Breadcrumb

Healthcare Inspection: Patient Flow, Quality of Care, and Administrative Concerns in the Emergency Department, VA Maryland Health Care System, Baltimore, Maryland

Report Information

Issue Date
Report Number
15-03418-350
VISN
State
Maryland
District
VA Office
Veterans Health Administration (VHA)
Report Author
Office of Healthcare Inspections
Report Type
Hotline Healthcare Inspection
Recommendations
11
Questioned Costs
$0
Better Use of Funds
$0
Congressionally Mandated
No

Summary

Summary
OIG conducted a healthcare inspection to assess allegations made regarding patient flow and quality of care in the Emergency Department (ED) at the Baltimore VA Medical Center (facility), part of the VA Maryland Health Care System (system). We substantiated patients remained in the ED for more than 4 hours while waiting for an inpatient bed, and found the median ED length of stay (LOS) for admitted patients, the delay in inpatient admission, and the percentage of patients boarded exceeded Veterans Health Administration (VHA) targets and thresholds during the period October 2013–December 2016. We did not identify patients who were clinically impacted by delays. We found that the accuracy of the ED metrics could be compromised when a provider encountered challenges using Emergency Department Integration Software (EDIS). We found that system policy did not include the maximum number of ED boarders as required by VHA. We found that staff failed to consistently utilize the Bed Management Solution software. We also found that Environmental Management Services staff schedules and cleaning processes were inadequate to support the patient flow process. We found that Patient Flow Committee members did not take adequate action to improve patient flow. We substantiated the system’s capping practice may limit the number of patients the admitting teams can treat and that facility managers had not established alternative processes to improve patient flow. Although we substantiated that on a day in 2015, ED patients waited extended times, we found no reports of adverse patient events. We substantiated that inpatient nurses were sometimes unavailable to receive the handoff report from ED nurses. We substantiated that the ED administrative support staffing level was not compliant with the VHA requirement. Further, we found that the lack of timely after-hours coverage of computerized tomography scan services contributed to the extended LOS for some ED patients. We made 11 recommendations.

Open Recommendation Image, SquareOpenClosed and Implemented Recommendation Image, CheckmarkClosed-ImplementedNot Implemented Recommendation Image, X character'Closed-Not Implemented
No. 1
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the Veterans Integrated Service Network Director ensure that VA Maryland Health Care System managers strengthen patient flow processes.
No. 2
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the Veterans Integrated Service Network Director ensure that VA Maryland Health Care System managers evaluate staff's Emergency Department Integrated Software data entry and implement action plans to ensure data accuracy and timeliness.
No. 3
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the Veterans Integrated Service Network Director ensure that the VA Maryland Health Care System managers strengthen Patient Flow Committee processes to include the establishment of patient flow goals, action target dates, and oversight of action implementation.
No. 4
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the System Director ensure that policy regarding patients boarding in the Emergency Department include all required elements.
No. 5
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the System Director strengthen Bed Management Solution utilization and processes, and monitor compliance.
No. 6
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the System Director strengthen processes to improve timeliness of bed cleaning.
No. 7
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the System Director review the impact of inpatient medicine admission capping and establish alternative plans that improve patient flow from the Emergency Department, monitor outcomes, and implement alternative plans as warranted.
No. 8
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the System Director review and address processes that contribute to delays of inpatient discharge.
No. 9
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the System Director strengthen nursing service communication processes to ensure consistent inpatient care coverage and nurses' availability for Emergency Department handoff.
No. 10
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the System Director evaluate the adequacy of Emergency Department administrative support staffing and take appropriate action.
No. 11
Closed and Implemented Recommendation Image, Checkmark
to Veterans Health Administration (VHA)
We recommended that the System Director improve and monitor compliance with response time requirements for after-hour computerized tomography scan services.