There is an unmistakable trend in healthcare facilities all across the country. Emergency departments (EDs) are getting more traffic, which is leading to longer wait times and frustrated patients.
Research from Waltham, Mass.-based CSC indicates that the current growth in emergency department (ED) visits is significantly affecting patient access, quality, cost and care management. And the end, it seems, is not near. According to authors Kathy Jankowski, R.N., Louann Parker, R.N. and Debbie Jacobs, 67 percent of healthcare executives surveyed expect ED visits to increase in the future.
Smart hospital executives are putting two and two together and realizing that frustrated patients are bound to walk out the door - taking their revenue with them. So to mitigate the issue, a number of organizations are implementing bed management systems and creating fast-track triage programs. But while this may improve turnover and increase efficiency, patients are often still left in the dark as to when they might see a physician. With that in mind, a handful of organizations are going one step further and devising innovative methods of communicating wait times to patients - in some cases before they even arrive at the hospital.
For instance, in Florida, Central Florida Regional Hospital (Sanford) and Osceola Regional Medical Center (Kissimmee) are posting wait times on electronic billboards situated along local highways. With this technology, which has also been rolled out at Akron General Health System in Ohio, patients can quickly learn where they have the best chance of getting treatment in the shortest amount of time.
In Middletown, Conn., it's even easier. Middlesex Hospital, a 275-bed network, recently began publishing the wait times for its three ED facilities on its Web site. Shoreline Medical Center is located about 20 miles south of Middletown in Essex, Conn., while Marlborough Medical Center is about 15 miles north. If area residents need emergency care, they can quickly pull up the site (http://www.midhosp.org) and find out how long the approximate wait times are at each location.
Timing is everything
For Middlesex, the primary goal in rolling out the technology was to help distribute traffic more evenly among the three sites, according to CIO Ludwig Johnson, who says Middlesex handles around 90,000 ED visits per year. “It was part of an effort to improve patient satisfaction while also balancing the load for our staff,” he says.
Unlike many IT initiatives, launching and maintaining the online ED clock has been a minimal effort. According to Johnson, the program was written in Cerner Command Language, Kansas City, Mo.-based Cerner's fourth-generation programming language, and designed to read the triage file, parse the data to determine how long the waits are, and send the information by file transfer protocol to Middlesex's Web server.
The data that is being fed to the Web server comes from the triage and tracking components of Cerner's ED information system, FirstNet, which is utilized at Middlesex. As soon as a patient arrives, a nurse collects basic information such as name and chief complaint, does a quick assessment of what type of care is needed and how soon, and enters the information into the system. At this point, the patient's wait time - or the clock - officially starts, he says, and it doesn't stop until a physician is available. (Johnson notes that patients who present with a life-threatening injury or condition are exempt from the list and are seen immediately.)
How it works is simple. “If the longest wait to see the doctor is 60 minutes, that's what we report on the site,” says Johnson. “As soon as the next person sees the doctor, the number is adjusted to what his or her wait time was.” The clock is updated every five minutes to ensure the most accurate information is available, he adds.
Another benefit of the tool is that it's available in both Flash and HTML formats, enabling users to access it from computers and smartphones. “We set up the site so that it can detect whether the person is using an iPhone or a computer, and customize itself to fit that need,” says Johnson. “We wanted to make it as user-friendly as possible.”
Interestingly, it isn't just patients who are using the tool. ED physicians and executives often use the online clock while traveling to keep tabs on their facilities.
What truly surprised Johnson, however, was the national attention the project has attracted. “I couldn't believe it. It turned out that very few places around the country are doing this, so our story has run in a number of cities, including San Francisco, Chicago and Phoenix,” he says. “We wanted to create a bit of a marketing splash - which we did, much more than expected - but what we really wanted to do was balance out our volume so people could go to a place where the wait is shorter.”
View from the top
At Atlantic Health, a 1,200-bed system based in Morris Plains, N.J., the emphasis isn't necessarily on decreasing wait times, but on communicating them more effectively to patients. According to Linda Reed, vice president and CIO, Atlantic Health's two hospitals have Horizon Enterprise Visibility boards from McKesson Corp. (Alpharetta, Ga.) installed in the emergency and surgical departments, as well as the inpatient area.