The Virtual Hospitalist: A Single-Site Implementation Bringing Hospitalist Coverage to Critical Access Hospitals

Intervention Development and Implementation

A site visit by clinical and administrative project leads to VBCH identified three deficits that we could address through telemedicine: (1) The extended duration of VBCH shifts was detrimental to provider experience and retention; (2) Lack of local expertise in hospital medicine led to limited comfort in caring for patients with stable but medically complex conditions (eg, drug-resistant urinary tract infection); and (3) Patient transitions between VBCH and UIHC during acute care transfer were frustrating and led to negative experiences with providers and patients.

We developed a model to address these deficits using the minimum number of specialties and employees to facilitate rapid implementation. Although local care ED and inpatient care was provided by 3 APPS and a single physician provider, we mandated the coverage of all acute inpatients by the virtual hospitalists. This coverage included daily videoconference patient rounds, continuous pager coverage for new acute issues, and listing the virtual hospitalists as the attending of record for patient admissions. We scheduled contact times in the morning and afternoon to accelerate familiarity and comfort with the technology. We used a secure, Health Insurance Portability and Accountability Act of 1996 (HIPAA)-compliant platform for videoconferencing, accessible through personal computers or portable smart devices (Vidyo, VidyoInc, Hackensack, New Jersey). At VBCH, two tablet computers were provided to serve as portable platforms to use either in provider conference rooms or to be taken into patient rooms. Twice a day, at 8:45 am and 4:30 pm, virtual hospitalists, local providers, and nursing staff would videoconference and review the status and care plan for all admitted patients. In addition, virtual hospitalists performed a videoconference interview using the tablet computers with all patients on the morning following admission and at other times on an as-needed basis. We asked the virtual hospitalists to cover a minimum of 72 consecutive hours to maintain provider continuity. Local APPs documented the history, examination, and medical decision-making for billing purposes, which were cosigned by the virtual hospitalists. The virtual hospitalists also created separate notes documenting their discussions with local staff, interview and limited direct physical examination findings (eg, appearance of rashes), and medical decision making. Due to limitations of the EMR, local APPs wrote patient orders. All virtual hospitalists were credentialed by proxy at VBCH. We consulted with the UIHC legal team to ensure that virtual hospitalists would be protected under their existing malpractice insurance.

Outcome Measures

Outcome measures were divided into three categories: (1) clinical and utilization outcomes; (2) virtual hospitalist outcomes; and (3) satisfaction outcomes. The primary clinical outcome was the percentage of ED encounters resulting in transfer to a different acute care hospital. We also monitored alternative ED dispositions, including local inpatient admission. Additional clinical and utilization outcomes after ED admission included the mean daily inpatient census at VBCH and the case mix index (CMI). We selected the mean length of stay, the percentage of inpatients transferred to other hospitals, and the inpatient mortality as balance measures due to concerns of increasing the acuity of the inpatient wards beyond the comfort and expertise of local staff. Virtual hospitalist outcomes included the mean daily time commitment and the mean time commitment per patient. Virtual hospitalists self-reported their time commitments as part of their daily documentation. We chose these measures in anticipation of expanding this program to other institutions in the future. Satisfaction outcomes included a weekly survey to all VBCH physicians and nursing staff (Appendix 1), weekly group discussions with virtual hospitalists and CAH staff, and 3 interviews with patients and family members after discharge (Appendix 2).