Impact on Length of Stay of a Hospital Medicine Emergency Department Boarder Service

Hospital Length of Stay

Nonboarders had the shortest median hospital LOS (4.76; interquartile range [IQR] 2.90-7.22 days). Covered EDB patients had a median hospital LOS that was 4.6 hours (0.19 day) shorter compared with noncovered EDB patients (4.92 [IQR 3.00-8.03] days vs 5.11 [IQR 3.16-8.34 days]; Table 2). The differences among the three groups were all significant in the univariate comparison (P < .001). Multivariable regression controlling for patient age, gender, race, academic year, and hour and day of the week at the time of becoming an EDB demonstrated that the difference in hospital LOS between covered and noncovered EDB patients remained significant (P < .001).

ED Length of Stay and 30-Day ED Readmission

Covered EDB patients had a longer median ED LOS compared with noncovered EDB patients and nonboarder patients (20.7 [IQR 15.8-24.9] hours vs 10.1 [IQR 7.9-13.8] hours vs 5.6 [IQR 4.2-7.5] hours, respectively, Table 2). These differences remained significant in the multivariable regression models (P < .001). Finally, the 30-day same-institution ED readmission rate was similar between covered and noncovered EDB patients.

We present two years of data describing a hospital medicine-led team designed to enhance the care of medical patients boarding in the ED. The period spent boarding in the ED is a vulnerable time for patients, and we created the EDB service with the goal of delivering inpatient medicine-led care to ED patients awaiting their inpatient bed.

When a bed request is made in an efficient ideal world, patients could be immediately transferred to an open inpatient bed to initiate care. In our study, patients who were not EDBs (ie, waited for less than two hours for their inpatient bed) had the most time-efficient care as they had the shortest ED and hospital LOS. However, nonboarders represented only 12% of patients and the majority of patients admitted to medicine were boarders. Patients covered by the EDB service had an overall hospital LOS that was 4.6 hours shorter compared with noncovered EDB patients despite having an ED LOS that was 15.1 hours longer. These LOS differences were observed without any difference to 30-day ED readmission rates.

Given that not all boarding patients were cared by the EDB service, the role of selection bias in our study warrants discussion. Similar to other studies, ED LOS for our patient cohort is heavily influenced by the availability of inpatient beds.^10-12 The EDB service handed off patients they were covering as soon as an inpatient bed became available. Although there was discretion from the EDB charge nurse and the EDB physician about which patient to accept, this was primarily focused on choosing patients who did not have a pending inpatient bed (eg, a patient who was assigned a bed but was awaiting room cleaning). Importantly, there was no change in the bed assignment process as a part of the intervention. Our intervention’s design did not allow for elucidation of causation; however, we believe that the longer ED LOS for covered EDB patients compared with noncovered EDB patients reflects the fact that the team chose patients with a higher expected ED LOS rather than that the patients had a longer LOS due to being cared by the service. Consistent with this, patients covered by the EDB service tended to have bed requests placed during the night shift compared with noncovered EDB patients; patients with bed requests at night are more likely to wait longer for their inpatient bed given that inpatient beds are generally freed up in the afternoon. We acknowledge that it is impossible to completely rule out the possibility that patient factors (eg, infectious precautions) influence inpatient bed wait time and could be another factor influencing the probability of EDB service coverage.

The current study adds to the expanding literature on EDB care models. Briones et al. demonstrated that an “ED hospitalist” led to increased care delivery as measured by an increased follow-up on laboratory results and medication orders.²³ However, their study was not structured to demonstrate LOS changes.²³ In another study, Chadaga et al. reported about their experience with a hospital medicine team providing care for EDB patients, similar to our study.⁸ Their hospital medicine team consisted of a hospitalist and APP deployed in the ED during the day, with night coverage provided by existing ED clinicians. They demonstrated less ED diversion, more ED discharges, and positive perceptions among the ED team.⁸ However, there was no impact on ED or hospital LOS, although their results may have been limited by the short duration of postintervention data and the lack of nighttime coverage.⁸ Finally, a modeling study demonstrated a reduction in ED LOS by adding ED clinicians only for patients being discharged from the ED and not for those being admitted, although there was no explicit adjustment for LOS accounting for initiation of inpatient care in the ED.¹⁵ Extending the current literature, our study suggests that a hospitalist team providing continuous coverage to a large portion of EDB patients could shorten the overall hospital LOS for boarding patients, but even this was not enough to reduce LOS to the same level as that of patients who did not board.

Practically, there were challenges to creating the EDB service described in our study. Additional clinical staff (physician, APP, and nursing) were hired for the team, requiring a financial commitment from the institution. The new team required space within the ED footprint incurring construction costs. Before the existence of the EDB service, other ancillary services (eg, physical therapy) were unaccustomed to seeing ED patients, and thus new workflows were created. Another challenge was that internal medicine clinicians were not used to caring for patients for short durations of time before passing off clinical care to another team. This required a different approach, focusing on acute issues rather than conducting an exhaustive evaluation. Finally, the EDB service workflow introduced an additional handoff, increasing discontinuity of care. These challenges are factors to consider for institutions considering a similar EDB team and should be weighed against other interventions to alleviate ED boarding or improve throughput such as expanding inpatient capacity.

Ideal metrics to track the coverage and performance of an EDB service such as the one described in this study are undefined. It was difficult to know whether the goal should be complete coverage given the increase in handoffs, particularly for patients with short boarding times. This EDB service covered 59.9% of boarding patients and 62.9% of total boarding hours. Factors that contributed to covering less than 100% included physician staffing that was insufficient to meet demand and discretion to not accept patients expected to quickly get an inpatient bed. Therefore, the percentage of patients and boarding hours covered are crude metrics and further investigation is needed to develop optimal metrics for an EDB team.

Future studies on care models for EDB patients are warranted. Recognizing that EDB teams require additional resources, studies to define which patients receive the most benefit from EDB coverage will be helpful. Moreover, the EDB team composition may need to adapt to different environments (eg, academic, urban, nonacademic, rural). Diving deeper to study whether specific patient populations benefit more than others from care by the EDB service, as measured by hospital LOS or other outcomes, would be important. Clinical outcomes, in addition to throughput metrics such as LOS, must be analyzed to understand whether factors such as increased handoffs outweigh any benefits in throughput.

There were several limitations to this study. First, it was performed at a single academic institution, potentially limiting its generalizability. However, although some workflows and team coverage structures may be institution-specific, the concept of a hospital medicine-led EDB team providing earlier inpatient care can be adapted locally and may probably achieve similar benefits. Our study population included only patients destined for general medical admission; thus, it is uncertain whether the gains demonstrated in our study would be realized for patients boarding for nonmedical services. In addition, considering the observational nature of this study, it is difficult to prove the causation that a hospitalist EDB service solely led to reductions in hospital LOS. Finally, we did not adjust for nor measure whether ED clinicians provided different care to patients whom they felt were destined for the EDB service.

In summary, nonboarder patients had the shortest overall LOS; however, among those patients who boarded, coverage by a hospitalist-led team was associated with a shorter LOS. Given the limited inpatient capacity, eliminating ED boarding is often not possible. We present a model to expedite inpatient care and allow ED clinicians to focus on newly arriving ED patients. Additional studies are required to better understand how to optimally care for patients boarding in the ED.