duties of the medical admitting resident. |
8 | Provide medical consultation to ED physicians for patients not being admitted to the hospital or who are being admitted to other services (eg, surgery). |
The objectives of the study were to determine: (1) the impact on quality of care by assessing laboratory results acted upon and medication follow‐up by the ED hospitalist, and (2) the impact on throughput by assessing the number of ED discharges and telemetry downgrades.
Methods
Setting
The Mount Sinai Medical Center is a tertiary‐care 1121‐bed acute care teaching hospital located in New York City. The hospital borders East Harlem and the Upper East Side of Manhattan. The Medical Service is composed of a Teaching Service, composed of house staff and attendings, and a non‐Teaching Service, composed of nurse practitioners, physician assistants, and attendings. Hospitalists and private attendings may have patients on either the Teaching or the non‐Teaching Service. In 2007, there were 56,541 patients admitted for a total of 332,368 days. The mean LOS for medical inpatients was 5.89 days. The total ED visit was 79,500 with a total inpatient and critical care admissions of 24,522. The mean and median LOS for all ED patients were 623 minutes and 493 minutes, respectively. There were 11,488 patients who qualified as boarders, averaging 31.5 boarders per 24 hours; with a mean and median LOS per boarder of 288 minutes and 198 minutes, respectively. The ED LOS for admitted patients ranged from 2 minutes to 4074 minutes (2.83 days).
Admission Process
Once an ED attending physician decides that a patient is to be admitted, the patient is placed on a computerized list in the ED's electronic medical record (IBEX software). The Medical Admitting Resident (MAR) evaluates and triages admitted patients, and assigns and gives a verbal report to the appropriate Medicine Service (ie, Teaching, non‐Teaching, cardiac telemetry unit, intensive care, etc.). The Admitting Office searches for and assigns the appropriate unit and bed for the patient. A hospitalist or resident physician performs the patient's initial assessment and evaluation in the ED, and admission orders are placed in the inpatient computerized order entry system (TDS). When the bed is ready, the ED nurse gives a verbal report to the floor nurse, and the patient is transported to the ward.
Responsibilities
The specific responsibilities of the ED hospitalist are listed in Table 1. The primary role is to round on patients admitted to the Medicine Service who are located in the ED. This encompasses a wide array of patients and services, including patients assigned to a hospitalist service attending or who have a private attending, patients admitted to the Teaching or non‐Teaching Service, patients admitted to the intensive care unit, and patients admitted to a general medicine or specialty service (eg, telemetry, oncology, human immunodeficiency virus [HIV]). Rounding includes review of the ED's electronic medical record as well as direct examination of patients. The hospitalist focuses on patients with longer ED LOS and on aspects of care that may lapse while patients remain in the ED for prolonged periods. At our institution, the follow‐up of subsequent tests, laboratory values, and medications for ED boarders is the responsibility of the primary inpatient team, though the ED physicians act on urgent and critical results and continue to deliver all emergency care. Through rounding, the ED hospitalist is able to identify abnormal results in a timely manner, alert the ED physician and primary inpatient team, and address abnormalities. Specific examples of laboratory results acted upon include hypokalemia, hyperglycemia, and elevated cardiac enzymes. The ED hospitalist is also able to determine whether any outpatient medications have not yet been administered (eg, antihypertensives, immune suppressants) and ensure that subsequent doses of medications initiated in the ED (eg, antibiotics) are administered during the appropriate timeframe.
Communication is emphasized, as contact with ED physicians, ward physicians, and often the outpatient primary care physician is required when any change in management is considered. The ED hospitalist also provides the capability of rapid response to changes in patient status (eg, a new complaint or fever). In addition, the hospitalist is available to consult on medical patients who may not require admission and on nonmedical patients for whom an internal medicine consult may be beneficial (eg, preoperative optimization of a surgical patient). The ED hospitalist documents the evaluation in the IBEX system. Bills were submitted for visits in which patients were discharged as these encounters are comprehensive, but not for other encounters.
Data Collection
The ED hospitalist role began March 10, 2008 and is a 10‐hour shift (8 AM to 6 PM) on weekdays. The study period was from March 10, 2008 through June 30, 2008. The study was approved by the hospital's institutional review board.
Data were collected on aspects of care that could have been impacted by the ED hospitalist, including medication and laboratory orders, ED discharges, ED admissions avoided, and telemetry downgrades. Discharges from ED refers to boarded admitted patients in the ED, who by the judgment of the ED hospitalist were ready for discharge. Admissions avoided refers to patients who the ED physician planned to admit but had not yet been admitted, and whose admission was avoided through the recommendations made by the ED hospitalist. The ED LOS was defined as the duration of time from when the patient was admitted to the Medicine Service to the time the patient was transferred to a medical ward. Telemetry downgrades were defined as patients assigned to the cardiac telemetry unit who the hospitalist determined required only telemetry on a general medical unit or did not require telemetry, or patients assigned to telemetry on a general medicine unit who the hospitalist determined no longer required telemetry.
Results were expressed as percentages of patients admitted to a Medicine Service and percentage of patients evaluated by the ED hospitalist, as indicated. 95% confidence intervals (CI) were calculated.
Results
During the study period, there were 4363 patients admitted to the Medicine Service and 3555 patients who qualified as boarders (mean of 29 boarders per 24 hours). The mean boarding time of admitted patients was 440 minutes. A total of 634 patients (17.8% of all boarded patients) were evaluated by the ED hospitalist. The mean daily number of patients seen by the ED hospitalist was 8.0.
The key elements of the delivery of care by the ED hospitalist are summarized in Table 2.
Elements | Boarders (n = 3555) [n (%)] | Patients Intervened on (n = 634) [n (%)] |
---|---|---|
| ||
Laboratory results acted upon | 472 (13.2) | 472 (74.5) |
Medication follow‐up | 506 (14.2) | 506 (79.8) |
Discharges from the ED* | 46 (1.3) | 46 (7.3) |
Admissions avoided | 6 (0.2) | 6 (0.95) |
Telemetry downgrades | 61 (1.8) | 61 (9.6) |
The care of boarded patients included follow‐up of laboratory tests for 74.5% (95% CI, 71‐78%) and medication orders for 79.8% (95% CI, 77‐83%) of patients. A total of 46 patients were discharged by the ED hospitalist (0.6 discharges/day) and telemetry was discontinued for 61 patients (0.8 downgrades/day). The discharge rate was 7.3% (95% CI, 5‐10%) and telemetry downgrade rate was 9.6% (95% CI, 8‐12%) of those patients assessed by the ED hospitalist. Expressed as a percentage of the total ED boarders (n = 3555), the combined discharge rate and the admissions avoided rate was 1.5%.
Table 3 shows the discharge diagnoses made from the ED. Chest pain was the most common diagnosis, followed by syncope, pneumonia, and chronic obstructive pulmonary disease (COPD).
Diagnoses | Patients (n = 46) [n (%)] |
---|---|
| |
Chest pain | 12 (26) |
Syncope/dizziness | 7 (15) |
Pneumonia | 4 (9) |
COPD | 4 (9) |
Congestive heart failure | 3 (7) |
Gastroenteritis | 3 (7) |
Dermatitis/rash | 3 (7) |
Alcohol abuse | 3 (7) |
Abdominal pain | 3 (7) |
End stage renal disease | 2 (4) |
Vaginal bleeding | 1 (2) |
Fall | 1 (2) |
Asthma | 1 (2) |
Discussion
Our hospital has successfully implemented an innovative strategy utilizing a hospitalist to help provide seamless care to medical patients located in the ED. Other solutions at our hospital had previously been implemented, but had not adequately addressed the problem, including: (1) protocols to monitor length of stay patterns and deviations, (2) discharge planning activities, (3) organized computerized bed tracking, (4) improvement in the timeliness of ancillary services, (5) daily bed briefing among nurse managers, and (6) 24‐hour presence of a MAR to facilitate triage in the ED.
The current study demonstrates the potential for substantial impact on patient care. The substantial number of the assessed boarder patients for whom laboratory tests (74.5%) and medications (79.8%) were ordered by the ED hospitalists suggests that the quality and timeliness of care was enhanced by this initiative. In addition, the considerable number of patients discharged from the ED and downgraded from telemetry (1.5% and 1.8% of all boarder patients, respectively) suggests that an ED hospitalist may have a meaningful impact on bed utilization and thus decrease ED overcrowding. In 2007, there were 11,488 who qualified as boarders; our data suggest that an ED hospitalist would result in approximately 172 boarders not being admitted annually.
Though the ED LOS was higher during the study period compared to 2007, it was lower than the 2 months immediately preceding implementation of the ED hospitalist role. The ED LOS was 732 and 658 minutes for January and February 2008, respectively, which was markedly increased from 2007 (288 minutes), and prompted development of the ED hospitalist role. The ED LOS during the study period subsequently decreased to 440 minutes. Though the wide fluctuations in ED LOS and the short time period with high ED LOS prior to implementation preclude concluding that the ED hospitalist role decreased ED LOS, the data suggest that an ED hospitalist may be able to improve ED throughput.
The majority of the discharges made by the ED hospitalist are patients who had been admitted for chest pain, had improved, and had negative cardiac enzymes and stress tests. Patients with syncope who were discharged were likely patients without any comorbidities. The COPD and pneumonia admissions were likely patients who improved after aggressive treatment in the ED.
The impact of ED overcrowding on the quality of patient care and outcomes may be substantial. Hwang et al.19 found a direct correlation between ED census and time to pain assessment and administration of analgesic medication. A study at an academic medical center found that higher ED volume was associated with less likelihood of antibiotics being administered within 4 hours for patients with community‐acquired pneumonia.20 A comprehensive review of the literature identified 41 studies examining the effects of ED overcrowding on clinical outcomes and the investigators noted that ED overcrowding was associated with increased in‐hospital mortality.8
Causes of poor outcomes during periods of overcrowding may be the high volume of acute patients preventing adequate time and attention for each ED patient, as well as confusion during the transition from ED to ward physicians. For example, a patient may receive their initial dose of antibiotics from the ED physician, but subsequent doses may be overlooked in the transition of care from the ED physician to the inpatient team. In addition, having admitted patients located in the ED for extended periods of time may lead to these patients not being seen as frequently as patients admitted to the inpatient wards. Another potential consequence of prolonged ED stay for admitted patients is delay in inpatient management. Tests done in the ED may prompt further studies that may not be ordered promptly while patients remain in the ED, which subsequently increases LOS. Other potential issues may be an increase in confusion among geriatric patients in a noisy and crowded ED; decreased access to specialized nursing care that may be available on a hospital ward; decreased access to physical therapy and occupational therapy services; and decreased comfort and satisfaction as patients wait in overcrowded EDs for prolonged periods.
Several other potential innovative solutions to ED overcrowding have been proposed, studied, and tested. These measures generally are focused on improving the three interdependent components of ED workflow: INPUT THROUGHPUT OUTPUT.21, 22 However, process redesign and intervention on these 3 interdependent ED workflow components may be difficult to achieve, especially when hospital resources are limited and when inpatient hospital capacity is already maximized. In some institutions, efforts have been reported to successfully streamline the transfer of admitted ED patients to inpatient beds, through transfer‐to‐ward policy interventions (eg, physician coordinators for patient flow and bed management or transfers made within a defined period of time).2326 However, in a study by Quinn et al.,27 implementation of a rapid admission policy resulted in a decrease of only 10.1 minutes in the ED LOS. Several studies have demonstrated the benefits of an acute medical admissions unit in alleviating ED overcrowding.28, 29 Other unconventional solutions by some hospitals include sending admitted patients to the unit's hallways or placing discharged patients in the hallway while waiting for transportation so that the ED bed will be readily available.30
The ED hospitalist is well‐situated to have an impact on several key hospital outcomes. As the ED hospitalist role was shown to affect processes that relate to ED throughput, it is possible that the role will improve ED overcrowding and decrease ED LOS. Specifically, identifying patients who can be discharged and for whom telemetry is no longer indicated decreases unnecessary bed utilization and allows these beds to be available for other ED patients. This initiative also may promote patient satisfaction by assuring patients that their medical and concerns are being fully addressed while they are in the ED. Increased emphasis on hospital reporting will make patient satisfaction a priority for many hospitals, and the ED hospitalist will be in a unique position to meet and greet patients admitted to the Medicine Service and to reassure them that the medical team is present and addressing their concerns. The hospitalist's ability to facilitate diagnostic testing and treatment while patients remain in the ED may also help decrease the total LOS in the hospital. In addition, the ED hospitalist is also in position to recognize social factors at the earliest stage of admission so that they can be immediately addressed. Future studies will need to be done to determine if this model of transitional care impacts these important factors.
Our study has several important limitations. Most notably, the lack of a comparison interval for which a hospitalist was not assigned to this role prevents us from drawing any definitive conclusions on the benefits of the ED hospitalist model. Also, we collected only summary data and do not have demographic data on the patients managed by the ED hospitalist or information on the ED course of patients who were discharged or had telemetry downgraded. This prevents determination of whether discharged patients did not require admission initially or whose condition evolved over a prolonged ED stay. In addition, other key outcomes, such as patient satisfaction and satisfaction of the ED physicians and nursing staff have not yet been formally measured. Future studies will be needed to determine if an ED hospital model can improve important process and clinical outcomes.
The greatest challenge of this initiative was introducing and familiarizing this role to the key stakeholders, including the ED physicians and nursing staff, house staff, and private practice physicians. Though we did not perform structured surveys on satisfaction, through informal discussions we noted that the role was welcomed with enthusiasm by the ED physicians. Notably, several ED physicians expressed appreciation that they were able to focus their care on new ED patients rather than on the boarded ED patients. Through feedback, we noted soon after implementation that ED faculty and nurses needed further clarification about the potential overlapping roles of the ED hospitalist and ED physicians and ward physicians. These concerns were addressed by educational sessions and announcements, including presentations at ED faculty and staff meetings. The hospitalist assigned to the role each month received individualized orientation prior to assuming the role, and an ED Hospitalist Manual was distributed. Possibly due to these focused sessions, the hospitalists assigned to the role became quickly acclimated.
Conclusions
We have found that designating a hospitalist to directly address the care of ED boarders can enhance the quality and timeliness of care and decrease bed and telemetry utilization with the potential to impact ED and hospital LOS. Given the success of the pilot model, the role was expanded at our institution to 10 hours per day, 7 days per week. Hospitals struggling to address the needs of their admitted patients in the ED should consider incorporating an ED hospitalist to enhance clinical care and address issues relating to throughput. A follow‐up study is needed to more precisely describe the impact of the ED hospitalist model.
- Estimating the degree of emergency department overcrowding in academic medical centers: results of the National ED Overcrowding Study (NEDOCS).Acad Emerg Med.2004;11:38–50. , , , et al.
- Frequency, determinants, and impact of overcrowding in emergency departments in Canada: a national survey.Healthc Q.2007;10:32–40. , , , et al.
- EMDOC (emergency department overcrowding) internet‐based safety net research.Admin Emerg Med.2008;35:101–107. , .
- United States General Accounting Office.Hospital Emergency Departments: Crowded Conditions Vary Among Hospitals and Communities. March 2003.Washington, DC:General Accounting Office;2003.
- Overcrowding in emergency department: increased demand and decreased capacity.Ann Emerg Med.2002;39:430–432. .
- Time series analysis of variables associated with daily mean emergency department length of stay.Ann Emerg Med.2007;49:265–271. , , , et al.
- Effect of hospital occupancy on emergency department length of stay and patient disposition.Ann Emerg Med.2003;10:127–133. , , , et al.
- The effect of emergency department crowding on clinically oriented outcomes.Acad Emerg Med.2009;16:1–10. , , , et al.
- Emergency department overcrowding: the impact of resource scarcity on physician job satisfaction.J Health Manag.2005;50:327–340. , .
- The effect of emergency department crowding on patient satisfaction for admitted patients.Acad Emerg Med.2008;15:825–831. , , , , , .
- The effect of crowding on access and quality in an academic ED.Am J Emerg Med.2006;24:787–794. , .
- National Hospital Ambulatory Medical Care Survey: 2005 Emergency Department Summary. Advance Data from Vital and Health Statistics. No. 386.Hyattsville, MD:National Center for Health Statistics;2007. , , .
- American Hospital Association (AHA).Table 1: Historical trends in utilization, personnel, and finances: year 1946–2006.AHA Hospital Statistics.2008 ed.Chicago:Health Forum LLC;2008:3.
- Emergency department overcrowding in the US: an emerging threat to patient safety and public health.Emerg Med J.2003;20:402–405. , .
- Overcrowding in the nation's emergency departments: complex causes and disturbing effects.Ann Emerg Med.2000;35:63–68. , .
- Clinical review: emergency department overcrowding and the potential impact on the critically ill.Crit Care.2005;9:291–295. , .
- Joint Commission on Accreditation of Healthcare Organizations (JCAHO): Sentinel event alert 2002, Issue 26. Available at: http://www.jointcommission.org/SentinelEvents/SentinelEventAlert/sea_26.htm. Accessed October2009.
- Safety net research in emergency medicine: proceedings of the Academic Emergency Consensus Conference on “The Unraveling Safety Net.”Acad Emerg Med.2001;8:1024–1029. , , , et al.
- Emergency department crowding and decreased quality of pain care.Acad Emerg Med.2008;15:1248–1256. , , , , , .
- Effect of emergency department crowding on time to antibiotics in patients admitted with community‐acquired pneumonia.Ann Emerg Med.2007;50:501–509. , , , .
- A conceptual model of emergency department crowding.Ann Emerg Med.2003;42:173–180. , , , et al.
- Emergency department crowding: consensus development of potential measures.Ann Emerg Med.2003;42:824–834. , , , et al.
- Intervention to decrease emergency department crowding: does it have an effect on return visits and hospital readmission?Ann Emerg Med.2003;41:173–185. , , , et al.
- Rapid process design in a university‐based emergency department: decreasing waiting time intervals and improving patient satisfaction.Ann Emerg Med.2002;39:168–177. , , , et al.
- Emergency department crowding: an action plan.Acad Emerg Med.2001;18:185–187. .
- Hospitalists and an innovative emergency department admission process.J Gen Intern Med.2004;19:266–268. , , .
- Effects of implementing a rapid admission policy in the ED.Am J Emerg Med.2007;25:559–563. , , et al.
- Effect of an emergency department managed acute care unit on ED overcrowding and emergency medical services diversion.Acad Emerg Med.2001;8:1085–1100. , , .
- Emergency department census of patients awaiting admission following reorganization of an admissions process.Emerg Med J.2006;23:363–367. , , , .
- Emergency department flow and the boarded patient: how to get admitted patients upstairs.Ann Emerg Med.2007;49:68–70. .
- Estimating the degree of emergency department overcrowding in academic medical centers: results of the National ED Overcrowding Study (NEDOCS).Acad Emerg Med.2004;11:38–50. , , , et al.
- Frequency, determinants, and impact of overcrowding in emergency departments in Canada: a national survey.Healthc Q.2007;10:32–40. , , , et al.
- EMDOC (emergency department overcrowding) internet‐based safety net research.Admin Emerg Med.2008;35:101–107. , .
- United States General Accounting Office.Hospital Emergency Departments: Crowded Conditions Vary Among Hospitals and Communities. March 2003.Washington, DC:General Accounting Office;2003.
- Overcrowding in emergency department: increased demand and decreased capacity.Ann Emerg Med.2002;39:430–432. .
- Time series analysis of variables associated with daily mean emergency department length of stay.Ann Emerg Med.2007;49:265–271. , , , et al.
- Effect of hospital occupancy on emergency department length of stay and patient disposition.Ann Emerg Med.2003;10:127–133. , , , et al.
- The effect of emergency department crowding on clinically oriented outcomes.Acad Emerg Med.2009;16:1–10. , , , et al.
- Emergency department overcrowding: the impact of resource scarcity on physician job satisfaction.J Health Manag.2005;50:327–340. , .
- The effect of emergency department crowding on patient satisfaction for admitted patients.Acad Emerg Med.2008;15:825–831. , , , , , .
- The effect of crowding on access and quality in an academic ED.Am J Emerg Med.2006;24:787–794. , .
- National Hospital Ambulatory Medical Care Survey: 2005 Emergency Department Summary. Advance Data from Vital and Health Statistics. No. 386.Hyattsville, MD:National Center for Health Statistics;2007. , , .
- American Hospital Association (AHA).Table 1: Historical trends in utilization, personnel, and finances: year 1946–2006.AHA Hospital Statistics.2008 ed.Chicago:Health Forum LLC;2008:3.
- Emergency department overcrowding in the US: an emerging threat to patient safety and public health.Emerg Med J.2003;20:402–405. , .
- Overcrowding in the nation's emergency departments: complex causes and disturbing effects.Ann Emerg Med.2000;35:63–68. , .
- Clinical review: emergency department overcrowding and the potential impact on the critically ill.Crit Care.2005;9:291–295. , .
- Joint Commission on Accreditation of Healthcare Organizations (JCAHO): Sentinel event alert 2002, Issue 26. Available at: http://www.jointcommission.org/SentinelEvents/SentinelEventAlert/sea_26.htm. Accessed October2009.
- Safety net research in emergency medicine: proceedings of the Academic Emergency Consensus Conference on “The Unraveling Safety Net.”Acad Emerg Med.2001;8:1024–1029. , , , et al.
- Emergency department crowding and decreased quality of pain care.Acad Emerg Med.2008;15:1248–1256. , , , , , .
- Effect of emergency department crowding on time to antibiotics in patients admitted with community‐acquired pneumonia.Ann Emerg Med.2007;50:501–509. , , , .
- A conceptual model of emergency department crowding.Ann Emerg Med.2003;42:173–180. , , , et al.
- Emergency department crowding: consensus development of potential measures.Ann Emerg Med.2003;42:824–834. , , , et al.
- Intervention to decrease emergency department crowding: does it have an effect on return visits and hospital readmission?Ann Emerg Med.2003;41:173–185. , , , et al.
- Rapid process design in a university‐based emergency department: decreasing waiting time intervals and improving patient satisfaction.Ann Emerg Med.2002;39:168–177. , , , et al.
- Emergency department crowding: an action plan.Acad Emerg Med.2001;18:185–187. .
- Hospitalists and an innovative emergency department admission process.J Gen Intern Med.2004;19:266–268. , , .
- Effects of implementing a rapid admission policy in the ED.Am J Emerg Med.2007;25:559–563. , , et al.
- Effect of an emergency department managed acute care unit on ED overcrowding and emergency medical services diversion.Acad Emerg Med.2001;8:1085–1100. , , .
- Emergency department census of patients awaiting admission following reorganization of an admissions process.Emerg Med J.2006;23:363–367. , , , .
- Emergency department flow and the boarded patient: how to get admitted patients upstairs.Ann Emerg Med.2007;49:68–70. .
Copyright © 2009 Society of Hospital Medicine
In the Literature
Literature at a Glance
- Drug-eluting stents decrease the need for revascularization.
- Case volume is related to hospital performance assessment.
- Prolonged QRS duration in patients with CHF is associated with increased morbidity and mortality.
- For out-of-hospital ACLS, vasopressin plus epinephrine is not better than vasopressin alone.
- Oral rivaroxaban is more efficacious than enoxaparin for VTE prophylaxis after total hip replacement.
- LMWH and UFH offer similar perioperative VTE prophylaxis benefit in patients with cancer.
- Salmeterol added to inhaled corticosteroids decreases severe asthma exacerbations.
- Early invasive strategy has unclear benefit in low-risk women with unstable angina or NSTEMI.
- Strategies to prevent contrast-induced acute kidney injury are not uniform.
- Hyperglycemia in hospitalized children is common and associated with ICU admission.
Do drug-eluting stents improve outcomes after ST-elevation myocardial infarction (STEMI)?
Background: Drug-eluting stents reduce restenosis rates compared to bare-metal stents. However, there is concern drug-eluting stents increase the risk of stent thrombosis leading to MI and death. Prior studies compared patients who received bare-metal versus those who received drug-eluting stents. Outcomes on a population level might provide new insight.
Study design: Observational study.
Setting: 100% national sample of patients 65 and older who received a coronary stent from 2002-05 enrolled in the traditional fee-for-service Medicare program.
Synopsis: 38,917 patients in the pre-drug-eluting-stent era from October 2002 to March 2003 received bare-metal stents. Nearly 62% of 28,086 patients studied from September to December 2003 received drug-eluting stents. The remaining 38.5% received bare-metal stents. Outcomes of percutaneous coronary intervention (PCI), coronary artery bypass grafting (CABG), STEMI, and death were observed through December 31, 2005.
Patients in the drug-eluting-stent era had a lower two-year risk for repeat revascularization compared to patients in the bare-metal-stent era. In the drug-eluting versus bare-metal eras, repeat PCI was 17.1% versus 20.0% (p<0.001) and need for CABG was 2.7% versus 4.2% (p<0.01). Comparing adjusted outcomes for death, or STEMI, at two years, the two groups appeared similar.
The study did have limitations: the data only reflect sirolimus stents, the authors could not assess dual-antiplatelet therapy or obtain information on coronary anatomy or procedure details to account for selection bias in stent utilization, and the patients were all Medicare beneficiaries.
Bottom line: Drug-eluting stents are associated with fewer repeat revascularization procedures than bare-metal stents, but have not shown a significant improvement in the subsequent risk of STEMI or death.
Citation: Malenka DJ, Kaplan AV, Lucas FL, Sharp SM, Skinner JA. Outcomes following coronary stenting in the era of bare-metal vs. the era of drug-eluting stents. JAMA 2008;299(24):2868-2877.
Does case volume affect hospital performance for publicly reported process measures?
Background: Hospitals are increasingly graded and compared to one another. “Top medical centers” are defined as those within the top 10% of hospitals in specified performance measures. Hospitals with large and small case volumes might not be compared evenly and fairly.
Study design: Eight publicly reported process measures for acute myocardial infarction (AMI) were compared to hospital case volume, process performance, and label as “top hospital.”
Setting: Data were analyzed from the Hospital Quality Alliance for 3,761 hospitals from January to December 2005.
Synopsis: Hospitals with large case volume overall had better process performance. For example, looking at use of beta-blockers in patients with AMI on arrival to a hospital, small-volume hospitals (<10 AMI cases) averaged 72% while large volume (>100 AMI cases) averaged 80% (p<0.001). However, hospitals with small case volumes were more likely to receive “top hospital” rating even when hospitals with very low case volumes were excluded.
Hospital quality reporting that does not account for case volume is misleading to hospitals and consumers. In this study, larger-volume hospitals appeared to perform better in process measures, but were less likely to receive “top hospital” rating.
Bottom line: Hospitals with large and small case volumes can easily be compared to one another for process measures in AMI.
Citation: O’Brien SM, DeLong ER, Peterson ED. Impact of case volume on hospital performance assessment. Arch Intern Med. 2008;168(12):1277-1284.
What is the predictive value of QRS duration in patients hospitalized with worsening CHF?
Background: In outpatients, a prolonged QRS duration (greater than 120 ms) is associated with increased mortality. Its value in the inpatient setting is unclear. For patients hospitalized with CHF exacerbations, establishing the value of QRS duration may allow for tailored management.
Study design: Retrospective post hoc analysis from the Efficacy of Vasopressin Antagonism in Heart Failure Outcome Study with Tolvaptan (EVEREST).
Setting: 4,133 patients were enrolled from North American, South American, and European sites.
Synopsis: Of 2,962 patients included in the final post hoc analysis, 1,321 (44.6%) had a prolonged QRS duration. During a median follow up of 9.9 months, the all-cause mortality rate was 18.7% for patients with a normal baseline QRS duration and 28.1% for patients with a prolonged baseline QRS.
After adjusting for confounding variables, patients with a prolonged baseline QRS had a 24% increased risk of all-cause mortality and a 28% increased risk for a composite endpoint of cardiac mortality or hospitalization for heart failure exacerbation.
The retrospective nature of the analysis represents the major limitation of this study. In addition, most of the enrolled patients were white, which limits the studies generalizability to other ethnic groups.
Bottom Line: A prolonged QRS duration for patients admitted with decompensated left ventricular heart failure is common and may be associated with increased morbidity and mortality.
Citation: Wang NC, Maggioni AP, Konstam MA, Zannad F, Drasa HB, Burnett JC, et al. Clinical implications of QRS duration in patients hospitalized with worsening heart failure and reduced left ventricular ejection fraction. JAMA. 2008;299(22):2656-2666.
For patients with out-of-hospital cardiac arrest, does the addition of vasopressin to epinephrine in a protocol for ACLS improve outcomes?
Background: The outcome for patients experiencing cardiac arrest who require vasopressors remains extremely poor. Despite disappointing data on vasopressin as an alternative treatment during cardiac arrest, a recent subgroup analysis suggested patients who received epinephrine and vasopressin together had superior clinical outcomes.
Study Design: Prospective multicenter randomized double-blind controlled trial.
Setting: 31 emergency medical service organizations in France.
Synopsis: Of the 2,894 patients, 20.7% of those receiving combination treatment (vasopressin plus epinephrine) survived to hospital admission versus 21.3% of those in the epinephrine-only group. For those same groups, 1.7% of combination and 2.3% of epinephrine-only patients survived to hospital discharge. No significant outcome differences were found in any group or subgroup analysis.
The study had lower-than-expected overall survival to hospital discharge, which may have handicapped its effort to find a true difference in treatment arms.
Bottom line: The addition of vasopressin to epinephrine in the treatment of out-of-hospital cardiac arrest does not improve outcomes.
Citation: Gueugniaud PY, David JS, Chanzy E, Hubert H, Dubien P, Mauriaucourt P, et al. Vasopressin and epinephrine vs. epinephrine alone in cardiopulmonary resuscitation. N Engl J Med. 2008;359(1):21-30.
Is oral rivaroxaban more efficacious than subcutaneous enoxaparin in preventing VTE after hip-replacement surgery?
Background: Venous thromboembolism (VTE) prophylaxis after total hip replacement (THR) is important but can be cumbersome because the most commonly used anticoagulants are either subcutaneous or require frequent monitoring. Rivaroxaban, an oral direct inhibitor of factor Xa may provide more convenient anticoagulation postoperatively. However, its efficacy and safety are unknown.
Study design: Randomized double-blind trial.
Setting: Multicenter study performed in 27 countries.
Synopsis: Patients undergoing THR surgery were randomized to oral rivaroxaban (10mg once daily without monitoring, started six to eight hours after surgery) or subcutaneous enoxaparin (40mg once daily, started 12 hours prior to surgery). After surgery, prophylaxis was administered for 35 days. The primary outcome was a composite of asymptomatic deep venous thrombosis (DVT), symptomatic DVT or pulmonary embolism (PE), or death from any cause at 36 days after surgery.
In the enoxaparin group, 3.7% of patients experienced the primary outcome. This decreased to 1.1% in the rivaroxaban group. Approximately one-third of events were symptomatic. Major bleeding occurred in 0.1% and 0.3% (p=NS) of patients in the enoxaparin and rivaroxaban groups, respectively.
The study is limited by the exclusion of 1,388 of the 4,541 patients (30.6%) randomized, primarily due to having inadequate venography. Also, because the majority of thromboembolic events were asymptomatic, the primary outcome overemphasizes the clinical difference.
Bottom line: Oral rivaroxaban without monitoring is more efficacious than, and as safe as, subcutaneous enoxaparin when used for VTE prophylaxis for THR.
Citation: Eriksson B, Borris LC, Friedman RJ, Hass S, Huisman MV, Kakkar AK, et al. Rivaroxaban versus enoxaparin for thromboprophylaxis after hip arthroplasty. N Engl J Med. 2008;358:2765-75.
Is LMWH more efficacious than UFH in preventing postoperative VTE in cancer patients?
Background: Patients with cancer are at increased risk for VTE and require prophylaxis to prevent this complication postoperatively. Low molecular weight heparin (LMWH) has proven more efficacious than subcutaneous unfractionated heparin (UFH) in other settings (e.g., DVT treatment). However, it is still unknown whether LMWH offers better prophylaxis compared to UFH for cancer patients undergoing surgery.
Study design: Systematic review and meta-analysis.
Setting: 14 randomized controlled trials.
Synopsis: Eleven trials exclusively examined patients with cancer (n=4006) and three trials reported data for cancer patients as subgroups (n=1816). There were in differences in mortality, pulmonary embolism, and symptomatic DVT rates between the two groups.
LMWH was associated with a decrease in total (asymptomatic or symptomatic) DVT (RR, 0.72; 95% CI, 0.55-0.94). Rates of major bleeding, minor bleeding, and intraoperative blood loss were similar between the two treatments.
This meta-analysis is limited because 12 remaining trials (n=3185) also enrolled cancer patients but did not provide specific data for the cancer patient subgroup. The study also is limited by the heterogeneity of the original trials, including utilizing varying LMWHs and dosing regimens, numerous types of surgeries, and a wide range of neoplasms.
Bottom line: LMWH does not decrease mortality, pulmonary embolism, or symptomatic DVT compared to UFH in cancer patients undergoing surgery.
Citation: Akl EA, Terrenato I, Barba M, Sperati F, Sempos EV, Muti P, et al. Low-molecular-weight heparin vs. unfractionated heparin for perioperative thromboprophylaxis in patients with cancer. Arch Intern Med. 2008;168:1261-9.
Does salmeterol added to inhaled corticosteroids improve severe asthma-related events?
Background: Asthma is a chronic disease causing major morbidity and mortality worldwide. Disease guidelines recommend all patients with persistent asthma be treated with inhaled corticosteroids. These same guidelines recommend adding a long-acting beta-agonist for patients whose symptoms persist. However, the safety of this practice has come under scrutiny.
Study design: Meta-analysis.
Setting: Sixty-six randomized, controlled trials conducted worldwide.
Synopsis: Analysis included 66 GlaxoSmithKline trials with a total of 20,966 patients with persistent asthma. Patients used either salmeterol (50mcg twice daily) plus inhaled corticosteroid (10,400 patients) or inhaled corticosteroid alone (10,566 patients).
Results showed no differences in asthma-related hospitalizations, asthma-related intubations, or deaths between the two groups. However, due to the low number of events, definitive conclusions are difficult to make. Severe asthma exacerbations requiring systemic corticosteroids significantly decreased in the inhaled corticosteroid plus salmeterol group.
The study is limited by it inclusion of only those trials sponsored by GlaxoSmithKline and by the short duration of most of the studies. Additionally, the studies included in the analysis used clinical outcomes as secondary endpoints.
Bottom line: Adding salmeterol to inhaled corticosteroid decreases severe asthma exacerbations and is likely safe, but does not have an effect on asthma-related hospitalization or death.
Citation: Bateman E, Nelson H, Bousquet J, Kral K, Sutton L, Ortega H, et.al. Meta-analysis: Effects of adding salmeterol to inhaled corticosteroids on serious asthma-related events. Annals Intern Med. 2008;149:33-42.
Is an early invasive strategy effective in women with unstable angina or NSTEMI?
Background: Despite many trials showing the value of an early invasive strategy for patients with non-ST-segment elevation acute coronary syndrome (NSTE ACS), data from several trials question this benefit in women. Some trials show higher risk of death and myocardial infarction (MI) in subgroup analysis of women.
Study Design: Meta-analysis.
Setting: Eight randomized, controlled trials conducted worldwide.
Synopsis: Analysis included eight trials with 10,412 patients (3,075 women) with NSTE ACS. The invasive group (5,083 patients) was defined as those referred for coronary angiography with subsequent intervention as needed. The composite endpoint of death, MI, or rehospitalization within 12 months with ACS occurred in 21.1% of the invasive group and 25.9% of the medically managed group (OR, 0.78; CI, 0.61-0.98).
The subgroup, including only women, had a non-statistically significant OR of 0.81 (CI, 0.65-1.01), including no effect on all-cause mortality, nonfatal MI, or the composite of death and MI. However, women with high-risk features (elevated biomarkers) undergoing the invasive strategy had a significant reduction in the composite endpoint (OR, 0.67; CI, 0.50-0.88).
The study is limited by the use of subgroup analysis, secondary endpoints, heterogeneity between trials, and possible publication bias.
Bottom line: Early invasive strategy is effective in men and high-risk women with NSTE ACS, but not in low-risk women.
Citation: O’Donoghue M, Boden W, Braunwald E, Cannon CP, Clayton TC, Winter RJ, et.al. Early invasive vs. conservative treatment strategies in women and men with unstable angina and non-ST-segment elevation myocardial infarction. JAMA. 2008;300:71-80.
What strategies are used to prevent contrast-induced acute kidney injury?
Background: Contrast-induced acute kidney injury (CIAKI) is a condition potentially amenable to preventive care. Several trials have identified intravenous hydration, N-acetylcysteine, and withdrawal of NSAIDS as interventions that reduce the possibility of CIAKI in high-risk patients. Little is known about whether healthcare providers routinely use these strategies.
Study design: Prospective observational cohort study.
Setting: Veterans Affairs (VA) Pittsburgh Healthcare System.
Synopsis: 11,410 patients scheduled for radiographic procedures were screened. After exclusion criteria and eligibility, 660 patients with an estimated glomerular filtration rate less than 60ml/min/1.73m2 were identified. Usage of intravenous fluids, N-acetylcysteine, and discontinuation of NSAIDS were recorded. Serum creatinine (SCr) was measured 48 to 96 hours post-procedure. CIAKI was defined as relative increase in SCr from baseline (≥25%, ≥50% and ≥100%) and absolute increase in SCr levels from baseline (≥0.25, ≥0.5, and ≥1.0). CIAKI association with adverse outcomes was evaluated by tracking 30-day mortality, need for dialysis, and hospitalization.
The incidence of CIAKI was less common in patients undergoing CT scans versus those having angiograms. Adverse 30-day outcomes were uncommon. Pre- and post-procedure intravenous hydration was administered to 40% of study patients, more commonly with coronary angiogram than with computed tomography (91.2% vs. 16%, p<0.0001). N-acetylcysteine was administered to 39.2%. Only 6.8% of those taking NSAIDS reported being told to discontinue the medication.
Study limitations include the small sample size and the single site location, both limiting generalizability.
Bottom line: Clinically significant CIAKI is uncommon, and preventive care is not uniformly implemented in patients undergoing contrast-enhanced radiographic procedures.
Citation: Weisbord SD, Mor MK, Resnick AL, Hartwig KC, Sonel AF, Fine MJ, et al. Prevention, incidence, and outcomes of contrast-induced acute kidney injury. Arch Intern Med. 2008;168(12):1325-1332.
How does hyperglycemia affect morbidity and mortality in children admitted to a community pediatric hospital?
Background: Inpatient hyperglycemia in adult patients is a predictor of poor clinical outcomes. The association of hyperglycemia and clinical outcomes in children admitted to a general community hospital has not been studied.
Study design: Retrospective observational cohort study.
Setting: A community pediatric hospital in Atlanta, Ga.
Synopsis: Review of medical records of 903 consecutive pediatric patients admitted to critical and non-critical areas took place. Of these, 542 patients constituted the study population. The study excluded 342 patients who didn’t have a blood glucose measurement. Hyperglycemia was defined as an admission or in-hospital blood glucose greater than 120mg/dl.
One-fourth of the children admitted to the hospital had hyperglycemia, most without a prior history of diabetes. The presence of hyperglycemia on admission was not associated with increased length of stay (LOS) or increased mortality. Children with hyperglycemia were more likely to be admitted to the ICU and had longer ICU LOS.
This was a retrospective study conducted at a single site whose demographics and disease spectrum may differ from those of other institutions. There were an insufficient number of deaths to make any conclusions regarding the impact of hyperglycemia on mortality. Prospective, randomized, multicenter trials are needed to better elucidate the effects of in-patient hyperglycemia.
Bottom line: Hyperglycemia is common in children with or without diabetes admitted to the hospital, and is associated with increased ICU admissions and ICU length of stay. Its connection to mortality is inconclusive.
Citation: Palaio A, Smiley D, Ceron M, Klein R, Cho IS, Mejia R, et al. Prevalence and clinical outcome of inpatient hyperglycemia in a community pediatric hospital. J Hosp Med.2008;3(3):212-217.
Literature at a Glance
- Drug-eluting stents decrease the need for revascularization.
- Case volume is related to hospital performance assessment.
- Prolonged QRS duration in patients with CHF is associated with increased morbidity and mortality.
- For out-of-hospital ACLS, vasopressin plus epinephrine is not better than vasopressin alone.
- Oral rivaroxaban is more efficacious than enoxaparin for VTE prophylaxis after total hip replacement.
- LMWH and UFH offer similar perioperative VTE prophylaxis benefit in patients with cancer.
- Salmeterol added to inhaled corticosteroids decreases severe asthma exacerbations.
- Early invasive strategy has unclear benefit in low-risk women with unstable angina or NSTEMI.
- Strategies to prevent contrast-induced acute kidney injury are not uniform.
- Hyperglycemia in hospitalized children is common and associated with ICU admission.
Do drug-eluting stents improve outcomes after ST-elevation myocardial infarction (STEMI)?
Background: Drug-eluting stents reduce restenosis rates compared to bare-metal stents. However, there is concern drug-eluting stents increase the risk of stent thrombosis leading to MI and death. Prior studies compared patients who received bare-metal versus those who received drug-eluting stents. Outcomes on a population level might provide new insight.
Study design: Observational study.
Setting: 100% national sample of patients 65 and older who received a coronary stent from 2002-05 enrolled in the traditional fee-for-service Medicare program.
Synopsis: 38,917 patients in the pre-drug-eluting-stent era from October 2002 to March 2003 received bare-metal stents. Nearly 62% of 28,086 patients studied from September to December 2003 received drug-eluting stents. The remaining 38.5% received bare-metal stents. Outcomes of percutaneous coronary intervention (PCI), coronary artery bypass grafting (CABG), STEMI, and death were observed through December 31, 2005.
Patients in the drug-eluting-stent era had a lower two-year risk for repeat revascularization compared to patients in the bare-metal-stent era. In the drug-eluting versus bare-metal eras, repeat PCI was 17.1% versus 20.0% (p<0.001) and need for CABG was 2.7% versus 4.2% (p<0.01). Comparing adjusted outcomes for death, or STEMI, at two years, the two groups appeared similar.
The study did have limitations: the data only reflect sirolimus stents, the authors could not assess dual-antiplatelet therapy or obtain information on coronary anatomy or procedure details to account for selection bias in stent utilization, and the patients were all Medicare beneficiaries.
Bottom line: Drug-eluting stents are associated with fewer repeat revascularization procedures than bare-metal stents, but have not shown a significant improvement in the subsequent risk of STEMI or death.
Citation: Malenka DJ, Kaplan AV, Lucas FL, Sharp SM, Skinner JA. Outcomes following coronary stenting in the era of bare-metal vs. the era of drug-eluting stents. JAMA 2008;299(24):2868-2877.
Does case volume affect hospital performance for publicly reported process measures?
Background: Hospitals are increasingly graded and compared to one another. “Top medical centers” are defined as those within the top 10% of hospitals in specified performance measures. Hospitals with large and small case volumes might not be compared evenly and fairly.
Study design: Eight publicly reported process measures for acute myocardial infarction (AMI) were compared to hospital case volume, process performance, and label as “top hospital.”
Setting: Data were analyzed from the Hospital Quality Alliance for 3,761 hospitals from January to December 2005.
Synopsis: Hospitals with large case volume overall had better process performance. For example, looking at use of beta-blockers in patients with AMI on arrival to a hospital, small-volume hospitals (<10 AMI cases) averaged 72% while large volume (>100 AMI cases) averaged 80% (p<0.001). However, hospitals with small case volumes were more likely to receive “top hospital” rating even when hospitals with very low case volumes were excluded.
Hospital quality reporting that does not account for case volume is misleading to hospitals and consumers. In this study, larger-volume hospitals appeared to perform better in process measures, but were less likely to receive “top hospital” rating.
Bottom line: Hospitals with large and small case volumes can easily be compared to one another for process measures in AMI.
Citation: O’Brien SM, DeLong ER, Peterson ED. Impact of case volume on hospital performance assessment. Arch Intern Med. 2008;168(12):1277-1284.
What is the predictive value of QRS duration in patients hospitalized with worsening CHF?
Background: In outpatients, a prolonged QRS duration (greater than 120 ms) is associated with increased mortality. Its value in the inpatient setting is unclear. For patients hospitalized with CHF exacerbations, establishing the value of QRS duration may allow for tailored management.
Study design: Retrospective post hoc analysis from the Efficacy of Vasopressin Antagonism in Heart Failure Outcome Study with Tolvaptan (EVEREST).
Setting: 4,133 patients were enrolled from North American, South American, and European sites.
Synopsis: Of 2,962 patients included in the final post hoc analysis, 1,321 (44.6%) had a prolonged QRS duration. During a median follow up of 9.9 months, the all-cause mortality rate was 18.7% for patients with a normal baseline QRS duration and 28.1% for patients with a prolonged baseline QRS.
After adjusting for confounding variables, patients with a prolonged baseline QRS had a 24% increased risk of all-cause mortality and a 28% increased risk for a composite endpoint of cardiac mortality or hospitalization for heart failure exacerbation.
The retrospective nature of the analysis represents the major limitation of this study. In addition, most of the enrolled patients were white, which limits the studies generalizability to other ethnic groups.
Bottom Line: A prolonged QRS duration for patients admitted with decompensated left ventricular heart failure is common and may be associated with increased morbidity and mortality.
Citation: Wang NC, Maggioni AP, Konstam MA, Zannad F, Drasa HB, Burnett JC, et al. Clinical implications of QRS duration in patients hospitalized with worsening heart failure and reduced left ventricular ejection fraction. JAMA. 2008;299(22):2656-2666.
For patients with out-of-hospital cardiac arrest, does the addition of vasopressin to epinephrine in a protocol for ACLS improve outcomes?
Background: The outcome for patients experiencing cardiac arrest who require vasopressors remains extremely poor. Despite disappointing data on vasopressin as an alternative treatment during cardiac arrest, a recent subgroup analysis suggested patients who received epinephrine and vasopressin together had superior clinical outcomes.
Study Design: Prospective multicenter randomized double-blind controlled trial.
Setting: 31 emergency medical service organizations in France.
Synopsis: Of the 2,894 patients, 20.7% of those receiving combination treatment (vasopressin plus epinephrine) survived to hospital admission versus 21.3% of those in the epinephrine-only group. For those same groups, 1.7% of combination and 2.3% of epinephrine-only patients survived to hospital discharge. No significant outcome differences were found in any group or subgroup analysis.
The study had lower-than-expected overall survival to hospital discharge, which may have handicapped its effort to find a true difference in treatment arms.
Bottom line: The addition of vasopressin to epinephrine in the treatment of out-of-hospital cardiac arrest does not improve outcomes.
Citation: Gueugniaud PY, David JS, Chanzy E, Hubert H, Dubien P, Mauriaucourt P, et al. Vasopressin and epinephrine vs. epinephrine alone in cardiopulmonary resuscitation. N Engl J Med. 2008;359(1):21-30.
Is oral rivaroxaban more efficacious than subcutaneous enoxaparin in preventing VTE after hip-replacement surgery?
Background: Venous thromboembolism (VTE) prophylaxis after total hip replacement (THR) is important but can be cumbersome because the most commonly used anticoagulants are either subcutaneous or require frequent monitoring. Rivaroxaban, an oral direct inhibitor of factor Xa may provide more convenient anticoagulation postoperatively. However, its efficacy and safety are unknown.
Study design: Randomized double-blind trial.
Setting: Multicenter study performed in 27 countries.
Synopsis: Patients undergoing THR surgery were randomized to oral rivaroxaban (10mg once daily without monitoring, started six to eight hours after surgery) or subcutaneous enoxaparin (40mg once daily, started 12 hours prior to surgery). After surgery, prophylaxis was administered for 35 days. The primary outcome was a composite of asymptomatic deep venous thrombosis (DVT), symptomatic DVT or pulmonary embolism (PE), or death from any cause at 36 days after surgery.
In the enoxaparin group, 3.7% of patients experienced the primary outcome. This decreased to 1.1% in the rivaroxaban group. Approximately one-third of events were symptomatic. Major bleeding occurred in 0.1% and 0.3% (p=NS) of patients in the enoxaparin and rivaroxaban groups, respectively.
The study is limited by the exclusion of 1,388 of the 4,541 patients (30.6%) randomized, primarily due to having inadequate venography. Also, because the majority of thromboembolic events were asymptomatic, the primary outcome overemphasizes the clinical difference.
Bottom line: Oral rivaroxaban without monitoring is more efficacious than, and as safe as, subcutaneous enoxaparin when used for VTE prophylaxis for THR.
Citation: Eriksson B, Borris LC, Friedman RJ, Hass S, Huisman MV, Kakkar AK, et al. Rivaroxaban versus enoxaparin for thromboprophylaxis after hip arthroplasty. N Engl J Med. 2008;358:2765-75.
Is LMWH more efficacious than UFH in preventing postoperative VTE in cancer patients?
Background: Patients with cancer are at increased risk for VTE and require prophylaxis to prevent this complication postoperatively. Low molecular weight heparin (LMWH) has proven more efficacious than subcutaneous unfractionated heparin (UFH) in other settings (e.g., DVT treatment). However, it is still unknown whether LMWH offers better prophylaxis compared to UFH for cancer patients undergoing surgery.
Study design: Systematic review and meta-analysis.
Setting: 14 randomized controlled trials.
Synopsis: Eleven trials exclusively examined patients with cancer (n=4006) and three trials reported data for cancer patients as subgroups (n=1816). There were in differences in mortality, pulmonary embolism, and symptomatic DVT rates between the two groups.
LMWH was associated with a decrease in total (asymptomatic or symptomatic) DVT (RR, 0.72; 95% CI, 0.55-0.94). Rates of major bleeding, minor bleeding, and intraoperative blood loss were similar between the two treatments.
This meta-analysis is limited because 12 remaining trials (n=3185) also enrolled cancer patients but did not provide specific data for the cancer patient subgroup. The study also is limited by the heterogeneity of the original trials, including utilizing varying LMWHs and dosing regimens, numerous types of surgeries, and a wide range of neoplasms.
Bottom line: LMWH does not decrease mortality, pulmonary embolism, or symptomatic DVT compared to UFH in cancer patients undergoing surgery.
Citation: Akl EA, Terrenato I, Barba M, Sperati F, Sempos EV, Muti P, et al. Low-molecular-weight heparin vs. unfractionated heparin for perioperative thromboprophylaxis in patients with cancer. Arch Intern Med. 2008;168:1261-9.
Does salmeterol added to inhaled corticosteroids improve severe asthma-related events?
Background: Asthma is a chronic disease causing major morbidity and mortality worldwide. Disease guidelines recommend all patients with persistent asthma be treated with inhaled corticosteroids. These same guidelines recommend adding a long-acting beta-agonist for patients whose symptoms persist. However, the safety of this practice has come under scrutiny.
Study design: Meta-analysis.
Setting: Sixty-six randomized, controlled trials conducted worldwide.
Synopsis: Analysis included 66 GlaxoSmithKline trials with a total of 20,966 patients with persistent asthma. Patients used either salmeterol (50mcg twice daily) plus inhaled corticosteroid (10,400 patients) or inhaled corticosteroid alone (10,566 patients).
Results showed no differences in asthma-related hospitalizations, asthma-related intubations, or deaths between the two groups. However, due to the low number of events, definitive conclusions are difficult to make. Severe asthma exacerbations requiring systemic corticosteroids significantly decreased in the inhaled corticosteroid plus salmeterol group.
The study is limited by it inclusion of only those trials sponsored by GlaxoSmithKline and by the short duration of most of the studies. Additionally, the studies included in the analysis used clinical outcomes as secondary endpoints.
Bottom line: Adding salmeterol to inhaled corticosteroid decreases severe asthma exacerbations and is likely safe, but does not have an effect on asthma-related hospitalization or death.
Citation: Bateman E, Nelson H, Bousquet J, Kral K, Sutton L, Ortega H, et.al. Meta-analysis: Effects of adding salmeterol to inhaled corticosteroids on serious asthma-related events. Annals Intern Med. 2008;149:33-42.
Is an early invasive strategy effective in women with unstable angina or NSTEMI?
Background: Despite many trials showing the value of an early invasive strategy for patients with non-ST-segment elevation acute coronary syndrome (NSTE ACS), data from several trials question this benefit in women. Some trials show higher risk of death and myocardial infarction (MI) in subgroup analysis of women.
Study Design: Meta-analysis.
Setting: Eight randomized, controlled trials conducted worldwide.
Synopsis: Analysis included eight trials with 10,412 patients (3,075 women) with NSTE ACS. The invasive group (5,083 patients) was defined as those referred for coronary angiography with subsequent intervention as needed. The composite endpoint of death, MI, or rehospitalization within 12 months with ACS occurred in 21.1% of the invasive group and 25.9% of the medically managed group (OR, 0.78; CI, 0.61-0.98).
The subgroup, including only women, had a non-statistically significant OR of 0.81 (CI, 0.65-1.01), including no effect on all-cause mortality, nonfatal MI, or the composite of death and MI. However, women with high-risk features (elevated biomarkers) undergoing the invasive strategy had a significant reduction in the composite endpoint (OR, 0.67; CI, 0.50-0.88).
The study is limited by the use of subgroup analysis, secondary endpoints, heterogeneity between trials, and possible publication bias.
Bottom line: Early invasive strategy is effective in men and high-risk women with NSTE ACS, but not in low-risk women.
Citation: O’Donoghue M, Boden W, Braunwald E, Cannon CP, Clayton TC, Winter RJ, et.al. Early invasive vs. conservative treatment strategies in women and men with unstable angina and non-ST-segment elevation myocardial infarction. JAMA. 2008;300:71-80.
What strategies are used to prevent contrast-induced acute kidney injury?
Background: Contrast-induced acute kidney injury (CIAKI) is a condition potentially amenable to preventive care. Several trials have identified intravenous hydration, N-acetylcysteine, and withdrawal of NSAIDS as interventions that reduce the possibility of CIAKI in high-risk patients. Little is known about whether healthcare providers routinely use these strategies.
Study design: Prospective observational cohort study.
Setting: Veterans Affairs (VA) Pittsburgh Healthcare System.
Synopsis: 11,410 patients scheduled for radiographic procedures were screened. After exclusion criteria and eligibility, 660 patients with an estimated glomerular filtration rate less than 60ml/min/1.73m2 were identified. Usage of intravenous fluids, N-acetylcysteine, and discontinuation of NSAIDS were recorded. Serum creatinine (SCr) was measured 48 to 96 hours post-procedure. CIAKI was defined as relative increase in SCr from baseline (≥25%, ≥50% and ≥100%) and absolute increase in SCr levels from baseline (≥0.25, ≥0.5, and ≥1.0). CIAKI association with adverse outcomes was evaluated by tracking 30-day mortality, need for dialysis, and hospitalization.
The incidence of CIAKI was less common in patients undergoing CT scans versus those having angiograms. Adverse 30-day outcomes were uncommon. Pre- and post-procedure intravenous hydration was administered to 40% of study patients, more commonly with coronary angiogram than with computed tomography (91.2% vs. 16%, p<0.0001). N-acetylcysteine was administered to 39.2%. Only 6.8% of those taking NSAIDS reported being told to discontinue the medication.
Study limitations include the small sample size and the single site location, both limiting generalizability.
Bottom line: Clinically significant CIAKI is uncommon, and preventive care is not uniformly implemented in patients undergoing contrast-enhanced radiographic procedures.
Citation: Weisbord SD, Mor MK, Resnick AL, Hartwig KC, Sonel AF, Fine MJ, et al. Prevention, incidence, and outcomes of contrast-induced acute kidney injury. Arch Intern Med. 2008;168(12):1325-1332.
How does hyperglycemia affect morbidity and mortality in children admitted to a community pediatric hospital?
Background: Inpatient hyperglycemia in adult patients is a predictor of poor clinical outcomes. The association of hyperglycemia and clinical outcomes in children admitted to a general community hospital has not been studied.
Study design: Retrospective observational cohort study.
Setting: A community pediatric hospital in Atlanta, Ga.
Synopsis: Review of medical records of 903 consecutive pediatric patients admitted to critical and non-critical areas took place. Of these, 542 patients constituted the study population. The study excluded 342 patients who didn’t have a blood glucose measurement. Hyperglycemia was defined as an admission or in-hospital blood glucose greater than 120mg/dl.
One-fourth of the children admitted to the hospital had hyperglycemia, most without a prior history of diabetes. The presence of hyperglycemia on admission was not associated with increased length of stay (LOS) or increased mortality. Children with hyperglycemia were more likely to be admitted to the ICU and had longer ICU LOS.
This was a retrospective study conducted at a single site whose demographics and disease spectrum may differ from those of other institutions. There were an insufficient number of deaths to make any conclusions regarding the impact of hyperglycemia on mortality. Prospective, randomized, multicenter trials are needed to better elucidate the effects of in-patient hyperglycemia.
Bottom line: Hyperglycemia is common in children with or without diabetes admitted to the hospital, and is associated with increased ICU admissions and ICU length of stay. Its connection to mortality is inconclusive.
Citation: Palaio A, Smiley D, Ceron M, Klein R, Cho IS, Mejia R, et al. Prevalence and clinical outcome of inpatient hyperglycemia in a community pediatric hospital. J Hosp Med.2008;3(3):212-217.
Literature at a Glance
- Drug-eluting stents decrease the need for revascularization.
- Case volume is related to hospital performance assessment.
- Prolonged QRS duration in patients with CHF is associated with increased morbidity and mortality.
- For out-of-hospital ACLS, vasopressin plus epinephrine is not better than vasopressin alone.
- Oral rivaroxaban is more efficacious than enoxaparin for VTE prophylaxis after total hip replacement.
- LMWH and UFH offer similar perioperative VTE prophylaxis benefit in patients with cancer.
- Salmeterol added to inhaled corticosteroids decreases severe asthma exacerbations.
- Early invasive strategy has unclear benefit in low-risk women with unstable angina or NSTEMI.
- Strategies to prevent contrast-induced acute kidney injury are not uniform.
- Hyperglycemia in hospitalized children is common and associated with ICU admission.
Do drug-eluting stents improve outcomes after ST-elevation myocardial infarction (STEMI)?
Background: Drug-eluting stents reduce restenosis rates compared to bare-metal stents. However, there is concern drug-eluting stents increase the risk of stent thrombosis leading to MI and death. Prior studies compared patients who received bare-metal versus those who received drug-eluting stents. Outcomes on a population level might provide new insight.
Study design: Observational study.
Setting: 100% national sample of patients 65 and older who received a coronary stent from 2002-05 enrolled in the traditional fee-for-service Medicare program.
Synopsis: 38,917 patients in the pre-drug-eluting-stent era from October 2002 to March 2003 received bare-metal stents. Nearly 62% of 28,086 patients studied from September to December 2003 received drug-eluting stents. The remaining 38.5% received bare-metal stents. Outcomes of percutaneous coronary intervention (PCI), coronary artery bypass grafting (CABG), STEMI, and death were observed through December 31, 2005.
Patients in the drug-eluting-stent era had a lower two-year risk for repeat revascularization compared to patients in the bare-metal-stent era. In the drug-eluting versus bare-metal eras, repeat PCI was 17.1% versus 20.0% (p<0.001) and need for CABG was 2.7% versus 4.2% (p<0.01). Comparing adjusted outcomes for death, or STEMI, at two years, the two groups appeared similar.
The study did have limitations: the data only reflect sirolimus stents, the authors could not assess dual-antiplatelet therapy or obtain information on coronary anatomy or procedure details to account for selection bias in stent utilization, and the patients were all Medicare beneficiaries.
Bottom line: Drug-eluting stents are associated with fewer repeat revascularization procedures than bare-metal stents, but have not shown a significant improvement in the subsequent risk of STEMI or death.
Citation: Malenka DJ, Kaplan AV, Lucas FL, Sharp SM, Skinner JA. Outcomes following coronary stenting in the era of bare-metal vs. the era of drug-eluting stents. JAMA 2008;299(24):2868-2877.
Does case volume affect hospital performance for publicly reported process measures?
Background: Hospitals are increasingly graded and compared to one another. “Top medical centers” are defined as those within the top 10% of hospitals in specified performance measures. Hospitals with large and small case volumes might not be compared evenly and fairly.
Study design: Eight publicly reported process measures for acute myocardial infarction (AMI) were compared to hospital case volume, process performance, and label as “top hospital.”
Setting: Data were analyzed from the Hospital Quality Alliance for 3,761 hospitals from January to December 2005.
Synopsis: Hospitals with large case volume overall had better process performance. For example, looking at use of beta-blockers in patients with AMI on arrival to a hospital, small-volume hospitals (<10 AMI cases) averaged 72% while large volume (>100 AMI cases) averaged 80% (p<0.001). However, hospitals with small case volumes were more likely to receive “top hospital” rating even when hospitals with very low case volumes were excluded.
Hospital quality reporting that does not account for case volume is misleading to hospitals and consumers. In this study, larger-volume hospitals appeared to perform better in process measures, but were less likely to receive “top hospital” rating.
Bottom line: Hospitals with large and small case volumes can easily be compared to one another for process measures in AMI.
Citation: O’Brien SM, DeLong ER, Peterson ED. Impact of case volume on hospital performance assessment. Arch Intern Med. 2008;168(12):1277-1284.
What is the predictive value of QRS duration in patients hospitalized with worsening CHF?
Background: In outpatients, a prolonged QRS duration (greater than 120 ms) is associated with increased mortality. Its value in the inpatient setting is unclear. For patients hospitalized with CHF exacerbations, establishing the value of QRS duration may allow for tailored management.
Study design: Retrospective post hoc analysis from the Efficacy of Vasopressin Antagonism in Heart Failure Outcome Study with Tolvaptan (EVEREST).
Setting: 4,133 patients were enrolled from North American, South American, and European sites.
Synopsis: Of 2,962 patients included in the final post hoc analysis, 1,321 (44.6%) had a prolonged QRS duration. During a median follow up of 9.9 months, the all-cause mortality rate was 18.7% for patients with a normal baseline QRS duration and 28.1% for patients with a prolonged baseline QRS.
After adjusting for confounding variables, patients with a prolonged baseline QRS had a 24% increased risk of all-cause mortality and a 28% increased risk for a composite endpoint of cardiac mortality or hospitalization for heart failure exacerbation.
The retrospective nature of the analysis represents the major limitation of this study. In addition, most of the enrolled patients were white, which limits the studies generalizability to other ethnic groups.
Bottom Line: A prolonged QRS duration for patients admitted with decompensated left ventricular heart failure is common and may be associated with increased morbidity and mortality.
Citation: Wang NC, Maggioni AP, Konstam MA, Zannad F, Drasa HB, Burnett JC, et al. Clinical implications of QRS duration in patients hospitalized with worsening heart failure and reduced left ventricular ejection fraction. JAMA. 2008;299(22):2656-2666.
For patients with out-of-hospital cardiac arrest, does the addition of vasopressin to epinephrine in a protocol for ACLS improve outcomes?
Background: The outcome for patients experiencing cardiac arrest who require vasopressors remains extremely poor. Despite disappointing data on vasopressin as an alternative treatment during cardiac arrest, a recent subgroup analysis suggested patients who received epinephrine and vasopressin together had superior clinical outcomes.
Study Design: Prospective multicenter randomized double-blind controlled trial.
Setting: 31 emergency medical service organizations in France.
Synopsis: Of the 2,894 patients, 20.7% of those receiving combination treatment (vasopressin plus epinephrine) survived to hospital admission versus 21.3% of those in the epinephrine-only group. For those same groups, 1.7% of combination and 2.3% of epinephrine-only patients survived to hospital discharge. No significant outcome differences were found in any group or subgroup analysis.
The study had lower-than-expected overall survival to hospital discharge, which may have handicapped its effort to find a true difference in treatment arms.
Bottom line: The addition of vasopressin to epinephrine in the treatment of out-of-hospital cardiac arrest does not improve outcomes.
Citation: Gueugniaud PY, David JS, Chanzy E, Hubert H, Dubien P, Mauriaucourt P, et al. Vasopressin and epinephrine vs. epinephrine alone in cardiopulmonary resuscitation. N Engl J Med. 2008;359(1):21-30.
Is oral rivaroxaban more efficacious than subcutaneous enoxaparin in preventing VTE after hip-replacement surgery?
Background: Venous thromboembolism (VTE) prophylaxis after total hip replacement (THR) is important but can be cumbersome because the most commonly used anticoagulants are either subcutaneous or require frequent monitoring. Rivaroxaban, an oral direct inhibitor of factor Xa may provide more convenient anticoagulation postoperatively. However, its efficacy and safety are unknown.
Study design: Randomized double-blind trial.
Setting: Multicenter study performed in 27 countries.
Synopsis: Patients undergoing THR surgery were randomized to oral rivaroxaban (10mg once daily without monitoring, started six to eight hours after surgery) or subcutaneous enoxaparin (40mg once daily, started 12 hours prior to surgery). After surgery, prophylaxis was administered for 35 days. The primary outcome was a composite of asymptomatic deep venous thrombosis (DVT), symptomatic DVT or pulmonary embolism (PE), or death from any cause at 36 days after surgery.
In the enoxaparin group, 3.7% of patients experienced the primary outcome. This decreased to 1.1% in the rivaroxaban group. Approximately one-third of events were symptomatic. Major bleeding occurred in 0.1% and 0.3% (p=NS) of patients in the enoxaparin and rivaroxaban groups, respectively.
The study is limited by the exclusion of 1,388 of the 4,541 patients (30.6%) randomized, primarily due to having inadequate venography. Also, because the majority of thromboembolic events were asymptomatic, the primary outcome overemphasizes the clinical difference.
Bottom line: Oral rivaroxaban without monitoring is more efficacious than, and as safe as, subcutaneous enoxaparin when used for VTE prophylaxis for THR.
Citation: Eriksson B, Borris LC, Friedman RJ, Hass S, Huisman MV, Kakkar AK, et al. Rivaroxaban versus enoxaparin for thromboprophylaxis after hip arthroplasty. N Engl J Med. 2008;358:2765-75.
Is LMWH more efficacious than UFH in preventing postoperative VTE in cancer patients?
Background: Patients with cancer are at increased risk for VTE and require prophylaxis to prevent this complication postoperatively. Low molecular weight heparin (LMWH) has proven more efficacious than subcutaneous unfractionated heparin (UFH) in other settings (e.g., DVT treatment). However, it is still unknown whether LMWH offers better prophylaxis compared to UFH for cancer patients undergoing surgery.
Study design: Systematic review and meta-analysis.
Setting: 14 randomized controlled trials.
Synopsis: Eleven trials exclusively examined patients with cancer (n=4006) and three trials reported data for cancer patients as subgroups (n=1816). There were in differences in mortality, pulmonary embolism, and symptomatic DVT rates between the two groups.
LMWH was associated with a decrease in total (asymptomatic or symptomatic) DVT (RR, 0.72; 95% CI, 0.55-0.94). Rates of major bleeding, minor bleeding, and intraoperative blood loss were similar between the two treatments.
This meta-analysis is limited because 12 remaining trials (n=3185) also enrolled cancer patients but did not provide specific data for the cancer patient subgroup. The study also is limited by the heterogeneity of the original trials, including utilizing varying LMWHs and dosing regimens, numerous types of surgeries, and a wide range of neoplasms.
Bottom line: LMWH does not decrease mortality, pulmonary embolism, or symptomatic DVT compared to UFH in cancer patients undergoing surgery.
Citation: Akl EA, Terrenato I, Barba M, Sperati F, Sempos EV, Muti P, et al. Low-molecular-weight heparin vs. unfractionated heparin for perioperative thromboprophylaxis in patients with cancer. Arch Intern Med. 2008;168:1261-9.
Does salmeterol added to inhaled corticosteroids improve severe asthma-related events?
Background: Asthma is a chronic disease causing major morbidity and mortality worldwide. Disease guidelines recommend all patients with persistent asthma be treated with inhaled corticosteroids. These same guidelines recommend adding a long-acting beta-agonist for patients whose symptoms persist. However, the safety of this practice has come under scrutiny.
Study design: Meta-analysis.
Setting: Sixty-six randomized, controlled trials conducted worldwide.
Synopsis: Analysis included 66 GlaxoSmithKline trials with a total of 20,966 patients with persistent asthma. Patients used either salmeterol (50mcg twice daily) plus inhaled corticosteroid (10,400 patients) or inhaled corticosteroid alone (10,566 patients).
Results showed no differences in asthma-related hospitalizations, asthma-related intubations, or deaths between the two groups. However, due to the low number of events, definitive conclusions are difficult to make. Severe asthma exacerbations requiring systemic corticosteroids significantly decreased in the inhaled corticosteroid plus salmeterol group.
The study is limited by it inclusion of only those trials sponsored by GlaxoSmithKline and by the short duration of most of the studies. Additionally, the studies included in the analysis used clinical outcomes as secondary endpoints.
Bottom line: Adding salmeterol to inhaled corticosteroid decreases severe asthma exacerbations and is likely safe, but does not have an effect on asthma-related hospitalization or death.
Citation: Bateman E, Nelson H, Bousquet J, Kral K, Sutton L, Ortega H, et.al. Meta-analysis: Effects of adding salmeterol to inhaled corticosteroids on serious asthma-related events. Annals Intern Med. 2008;149:33-42.
Is an early invasive strategy effective in women with unstable angina or NSTEMI?
Background: Despite many trials showing the value of an early invasive strategy for patients with non-ST-segment elevation acute coronary syndrome (NSTE ACS), data from several trials question this benefit in women. Some trials show higher risk of death and myocardial infarction (MI) in subgroup analysis of women.
Study Design: Meta-analysis.
Setting: Eight randomized, controlled trials conducted worldwide.
Synopsis: Analysis included eight trials with 10,412 patients (3,075 women) with NSTE ACS. The invasive group (5,083 patients) was defined as those referred for coronary angiography with subsequent intervention as needed. The composite endpoint of death, MI, or rehospitalization within 12 months with ACS occurred in 21.1% of the invasive group and 25.9% of the medically managed group (OR, 0.78; CI, 0.61-0.98).
The subgroup, including only women, had a non-statistically significant OR of 0.81 (CI, 0.65-1.01), including no effect on all-cause mortality, nonfatal MI, or the composite of death and MI. However, women with high-risk features (elevated biomarkers) undergoing the invasive strategy had a significant reduction in the composite endpoint (OR, 0.67; CI, 0.50-0.88).
The study is limited by the use of subgroup analysis, secondary endpoints, heterogeneity between trials, and possible publication bias.
Bottom line: Early invasive strategy is effective in men and high-risk women with NSTE ACS, but not in low-risk women.
Citation: O’Donoghue M, Boden W, Braunwald E, Cannon CP, Clayton TC, Winter RJ, et.al. Early invasive vs. conservative treatment strategies in women and men with unstable angina and non-ST-segment elevation myocardial infarction. JAMA. 2008;300:71-80.
What strategies are used to prevent contrast-induced acute kidney injury?
Background: Contrast-induced acute kidney injury (CIAKI) is a condition potentially amenable to preventive care. Several trials have identified intravenous hydration, N-acetylcysteine, and withdrawal of NSAIDS as interventions that reduce the possibility of CIAKI in high-risk patients. Little is known about whether healthcare providers routinely use these strategies.
Study design: Prospective observational cohort study.
Setting: Veterans Affairs (VA) Pittsburgh Healthcare System.
Synopsis: 11,410 patients scheduled for radiographic procedures were screened. After exclusion criteria and eligibility, 660 patients with an estimated glomerular filtration rate less than 60ml/min/1.73m2 were identified. Usage of intravenous fluids, N-acetylcysteine, and discontinuation of NSAIDS were recorded. Serum creatinine (SCr) was measured 48 to 96 hours post-procedure. CIAKI was defined as relative increase in SCr from baseline (≥25%, ≥50% and ≥100%) and absolute increase in SCr levels from baseline (≥0.25, ≥0.5, and ≥1.0). CIAKI association with adverse outcomes was evaluated by tracking 30-day mortality, need for dialysis, and hospitalization.
The incidence of CIAKI was less common in patients undergoing CT scans versus those having angiograms. Adverse 30-day outcomes were uncommon. Pre- and post-procedure intravenous hydration was administered to 40% of study patients, more commonly with coronary angiogram than with computed tomography (91.2% vs. 16%, p<0.0001). N-acetylcysteine was administered to 39.2%. Only 6.8% of those taking NSAIDS reported being told to discontinue the medication.
Study limitations include the small sample size and the single site location, both limiting generalizability.
Bottom line: Clinically significant CIAKI is uncommon, and preventive care is not uniformly implemented in patients undergoing contrast-enhanced radiographic procedures.
Citation: Weisbord SD, Mor MK, Resnick AL, Hartwig KC, Sonel AF, Fine MJ, et al. Prevention, incidence, and outcomes of contrast-induced acute kidney injury. Arch Intern Med. 2008;168(12):1325-1332.
How does hyperglycemia affect morbidity and mortality in children admitted to a community pediatric hospital?
Background: Inpatient hyperglycemia in adult patients is a predictor of poor clinical outcomes. The association of hyperglycemia and clinical outcomes in children admitted to a general community hospital has not been studied.
Study design: Retrospective observational cohort study.
Setting: A community pediatric hospital in Atlanta, Ga.
Synopsis: Review of medical records of 903 consecutive pediatric patients admitted to critical and non-critical areas took place. Of these, 542 patients constituted the study population. The study excluded 342 patients who didn’t have a blood glucose measurement. Hyperglycemia was defined as an admission or in-hospital blood glucose greater than 120mg/dl.
One-fourth of the children admitted to the hospital had hyperglycemia, most without a prior history of diabetes. The presence of hyperglycemia on admission was not associated with increased length of stay (LOS) or increased mortality. Children with hyperglycemia were more likely to be admitted to the ICU and had longer ICU LOS.
This was a retrospective study conducted at a single site whose demographics and disease spectrum may differ from those of other institutions. There were an insufficient number of deaths to make any conclusions regarding the impact of hyperglycemia on mortality. Prospective, randomized, multicenter trials are needed to better elucidate the effects of in-patient hyperglycemia.
Bottom line: Hyperglycemia is common in children with or without diabetes admitted to the hospital, and is associated with increased ICU admissions and ICU length of stay. Its connection to mortality is inconclusive.
Citation: Palaio A, Smiley D, Ceron M, Klein R, Cho IS, Mejia R, et al. Prevalence and clinical outcome of inpatient hyperglycemia in a community pediatric hospital. J Hosp Med.2008;3(3):212-217.
Your First Job
Within the next few months, many of you will have a new job as an attending hospitalist. As daunting as that may seem, now is the time to think about what you can do to ensure a smooth transition and successful beginning to your career.
Although residency prepared you to face the medical challenges ahead, here are 10 pointers that may help as you move to the next stage of your professional life.
1) Familiarize yourself with the licensing/credentialing process: Do not underestimate the amount of time it takes to get this paperwork approved—up to six months in some cases. Many new hires’ first days on the job are delayed because they didn’t complete this step. Check with state licensing boards for special requirements unique to that state. Also, every hospital has its own gauntlet of infectious disease, HIPAA, and information- technology hoops to jump through. Getting your applications in as early as possible puts you in position to begin on your planned start date and prevent last-minute catastrophes for your new program.
2) Gain valuable insight through observation: Study your current hospitalist group to gain perspective that will help in your new setting. All programs and hospitals operate differently and have room for quality/process improvement. Interview hospitalists, ask questions, and observe the workflow in your current hospital(s) to help in your new job.
3) Contemplate your career direction: Think strategically about your strengths and plans. Although you will learn an incredible amount about hospital medicine careers after you begin, having a sense of direction will help your new group and its leadership get you where you want to be. Making connections and making your goals known within your new program before you start will put your new career on the right path.
4) Seek mentors: Having mentors from your prior program and your new program is a key to a healthy and happy career. Choose people you respect and pick their brains about their careers, how they acquired their skills, and how they would advise you to do the same. Good mentors will help you for many years, and the most valuable may be the ones who have known you throughout your residency. Nurture and maintain these relationships even if you are moving on to new horizons. Inquire whether your new program has a mentorship structure or if your new group leader can recommend someone who shares common interests and goals.
5) Study SHM’s Core Com-petencies: Although you may have trepidation about your medical skills and knowledge as you move into uncharted waters, step back and relax. Know that you are prepared. That said, you can always learn more. One excellent resource is The Core Competencies in Hospital Medicine: A Framework for Curriculum Development (available on SHM’s Web site, www.hospitalmedicine.org). This is a set of standards with which programs can teach hospital medicine and you can learn the scope of expectations and competencies for someone in your position.
6) Understand the nuts and bolts of your new program: Although there are many things you will learn on the job, gain an appreciation for some of the following before your first day:
- Billing: If this is your responsibility, you need to learn a little about this before you start, preferably from one of your future colleagues.
- Reimbursement structure: Find out how your productivity is tracked and rewarded. You’d be amazed how variable this can be.
- Time allotment: How are administrative, research, committee and teaching time balanced against your clinical time?
7) Get to know your new hospital: Before hitting the wards it pays to do a little homework on your new workplace. Do you have access to a medical library, journals, UpToDate, or other online databases? If not, do you need to purchase this access on your own? Many programs have academic funds allotted so you can use those resources. Also, familiarize yourself with the local antibiogram, formularies, guidelines, and order sets. Most facilities have tools specific to their hospital. Know how these affect you in your new role. Prior to starting, you will also want to be sufficiently oriented to any computer systems and understand how they’re used for documentation and order entry, and for viewing lab, radiology, and microbiology results.
8) Shadow a hospitalist: Spending a few hours with someone during a typical hospitalist work day will give you an idea of the pace of the work, the layout of the hospital and floors, the medical and ancillary staff you will work with, and the patient population. This will prompt questions you hadn’t thought of previously.
9) Prepare for each specific role: Hospitalists wear many hats, including teaching attending, non-teaching attending, consultant, researcher, committee member, and hospital medicine leader. Each role carries specific responsibilities and expectations. Prior to each new role, train with someone who leads that service or knows the job intimately.
10) Comprehend your benefits: Does your employer have a retirement program? Do they match retirement contributions? How does the malpractice insurance work? A meeting with human resources will usually help you arrange your health, dental, malpractice, and disability insurance prior to your start date. TH
Dr. Chacko is chair of SHM’s young physician committee and the hospitalist program medical director for Preferred Health Partners in New York City. Dr. Markoff is an assistant professor of medicine and associate director of the hospitalist service at the Mount Sinai Hospital in New York City. Dr. Sliwka is a hospitalist and assistant professor of clinical medicine at the University of California, San Francisco Medical Center.
Within the next few months, many of you will have a new job as an attending hospitalist. As daunting as that may seem, now is the time to think about what you can do to ensure a smooth transition and successful beginning to your career.
Although residency prepared you to face the medical challenges ahead, here are 10 pointers that may help as you move to the next stage of your professional life.
1) Familiarize yourself with the licensing/credentialing process: Do not underestimate the amount of time it takes to get this paperwork approved—up to six months in some cases. Many new hires’ first days on the job are delayed because they didn’t complete this step. Check with state licensing boards for special requirements unique to that state. Also, every hospital has its own gauntlet of infectious disease, HIPAA, and information- technology hoops to jump through. Getting your applications in as early as possible puts you in position to begin on your planned start date and prevent last-minute catastrophes for your new program.
2) Gain valuable insight through observation: Study your current hospitalist group to gain perspective that will help in your new setting. All programs and hospitals operate differently and have room for quality/process improvement. Interview hospitalists, ask questions, and observe the workflow in your current hospital(s) to help in your new job.
3) Contemplate your career direction: Think strategically about your strengths and plans. Although you will learn an incredible amount about hospital medicine careers after you begin, having a sense of direction will help your new group and its leadership get you where you want to be. Making connections and making your goals known within your new program before you start will put your new career on the right path.
4) Seek mentors: Having mentors from your prior program and your new program is a key to a healthy and happy career. Choose people you respect and pick their brains about their careers, how they acquired their skills, and how they would advise you to do the same. Good mentors will help you for many years, and the most valuable may be the ones who have known you throughout your residency. Nurture and maintain these relationships even if you are moving on to new horizons. Inquire whether your new program has a mentorship structure or if your new group leader can recommend someone who shares common interests and goals.
5) Study SHM’s Core Com-petencies: Although you may have trepidation about your medical skills and knowledge as you move into uncharted waters, step back and relax. Know that you are prepared. That said, you can always learn more. One excellent resource is The Core Competencies in Hospital Medicine: A Framework for Curriculum Development (available on SHM’s Web site, www.hospitalmedicine.org). This is a set of standards with which programs can teach hospital medicine and you can learn the scope of expectations and competencies for someone in your position.
6) Understand the nuts and bolts of your new program: Although there are many things you will learn on the job, gain an appreciation for some of the following before your first day:
- Billing: If this is your responsibility, you need to learn a little about this before you start, preferably from one of your future colleagues.
- Reimbursement structure: Find out how your productivity is tracked and rewarded. You’d be amazed how variable this can be.
- Time allotment: How are administrative, research, committee and teaching time balanced against your clinical time?
7) Get to know your new hospital: Before hitting the wards it pays to do a little homework on your new workplace. Do you have access to a medical library, journals, UpToDate, or other online databases? If not, do you need to purchase this access on your own? Many programs have academic funds allotted so you can use those resources. Also, familiarize yourself with the local antibiogram, formularies, guidelines, and order sets. Most facilities have tools specific to their hospital. Know how these affect you in your new role. Prior to starting, you will also want to be sufficiently oriented to any computer systems and understand how they’re used for documentation and order entry, and for viewing lab, radiology, and microbiology results.
8) Shadow a hospitalist: Spending a few hours with someone during a typical hospitalist work day will give you an idea of the pace of the work, the layout of the hospital and floors, the medical and ancillary staff you will work with, and the patient population. This will prompt questions you hadn’t thought of previously.
9) Prepare for each specific role: Hospitalists wear many hats, including teaching attending, non-teaching attending, consultant, researcher, committee member, and hospital medicine leader. Each role carries specific responsibilities and expectations. Prior to each new role, train with someone who leads that service or knows the job intimately.
10) Comprehend your benefits: Does your employer have a retirement program? Do they match retirement contributions? How does the malpractice insurance work? A meeting with human resources will usually help you arrange your health, dental, malpractice, and disability insurance prior to your start date. TH
Dr. Chacko is chair of SHM’s young physician committee and the hospitalist program medical director for Preferred Health Partners in New York City. Dr. Markoff is an assistant professor of medicine and associate director of the hospitalist service at the Mount Sinai Hospital in New York City. Dr. Sliwka is a hospitalist and assistant professor of clinical medicine at the University of California, San Francisco Medical Center.
Within the next few months, many of you will have a new job as an attending hospitalist. As daunting as that may seem, now is the time to think about what you can do to ensure a smooth transition and successful beginning to your career.
Although residency prepared you to face the medical challenges ahead, here are 10 pointers that may help as you move to the next stage of your professional life.
1) Familiarize yourself with the licensing/credentialing process: Do not underestimate the amount of time it takes to get this paperwork approved—up to six months in some cases. Many new hires’ first days on the job are delayed because they didn’t complete this step. Check with state licensing boards for special requirements unique to that state. Also, every hospital has its own gauntlet of infectious disease, HIPAA, and information- technology hoops to jump through. Getting your applications in as early as possible puts you in position to begin on your planned start date and prevent last-minute catastrophes for your new program.
2) Gain valuable insight through observation: Study your current hospitalist group to gain perspective that will help in your new setting. All programs and hospitals operate differently and have room for quality/process improvement. Interview hospitalists, ask questions, and observe the workflow in your current hospital(s) to help in your new job.
3) Contemplate your career direction: Think strategically about your strengths and plans. Although you will learn an incredible amount about hospital medicine careers after you begin, having a sense of direction will help your new group and its leadership get you where you want to be. Making connections and making your goals known within your new program before you start will put your new career on the right path.
4) Seek mentors: Having mentors from your prior program and your new program is a key to a healthy and happy career. Choose people you respect and pick their brains about their careers, how they acquired their skills, and how they would advise you to do the same. Good mentors will help you for many years, and the most valuable may be the ones who have known you throughout your residency. Nurture and maintain these relationships even if you are moving on to new horizons. Inquire whether your new program has a mentorship structure or if your new group leader can recommend someone who shares common interests and goals.
5) Study SHM’s Core Com-petencies: Although you may have trepidation about your medical skills and knowledge as you move into uncharted waters, step back and relax. Know that you are prepared. That said, you can always learn more. One excellent resource is The Core Competencies in Hospital Medicine: A Framework for Curriculum Development (available on SHM’s Web site, www.hospitalmedicine.org). This is a set of standards with which programs can teach hospital medicine and you can learn the scope of expectations and competencies for someone in your position.
6) Understand the nuts and bolts of your new program: Although there are many things you will learn on the job, gain an appreciation for some of the following before your first day:
- Billing: If this is your responsibility, you need to learn a little about this before you start, preferably from one of your future colleagues.
- Reimbursement structure: Find out how your productivity is tracked and rewarded. You’d be amazed how variable this can be.
- Time allotment: How are administrative, research, committee and teaching time balanced against your clinical time?
7) Get to know your new hospital: Before hitting the wards it pays to do a little homework on your new workplace. Do you have access to a medical library, journals, UpToDate, or other online databases? If not, do you need to purchase this access on your own? Many programs have academic funds allotted so you can use those resources. Also, familiarize yourself with the local antibiogram, formularies, guidelines, and order sets. Most facilities have tools specific to their hospital. Know how these affect you in your new role. Prior to starting, you will also want to be sufficiently oriented to any computer systems and understand how they’re used for documentation and order entry, and for viewing lab, radiology, and microbiology results.
8) Shadow a hospitalist: Spending a few hours with someone during a typical hospitalist work day will give you an idea of the pace of the work, the layout of the hospital and floors, the medical and ancillary staff you will work with, and the patient population. This will prompt questions you hadn’t thought of previously.
9) Prepare for each specific role: Hospitalists wear many hats, including teaching attending, non-teaching attending, consultant, researcher, committee member, and hospital medicine leader. Each role carries specific responsibilities and expectations. Prior to each new role, train with someone who leads that service or knows the job intimately.
10) Comprehend your benefits: Does your employer have a retirement program? Do they match retirement contributions? How does the malpractice insurance work? A meeting with human resources will usually help you arrange your health, dental, malpractice, and disability insurance prior to your start date. TH
Dr. Chacko is chair of SHM’s young physician committee and the hospitalist program medical director for Preferred Health Partners in New York City. Dr. Markoff is an assistant professor of medicine and associate director of the hospitalist service at the Mount Sinai Hospital in New York City. Dr. Sliwka is a hospitalist and assistant professor of clinical medicine at the University of California, San Francisco Medical Center.