Instability After Reverse Total Shoulder Arthroplasty: Which Patients Dislocate?

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Instability After Reverse Total Shoulder Arthroplasty: Which Patients Dislocate?

Risk factors for dislocation after reverse total shoulder arthroplasty (RTSA) are not clearly defined. Prosthetic dislocation can result in poor patient satisfaction, worse functional outcomes, and return to the operating room.1-3 As a result, identification of modifiable risk factors for complications represents an important research initiative for shoulder surgeons.

There is a paucity of literature devoted to the study of dislocation after RTSA. Chalmers and colleagues4 found a 2.9% (11/385) incidence of early dislocation within 3 months after index surgery—an improvement over the 15.8% reported for early instability over the period 2004–2006.5 As prosthesis design has improved and surgeons have become more comfortable with the RTSA prosthesis, surgical indications have expanded,6,7 and dislocation rates appear to have decreased. Although the most common indication for RTSA continues to be cuff tear arthropathy (CTA),6 there has been increased use in rheumatoid arthritis8-10; proximal humerus fractures, especially in cases of poor bone quality and unreliable fixation of tuberosities11-13; and failed previous shoulder reconstruction.14,15 As RTSA is performed more often, limiting the complications will become more important for both patient care and economics.

We conducted a study to analyze dislocation rates at our institution and to identify both modifiable and nonmodifiable risk factors for dislocation after RTSA. By identifying risk factors for dislocation, we will be able to implement additional perioperative clinical measures to reduce the incidence of dislocation.

Materials and Methods

This retrospective study of dislocation after RTSA was conducted at the Rothman Institute of Orthopedics and Methodist Hospital (Thomas Jefferson University Hospitals, Philadelphia, PA). After obtaining Institutional Review Board approval for the study, we searched our institution’s electronic database of shoulder arthroplasties to identify all RTSAs performed at our 2 large-volume urban institutions between September 27, 2010 and December 31, 2013. For the record search, International Classification of Diseases, Ninth Revision (ICD-9) codes were used (Table 1).

These unique procedure codes are used by the hospital system for billing, but are not always specific to assigned procedures. Therefore, the individual operative reports identified were reviewed to identify the patients who actually underwent RTSA. From this database, all patients who underwent RTSA were selected. Using the subpopulation of patients who underwent RTSA, we searched individual medical records to identify patients who had a dislocation after RTSA. This information was cross-referenced with ICD-9 codes for shoulder dislocation (831.0, 831.01, 831.02, 831.03) to ensure that all patients were identified.

The medical records of each patient were used to identify independent variables that could be associated with dislocation rate. Demographic variables included sex, age, and race. Preoperative clinical data included body mass index (BMI), etiology of shoulder disease leading to RTSA, individual comorbidities, and Charlson Comorbidity Index (CCI)16 modified to be used with ICD-9 codes.17 In addition, prior shoulder surgery history and arthroplasty type (primary or revision) were determined. Postoperative considerations were time to dislocation, mechanism of dislocation, and intervention(s) needed for dislocation. Although the institutional database did not include operative variables such as prosthesis type and surgical approach, all 6 surgeons in this study were using a standard deltopectoral approach in beach-chair position with a Grammont style prosthesis for RTSA cases.

Descriptive statistics for RTSA patients and the dislocation subpopulation were compiled. Bivariate analysis was used to evaluate which of the previously described variables influenced dislocation rates. Last, multivariate logistic regression analysis was performed to evaluate which factors were independent predictors of dislocation. We included demographic variables (age, sex, ethnicity), clinical variables (BMI, individual comorbidities, CCI), and surgical variables (primary vs revision, diagnosis at time of surgery). All statistical analyses were performed with Excel 2013 (Microsoft) and SPSS Statistics Version 20.0 (SPSS Inc.).

Results

From the database, we identified 487 patients who underwent 510 RTSAs during the study period. These surgeries were performed by 6 shoulder and elbow fellowship–trained surgeons. Of the 510 RTSAs, 393 (77.1%) were primary cases, and 117 (22.9%) were revision cases.

Of the 510 shoulders that underwent RTSA, 15 (2.9%; 14 patients) dislocated. Of these 15 cases, 5 were primary (1.3% of all primary cases) and 10 were revision (8.5% of all revision cases). Mean time from index surgery to diagnosis of dislocation was 58.2 days (range, 0-319 days). One dislocation occurred immediately after surgery, 2 after falls, 4 from patient-identified low-energy mechanisms of injury, and 8 without known inciting events. Nine dislocations (60%) did not have a subscapularis repair (7 were irreparable, 2 underwent subscapularis peel without repair), and the other 6 were repaired primarily (Table 2).

In addition, 11 dislocations (73.3%) previously underwent open or arthroscopic shoulder surgery. All patients who had a dislocation after RTSA returned to the operating room at least once; no dislocation was successfully treated with closed reduction in the clinic. The 15 dislocations underwent 17 surgeries: 7 isolated polyethylene exchanges, 2 isolated closed reductions, 1 hematoma aspiration with closed reduction, 1 open reduction, 2 humeral component revisions with polyethylene exchange, 1 humeral augmentation with polyethylene exchange, 2 glenosphere exchanges with polyethylene exchange, and 1 polyethylene exchange with concurrent subscapularis repair.

Male patients accounted for 32.2% of the study population but 60.0% of the dislocations (P = .019) (Table 3). In addition, mean BMI was 33.2 for patients with dislocation and 29.5 for patients without dislocation (P = .039) (Table 3). Revision arthroplasty was found to be a risk factor for dislocation in univariate analysis: 66.7% of the dislocations occurred after revision RTSA, and only 21.6% of nondislocated shoulders were revision cases (P < .001) (Table 4). Patients who underwent RTSA for CTA had a very low incidence of dislocation (0.35%, 1/285), accounting for 6.7% of the dislocated group and 57.6% of the nondislocated group (P < .001) (Table 4). The 1 patient with a dislocation after primary RTSA for CTA had an indolent infection at time of surgery after dislocation.

Multivariate logistic regression analysis revealed revision arthroplasty (OR = 7.515; P = .042) and increased BMI (OR = 1.09; P = .047) to be independent risk factors for dislocation after RTSA. Analysis also found a diagnosis of primary CTA to be independently associated with lower risk of dislocation after RTSA (OR = 0.025; P = .008). Last, the previously described risk factor of male sex was found not to be a significant independent risk factor, though it did trend positively (OR = 3.011; P = .071).

 

 

Discussion

With more RTSAs being performed, evaluation of their common complications becomes increasingly important.18 We found a 3.0% rate of dislocation after RTSA, which is consistent with the most recently reported incidence4 and falls within the previously described range of 0% to 8.6%.19-26 Of the clinical risk factors identified in this study, those previously described were prior surgery, subscapularis insufficiency, higher BMI, and male sex.4 However, our finding of lower risk of dislocation after RTSA for primary rotator cuff pathology was not previously described. Although Chalmers and colleagues4 did not report this lower risk, 3 (27.3%) of their 11 patients with dislocation had primary CTA, compared with 1 (6.7%) of 15 patients in the present study.4 Our literature review did not identify any studies that independently reported the dislocation rate in patients who underwent RTSA for rotator cuff failure.

The risk factors of subscapularis irreparability and revision surgery suggest the importance of the soft-tissue envelope and bony anatomy in dislocation prevention. Previous analyses have suggested implant malpositioning,27,28 poor subscapularis quality,29 and inadequate muscle tensioning5,30-32 as risk factors for RTSA. Patients with an irreparable subscapularis tendon have often had multiple surgeries with compromise to the muscle/soft-tissue envelope or bony anatomy of the shoulder. A biomechanical study by Gutiérrez and colleagues31 found the compressive forces of the soft tissue at the glenohumeral joint to be the most important contributor to stability in the RTSA prosthesis. In clinical studies, the role of the subscapularis in preventing instability after RTSA remains unclear. Edwards and colleagues29 prospectively compared dislocation rates in patients with reparable and irreparable subscapularis tendons during RTSA and found a higher rate of dislocation in the irreparable subscapularis group. Of note, patients in the irreparable subscapularis group also had more complex diagnoses, including proximal humeral nonunion, fixed glenohumeral dislocation, and failed prior arthroplasty. Clark and colleagues33 retrospectively analyzed subscapularis repair in 2 RTSA groups and found no appreciable effect on complication rate, dislocation events, range-of-motion gains, or pain relief.

Our finding that higher BMI is an independent risk factor was previously described.4 The association is unclear but could be related to implant positioning, difficulty in intraoperative assessment of muscle tensioning, or body habitus that may generate a lever arm for impingement and dislocation when the arm is in adduction. Last, our finding that male sex is a risk factor for dislocation approached significance, and this relationship was previously reported.4 This could be attributable to a higher rate of activity or of indolent infection in male patients.34,35Besides studying risk factors for dislocation after RTSA, we investigated treatment. None of our patients were treated successfully and definitively with closed reduction in the clinic. This finding diverges from findings in studies by Teusink and colleagues2 and Chalmers and colleagues,4who respectively reported 62% and 44% rates of success with closed reduction. Our cohort of 14 patients with 15 dislocations required a total of 17 trips to the operating room after dislocation. This significantly higher rate of return to the operating room suggests that dislocation after RTSA may be a more costly and morbid problem than has been previously described.

This study had several weaknesses. Despite its large consecutive series of patients, the study was retrospective, and several variables that would be documented and controlled in a prospective study could not be measured here. Specifically, neither preoperative physical examination nor patient-specific assessments of pain or function were consistently obtained. Similarly, postoperative patient-specific instruments of outcomes evaluation were not obtained consistently, so results of patients with dislocation could not be compared with those of a control group. In addition, preoperative and postoperative radiographs were not consistently present in our electronic medical records, so the influence of preoperative bony anatomy, intraoperative limb lengthening, and any implant malpositioning could not be determined. Furthermore, operative details, such as reparability of the subscapularis, were not fully available for the control group and could not be included in statistical analysis. In addition, that the known dislocation risk factor of male sex4 was identified here but was not significant in multivariate regression analysis suggests that this study may not have been adequately powered to identify a significant difference in dislocation rate between the sexes. Last, though our results suggested associations between the aforementioned variables and dislocation after RTSA, a truly causative relationship could not be confirmed with this study design or analysis. Therefore, our study findings are hypothesis-generating and may indicate a benefit to greater deltoid tensioning, use of retentive liners, or more conservative rehabilitation protocols for high-risk patients.

Conclusion

Dislocation after RTSA is an uncommon complication that often requires a return to the operating room. This study identified a modifiable risk factor (higher BMI) and 3 nonmodifiable risk factors (male sex, subscapularis insufficiency, revision surgery) for dislocation after RTSA. In contrast, patients who undergo RTSA for primary rotator cuff pathology are unlikely to dislocate after surgery. This low risk of dislocation after RTSA for primary cuff pathology was not previously described. Patients in the higher risk category may benefit from preoperative lifestyle modification, intraoperative techniques for increasing stability, and more conservative therapy after surgery. In addition, unlike previous investigations, this study did not find closed reduction in the clinic alone to be successful in definitively treating this patient population.


Am J Orthop. 2016;45(7):E444-E450. Copyright Frontline Medical Communications Inc. 2016. All rights reserved.

References

1. Aldinger PR, Raiss P, Rickert M, Loew M. Complications in shoulder arthroplasty: an analysis of 485 cases. Int Orthop. 2010;34(4):517-524.

2. Teusink MJ, Pappou IP, Schwartz DG, Cottrell BJ, Frankle MA. Results of closed management of acute dislocation after reverse shoulder arthroplasty. J Shoulder Elbow Surg. 2015;24(4):621-627.

3. Fink Barnes LA, Grantham WJ, Meadows MC, Bigliani LU, Levine WN, Ahmad CS. Sports activity after reverse total shoulder arthroplasty with minimum 2-year follow-up. Am J Orthop. 2015;44(2):68-72.

4. Chalmers PN, Rahman Z, Romeo AA, Nicholson GP. Early dislocation after reverse total shoulder arthroplasty. J Shoulder Elbow Surg. 2014;23(5):737-744.

5. Gallo RA, Gamradt SC, Mattern CJ, et al; Sports Medicine and Shoulder Service at the Hospital for Special Surgery, New York, NY. Instability after reverse total shoulder replacement. J Shoulder Elbow Surg. 2011;20(4):584-590.

6. Walch G, Bacle G, Lädermann A, Nové-Josserand L, Smithers CJ. Do the indications, results, and complications of reverse shoulder arthroplasty change with surgeon’s experience? J Shoulder Elbow Surg. 2012;21(11):1470-1477.

7. Smith CD, Guyver P, Bunker TD. Indications for reverse shoulder replacement: a systematic review. J Bone Joint Surg Br. 2012;94(5):577-583.

8. Young AA, Smith MM, Bacle G, Moraga C, Walch G. Early results of reverse shoulder arthroplasty in patients with rheumatoid arthritis. J Bone Joint Surg Am. 2011;93(20):1915-1923.

9. Hedtmann A, Werner A. Shoulder arthroplasty in rheumatoid arthritis [in German]. Orthopade. 2007;36(11):1050-1061.

10. Rittmeister M, Kerschbaumer F. Grammont reverse total shoulder arthroplasty in patients with rheumatoid arthritis and nonreconstructible rotator cuff lesions. J Shoulder Elbow Surg. 2001;10(1):17-22.

11. Acevedo DC, Vanbeek C, Lazarus MD, Williams GR, Abboud JA. Reverse shoulder arthroplasty for proximal humeral fractures: update on indications, technique, and results. J Shoulder Elbow Surg. 2014;23(2):279-289.

12. Bufquin T, Hersan A, Hubert L, Massin P. Reverse shoulder arthroplasty for the treatment of three- and four-part fractures of the proximal humerus in the elderly: a prospective review of 43 cases with a short-term follow-up. J Bone Joint Surg Br. 2007;89(4):516-520.

13. Cuff DJ, Pupello DR. Comparison of hemiarthroplasty and reverse shoulder arthroplasty for the treatment of proximal humeral fractures in elderly patients. J Bone Joint Surg Am. 2013;95(22):2050-2055.

14. Walker M, Willis MP, Brooks JP, Pupello D, Mulieri PJ, Frankle MA. The use of the reverse shoulder arthroplasty for treatment of failed total shoulder arthroplasty. J Shoulder Elbow Surg. 2012;21(4):514-522.

15. Valenti P, Kilinc AS, Sauzières P, Katz D. Results of 30 reverse shoulder prostheses for revision of failed hemi- or total shoulder arthroplasty. Eur J Orthop Surg Traumatol. 2014;24(8):1375-1382.

16. Charlson ME, Pompei P, Ales KL, MacKenzie CR. A new method of classifying prognostic comorbidity in longitudinal studies: development and validation. J Chronic Dis. 1987;40(5):373-383.

17. Deyo RA, Cherkin DC, Ciol MA. Adapting a clinical comorbidity index for use with ICD-9-CM administrative databases. J Clin Epidemiol. 1992;45(6):613-619.

18. Kim SH, Wise BL, Zhang Y, Szabo RM. Increasing incidence of shoulder arthroplasty in the United States. J Bone Joint Surg Am. 2011;93(24):2249-2254.

19. Boileau P, Watkinson D, Hatzidakis AM, Hovorka I. Neer Award 2005: the Grammont reverse shoulder prosthesis: results in cuff tear arthritis, fracture sequelae, and revision arthroplasty. J Shoulder Elbow Surg. 2006;15(5):527-540.

20. Cuff D, Pupello D, Virani N, Levy J, Frankle M. Reverse shoulder arthroplasty for the treatment of rotator cuff deficiency. J Bone Joint Surg Am. 2008;90(6):1244-1251.

21. Frankle M, Siegal S, Pupello D, Saleem A, Mighell M, Vasey M. The reverse shoulder prosthesis for glenohumeral arthritis associated with severe rotator cuff deficiency. A minimum two-year follow-up study of sixty patients. J Bone Joint Surg Am. 2005;87(8):1697-1705.

22. Guery J, Favard L, Sirveaux F, Oudet D, Mole D, Walch G. Reverse total shoulder arthroplasty. Survivorship analysis of eighty replacements followed for five to ten years. J Bone Joint Surg Am. 2006;88(8):1742-1747.

23. Mulieri P, Dunning P, Klein S, Pupello D, Frankle M. Reverse shoulder arthroplasty for the treatment of irreparable rotator cuff tear without glenohumeral arthritis. J Bone Joint Surg Am. 2010;92(15):2544-2556.

24. Sirveaux F, Favard L, Oudet D, Huquet D, Walch G, Molé D. Grammont inverted total shoulder arthroplasty in the treatment of glenohumeral osteoarthritis with massive rupture of the cuff. Results of a multicentre study of 80 shoulders. J Bone Joint Surg Br. 2004;86(3):388-395.

25. Wall B, Nové-Josserand L, O’Connor DP, Edwards TB, Walch G. Reverse total shoulder arthroplasty: a review of results according to etiology. J Bone Joint Surg Am. 2007;89(7):1476-1485.

26. Werner CM, Steinmann PA, Gilbart M, Gerber C. Treatment of painful pseudoparesis due to irreparable rotator cuff dysfunction with the Delta III reverse-ball-and-socket total shoulder prosthesis. J Bone Joint Surg Am. 2005;87(7):1476-1486.

27. Cazeneuve JF, Cristofari DJ. The reverse shoulder prosthesis in the treatment of fractures of the proximal humerus in the elderly. J Bone Joint Surg Br. 2010;92(4):535-539.

28. Stephenson DR, Oh JH, McGarry MH, Rick Hatch GF 3rd, Lee TQ. Effect of humeral component version on impingement in reverse total shoulder arthroplasty. J Shoulder Elbow Surg. 2011;20(4):652-658.

29. Edwards TB, Williams MD, Labriola JE, Elkousy HA, Gartsman GM, O’Connor DP. Subscapularis insufficiency and the risk of shoulder dislocation after reverse shoulder arthroplasty. J Shoulder Elbow Surg. 2009;18(6):892-896.

30. Affonso J, Nicholson GP, Frankle MA, et al. Complications of the reverse prosthesis: prevention and treatment. Instr Course Lect. 2012;61:157-168.

31. Gutiérrez S, Keller TS, Levy JC, Lee WE 3rd, Luo ZP. Hierarchy of stability factors in reverse shoulder arthroplasty. Clin Orthop Relat Res. 2008;466(3):670-676.

32. Boileau P, Watkinson DJ, Hatzidakis AM, Balg F. Grammont reverse prosthesis: design, rationale, and biomechanics. J Shoulder Elbow Surg. 2005;14(1 suppl S):147S-161S.

33. Clark JC, Ritchie J, Song FS, et al. Complication rates, dislocation, pain, and postoperative range of motion after reverse shoulder arthroplasty in patients with and without repair of the subscapularis. J Shoulder Elbow Surg. 2012;21(1):36-41.

34. Richards J, Inacio MC, Beckett M, et al. Patient and procedure-specific risk factors for deep infection after primary shoulder arthroplasty. Clin Orthop Relat Res. 2014;472(9):2809-2815.

35. Singh JA, Sperling JW, Schleck C, Harmsen WS, Cofield RH. Periprosthetic infections after total shoulder arthroplasty: a 33-year perspective. J Shoulder Elbow Surg. 2012;21(11):1534-1541.

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Authors’ Disclosure Statement: Dr. Abboud reports that he receives royalties from Integra Life Sciences and Lippincott Williams & Wilkins; and is an unpaid consultant for Integra Life Sciences, Depuy Synthes, Tornier, and DJO Global. Dr. Lazarus reports that he receives royalties and is a paid consultant for Tornier on the subject of shoulder arthroplasty. Dr. Ramsey reports that he receives royalties from and is a paid consultant for Zimmer Biomet and Integra Life Sciences on the subject of shoulder arthroplasty. Dr. Williams reports that he receives research funding from Depuy Synthes and Tornier, receives royalties from Depuy Synthes and IMDS/Cleveland Clinic, and is a paid consultant for Depuy Synthes on the subject of shoulder arthroplasty. Dr. Namdari reports that he receives research funding from Depuy Synthes, Zimmer Biomet, Tornier, Integra Life Sciences, and Arthrex; is a paid consultant for Don Joy Orthopedics, Integra Life Sciences, and Miami Device Solutions; and receives product design royalties from Don Joy Orthopedics, Miami Device Solutions, and Elsevier. The other authors report no actual or potential conflict of interest in relation to this article.

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Authors’ Disclosure Statement: Dr. Abboud reports that he receives royalties from Integra Life Sciences and Lippincott Williams & Wilkins; and is an unpaid consultant for Integra Life Sciences, Depuy Synthes, Tornier, and DJO Global. Dr. Lazarus reports that he receives royalties and is a paid consultant for Tornier on the subject of shoulder arthroplasty. Dr. Ramsey reports that he receives royalties from and is a paid consultant for Zimmer Biomet and Integra Life Sciences on the subject of shoulder arthroplasty. Dr. Williams reports that he receives research funding from Depuy Synthes and Tornier, receives royalties from Depuy Synthes and IMDS/Cleveland Clinic, and is a paid consultant for Depuy Synthes on the subject of shoulder arthroplasty. Dr. Namdari reports that he receives research funding from Depuy Synthes, Zimmer Biomet, Tornier, Integra Life Sciences, and Arthrex; is a paid consultant for Don Joy Orthopedics, Integra Life Sciences, and Miami Device Solutions; and receives product design royalties from Don Joy Orthopedics, Miami Device Solutions, and Elsevier. The other authors report no actual or potential conflict of interest in relation to this article.

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Authors’ Disclosure Statement: Dr. Abboud reports that he receives royalties from Integra Life Sciences and Lippincott Williams & Wilkins; and is an unpaid consultant for Integra Life Sciences, Depuy Synthes, Tornier, and DJO Global. Dr. Lazarus reports that he receives royalties and is a paid consultant for Tornier on the subject of shoulder arthroplasty. Dr. Ramsey reports that he receives royalties from and is a paid consultant for Zimmer Biomet and Integra Life Sciences on the subject of shoulder arthroplasty. Dr. Williams reports that he receives research funding from Depuy Synthes and Tornier, receives royalties from Depuy Synthes and IMDS/Cleveland Clinic, and is a paid consultant for Depuy Synthes on the subject of shoulder arthroplasty. Dr. Namdari reports that he receives research funding from Depuy Synthes, Zimmer Biomet, Tornier, Integra Life Sciences, and Arthrex; is a paid consultant for Don Joy Orthopedics, Integra Life Sciences, and Miami Device Solutions; and receives product design royalties from Don Joy Orthopedics, Miami Device Solutions, and Elsevier. The other authors report no actual or potential conflict of interest in relation to this article.

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Risk factors for dislocation after reverse total shoulder arthroplasty (RTSA) are not clearly defined. Prosthetic dislocation can result in poor patient satisfaction, worse functional outcomes, and return to the operating room.1-3 As a result, identification of modifiable risk factors for complications represents an important research initiative for shoulder surgeons.

There is a paucity of literature devoted to the study of dislocation after RTSA. Chalmers and colleagues4 found a 2.9% (11/385) incidence of early dislocation within 3 months after index surgery—an improvement over the 15.8% reported for early instability over the period 2004–2006.5 As prosthesis design has improved and surgeons have become more comfortable with the RTSA prosthesis, surgical indications have expanded,6,7 and dislocation rates appear to have decreased. Although the most common indication for RTSA continues to be cuff tear arthropathy (CTA),6 there has been increased use in rheumatoid arthritis8-10; proximal humerus fractures, especially in cases of poor bone quality and unreliable fixation of tuberosities11-13; and failed previous shoulder reconstruction.14,15 As RTSA is performed more often, limiting the complications will become more important for both patient care and economics.

We conducted a study to analyze dislocation rates at our institution and to identify both modifiable and nonmodifiable risk factors for dislocation after RTSA. By identifying risk factors for dislocation, we will be able to implement additional perioperative clinical measures to reduce the incidence of dislocation.

Materials and Methods

This retrospective study of dislocation after RTSA was conducted at the Rothman Institute of Orthopedics and Methodist Hospital (Thomas Jefferson University Hospitals, Philadelphia, PA). After obtaining Institutional Review Board approval for the study, we searched our institution’s electronic database of shoulder arthroplasties to identify all RTSAs performed at our 2 large-volume urban institutions between September 27, 2010 and December 31, 2013. For the record search, International Classification of Diseases, Ninth Revision (ICD-9) codes were used (Table 1).

These unique procedure codes are used by the hospital system for billing, but are not always specific to assigned procedures. Therefore, the individual operative reports identified were reviewed to identify the patients who actually underwent RTSA. From this database, all patients who underwent RTSA were selected. Using the subpopulation of patients who underwent RTSA, we searched individual medical records to identify patients who had a dislocation after RTSA. This information was cross-referenced with ICD-9 codes for shoulder dislocation (831.0, 831.01, 831.02, 831.03) to ensure that all patients were identified.

The medical records of each patient were used to identify independent variables that could be associated with dislocation rate. Demographic variables included sex, age, and race. Preoperative clinical data included body mass index (BMI), etiology of shoulder disease leading to RTSA, individual comorbidities, and Charlson Comorbidity Index (CCI)16 modified to be used with ICD-9 codes.17 In addition, prior shoulder surgery history and arthroplasty type (primary or revision) were determined. Postoperative considerations were time to dislocation, mechanism of dislocation, and intervention(s) needed for dislocation. Although the institutional database did not include operative variables such as prosthesis type and surgical approach, all 6 surgeons in this study were using a standard deltopectoral approach in beach-chair position with a Grammont style prosthesis for RTSA cases.

Descriptive statistics for RTSA patients and the dislocation subpopulation were compiled. Bivariate analysis was used to evaluate which of the previously described variables influenced dislocation rates. Last, multivariate logistic regression analysis was performed to evaluate which factors were independent predictors of dislocation. We included demographic variables (age, sex, ethnicity), clinical variables (BMI, individual comorbidities, CCI), and surgical variables (primary vs revision, diagnosis at time of surgery). All statistical analyses were performed with Excel 2013 (Microsoft) and SPSS Statistics Version 20.0 (SPSS Inc.).

Results

From the database, we identified 487 patients who underwent 510 RTSAs during the study period. These surgeries were performed by 6 shoulder and elbow fellowship–trained surgeons. Of the 510 RTSAs, 393 (77.1%) were primary cases, and 117 (22.9%) were revision cases.

Of the 510 shoulders that underwent RTSA, 15 (2.9%; 14 patients) dislocated. Of these 15 cases, 5 were primary (1.3% of all primary cases) and 10 were revision (8.5% of all revision cases). Mean time from index surgery to diagnosis of dislocation was 58.2 days (range, 0-319 days). One dislocation occurred immediately after surgery, 2 after falls, 4 from patient-identified low-energy mechanisms of injury, and 8 without known inciting events. Nine dislocations (60%) did not have a subscapularis repair (7 were irreparable, 2 underwent subscapularis peel without repair), and the other 6 were repaired primarily (Table 2).

In addition, 11 dislocations (73.3%) previously underwent open or arthroscopic shoulder surgery. All patients who had a dislocation after RTSA returned to the operating room at least once; no dislocation was successfully treated with closed reduction in the clinic. The 15 dislocations underwent 17 surgeries: 7 isolated polyethylene exchanges, 2 isolated closed reductions, 1 hematoma aspiration with closed reduction, 1 open reduction, 2 humeral component revisions with polyethylene exchange, 1 humeral augmentation with polyethylene exchange, 2 glenosphere exchanges with polyethylene exchange, and 1 polyethylene exchange with concurrent subscapularis repair.

Male patients accounted for 32.2% of the study population but 60.0% of the dislocations (P = .019) (Table 3). In addition, mean BMI was 33.2 for patients with dislocation and 29.5 for patients without dislocation (P = .039) (Table 3). Revision arthroplasty was found to be a risk factor for dislocation in univariate analysis: 66.7% of the dislocations occurred after revision RTSA, and only 21.6% of nondislocated shoulders were revision cases (P < .001) (Table 4). Patients who underwent RTSA for CTA had a very low incidence of dislocation (0.35%, 1/285), accounting for 6.7% of the dislocated group and 57.6% of the nondislocated group (P < .001) (Table 4). The 1 patient with a dislocation after primary RTSA for CTA had an indolent infection at time of surgery after dislocation.

Multivariate logistic regression analysis revealed revision arthroplasty (OR = 7.515; P = .042) and increased BMI (OR = 1.09; P = .047) to be independent risk factors for dislocation after RTSA. Analysis also found a diagnosis of primary CTA to be independently associated with lower risk of dislocation after RTSA (OR = 0.025; P = .008). Last, the previously described risk factor of male sex was found not to be a significant independent risk factor, though it did trend positively (OR = 3.011; P = .071).

 

 

Discussion

With more RTSAs being performed, evaluation of their common complications becomes increasingly important.18 We found a 3.0% rate of dislocation after RTSA, which is consistent with the most recently reported incidence4 and falls within the previously described range of 0% to 8.6%.19-26 Of the clinical risk factors identified in this study, those previously described were prior surgery, subscapularis insufficiency, higher BMI, and male sex.4 However, our finding of lower risk of dislocation after RTSA for primary rotator cuff pathology was not previously described. Although Chalmers and colleagues4 did not report this lower risk, 3 (27.3%) of their 11 patients with dislocation had primary CTA, compared with 1 (6.7%) of 15 patients in the present study.4 Our literature review did not identify any studies that independently reported the dislocation rate in patients who underwent RTSA for rotator cuff failure.

The risk factors of subscapularis irreparability and revision surgery suggest the importance of the soft-tissue envelope and bony anatomy in dislocation prevention. Previous analyses have suggested implant malpositioning,27,28 poor subscapularis quality,29 and inadequate muscle tensioning5,30-32 as risk factors for RTSA. Patients with an irreparable subscapularis tendon have often had multiple surgeries with compromise to the muscle/soft-tissue envelope or bony anatomy of the shoulder. A biomechanical study by Gutiérrez and colleagues31 found the compressive forces of the soft tissue at the glenohumeral joint to be the most important contributor to stability in the RTSA prosthesis. In clinical studies, the role of the subscapularis in preventing instability after RTSA remains unclear. Edwards and colleagues29 prospectively compared dislocation rates in patients with reparable and irreparable subscapularis tendons during RTSA and found a higher rate of dislocation in the irreparable subscapularis group. Of note, patients in the irreparable subscapularis group also had more complex diagnoses, including proximal humeral nonunion, fixed glenohumeral dislocation, and failed prior arthroplasty. Clark and colleagues33 retrospectively analyzed subscapularis repair in 2 RTSA groups and found no appreciable effect on complication rate, dislocation events, range-of-motion gains, or pain relief.

Our finding that higher BMI is an independent risk factor was previously described.4 The association is unclear but could be related to implant positioning, difficulty in intraoperative assessment of muscle tensioning, or body habitus that may generate a lever arm for impingement and dislocation when the arm is in adduction. Last, our finding that male sex is a risk factor for dislocation approached significance, and this relationship was previously reported.4 This could be attributable to a higher rate of activity or of indolent infection in male patients.34,35Besides studying risk factors for dislocation after RTSA, we investigated treatment. None of our patients were treated successfully and definitively with closed reduction in the clinic. This finding diverges from findings in studies by Teusink and colleagues2 and Chalmers and colleagues,4who respectively reported 62% and 44% rates of success with closed reduction. Our cohort of 14 patients with 15 dislocations required a total of 17 trips to the operating room after dislocation. This significantly higher rate of return to the operating room suggests that dislocation after RTSA may be a more costly and morbid problem than has been previously described.

This study had several weaknesses. Despite its large consecutive series of patients, the study was retrospective, and several variables that would be documented and controlled in a prospective study could not be measured here. Specifically, neither preoperative physical examination nor patient-specific assessments of pain or function were consistently obtained. Similarly, postoperative patient-specific instruments of outcomes evaluation were not obtained consistently, so results of patients with dislocation could not be compared with those of a control group. In addition, preoperative and postoperative radiographs were not consistently present in our electronic medical records, so the influence of preoperative bony anatomy, intraoperative limb lengthening, and any implant malpositioning could not be determined. Furthermore, operative details, such as reparability of the subscapularis, were not fully available for the control group and could not be included in statistical analysis. In addition, that the known dislocation risk factor of male sex4 was identified here but was not significant in multivariate regression analysis suggests that this study may not have been adequately powered to identify a significant difference in dislocation rate between the sexes. Last, though our results suggested associations between the aforementioned variables and dislocation after RTSA, a truly causative relationship could not be confirmed with this study design or analysis. Therefore, our study findings are hypothesis-generating and may indicate a benefit to greater deltoid tensioning, use of retentive liners, or more conservative rehabilitation protocols for high-risk patients.

Conclusion

Dislocation after RTSA is an uncommon complication that often requires a return to the operating room. This study identified a modifiable risk factor (higher BMI) and 3 nonmodifiable risk factors (male sex, subscapularis insufficiency, revision surgery) for dislocation after RTSA. In contrast, patients who undergo RTSA for primary rotator cuff pathology are unlikely to dislocate after surgery. This low risk of dislocation after RTSA for primary cuff pathology was not previously described. Patients in the higher risk category may benefit from preoperative lifestyle modification, intraoperative techniques for increasing stability, and more conservative therapy after surgery. In addition, unlike previous investigations, this study did not find closed reduction in the clinic alone to be successful in definitively treating this patient population.


Am J Orthop. 2016;45(7):E444-E450. Copyright Frontline Medical Communications Inc. 2016. All rights reserved.

Risk factors for dislocation after reverse total shoulder arthroplasty (RTSA) are not clearly defined. Prosthetic dislocation can result in poor patient satisfaction, worse functional outcomes, and return to the operating room.1-3 As a result, identification of modifiable risk factors for complications represents an important research initiative for shoulder surgeons.

There is a paucity of literature devoted to the study of dislocation after RTSA. Chalmers and colleagues4 found a 2.9% (11/385) incidence of early dislocation within 3 months after index surgery—an improvement over the 15.8% reported for early instability over the period 2004–2006.5 As prosthesis design has improved and surgeons have become more comfortable with the RTSA prosthesis, surgical indications have expanded,6,7 and dislocation rates appear to have decreased. Although the most common indication for RTSA continues to be cuff tear arthropathy (CTA),6 there has been increased use in rheumatoid arthritis8-10; proximal humerus fractures, especially in cases of poor bone quality and unreliable fixation of tuberosities11-13; and failed previous shoulder reconstruction.14,15 As RTSA is performed more often, limiting the complications will become more important for both patient care and economics.

We conducted a study to analyze dislocation rates at our institution and to identify both modifiable and nonmodifiable risk factors for dislocation after RTSA. By identifying risk factors for dislocation, we will be able to implement additional perioperative clinical measures to reduce the incidence of dislocation.

Materials and Methods

This retrospective study of dislocation after RTSA was conducted at the Rothman Institute of Orthopedics and Methodist Hospital (Thomas Jefferson University Hospitals, Philadelphia, PA). After obtaining Institutional Review Board approval for the study, we searched our institution’s electronic database of shoulder arthroplasties to identify all RTSAs performed at our 2 large-volume urban institutions between September 27, 2010 and December 31, 2013. For the record search, International Classification of Diseases, Ninth Revision (ICD-9) codes were used (Table 1).

These unique procedure codes are used by the hospital system for billing, but are not always specific to assigned procedures. Therefore, the individual operative reports identified were reviewed to identify the patients who actually underwent RTSA. From this database, all patients who underwent RTSA were selected. Using the subpopulation of patients who underwent RTSA, we searched individual medical records to identify patients who had a dislocation after RTSA. This information was cross-referenced with ICD-9 codes for shoulder dislocation (831.0, 831.01, 831.02, 831.03) to ensure that all patients were identified.

The medical records of each patient were used to identify independent variables that could be associated with dislocation rate. Demographic variables included sex, age, and race. Preoperative clinical data included body mass index (BMI), etiology of shoulder disease leading to RTSA, individual comorbidities, and Charlson Comorbidity Index (CCI)16 modified to be used with ICD-9 codes.17 In addition, prior shoulder surgery history and arthroplasty type (primary or revision) were determined. Postoperative considerations were time to dislocation, mechanism of dislocation, and intervention(s) needed for dislocation. Although the institutional database did not include operative variables such as prosthesis type and surgical approach, all 6 surgeons in this study were using a standard deltopectoral approach in beach-chair position with a Grammont style prosthesis for RTSA cases.

Descriptive statistics for RTSA patients and the dislocation subpopulation were compiled. Bivariate analysis was used to evaluate which of the previously described variables influenced dislocation rates. Last, multivariate logistic regression analysis was performed to evaluate which factors were independent predictors of dislocation. We included demographic variables (age, sex, ethnicity), clinical variables (BMI, individual comorbidities, CCI), and surgical variables (primary vs revision, diagnosis at time of surgery). All statistical analyses were performed with Excel 2013 (Microsoft) and SPSS Statistics Version 20.0 (SPSS Inc.).

Results

From the database, we identified 487 patients who underwent 510 RTSAs during the study period. These surgeries were performed by 6 shoulder and elbow fellowship–trained surgeons. Of the 510 RTSAs, 393 (77.1%) were primary cases, and 117 (22.9%) were revision cases.

Of the 510 shoulders that underwent RTSA, 15 (2.9%; 14 patients) dislocated. Of these 15 cases, 5 were primary (1.3% of all primary cases) and 10 were revision (8.5% of all revision cases). Mean time from index surgery to diagnosis of dislocation was 58.2 days (range, 0-319 days). One dislocation occurred immediately after surgery, 2 after falls, 4 from patient-identified low-energy mechanisms of injury, and 8 without known inciting events. Nine dislocations (60%) did not have a subscapularis repair (7 were irreparable, 2 underwent subscapularis peel without repair), and the other 6 were repaired primarily (Table 2).

In addition, 11 dislocations (73.3%) previously underwent open or arthroscopic shoulder surgery. All patients who had a dislocation after RTSA returned to the operating room at least once; no dislocation was successfully treated with closed reduction in the clinic. The 15 dislocations underwent 17 surgeries: 7 isolated polyethylene exchanges, 2 isolated closed reductions, 1 hematoma aspiration with closed reduction, 1 open reduction, 2 humeral component revisions with polyethylene exchange, 1 humeral augmentation with polyethylene exchange, 2 glenosphere exchanges with polyethylene exchange, and 1 polyethylene exchange with concurrent subscapularis repair.

Male patients accounted for 32.2% of the study population but 60.0% of the dislocations (P = .019) (Table 3). In addition, mean BMI was 33.2 for patients with dislocation and 29.5 for patients without dislocation (P = .039) (Table 3). Revision arthroplasty was found to be a risk factor for dislocation in univariate analysis: 66.7% of the dislocations occurred after revision RTSA, and only 21.6% of nondislocated shoulders were revision cases (P < .001) (Table 4). Patients who underwent RTSA for CTA had a very low incidence of dislocation (0.35%, 1/285), accounting for 6.7% of the dislocated group and 57.6% of the nondislocated group (P < .001) (Table 4). The 1 patient with a dislocation after primary RTSA for CTA had an indolent infection at time of surgery after dislocation.

Multivariate logistic regression analysis revealed revision arthroplasty (OR = 7.515; P = .042) and increased BMI (OR = 1.09; P = .047) to be independent risk factors for dislocation after RTSA. Analysis also found a diagnosis of primary CTA to be independently associated with lower risk of dislocation after RTSA (OR = 0.025; P = .008). Last, the previously described risk factor of male sex was found not to be a significant independent risk factor, though it did trend positively (OR = 3.011; P = .071).

 

 

Discussion

With more RTSAs being performed, evaluation of their common complications becomes increasingly important.18 We found a 3.0% rate of dislocation after RTSA, which is consistent with the most recently reported incidence4 and falls within the previously described range of 0% to 8.6%.19-26 Of the clinical risk factors identified in this study, those previously described were prior surgery, subscapularis insufficiency, higher BMI, and male sex.4 However, our finding of lower risk of dislocation after RTSA for primary rotator cuff pathology was not previously described. Although Chalmers and colleagues4 did not report this lower risk, 3 (27.3%) of their 11 patients with dislocation had primary CTA, compared with 1 (6.7%) of 15 patients in the present study.4 Our literature review did not identify any studies that independently reported the dislocation rate in patients who underwent RTSA for rotator cuff failure.

The risk factors of subscapularis irreparability and revision surgery suggest the importance of the soft-tissue envelope and bony anatomy in dislocation prevention. Previous analyses have suggested implant malpositioning,27,28 poor subscapularis quality,29 and inadequate muscle tensioning5,30-32 as risk factors for RTSA. Patients with an irreparable subscapularis tendon have often had multiple surgeries with compromise to the muscle/soft-tissue envelope or bony anatomy of the shoulder. A biomechanical study by Gutiérrez and colleagues31 found the compressive forces of the soft tissue at the glenohumeral joint to be the most important contributor to stability in the RTSA prosthesis. In clinical studies, the role of the subscapularis in preventing instability after RTSA remains unclear. Edwards and colleagues29 prospectively compared dislocation rates in patients with reparable and irreparable subscapularis tendons during RTSA and found a higher rate of dislocation in the irreparable subscapularis group. Of note, patients in the irreparable subscapularis group also had more complex diagnoses, including proximal humeral nonunion, fixed glenohumeral dislocation, and failed prior arthroplasty. Clark and colleagues33 retrospectively analyzed subscapularis repair in 2 RTSA groups and found no appreciable effect on complication rate, dislocation events, range-of-motion gains, or pain relief.

Our finding that higher BMI is an independent risk factor was previously described.4 The association is unclear but could be related to implant positioning, difficulty in intraoperative assessment of muscle tensioning, or body habitus that may generate a lever arm for impingement and dislocation when the arm is in adduction. Last, our finding that male sex is a risk factor for dislocation approached significance, and this relationship was previously reported.4 This could be attributable to a higher rate of activity or of indolent infection in male patients.34,35Besides studying risk factors for dislocation after RTSA, we investigated treatment. None of our patients were treated successfully and definitively with closed reduction in the clinic. This finding diverges from findings in studies by Teusink and colleagues2 and Chalmers and colleagues,4who respectively reported 62% and 44% rates of success with closed reduction. Our cohort of 14 patients with 15 dislocations required a total of 17 trips to the operating room after dislocation. This significantly higher rate of return to the operating room suggests that dislocation after RTSA may be a more costly and morbid problem than has been previously described.

This study had several weaknesses. Despite its large consecutive series of patients, the study was retrospective, and several variables that would be documented and controlled in a prospective study could not be measured here. Specifically, neither preoperative physical examination nor patient-specific assessments of pain or function were consistently obtained. Similarly, postoperative patient-specific instruments of outcomes evaluation were not obtained consistently, so results of patients with dislocation could not be compared with those of a control group. In addition, preoperative and postoperative radiographs were not consistently present in our electronic medical records, so the influence of preoperative bony anatomy, intraoperative limb lengthening, and any implant malpositioning could not be determined. Furthermore, operative details, such as reparability of the subscapularis, were not fully available for the control group and could not be included in statistical analysis. In addition, that the known dislocation risk factor of male sex4 was identified here but was not significant in multivariate regression analysis suggests that this study may not have been adequately powered to identify a significant difference in dislocation rate between the sexes. Last, though our results suggested associations between the aforementioned variables and dislocation after RTSA, a truly causative relationship could not be confirmed with this study design or analysis. Therefore, our study findings are hypothesis-generating and may indicate a benefit to greater deltoid tensioning, use of retentive liners, or more conservative rehabilitation protocols for high-risk patients.

Conclusion

Dislocation after RTSA is an uncommon complication that often requires a return to the operating room. This study identified a modifiable risk factor (higher BMI) and 3 nonmodifiable risk factors (male sex, subscapularis insufficiency, revision surgery) for dislocation after RTSA. In contrast, patients who undergo RTSA for primary rotator cuff pathology are unlikely to dislocate after surgery. This low risk of dislocation after RTSA for primary cuff pathology was not previously described. Patients in the higher risk category may benefit from preoperative lifestyle modification, intraoperative techniques for increasing stability, and more conservative therapy after surgery. In addition, unlike previous investigations, this study did not find closed reduction in the clinic alone to be successful in definitively treating this patient population.


Am J Orthop. 2016;45(7):E444-E450. Copyright Frontline Medical Communications Inc. 2016. All rights reserved.

References

1. Aldinger PR, Raiss P, Rickert M, Loew M. Complications in shoulder arthroplasty: an analysis of 485 cases. Int Orthop. 2010;34(4):517-524.

2. Teusink MJ, Pappou IP, Schwartz DG, Cottrell BJ, Frankle MA. Results of closed management of acute dislocation after reverse shoulder arthroplasty. J Shoulder Elbow Surg. 2015;24(4):621-627.

3. Fink Barnes LA, Grantham WJ, Meadows MC, Bigliani LU, Levine WN, Ahmad CS. Sports activity after reverse total shoulder arthroplasty with minimum 2-year follow-up. Am J Orthop. 2015;44(2):68-72.

4. Chalmers PN, Rahman Z, Romeo AA, Nicholson GP. Early dislocation after reverse total shoulder arthroplasty. J Shoulder Elbow Surg. 2014;23(5):737-744.

5. Gallo RA, Gamradt SC, Mattern CJ, et al; Sports Medicine and Shoulder Service at the Hospital for Special Surgery, New York, NY. Instability after reverse total shoulder replacement. J Shoulder Elbow Surg. 2011;20(4):584-590.

6. Walch G, Bacle G, Lädermann A, Nové-Josserand L, Smithers CJ. Do the indications, results, and complications of reverse shoulder arthroplasty change with surgeon’s experience? J Shoulder Elbow Surg. 2012;21(11):1470-1477.

7. Smith CD, Guyver P, Bunker TD. Indications for reverse shoulder replacement: a systematic review. J Bone Joint Surg Br. 2012;94(5):577-583.

8. Young AA, Smith MM, Bacle G, Moraga C, Walch G. Early results of reverse shoulder arthroplasty in patients with rheumatoid arthritis. J Bone Joint Surg Am. 2011;93(20):1915-1923.

9. Hedtmann A, Werner A. Shoulder arthroplasty in rheumatoid arthritis [in German]. Orthopade. 2007;36(11):1050-1061.

10. Rittmeister M, Kerschbaumer F. Grammont reverse total shoulder arthroplasty in patients with rheumatoid arthritis and nonreconstructible rotator cuff lesions. J Shoulder Elbow Surg. 2001;10(1):17-22.

11. Acevedo DC, Vanbeek C, Lazarus MD, Williams GR, Abboud JA. Reverse shoulder arthroplasty for proximal humeral fractures: update on indications, technique, and results. J Shoulder Elbow Surg. 2014;23(2):279-289.

12. Bufquin T, Hersan A, Hubert L, Massin P. Reverse shoulder arthroplasty for the treatment of three- and four-part fractures of the proximal humerus in the elderly: a prospective review of 43 cases with a short-term follow-up. J Bone Joint Surg Br. 2007;89(4):516-520.

13. Cuff DJ, Pupello DR. Comparison of hemiarthroplasty and reverse shoulder arthroplasty for the treatment of proximal humeral fractures in elderly patients. J Bone Joint Surg Am. 2013;95(22):2050-2055.

14. Walker M, Willis MP, Brooks JP, Pupello D, Mulieri PJ, Frankle MA. The use of the reverse shoulder arthroplasty for treatment of failed total shoulder arthroplasty. J Shoulder Elbow Surg. 2012;21(4):514-522.

15. Valenti P, Kilinc AS, Sauzières P, Katz D. Results of 30 reverse shoulder prostheses for revision of failed hemi- or total shoulder arthroplasty. Eur J Orthop Surg Traumatol. 2014;24(8):1375-1382.

16. Charlson ME, Pompei P, Ales KL, MacKenzie CR. A new method of classifying prognostic comorbidity in longitudinal studies: development and validation. J Chronic Dis. 1987;40(5):373-383.

17. Deyo RA, Cherkin DC, Ciol MA. Adapting a clinical comorbidity index for use with ICD-9-CM administrative databases. J Clin Epidemiol. 1992;45(6):613-619.

18. Kim SH, Wise BL, Zhang Y, Szabo RM. Increasing incidence of shoulder arthroplasty in the United States. J Bone Joint Surg Am. 2011;93(24):2249-2254.

19. Boileau P, Watkinson D, Hatzidakis AM, Hovorka I. Neer Award 2005: the Grammont reverse shoulder prosthesis: results in cuff tear arthritis, fracture sequelae, and revision arthroplasty. J Shoulder Elbow Surg. 2006;15(5):527-540.

20. Cuff D, Pupello D, Virani N, Levy J, Frankle M. Reverse shoulder arthroplasty for the treatment of rotator cuff deficiency. J Bone Joint Surg Am. 2008;90(6):1244-1251.

21. Frankle M, Siegal S, Pupello D, Saleem A, Mighell M, Vasey M. The reverse shoulder prosthesis for glenohumeral arthritis associated with severe rotator cuff deficiency. A minimum two-year follow-up study of sixty patients. J Bone Joint Surg Am. 2005;87(8):1697-1705.

22. Guery J, Favard L, Sirveaux F, Oudet D, Mole D, Walch G. Reverse total shoulder arthroplasty. Survivorship analysis of eighty replacements followed for five to ten years. J Bone Joint Surg Am. 2006;88(8):1742-1747.

23. Mulieri P, Dunning P, Klein S, Pupello D, Frankle M. Reverse shoulder arthroplasty for the treatment of irreparable rotator cuff tear without glenohumeral arthritis. J Bone Joint Surg Am. 2010;92(15):2544-2556.

24. Sirveaux F, Favard L, Oudet D, Huquet D, Walch G, Molé D. Grammont inverted total shoulder arthroplasty in the treatment of glenohumeral osteoarthritis with massive rupture of the cuff. Results of a multicentre study of 80 shoulders. J Bone Joint Surg Br. 2004;86(3):388-395.

25. Wall B, Nové-Josserand L, O’Connor DP, Edwards TB, Walch G. Reverse total shoulder arthroplasty: a review of results according to etiology. J Bone Joint Surg Am. 2007;89(7):1476-1485.

26. Werner CM, Steinmann PA, Gilbart M, Gerber C. Treatment of painful pseudoparesis due to irreparable rotator cuff dysfunction with the Delta III reverse-ball-and-socket total shoulder prosthesis. J Bone Joint Surg Am. 2005;87(7):1476-1486.

27. Cazeneuve JF, Cristofari DJ. The reverse shoulder prosthesis in the treatment of fractures of the proximal humerus in the elderly. J Bone Joint Surg Br. 2010;92(4):535-539.

28. Stephenson DR, Oh JH, McGarry MH, Rick Hatch GF 3rd, Lee TQ. Effect of humeral component version on impingement in reverse total shoulder arthroplasty. J Shoulder Elbow Surg. 2011;20(4):652-658.

29. Edwards TB, Williams MD, Labriola JE, Elkousy HA, Gartsman GM, O’Connor DP. Subscapularis insufficiency and the risk of shoulder dislocation after reverse shoulder arthroplasty. J Shoulder Elbow Surg. 2009;18(6):892-896.

30. Affonso J, Nicholson GP, Frankle MA, et al. Complications of the reverse prosthesis: prevention and treatment. Instr Course Lect. 2012;61:157-168.

31. Gutiérrez S, Keller TS, Levy JC, Lee WE 3rd, Luo ZP. Hierarchy of stability factors in reverse shoulder arthroplasty. Clin Orthop Relat Res. 2008;466(3):670-676.

32. Boileau P, Watkinson DJ, Hatzidakis AM, Balg F. Grammont reverse prosthesis: design, rationale, and biomechanics. J Shoulder Elbow Surg. 2005;14(1 suppl S):147S-161S.

33. Clark JC, Ritchie J, Song FS, et al. Complication rates, dislocation, pain, and postoperative range of motion after reverse shoulder arthroplasty in patients with and without repair of the subscapularis. J Shoulder Elbow Surg. 2012;21(1):36-41.

34. Richards J, Inacio MC, Beckett M, et al. Patient and procedure-specific risk factors for deep infection after primary shoulder arthroplasty. Clin Orthop Relat Res. 2014;472(9):2809-2815.

35. Singh JA, Sperling JW, Schleck C, Harmsen WS, Cofield RH. Periprosthetic infections after total shoulder arthroplasty: a 33-year perspective. J Shoulder Elbow Surg. 2012;21(11):1534-1541.

References

1. Aldinger PR, Raiss P, Rickert M, Loew M. Complications in shoulder arthroplasty: an analysis of 485 cases. Int Orthop. 2010;34(4):517-524.

2. Teusink MJ, Pappou IP, Schwartz DG, Cottrell BJ, Frankle MA. Results of closed management of acute dislocation after reverse shoulder arthroplasty. J Shoulder Elbow Surg. 2015;24(4):621-627.

3. Fink Barnes LA, Grantham WJ, Meadows MC, Bigliani LU, Levine WN, Ahmad CS. Sports activity after reverse total shoulder arthroplasty with minimum 2-year follow-up. Am J Orthop. 2015;44(2):68-72.

4. Chalmers PN, Rahman Z, Romeo AA, Nicholson GP. Early dislocation after reverse total shoulder arthroplasty. J Shoulder Elbow Surg. 2014;23(5):737-744.

5. Gallo RA, Gamradt SC, Mattern CJ, et al; Sports Medicine and Shoulder Service at the Hospital for Special Surgery, New York, NY. Instability after reverse total shoulder replacement. J Shoulder Elbow Surg. 2011;20(4):584-590.

6. Walch G, Bacle G, Lädermann A, Nové-Josserand L, Smithers CJ. Do the indications, results, and complications of reverse shoulder arthroplasty change with surgeon’s experience? J Shoulder Elbow Surg. 2012;21(11):1470-1477.

7. Smith CD, Guyver P, Bunker TD. Indications for reverse shoulder replacement: a systematic review. J Bone Joint Surg Br. 2012;94(5):577-583.

8. Young AA, Smith MM, Bacle G, Moraga C, Walch G. Early results of reverse shoulder arthroplasty in patients with rheumatoid arthritis. J Bone Joint Surg Am. 2011;93(20):1915-1923.

9. Hedtmann A, Werner A. Shoulder arthroplasty in rheumatoid arthritis [in German]. Orthopade. 2007;36(11):1050-1061.

10. Rittmeister M, Kerschbaumer F. Grammont reverse total shoulder arthroplasty in patients with rheumatoid arthritis and nonreconstructible rotator cuff lesions. J Shoulder Elbow Surg. 2001;10(1):17-22.

11. Acevedo DC, Vanbeek C, Lazarus MD, Williams GR, Abboud JA. Reverse shoulder arthroplasty for proximal humeral fractures: update on indications, technique, and results. J Shoulder Elbow Surg. 2014;23(2):279-289.

12. Bufquin T, Hersan A, Hubert L, Massin P. Reverse shoulder arthroplasty for the treatment of three- and four-part fractures of the proximal humerus in the elderly: a prospective review of 43 cases with a short-term follow-up. J Bone Joint Surg Br. 2007;89(4):516-520.

13. Cuff DJ, Pupello DR. Comparison of hemiarthroplasty and reverse shoulder arthroplasty for the treatment of proximal humeral fractures in elderly patients. J Bone Joint Surg Am. 2013;95(22):2050-2055.

14. Walker M, Willis MP, Brooks JP, Pupello D, Mulieri PJ, Frankle MA. The use of the reverse shoulder arthroplasty for treatment of failed total shoulder arthroplasty. J Shoulder Elbow Surg. 2012;21(4):514-522.

15. Valenti P, Kilinc AS, Sauzières P, Katz D. Results of 30 reverse shoulder prostheses for revision of failed hemi- or total shoulder arthroplasty. Eur J Orthop Surg Traumatol. 2014;24(8):1375-1382.

16. Charlson ME, Pompei P, Ales KL, MacKenzie CR. A new method of classifying prognostic comorbidity in longitudinal studies: development and validation. J Chronic Dis. 1987;40(5):373-383.

17. Deyo RA, Cherkin DC, Ciol MA. Adapting a clinical comorbidity index for use with ICD-9-CM administrative databases. J Clin Epidemiol. 1992;45(6):613-619.

18. Kim SH, Wise BL, Zhang Y, Szabo RM. Increasing incidence of shoulder arthroplasty in the United States. J Bone Joint Surg Am. 2011;93(24):2249-2254.

19. Boileau P, Watkinson D, Hatzidakis AM, Hovorka I. Neer Award 2005: the Grammont reverse shoulder prosthesis: results in cuff tear arthritis, fracture sequelae, and revision arthroplasty. J Shoulder Elbow Surg. 2006;15(5):527-540.

20. Cuff D, Pupello D, Virani N, Levy J, Frankle M. Reverse shoulder arthroplasty for the treatment of rotator cuff deficiency. J Bone Joint Surg Am. 2008;90(6):1244-1251.

21. Frankle M, Siegal S, Pupello D, Saleem A, Mighell M, Vasey M. The reverse shoulder prosthesis for glenohumeral arthritis associated with severe rotator cuff deficiency. A minimum two-year follow-up study of sixty patients. J Bone Joint Surg Am. 2005;87(8):1697-1705.

22. Guery J, Favard L, Sirveaux F, Oudet D, Mole D, Walch G. Reverse total shoulder arthroplasty. Survivorship analysis of eighty replacements followed for five to ten years. J Bone Joint Surg Am. 2006;88(8):1742-1747.

23. Mulieri P, Dunning P, Klein S, Pupello D, Frankle M. Reverse shoulder arthroplasty for the treatment of irreparable rotator cuff tear without glenohumeral arthritis. J Bone Joint Surg Am. 2010;92(15):2544-2556.

24. Sirveaux F, Favard L, Oudet D, Huquet D, Walch G, Molé D. Grammont inverted total shoulder arthroplasty in the treatment of glenohumeral osteoarthritis with massive rupture of the cuff. Results of a multicentre study of 80 shoulders. J Bone Joint Surg Br. 2004;86(3):388-395.

25. Wall B, Nové-Josserand L, O’Connor DP, Edwards TB, Walch G. Reverse total shoulder arthroplasty: a review of results according to etiology. J Bone Joint Surg Am. 2007;89(7):1476-1485.

26. Werner CM, Steinmann PA, Gilbart M, Gerber C. Treatment of painful pseudoparesis due to irreparable rotator cuff dysfunction with the Delta III reverse-ball-and-socket total shoulder prosthesis. J Bone Joint Surg Am. 2005;87(7):1476-1486.

27. Cazeneuve JF, Cristofari DJ. The reverse shoulder prosthesis in the treatment of fractures of the proximal humerus in the elderly. J Bone Joint Surg Br. 2010;92(4):535-539.

28. Stephenson DR, Oh JH, McGarry MH, Rick Hatch GF 3rd, Lee TQ. Effect of humeral component version on impingement in reverse total shoulder arthroplasty. J Shoulder Elbow Surg. 2011;20(4):652-658.

29. Edwards TB, Williams MD, Labriola JE, Elkousy HA, Gartsman GM, O’Connor DP. Subscapularis insufficiency and the risk of shoulder dislocation after reverse shoulder arthroplasty. J Shoulder Elbow Surg. 2009;18(6):892-896.

30. Affonso J, Nicholson GP, Frankle MA, et al. Complications of the reverse prosthesis: prevention and treatment. Instr Course Lect. 2012;61:157-168.

31. Gutiérrez S, Keller TS, Levy JC, Lee WE 3rd, Luo ZP. Hierarchy of stability factors in reverse shoulder arthroplasty. Clin Orthop Relat Res. 2008;466(3):670-676.

32. Boileau P, Watkinson DJ, Hatzidakis AM, Balg F. Grammont reverse prosthesis: design, rationale, and biomechanics. J Shoulder Elbow Surg. 2005;14(1 suppl S):147S-161S.

33. Clark JC, Ritchie J, Song FS, et al. Complication rates, dislocation, pain, and postoperative range of motion after reverse shoulder arthroplasty in patients with and without repair of the subscapularis. J Shoulder Elbow Surg. 2012;21(1):36-41.

34. Richards J, Inacio MC, Beckett M, et al. Patient and procedure-specific risk factors for deep infection after primary shoulder arthroplasty. Clin Orthop Relat Res. 2014;472(9):2809-2815.

35. Singh JA, Sperling JW, Schleck C, Harmsen WS, Cofield RH. Periprosthetic infections after total shoulder arthroplasty: a 33-year perspective. J Shoulder Elbow Surg. 2012;21(11):1534-1541.

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Arthroscopic Transosseous and Transosseous-Equivalent Rotator Cuff Repair: An Analysis of Cost, Operative Time, and Clinical Outcomes

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Arthroscopic Transosseous and Transosseous-Equivalent Rotator Cuff Repair: An Analysis of Cost, Operative Time, and Clinical Outcomes

The rate of medical visits for rotator cuff pathology and the US incidence of arthroscopic rotator cuff repair (RCR) have increased over the past 10 years.1 The increased use of RCR has been justified with improved patient outcomes.2,3 Advances in surgical techniques and instrumentation have contributed to better outcomes for patients with rotator cuff pathology.3-5 Several studies have validated RCR with functional outcome measures, cost–benefit analysis, and health-related quality-of-life measurements.6-9

Healthcare reimbursement models are being changed to include capitated care, pay for performance, and penalties.10 Given the changing healthcare climate and the increasing incidence of RCR, it is becoming increasingly important for orthopedic surgeons to critically evaluate and modify their practice and procedures to decrease costs without compromising outcomes.11 RCR outcome studies have focused on comparing open/mini-open with arthroscopic techniques, and single-row with double-row techniques, among others.4,12-18 Furthermore, several studies on the cost-effectiveness of these surgical techniques have been conducted.19-21Arthroscopic anchorless (transosseous [TO]) RCR, which is increasingly popular,22 combines the minimal invasiveness of arthroscopic procedures with the biomechanical strength of open TO repair. In addition, this technique avoids the potential complications and costs associated with suture anchors, such as anchor pullout and greater tuberosity osteolysis.22,23 Several studies have documented the effectiveness of this technique.24-26 Biomechanical and clinical outcome data supporting arthroscopic TO-RCR have been published, but there are no reports of studies that have analyzed the cost savings associated with this technique.

In this study, we compared implant costs associated with arthroscopic TO-RCR and arthroscopic TO-equivalent (TOE) RCR. We also evaluated these techniques’ operative time and outcomes. Our hypothesis was that arthroscopic TO-RCR can be performed at lower cost and without increasing operative time or compromising outcomes.

Materials and Methods

Our Institutional Review Board approved this study. Between February 2013 and January 2014, participating surgeons performed 43 arthroscopic TO-RCRs that met the study’s inclusion criteria. Twenty-one of the 43 patients enrolled and became the study group. The control group of 21 patients, who underwent arthroscopic TOE-RCR the preceding year (between January 2012 and January 2013), was matched to the study group on tear size and concomitant procedures, including biceps treatment, labral treatment, acromioplasty, and distal clavicle excision (Table 1).

Males or nonpregnant females, age 18 years or older, with full-thickness rotator cuff tear treated with arthroscopic RCR at one regional healthcare system were eligible for the study. Exclusion criteria were revision repair, irreparable tear, worker compensation claim, and subscapularis repair.

The primary outcome measure was implant cost (amount paid by institution). Cost was determined and reported by an independent third party using Cerner Surginet as the operating room documentation system and McKessen Pathways Materials Management System for item pricing.

All arthroscopic RCRs were performed by 1 of 3 orthopedic surgeons fellowship-trained in either sports medicine or shoulder and elbow surgery. Using the Cofield classification,27 the treating surgeon recorded the size of the rotator cuff tear: small (<1 cm), medium (1-3 cm), large (3-5 cm), massive (>5 cm). The surgeon also recorded the number of suture anchors used, repair technique, biceps treatment, execution of subacromial decompression, execution of distal clavicle excision, and intraoperative complications. TO repair surgical technique is described in the next section. TOE repair was double-row repair with suture anchors. The number of suture anchors varied by tear size: small (3 anchors), medium (2-5 anchors), large (4-6 anchors), massive (4-5 anchors).

Secondary outcome measures were operative time (time from cut to close) and scores on pain VAS (visual analog scale), SANE (Single Assessment Numeric Evaluation), and SST (Simple Shoulder Test). Demographic information was also obtained: age, sex, body mass index, smoking status (Table 1). All patients were asked to fill out questionnaires before surgery and 3, 6, and >12 months after surgery. Outcome surveys were scored by a single research coordinator, who recorded each patient’s outcome scores at the preoperative and postoperative intervals. Follow-up of >12 months was reached by 17 (81%) of the 21 TO patients and 14 (67%) of the 21 TOE patients. For >12 months, the overall rate of follow-up was 74%.

All patients followed the same postoperative rehabilitation protocol: sling immobilization with pendulums for 6 weeks starting at 2 weeks, passive range of motion starting at 6 weeks, and active range of motion starting at 8 weeks. At 3 months, they were allowed progressive resistant exercises with a 10-pound limit, and at 4.5 months they progressed to a 20-pound limit. At 6 months, they were cleared for discharge.

 

 

Surgical Technique: Arthroscopic Transosseous Repair

Surgery was performed with the patient in either the beach-chair position or the lateral decubitus position, based on surgeon preference. Our technique is similar to what has been described in the past.22,28 The glenohumeral joint is accessed through a standard posterior portal, followed by an anterior accessory portal through the rotator interval. Standard diagnostic arthroscopy is performed and intra-articular pathology addressed. Next, the scope is placed in the subacromial space through the posterior portal. A lateral subacromial portal is established and cannulated, and a bursectomy performed. The scope is then placed in a posterolateral portal for better visualization of the rotator cuff tear. The greater tuberosity is débrided with a curette to prepare the bed for repair. An ArthroTunneler (Tornier) is used to pass sutures through the greater tuberosity. For standard 2-tunnel repair, 3 sutures are placed through each tunnel. All 6 sutures are next passed (using a suture passer) through the rotator cuff. The second and fifth suture ends that are passed through the cuff are brought out through the cannula and tied together. They are then brought into the shoulder by pulling on the opposite ends and tied alongside the greater tuberosity to create a box stitch. The box stitch acts as a medial row fixation and as a rip stitch that strengthens the vertical mattress sutures against pullout. The other 4 sutures are tied in vertical mattress configuration.

Statistical Analysis

After obtaining the TO and TOE implant costs, we compared them using a generalized linear model with negative binomial distribution and an identity link function so returned parameters were in additive dollars. This comparison included evaluation of tear size and concomitant procedures. Operative times for TO and TOE were obtained and evaluated, and then compared using time-to-event analysis and the log-rank test. Outcome scores were obtained from patients at baseline and 3, 6, and >12 months after surgery and were compared using a linear mixed model that identified change in outcome scores over time, and difference in outcome scores between the TO and TOE groups.

Results

Table 1 lists patient demographics, including age, sex, body mass index, smoking status, and concomitant procedures. The TO and TOE groups had identical tear-size distributions. In addition, they had similar numbers of concomitant procedures, though our study was underpowered to confirm equivalence. Treatment techniques differed: more biceps tenodesis cases in the TO group (n = 12) than in the TOE group (n = 2) and more biceps tenotomy cases in the TOE group (n = 8) than in the TO group (n = 1).

TO implant cost was significantly lower than TOE implant cost for all tear sizes and independent of concomitant procedures (Figure 1).

Mean (SD) implant cost was $563.10 ($29.65) for the TO group and $1489.00 ($331.05) for the TOE group. With all other factors controlled, mean (SD) implant cost was $946.91 ($100.70) more expensive for the TOE group (P < .0001).

Operative time was not significantly different between the TO and TOE groups. Mean (SD) operative time was 82.38 (24.09) minutes for the TO group and 81.71 (17.27) minutes for the TOE group. With all other factors controlled, mean operative time was 5.96 minutes shorter for the TOE group, but the difference was not significant (P = .549).

There was no significant difference in preoperative pain VAS (P = .93), SANE (P = .35), or SST (P = .36) scores between the TO and TOE groups. At all postoperative follow-ups (3, 6, and >12 months), there was significant (P < .0001) improvement in outcome scores (VAS, SANE, SST) for both groups (Table 2). There was no significant difference in pain VAS (P = .688), SANE (P = .882), or SST (P = .272) scores (Figure 2) between the groups across all time points.

Discussion

RCR is one of the most common orthopedic surgical procedures, and its use has increased over the past decade.9,21 This increase coincides with the emergence of new repair techniques and implants. These advancements come at a cost. Given the increasingly cost-conscious healthcare environment and its changing reimbursement models, now surgeons must evaluate the economics of their surgical procedures in an attempt to decrease costs without compromising outcomes. We hypothesized that arthroscopic TO-RCR can be performed at lower cost relative to arthroscopic TOE-RCR and without increasing operative time or compromising short-term outcomes.

Studies on the cost-effectiveness of different RCR techniques have been conducted.19-21 Adla and colleagues19 found that open RCR was more cost-effective than arthroscopic RCR, with most of the difference attributable to disposables and suture anchors. Genuario and colleagues21 found that double-row RCR was not as cost-effective as single-row RCR in treating tears of any size. They attributed the difference to 2 more anchors and about 15 more minutes in the operating room.

The increased interest in healthcare costs and the understanding that a substantial part of the cost of arthroscopic RCR is attributable to implants (suture anchors, specifically) led to recent efforts to eliminate the need for anchors. Newly available instrumentation was designed to assist in arthroscopic anchorless repair constructs using the concepts of traditional TO repair.22 Although still considered to be the RCR gold standard, TO fixation has been used less often in recent years, owing to the shift from open to arthroscopic surgery.24 Arthroscopic TO-RCR allows for all the benefits of arthroscopic surgery, plus the biological and mechanical benefits of traditional open or mini-open TO repair. In addition, this technique eliminates the cost of anchors. Kummer and colleagues25 confirmed with biomechanical testing that arthroscopic TO repair and double-row TOE repair are similar in strength, with a trend of less tendon displacement in the TO group.

Our study results support the hypothesis that arthroscopic TO repair provides significant cost savings over tear size–matched arthroscopic TOE repair. Implant cost was substantially higher for TOE repair than for TO repair. Mean (SD) total savings of $946.91 ($100.70) (P < .0001) can be realized performing TO rather than TOE repair. In the United States, where about 250,000 RCRs are performed each year, the use of TO repair would result in an annual savings of almost $250 million.6Operative time was analyzed as well. Running an operating room in the United States costs an estimated $62 per minute (range, $22-$133 per minute).29 Much of this cost is indirect, unrelated to the surgery (eg, capital investment, personnel, insurance), and is being paid even when the operating room is not in use. Therefore, for the hospital’s bottom line, operative time savings are less important than direct cost savings (supplies, implants). However, operative time has more of an effect on the surgeon’s bottom line, and longer procedures reduce the number of surgeries that can be performed and billed. We found no significant difference in operative time between TO and TOE repairs. Critical evaluation revealed that operative time was 5.96 minutes shorter for TOE repairs, but this difference was not significant (P = .677).

Our study results showed no significant difference in clinical outcomes between TO and TOE repair patients. Both groups’ outcome scores improved. At all follow-ups, both groups’ VAS, SANE, and SST scores were significantly improved. Overall, this is the first study to validate the proposed cost benefit of arthroscopic TO repair and confirm no compromise in patient outcomes.

This study had limitations. First, it enrolled relatively few patients, particularly those with small tears. In addition, despite the fact that patients were matched on tear size and concomitant procedures, the groups differed in their biceps pathology treatments. Of the 13 TO patients who had biceps treatment, 12 underwent tenodesis (1 had tenotomy); in contrast, of the 10 TOE patients who had biceps treatment, only 2 underwent tenodesis (8 had tenotomy). The difference is explained by the consecutive course of this study and the increasing popularity of tenodesis over tenotomy. The TOE group underwent surgery before the TO group did, at a time when the involved surgeons were routinely performing tenotomy more than tenodesis. We did not include the costs of implants related to biceps treatment in our analysis, as our focus was on the implant cost of RCR. As for operative time, biceps tenodesis would be expected to extend surgery and potentially affect the comparison of operative times between the TO and TOE groups. However, despite the fact that 12 of the 13 TO patients underwent biceps tenodesis, there was no significant difference in overall operative time. Last, regarding the effect of biceps treatment on clinical outcomes, there are no data showing improved outcomes with tenodesis over tenotomy in the setting of RCR.

A final limitation is lack of data from longer term (>12 months) follow-up for all patients. Our analysis included cost and operative time data for all 42 enrolled patients, but our clinical outcome data represent only 74% of the patients enrolled. Eleven of the 42 patients were lost to follow-up at >12 months, and outcome scores could not be obtained, despite multiple attempts at contact (phone, mail, email). The study design and primary outcome variable focused on cost analysis rather than clinical outcomes. Nevertheless, our data support our hypothesis that there is no difference in clinical outcomes between TO and TOE repairs.

 

 

Conclusion

Arthroscopic TO-RCR provides significant cost savings over arthroscopic TOE-RCR without increasing operative time or compromising outcomes. Arthroscopic TO-RCR may have an important role in the evolving healthcare environment and its changing reimbursement models.

Am J Orthop. 2016;45(7):E415-E420. Copyright Frontline Medical Communications Inc. 2016. All rights reserved.

References

1. Colvin AC, Egorova N, Harrison AK, Moskowitz A, Flatow EL. National trends in rotator cuff repair. J Bone Joint Surg Am. 2012;94(3):227-233.

2. Pedowitz RA, Yamaguchi K, Ahmad CS, et al. American Academy of Orthopaedic Surgeons Clinical Practice Guideline on: optimizing the management of rotator cuff problems. J Bone Joint Surg Am. 2012;94(2):163-167.

3. Wolf BR, Dunn WR, Wright RW. Indications for repair of full-thickness rotator cuff tears. Am J Sports Med. 2007;35(6):1007-1016.

4. Yamaguchi K, Ball CM, Galatz LM. Arthroscopic rotator cuff repair: transition from mini-open to all-arthroscopic. Clin Orthop Relat Res. 2001;(390):83-94.

5. Yamaguchi K, Levine WN, Marra G, Galatz LM, Klepps S, Flatow EL. Transitioning to arthroscopic rotator cuff repair: the pros and cons. Instr Course Lect. 2003;52:81-92.

6. Mather RC 3rd, Koenig L, Acevedo D, et al. The societal and economic value of rotator cuff repair. J Bone Joint Surg Am. 2013;95(22):1993-2000.

7. Milne JC, Gartsman GM. Cost of shoulder surgery. J Shoulder Elbow Surg. 1994;3(5):295-298.

8. Savoie FH 3rd, Field LD, Jenkins RN. Costs analysis of successful rotator cuff repair surgery: an outcome study. Comparison of gatekeeper system in surgical patients. Arthroscopy. 1995;11(6):672-676.

9. Vitale MA, Vitale MG, Zivin JG, Braman JP, Bigliani LU, Flatow EL. Rotator cuff repair: an analysis of utility scores and cost-effectiveness. J Shoulder Elbow Surg. 2007;16(2):181-187.

10. Ihejirika RC, Sathiyakumar V, Thakore RV, et al. Healthcare reimbursement models and orthopaedic trauma: will there be change in patient management? A survey of orthopaedic surgeons. J Orthop Trauma. 2015;29(2):e79-e84.

11. Black EM, Higgins LD, Warner JJ. Value-based shoulder surgery: practicing outcomes-driven, cost-conscious care. J Shoulder Elbow Surg. 2013;22(7):1000-1009.

12. Barber FA, Hapa O, Bynum JA. Comparative testing by cyclic loading of rotator cuff suture anchors containing multiple high-strength sutures. Arthroscopy. 2010;26(9 suppl):S134-S141.

13. Barros RM, Matos MA, Ferreira Neto AA, et al. Biomechanical evaluation on tendon reinsertion by comparing trans-osseous suture and suture anchor at different stages of healing: experimental study on rabbits. J Shoulder Elbow Surg. 2010;19(6):878-883.

14. Cole BJ, ElAttrache NS, Anbari A. Arthroscopic rotator cuff repairs: an anatomic and biomechanical rationale for different suture-anchor repair configurations. Arthroscopy. 2007;23(6):662-669.

15. Ghodadra NS, Provencher MT, Verma NN, Wilk KE, Romeo AA. Open, mini-open, and all-arthroscopic rotator cuff repair surgery: indications and implications for rehabilitation. J Orthop Sports Phys Ther. 2009;39(2):81-89.

16. Pietschmann MF, Fröhlich V, Ficklscherer A, et al. Pullout strength of suture anchors in comparison with transosseous sutures for rotator cuff repair. Knee Surg Sports Traumatol Arthrosc. 2008;16(5):504-510.

17. van der Zwaal P, Thomassen BJ, Nieuwenhuijse MJ, Lindenburg R, Swen JW, van Arkel ER. Clinical outcome in all-arthroscopic versus mini-open rotator cuff repair in small to medium-sized tears: a randomized controlled trial in 100 patients with 1-year follow-up. Arthroscopy. 2013;29(2):266-273.

18. Wang VM, Wang FC, McNickle AG, et al. Medial versus lateral supraspinatus tendon properties: implications for double-row rotator cuff repair. Am J Sports Med. 2010;38(12):2456-2463.

19. Adla DN, Rowsell M, Pandey R. Cost-effectiveness of open versus arthroscopic rotator cuff repair. J Shoulder Elbow Surg. 2010;19(2):258-261.

20. Churchill RS, Ghorai JK. Total cost and operating room time comparison of rotator cuff repair techniques at low, intermediate, and high volume centers: mini-open versus all-arthroscopic. J Shoulder Elbow Surg. 2010;19(5):716-721.

21. Genuario JW, Donegan RP, Hamman D, et al. The cost-effectiveness of single-row compared with double-row arthroscopic rotator cuff repair. J Bone Joint Surg Am. 2012;94(15):1369-1377.

22. Garofalo R, Castagna A, Borroni M, Krishnan SG. Arthroscopic transosseous (anchorless) rotator cuff repair. Knee Surg Sports Traumatol Arthrosc. 2012;20(6):1031-1035.

23. Benson EC, MacDermid JC, Drosdowech DS, Athwal GS. The incidence of early metallic suture anchor pullout after arthroscopic rotator cuff repair. Arthroscopy. 2010;26(3):310-315.

24. Baudi P, Rasia Dani E, Campochiaro G, Rebuzzi M, Serafini F, Catani F. The rotator cuff tear repair with a new arthroscopic transosseous system: the Sharc-FT®. Musculoskelet Surg. 2013;97(suppl 1):57-61.

25. Kummer FJ, Hahn M, Day M, Meislin RJ, Jazrawi LM. A laboratory comparison of a new arthroscopic transosseous rotator cuff repair to a double row transosseous equivalent rotator cuff repair using suture anchors. Bull Hosp Joint Dis. 2013;71(2):128-131.

26. Kuroda S, Ishige N, Mikasa M. Advantages of arthroscopic transosseous suture repair of the rotator cuff without the use of anchors. Clin Orthop Relat Res. 2013;471(11):3514-3522.

27. Cofield RH. Subscapular muscle transposition for repair of chronic rotator cuff tears. Surg Gynecol Obstet. 1982;154(5):667-672.

28. Paxton ES, Lazarus MD. Arthroscopic transosseous rotator cuff repair. Orthop Knowledge Online J. 2014;12(2). http://orthoportal.aaos.org/oko/article.aspx?article=OKO_SHO052#article. Accessed October 4, 2016.

29. Macario A. What does one minute of operating room time cost? J Clin Anesth. 2010;22(4):233-236.

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The rate of medical visits for rotator cuff pathology and the US incidence of arthroscopic rotator cuff repair (RCR) have increased over the past 10 years.1 The increased use of RCR has been justified with improved patient outcomes.2,3 Advances in surgical techniques and instrumentation have contributed to better outcomes for patients with rotator cuff pathology.3-5 Several studies have validated RCR with functional outcome measures, cost–benefit analysis, and health-related quality-of-life measurements.6-9

Healthcare reimbursement models are being changed to include capitated care, pay for performance, and penalties.10 Given the changing healthcare climate and the increasing incidence of RCR, it is becoming increasingly important for orthopedic surgeons to critically evaluate and modify their practice and procedures to decrease costs without compromising outcomes.11 RCR outcome studies have focused on comparing open/mini-open with arthroscopic techniques, and single-row with double-row techniques, among others.4,12-18 Furthermore, several studies on the cost-effectiveness of these surgical techniques have been conducted.19-21Arthroscopic anchorless (transosseous [TO]) RCR, which is increasingly popular,22 combines the minimal invasiveness of arthroscopic procedures with the biomechanical strength of open TO repair. In addition, this technique avoids the potential complications and costs associated with suture anchors, such as anchor pullout and greater tuberosity osteolysis.22,23 Several studies have documented the effectiveness of this technique.24-26 Biomechanical and clinical outcome data supporting arthroscopic TO-RCR have been published, but there are no reports of studies that have analyzed the cost savings associated with this technique.

In this study, we compared implant costs associated with arthroscopic TO-RCR and arthroscopic TO-equivalent (TOE) RCR. We also evaluated these techniques’ operative time and outcomes. Our hypothesis was that arthroscopic TO-RCR can be performed at lower cost and without increasing operative time or compromising outcomes.

Materials and Methods

Our Institutional Review Board approved this study. Between February 2013 and January 2014, participating surgeons performed 43 arthroscopic TO-RCRs that met the study’s inclusion criteria. Twenty-one of the 43 patients enrolled and became the study group. The control group of 21 patients, who underwent arthroscopic TOE-RCR the preceding year (between January 2012 and January 2013), was matched to the study group on tear size and concomitant procedures, including biceps treatment, labral treatment, acromioplasty, and distal clavicle excision (Table 1).

Males or nonpregnant females, age 18 years or older, with full-thickness rotator cuff tear treated with arthroscopic RCR at one regional healthcare system were eligible for the study. Exclusion criteria were revision repair, irreparable tear, worker compensation claim, and subscapularis repair.

The primary outcome measure was implant cost (amount paid by institution). Cost was determined and reported by an independent third party using Cerner Surginet as the operating room documentation system and McKessen Pathways Materials Management System for item pricing.

All arthroscopic RCRs were performed by 1 of 3 orthopedic surgeons fellowship-trained in either sports medicine or shoulder and elbow surgery. Using the Cofield classification,27 the treating surgeon recorded the size of the rotator cuff tear: small (<1 cm), medium (1-3 cm), large (3-5 cm), massive (>5 cm). The surgeon also recorded the number of suture anchors used, repair technique, biceps treatment, execution of subacromial decompression, execution of distal clavicle excision, and intraoperative complications. TO repair surgical technique is described in the next section. TOE repair was double-row repair with suture anchors. The number of suture anchors varied by tear size: small (3 anchors), medium (2-5 anchors), large (4-6 anchors), massive (4-5 anchors).

Secondary outcome measures were operative time (time from cut to close) and scores on pain VAS (visual analog scale), SANE (Single Assessment Numeric Evaluation), and SST (Simple Shoulder Test). Demographic information was also obtained: age, sex, body mass index, smoking status (Table 1). All patients were asked to fill out questionnaires before surgery and 3, 6, and >12 months after surgery. Outcome surveys were scored by a single research coordinator, who recorded each patient’s outcome scores at the preoperative and postoperative intervals. Follow-up of >12 months was reached by 17 (81%) of the 21 TO patients and 14 (67%) of the 21 TOE patients. For >12 months, the overall rate of follow-up was 74%.

All patients followed the same postoperative rehabilitation protocol: sling immobilization with pendulums for 6 weeks starting at 2 weeks, passive range of motion starting at 6 weeks, and active range of motion starting at 8 weeks. At 3 months, they were allowed progressive resistant exercises with a 10-pound limit, and at 4.5 months they progressed to a 20-pound limit. At 6 months, they were cleared for discharge.

 

 

Surgical Technique: Arthroscopic Transosseous Repair

Surgery was performed with the patient in either the beach-chair position or the lateral decubitus position, based on surgeon preference. Our technique is similar to what has been described in the past.22,28 The glenohumeral joint is accessed through a standard posterior portal, followed by an anterior accessory portal through the rotator interval. Standard diagnostic arthroscopy is performed and intra-articular pathology addressed. Next, the scope is placed in the subacromial space through the posterior portal. A lateral subacromial portal is established and cannulated, and a bursectomy performed. The scope is then placed in a posterolateral portal for better visualization of the rotator cuff tear. The greater tuberosity is débrided with a curette to prepare the bed for repair. An ArthroTunneler (Tornier) is used to pass sutures through the greater tuberosity. For standard 2-tunnel repair, 3 sutures are placed through each tunnel. All 6 sutures are next passed (using a suture passer) through the rotator cuff. The second and fifth suture ends that are passed through the cuff are brought out through the cannula and tied together. They are then brought into the shoulder by pulling on the opposite ends and tied alongside the greater tuberosity to create a box stitch. The box stitch acts as a medial row fixation and as a rip stitch that strengthens the vertical mattress sutures against pullout. The other 4 sutures are tied in vertical mattress configuration.

Statistical Analysis

After obtaining the TO and TOE implant costs, we compared them using a generalized linear model with negative binomial distribution and an identity link function so returned parameters were in additive dollars. This comparison included evaluation of tear size and concomitant procedures. Operative times for TO and TOE were obtained and evaluated, and then compared using time-to-event analysis and the log-rank test. Outcome scores were obtained from patients at baseline and 3, 6, and >12 months after surgery and were compared using a linear mixed model that identified change in outcome scores over time, and difference in outcome scores between the TO and TOE groups.

Results

Table 1 lists patient demographics, including age, sex, body mass index, smoking status, and concomitant procedures. The TO and TOE groups had identical tear-size distributions. In addition, they had similar numbers of concomitant procedures, though our study was underpowered to confirm equivalence. Treatment techniques differed: more biceps tenodesis cases in the TO group (n = 12) than in the TOE group (n = 2) and more biceps tenotomy cases in the TOE group (n = 8) than in the TO group (n = 1).

TO implant cost was significantly lower than TOE implant cost for all tear sizes and independent of concomitant procedures (Figure 1).

Mean (SD) implant cost was $563.10 ($29.65) for the TO group and $1489.00 ($331.05) for the TOE group. With all other factors controlled, mean (SD) implant cost was $946.91 ($100.70) more expensive for the TOE group (P < .0001).

Operative time was not significantly different between the TO and TOE groups. Mean (SD) operative time was 82.38 (24.09) minutes for the TO group and 81.71 (17.27) minutes for the TOE group. With all other factors controlled, mean operative time was 5.96 minutes shorter for the TOE group, but the difference was not significant (P = .549).

There was no significant difference in preoperative pain VAS (P = .93), SANE (P = .35), or SST (P = .36) scores between the TO and TOE groups. At all postoperative follow-ups (3, 6, and >12 months), there was significant (P < .0001) improvement in outcome scores (VAS, SANE, SST) for both groups (Table 2). There was no significant difference in pain VAS (P = .688), SANE (P = .882), or SST (P = .272) scores (Figure 2) between the groups across all time points.

Discussion

RCR is one of the most common orthopedic surgical procedures, and its use has increased over the past decade.9,21 This increase coincides with the emergence of new repair techniques and implants. These advancements come at a cost. Given the increasingly cost-conscious healthcare environment and its changing reimbursement models, now surgeons must evaluate the economics of their surgical procedures in an attempt to decrease costs without compromising outcomes. We hypothesized that arthroscopic TO-RCR can be performed at lower cost relative to arthroscopic TOE-RCR and without increasing operative time or compromising short-term outcomes.

Studies on the cost-effectiveness of different RCR techniques have been conducted.19-21 Adla and colleagues19 found that open RCR was more cost-effective than arthroscopic RCR, with most of the difference attributable to disposables and suture anchors. Genuario and colleagues21 found that double-row RCR was not as cost-effective as single-row RCR in treating tears of any size. They attributed the difference to 2 more anchors and about 15 more minutes in the operating room.

The increased interest in healthcare costs and the understanding that a substantial part of the cost of arthroscopic RCR is attributable to implants (suture anchors, specifically) led to recent efforts to eliminate the need for anchors. Newly available instrumentation was designed to assist in arthroscopic anchorless repair constructs using the concepts of traditional TO repair.22 Although still considered to be the RCR gold standard, TO fixation has been used less often in recent years, owing to the shift from open to arthroscopic surgery.24 Arthroscopic TO-RCR allows for all the benefits of arthroscopic surgery, plus the biological and mechanical benefits of traditional open or mini-open TO repair. In addition, this technique eliminates the cost of anchors. Kummer and colleagues25 confirmed with biomechanical testing that arthroscopic TO repair and double-row TOE repair are similar in strength, with a trend of less tendon displacement in the TO group.

Our study results support the hypothesis that arthroscopic TO repair provides significant cost savings over tear size–matched arthroscopic TOE repair. Implant cost was substantially higher for TOE repair than for TO repair. Mean (SD) total savings of $946.91 ($100.70) (P < .0001) can be realized performing TO rather than TOE repair. In the United States, where about 250,000 RCRs are performed each year, the use of TO repair would result in an annual savings of almost $250 million.6Operative time was analyzed as well. Running an operating room in the United States costs an estimated $62 per minute (range, $22-$133 per minute).29 Much of this cost is indirect, unrelated to the surgery (eg, capital investment, personnel, insurance), and is being paid even when the operating room is not in use. Therefore, for the hospital’s bottom line, operative time savings are less important than direct cost savings (supplies, implants). However, operative time has more of an effect on the surgeon’s bottom line, and longer procedures reduce the number of surgeries that can be performed and billed. We found no significant difference in operative time between TO and TOE repairs. Critical evaluation revealed that operative time was 5.96 minutes shorter for TOE repairs, but this difference was not significant (P = .677).

Our study results showed no significant difference in clinical outcomes between TO and TOE repair patients. Both groups’ outcome scores improved. At all follow-ups, both groups’ VAS, SANE, and SST scores were significantly improved. Overall, this is the first study to validate the proposed cost benefit of arthroscopic TO repair and confirm no compromise in patient outcomes.

This study had limitations. First, it enrolled relatively few patients, particularly those with small tears. In addition, despite the fact that patients were matched on tear size and concomitant procedures, the groups differed in their biceps pathology treatments. Of the 13 TO patients who had biceps treatment, 12 underwent tenodesis (1 had tenotomy); in contrast, of the 10 TOE patients who had biceps treatment, only 2 underwent tenodesis (8 had tenotomy). The difference is explained by the consecutive course of this study and the increasing popularity of tenodesis over tenotomy. The TOE group underwent surgery before the TO group did, at a time when the involved surgeons were routinely performing tenotomy more than tenodesis. We did not include the costs of implants related to biceps treatment in our analysis, as our focus was on the implant cost of RCR. As for operative time, biceps tenodesis would be expected to extend surgery and potentially affect the comparison of operative times between the TO and TOE groups. However, despite the fact that 12 of the 13 TO patients underwent biceps tenodesis, there was no significant difference in overall operative time. Last, regarding the effect of biceps treatment on clinical outcomes, there are no data showing improved outcomes with tenodesis over tenotomy in the setting of RCR.

A final limitation is lack of data from longer term (>12 months) follow-up for all patients. Our analysis included cost and operative time data for all 42 enrolled patients, but our clinical outcome data represent only 74% of the patients enrolled. Eleven of the 42 patients were lost to follow-up at >12 months, and outcome scores could not be obtained, despite multiple attempts at contact (phone, mail, email). The study design and primary outcome variable focused on cost analysis rather than clinical outcomes. Nevertheless, our data support our hypothesis that there is no difference in clinical outcomes between TO and TOE repairs.

 

 

Conclusion

Arthroscopic TO-RCR provides significant cost savings over arthroscopic TOE-RCR without increasing operative time or compromising outcomes. Arthroscopic TO-RCR may have an important role in the evolving healthcare environment and its changing reimbursement models.

Am J Orthop. 2016;45(7):E415-E420. Copyright Frontline Medical Communications Inc. 2016. All rights reserved.

The rate of medical visits for rotator cuff pathology and the US incidence of arthroscopic rotator cuff repair (RCR) have increased over the past 10 years.1 The increased use of RCR has been justified with improved patient outcomes.2,3 Advances in surgical techniques and instrumentation have contributed to better outcomes for patients with rotator cuff pathology.3-5 Several studies have validated RCR with functional outcome measures, cost–benefit analysis, and health-related quality-of-life measurements.6-9

Healthcare reimbursement models are being changed to include capitated care, pay for performance, and penalties.10 Given the changing healthcare climate and the increasing incidence of RCR, it is becoming increasingly important for orthopedic surgeons to critically evaluate and modify their practice and procedures to decrease costs without compromising outcomes.11 RCR outcome studies have focused on comparing open/mini-open with arthroscopic techniques, and single-row with double-row techniques, among others.4,12-18 Furthermore, several studies on the cost-effectiveness of these surgical techniques have been conducted.19-21Arthroscopic anchorless (transosseous [TO]) RCR, which is increasingly popular,22 combines the minimal invasiveness of arthroscopic procedures with the biomechanical strength of open TO repair. In addition, this technique avoids the potential complications and costs associated with suture anchors, such as anchor pullout and greater tuberosity osteolysis.22,23 Several studies have documented the effectiveness of this technique.24-26 Biomechanical and clinical outcome data supporting arthroscopic TO-RCR have been published, but there are no reports of studies that have analyzed the cost savings associated with this technique.

In this study, we compared implant costs associated with arthroscopic TO-RCR and arthroscopic TO-equivalent (TOE) RCR. We also evaluated these techniques’ operative time and outcomes. Our hypothesis was that arthroscopic TO-RCR can be performed at lower cost and without increasing operative time or compromising outcomes.

Materials and Methods

Our Institutional Review Board approved this study. Between February 2013 and January 2014, participating surgeons performed 43 arthroscopic TO-RCRs that met the study’s inclusion criteria. Twenty-one of the 43 patients enrolled and became the study group. The control group of 21 patients, who underwent arthroscopic TOE-RCR the preceding year (between January 2012 and January 2013), was matched to the study group on tear size and concomitant procedures, including biceps treatment, labral treatment, acromioplasty, and distal clavicle excision (Table 1).

Males or nonpregnant females, age 18 years or older, with full-thickness rotator cuff tear treated with arthroscopic RCR at one regional healthcare system were eligible for the study. Exclusion criteria were revision repair, irreparable tear, worker compensation claim, and subscapularis repair.

The primary outcome measure was implant cost (amount paid by institution). Cost was determined and reported by an independent third party using Cerner Surginet as the operating room documentation system and McKessen Pathways Materials Management System for item pricing.

All arthroscopic RCRs were performed by 1 of 3 orthopedic surgeons fellowship-trained in either sports medicine or shoulder and elbow surgery. Using the Cofield classification,27 the treating surgeon recorded the size of the rotator cuff tear: small (<1 cm), medium (1-3 cm), large (3-5 cm), massive (>5 cm). The surgeon also recorded the number of suture anchors used, repair technique, biceps treatment, execution of subacromial decompression, execution of distal clavicle excision, and intraoperative complications. TO repair surgical technique is described in the next section. TOE repair was double-row repair with suture anchors. The number of suture anchors varied by tear size: small (3 anchors), medium (2-5 anchors), large (4-6 anchors), massive (4-5 anchors).

Secondary outcome measures were operative time (time from cut to close) and scores on pain VAS (visual analog scale), SANE (Single Assessment Numeric Evaluation), and SST (Simple Shoulder Test). Demographic information was also obtained: age, sex, body mass index, smoking status (Table 1). All patients were asked to fill out questionnaires before surgery and 3, 6, and >12 months after surgery. Outcome surveys were scored by a single research coordinator, who recorded each patient’s outcome scores at the preoperative and postoperative intervals. Follow-up of >12 months was reached by 17 (81%) of the 21 TO patients and 14 (67%) of the 21 TOE patients. For >12 months, the overall rate of follow-up was 74%.

All patients followed the same postoperative rehabilitation protocol: sling immobilization with pendulums for 6 weeks starting at 2 weeks, passive range of motion starting at 6 weeks, and active range of motion starting at 8 weeks. At 3 months, they were allowed progressive resistant exercises with a 10-pound limit, and at 4.5 months they progressed to a 20-pound limit. At 6 months, they were cleared for discharge.

 

 

Surgical Technique: Arthroscopic Transosseous Repair

Surgery was performed with the patient in either the beach-chair position or the lateral decubitus position, based on surgeon preference. Our technique is similar to what has been described in the past.22,28 The glenohumeral joint is accessed through a standard posterior portal, followed by an anterior accessory portal through the rotator interval. Standard diagnostic arthroscopy is performed and intra-articular pathology addressed. Next, the scope is placed in the subacromial space through the posterior portal. A lateral subacromial portal is established and cannulated, and a bursectomy performed. The scope is then placed in a posterolateral portal for better visualization of the rotator cuff tear. The greater tuberosity is débrided with a curette to prepare the bed for repair. An ArthroTunneler (Tornier) is used to pass sutures through the greater tuberosity. For standard 2-tunnel repair, 3 sutures are placed through each tunnel. All 6 sutures are next passed (using a suture passer) through the rotator cuff. The second and fifth suture ends that are passed through the cuff are brought out through the cannula and tied together. They are then brought into the shoulder by pulling on the opposite ends and tied alongside the greater tuberosity to create a box stitch. The box stitch acts as a medial row fixation and as a rip stitch that strengthens the vertical mattress sutures against pullout. The other 4 sutures are tied in vertical mattress configuration.

Statistical Analysis

After obtaining the TO and TOE implant costs, we compared them using a generalized linear model with negative binomial distribution and an identity link function so returned parameters were in additive dollars. This comparison included evaluation of tear size and concomitant procedures. Operative times for TO and TOE were obtained and evaluated, and then compared using time-to-event analysis and the log-rank test. Outcome scores were obtained from patients at baseline and 3, 6, and >12 months after surgery and were compared using a linear mixed model that identified change in outcome scores over time, and difference in outcome scores between the TO and TOE groups.

Results

Table 1 lists patient demographics, including age, sex, body mass index, smoking status, and concomitant procedures. The TO and TOE groups had identical tear-size distributions. In addition, they had similar numbers of concomitant procedures, though our study was underpowered to confirm equivalence. Treatment techniques differed: more biceps tenodesis cases in the TO group (n = 12) than in the TOE group (n = 2) and more biceps tenotomy cases in the TOE group (n = 8) than in the TO group (n = 1).

TO implant cost was significantly lower than TOE implant cost for all tear sizes and independent of concomitant procedures (Figure 1).

Mean (SD) implant cost was $563.10 ($29.65) for the TO group and $1489.00 ($331.05) for the TOE group. With all other factors controlled, mean (SD) implant cost was $946.91 ($100.70) more expensive for the TOE group (P < .0001).

Operative time was not significantly different between the TO and TOE groups. Mean (SD) operative time was 82.38 (24.09) minutes for the TO group and 81.71 (17.27) minutes for the TOE group. With all other factors controlled, mean operative time was 5.96 minutes shorter for the TOE group, but the difference was not significant (P = .549).

There was no significant difference in preoperative pain VAS (P = .93), SANE (P = .35), or SST (P = .36) scores between the TO and TOE groups. At all postoperative follow-ups (3, 6, and >12 months), there was significant (P < .0001) improvement in outcome scores (VAS, SANE, SST) for both groups (Table 2). There was no significant difference in pain VAS (P = .688), SANE (P = .882), or SST (P = .272) scores (Figure 2) between the groups across all time points.

Discussion

RCR is one of the most common orthopedic surgical procedures, and its use has increased over the past decade.9,21 This increase coincides with the emergence of new repair techniques and implants. These advancements come at a cost. Given the increasingly cost-conscious healthcare environment and its changing reimbursement models, now surgeons must evaluate the economics of their surgical procedures in an attempt to decrease costs without compromising outcomes. We hypothesized that arthroscopic TO-RCR can be performed at lower cost relative to arthroscopic TOE-RCR and without increasing operative time or compromising short-term outcomes.

Studies on the cost-effectiveness of different RCR techniques have been conducted.19-21 Adla and colleagues19 found that open RCR was more cost-effective than arthroscopic RCR, with most of the difference attributable to disposables and suture anchors. Genuario and colleagues21 found that double-row RCR was not as cost-effective as single-row RCR in treating tears of any size. They attributed the difference to 2 more anchors and about 15 more minutes in the operating room.

The increased interest in healthcare costs and the understanding that a substantial part of the cost of arthroscopic RCR is attributable to implants (suture anchors, specifically) led to recent efforts to eliminate the need for anchors. Newly available instrumentation was designed to assist in arthroscopic anchorless repair constructs using the concepts of traditional TO repair.22 Although still considered to be the RCR gold standard, TO fixation has been used less often in recent years, owing to the shift from open to arthroscopic surgery.24 Arthroscopic TO-RCR allows for all the benefits of arthroscopic surgery, plus the biological and mechanical benefits of traditional open or mini-open TO repair. In addition, this technique eliminates the cost of anchors. Kummer and colleagues25 confirmed with biomechanical testing that arthroscopic TO repair and double-row TOE repair are similar in strength, with a trend of less tendon displacement in the TO group.

Our study results support the hypothesis that arthroscopic TO repair provides significant cost savings over tear size–matched arthroscopic TOE repair. Implant cost was substantially higher for TOE repair than for TO repair. Mean (SD) total savings of $946.91 ($100.70) (P < .0001) can be realized performing TO rather than TOE repair. In the United States, where about 250,000 RCRs are performed each year, the use of TO repair would result in an annual savings of almost $250 million.6Operative time was analyzed as well. Running an operating room in the United States costs an estimated $62 per minute (range, $22-$133 per minute).29 Much of this cost is indirect, unrelated to the surgery (eg, capital investment, personnel, insurance), and is being paid even when the operating room is not in use. Therefore, for the hospital’s bottom line, operative time savings are less important than direct cost savings (supplies, implants). However, operative time has more of an effect on the surgeon’s bottom line, and longer procedures reduce the number of surgeries that can be performed and billed. We found no significant difference in operative time between TO and TOE repairs. Critical evaluation revealed that operative time was 5.96 minutes shorter for TOE repairs, but this difference was not significant (P = .677).

Our study results showed no significant difference in clinical outcomes between TO and TOE repair patients. Both groups’ outcome scores improved. At all follow-ups, both groups’ VAS, SANE, and SST scores were significantly improved. Overall, this is the first study to validate the proposed cost benefit of arthroscopic TO repair and confirm no compromise in patient outcomes.

This study had limitations. First, it enrolled relatively few patients, particularly those with small tears. In addition, despite the fact that patients were matched on tear size and concomitant procedures, the groups differed in their biceps pathology treatments. Of the 13 TO patients who had biceps treatment, 12 underwent tenodesis (1 had tenotomy); in contrast, of the 10 TOE patients who had biceps treatment, only 2 underwent tenodesis (8 had tenotomy). The difference is explained by the consecutive course of this study and the increasing popularity of tenodesis over tenotomy. The TOE group underwent surgery before the TO group did, at a time when the involved surgeons were routinely performing tenotomy more than tenodesis. We did not include the costs of implants related to biceps treatment in our analysis, as our focus was on the implant cost of RCR. As for operative time, biceps tenodesis would be expected to extend surgery and potentially affect the comparison of operative times between the TO and TOE groups. However, despite the fact that 12 of the 13 TO patients underwent biceps tenodesis, there was no significant difference in overall operative time. Last, regarding the effect of biceps treatment on clinical outcomes, there are no data showing improved outcomes with tenodesis over tenotomy in the setting of RCR.

A final limitation is lack of data from longer term (>12 months) follow-up for all patients. Our analysis included cost and operative time data for all 42 enrolled patients, but our clinical outcome data represent only 74% of the patients enrolled. Eleven of the 42 patients were lost to follow-up at >12 months, and outcome scores could not be obtained, despite multiple attempts at contact (phone, mail, email). The study design and primary outcome variable focused on cost analysis rather than clinical outcomes. Nevertheless, our data support our hypothesis that there is no difference in clinical outcomes between TO and TOE repairs.

 

 

Conclusion

Arthroscopic TO-RCR provides significant cost savings over arthroscopic TOE-RCR without increasing operative time or compromising outcomes. Arthroscopic TO-RCR may have an important role in the evolving healthcare environment and its changing reimbursement models.

Am J Orthop. 2016;45(7):E415-E420. Copyright Frontline Medical Communications Inc. 2016. All rights reserved.

References

1. Colvin AC, Egorova N, Harrison AK, Moskowitz A, Flatow EL. National trends in rotator cuff repair. J Bone Joint Surg Am. 2012;94(3):227-233.

2. Pedowitz RA, Yamaguchi K, Ahmad CS, et al. American Academy of Orthopaedic Surgeons Clinical Practice Guideline on: optimizing the management of rotator cuff problems. J Bone Joint Surg Am. 2012;94(2):163-167.

3. Wolf BR, Dunn WR, Wright RW. Indications for repair of full-thickness rotator cuff tears. Am J Sports Med. 2007;35(6):1007-1016.

4. Yamaguchi K, Ball CM, Galatz LM. Arthroscopic rotator cuff repair: transition from mini-open to all-arthroscopic. Clin Orthop Relat Res. 2001;(390):83-94.

5. Yamaguchi K, Levine WN, Marra G, Galatz LM, Klepps S, Flatow EL. Transitioning to arthroscopic rotator cuff repair: the pros and cons. Instr Course Lect. 2003;52:81-92.

6. Mather RC 3rd, Koenig L, Acevedo D, et al. The societal and economic value of rotator cuff repair. J Bone Joint Surg Am. 2013;95(22):1993-2000.

7. Milne JC, Gartsman GM. Cost of shoulder surgery. J Shoulder Elbow Surg. 1994;3(5):295-298.

8. Savoie FH 3rd, Field LD, Jenkins RN. Costs analysis of successful rotator cuff repair surgery: an outcome study. Comparison of gatekeeper system in surgical patients. Arthroscopy. 1995;11(6):672-676.

9. Vitale MA, Vitale MG, Zivin JG, Braman JP, Bigliani LU, Flatow EL. Rotator cuff repair: an analysis of utility scores and cost-effectiveness. J Shoulder Elbow Surg. 2007;16(2):181-187.

10. Ihejirika RC, Sathiyakumar V, Thakore RV, et al. Healthcare reimbursement models and orthopaedic trauma: will there be change in patient management? A survey of orthopaedic surgeons. J Orthop Trauma. 2015;29(2):e79-e84.

11. Black EM, Higgins LD, Warner JJ. Value-based shoulder surgery: practicing outcomes-driven, cost-conscious care. J Shoulder Elbow Surg. 2013;22(7):1000-1009.

12. Barber FA, Hapa O, Bynum JA. Comparative testing by cyclic loading of rotator cuff suture anchors containing multiple high-strength sutures. Arthroscopy. 2010;26(9 suppl):S134-S141.

13. Barros RM, Matos MA, Ferreira Neto AA, et al. Biomechanical evaluation on tendon reinsertion by comparing trans-osseous suture and suture anchor at different stages of healing: experimental study on rabbits. J Shoulder Elbow Surg. 2010;19(6):878-883.

14. Cole BJ, ElAttrache NS, Anbari A. Arthroscopic rotator cuff repairs: an anatomic and biomechanical rationale for different suture-anchor repair configurations. Arthroscopy. 2007;23(6):662-669.

15. Ghodadra NS, Provencher MT, Verma NN, Wilk KE, Romeo AA. Open, mini-open, and all-arthroscopic rotator cuff repair surgery: indications and implications for rehabilitation. J Orthop Sports Phys Ther. 2009;39(2):81-89.

16. Pietschmann MF, Fröhlich V, Ficklscherer A, et al. Pullout strength of suture anchors in comparison with transosseous sutures for rotator cuff repair. Knee Surg Sports Traumatol Arthrosc. 2008;16(5):504-510.

17. van der Zwaal P, Thomassen BJ, Nieuwenhuijse MJ, Lindenburg R, Swen JW, van Arkel ER. Clinical outcome in all-arthroscopic versus mini-open rotator cuff repair in small to medium-sized tears: a randomized controlled trial in 100 patients with 1-year follow-up. Arthroscopy. 2013;29(2):266-273.

18. Wang VM, Wang FC, McNickle AG, et al. Medial versus lateral supraspinatus tendon properties: implications for double-row rotator cuff repair. Am J Sports Med. 2010;38(12):2456-2463.

19. Adla DN, Rowsell M, Pandey R. Cost-effectiveness of open versus arthroscopic rotator cuff repair. J Shoulder Elbow Surg. 2010;19(2):258-261.

20. Churchill RS, Ghorai JK. Total cost and operating room time comparison of rotator cuff repair techniques at low, intermediate, and high volume centers: mini-open versus all-arthroscopic. J Shoulder Elbow Surg. 2010;19(5):716-721.

21. Genuario JW, Donegan RP, Hamman D, et al. The cost-effectiveness of single-row compared with double-row arthroscopic rotator cuff repair. J Bone Joint Surg Am. 2012;94(15):1369-1377.

22. Garofalo R, Castagna A, Borroni M, Krishnan SG. Arthroscopic transosseous (anchorless) rotator cuff repair. Knee Surg Sports Traumatol Arthrosc. 2012;20(6):1031-1035.

23. Benson EC, MacDermid JC, Drosdowech DS, Athwal GS. The incidence of early metallic suture anchor pullout after arthroscopic rotator cuff repair. Arthroscopy. 2010;26(3):310-315.

24. Baudi P, Rasia Dani E, Campochiaro G, Rebuzzi M, Serafini F, Catani F. The rotator cuff tear repair with a new arthroscopic transosseous system: the Sharc-FT®. Musculoskelet Surg. 2013;97(suppl 1):57-61.

25. Kummer FJ, Hahn M, Day M, Meislin RJ, Jazrawi LM. A laboratory comparison of a new arthroscopic transosseous rotator cuff repair to a double row transosseous equivalent rotator cuff repair using suture anchors. Bull Hosp Joint Dis. 2013;71(2):128-131.

26. Kuroda S, Ishige N, Mikasa M. Advantages of arthroscopic transosseous suture repair of the rotator cuff without the use of anchors. Clin Orthop Relat Res. 2013;471(11):3514-3522.

27. Cofield RH. Subscapular muscle transposition for repair of chronic rotator cuff tears. Surg Gynecol Obstet. 1982;154(5):667-672.

28. Paxton ES, Lazarus MD. Arthroscopic transosseous rotator cuff repair. Orthop Knowledge Online J. 2014;12(2). http://orthoportal.aaos.org/oko/article.aspx?article=OKO_SHO052#article. Accessed October 4, 2016.

29. Macario A. What does one minute of operating room time cost? J Clin Anesth. 2010;22(4):233-236.

References

1. Colvin AC, Egorova N, Harrison AK, Moskowitz A, Flatow EL. National trends in rotator cuff repair. J Bone Joint Surg Am. 2012;94(3):227-233.

2. Pedowitz RA, Yamaguchi K, Ahmad CS, et al. American Academy of Orthopaedic Surgeons Clinical Practice Guideline on: optimizing the management of rotator cuff problems. J Bone Joint Surg Am. 2012;94(2):163-167.

3. Wolf BR, Dunn WR, Wright RW. Indications for repair of full-thickness rotator cuff tears. Am J Sports Med. 2007;35(6):1007-1016.

4. Yamaguchi K, Ball CM, Galatz LM. Arthroscopic rotator cuff repair: transition from mini-open to all-arthroscopic. Clin Orthop Relat Res. 2001;(390):83-94.

5. Yamaguchi K, Levine WN, Marra G, Galatz LM, Klepps S, Flatow EL. Transitioning to arthroscopic rotator cuff repair: the pros and cons. Instr Course Lect. 2003;52:81-92.

6. Mather RC 3rd, Koenig L, Acevedo D, et al. The societal and economic value of rotator cuff repair. J Bone Joint Surg Am. 2013;95(22):1993-2000.

7. Milne JC, Gartsman GM. Cost of shoulder surgery. J Shoulder Elbow Surg. 1994;3(5):295-298.

8. Savoie FH 3rd, Field LD, Jenkins RN. Costs analysis of successful rotator cuff repair surgery: an outcome study. Comparison of gatekeeper system in surgical patients. Arthroscopy. 1995;11(6):672-676.

9. Vitale MA, Vitale MG, Zivin JG, Braman JP, Bigliani LU, Flatow EL. Rotator cuff repair: an analysis of utility scores and cost-effectiveness. J Shoulder Elbow Surg. 2007;16(2):181-187.

10. Ihejirika RC, Sathiyakumar V, Thakore RV, et al. Healthcare reimbursement models and orthopaedic trauma: will there be change in patient management? A survey of orthopaedic surgeons. J Orthop Trauma. 2015;29(2):e79-e84.

11. Black EM, Higgins LD, Warner JJ. Value-based shoulder surgery: practicing outcomes-driven, cost-conscious care. J Shoulder Elbow Surg. 2013;22(7):1000-1009.

12. Barber FA, Hapa O, Bynum JA. Comparative testing by cyclic loading of rotator cuff suture anchors containing multiple high-strength sutures. Arthroscopy. 2010;26(9 suppl):S134-S141.

13. Barros RM, Matos MA, Ferreira Neto AA, et al. Biomechanical evaluation on tendon reinsertion by comparing trans-osseous suture and suture anchor at different stages of healing: experimental study on rabbits. J Shoulder Elbow Surg. 2010;19(6):878-883.

14. Cole BJ, ElAttrache NS, Anbari A. Arthroscopic rotator cuff repairs: an anatomic and biomechanical rationale for different suture-anchor repair configurations. Arthroscopy. 2007;23(6):662-669.

15. Ghodadra NS, Provencher MT, Verma NN, Wilk KE, Romeo AA. Open, mini-open, and all-arthroscopic rotator cuff repair surgery: indications and implications for rehabilitation. J Orthop Sports Phys Ther. 2009;39(2):81-89.

16. Pietschmann MF, Fröhlich V, Ficklscherer A, et al. Pullout strength of suture anchors in comparison with transosseous sutures for rotator cuff repair. Knee Surg Sports Traumatol Arthrosc. 2008;16(5):504-510.

17. van der Zwaal P, Thomassen BJ, Nieuwenhuijse MJ, Lindenburg R, Swen JW, van Arkel ER. Clinical outcome in all-arthroscopic versus mini-open rotator cuff repair in small to medium-sized tears: a randomized controlled trial in 100 patients with 1-year follow-up. Arthroscopy. 2013;29(2):266-273.

18. Wang VM, Wang FC, McNickle AG, et al. Medial versus lateral supraspinatus tendon properties: implications for double-row rotator cuff repair. Am J Sports Med. 2010;38(12):2456-2463.

19. Adla DN, Rowsell M, Pandey R. Cost-effectiveness of open versus arthroscopic rotator cuff repair. J Shoulder Elbow Surg. 2010;19(2):258-261.

20. Churchill RS, Ghorai JK. Total cost and operating room time comparison of rotator cuff repair techniques at low, intermediate, and high volume centers: mini-open versus all-arthroscopic. J Shoulder Elbow Surg. 2010;19(5):716-721.

21. Genuario JW, Donegan RP, Hamman D, et al. The cost-effectiveness of single-row compared with double-row arthroscopic rotator cuff repair. J Bone Joint Surg Am. 2012;94(15):1369-1377.

22. Garofalo R, Castagna A, Borroni M, Krishnan SG. Arthroscopic transosseous (anchorless) rotator cuff repair. Knee Surg Sports Traumatol Arthrosc. 2012;20(6):1031-1035.

23. Benson EC, MacDermid JC, Drosdowech DS, Athwal GS. The incidence of early metallic suture anchor pullout after arthroscopic rotator cuff repair. Arthroscopy. 2010;26(3):310-315.

24. Baudi P, Rasia Dani E, Campochiaro G, Rebuzzi M, Serafini F, Catani F. The rotator cuff tear repair with a new arthroscopic transosseous system: the Sharc-FT®. Musculoskelet Surg. 2013;97(suppl 1):57-61.

25. Kummer FJ, Hahn M, Day M, Meislin RJ, Jazrawi LM. A laboratory comparison of a new arthroscopic transosseous rotator cuff repair to a double row transosseous equivalent rotator cuff repair using suture anchors. Bull Hosp Joint Dis. 2013;71(2):128-131.

26. Kuroda S, Ishige N, Mikasa M. Advantages of arthroscopic transosseous suture repair of the rotator cuff without the use of anchors. Clin Orthop Relat Res. 2013;471(11):3514-3522.

27. Cofield RH. Subscapular muscle transposition for repair of chronic rotator cuff tears. Surg Gynecol Obstet. 1982;154(5):667-672.

28. Paxton ES, Lazarus MD. Arthroscopic transosseous rotator cuff repair. Orthop Knowledge Online J. 2014;12(2). http://orthoportal.aaos.org/oko/article.aspx?article=OKO_SHO052#article. Accessed October 4, 2016.

29. Macario A. What does one minute of operating room time cost? J Clin Anesth. 2010;22(4):233-236.

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Liposomal Bupivacaine vs Interscalene Nerve Block for Pain Control After Shoulder Arthroplasty: A Retrospective Cohort Analysis

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Liposomal Bupivacaine vs Interscalene Nerve Block for Pain Control After Shoulder Arthroplasty: A Retrospective Cohort Analysis

The annual number of total shoulder arthroplasties (TSAs) is rising with the growing elderly population and development of new technologies such as reverse shoulder arthroplasty.1 In 2008, 47,000 shoulder arthroplasties were performed in the US compared with 19,000 in 1998.1 As of 2011, there were 53,000 shoulder arthroplasties performed annually.2 Pain control after shoulder procedures, particularly TSA, is challenging. 3

Several modalities exist to manage pain after shoulder arthroplasty. The interscalene brachial plexus nerve block is considered the “gold standard” for shoulder analgesia. A new approach is the periarticular injection method, in which the surgeon administers a local anesthetic intraoperatively. Liposomal bupivacaine (Exparel, Pacira Pharmaceuticals, Inc.) is a nonopioid anesthetic that has been shown to improve pain control, shorten hospital stays, and decrease costs for total knee and hip arthroplasty compared with nerve blocks.4-6 Patients who were treated with liposomal bupivacaine consumed less opioid medication than a placebo group.7

Our purpose was to compare intraoperative local liposomal bupivacaine injection with preoperative single-shot interscalene nerve block (ISNB) in terms of pain control, opioid use, and length of hospital stay (LOS) after shoulder arthroplasty. We hypothesized that patients in the liposomal bupivacaine group would have lower pain scores, less opioid use, and shorter LOS compared with patients in the ISNB group.

Methods

A retrospective cohort analysis was conducted with 58 patients who underwent shoulder arthroplasty by 1 surgeon at our academically affiliated community hospital from January 2012 through January 2015. ISNBs were the standard at the beginning of the study period and were used until Exparel became available on the hospital formulary in 2013. We began using Exparel for all shoulder arthroplasties in November 2013. No other changes were made in the perioperative management of our arthroplasty patients during this period. Patients who underwent TSA, reverse TSA, or hemiarthroplasty of the shoulder were included. Patients who underwent revision TSA were excluded. Twenty-one patients received ISNBs and 37 received liposomal bupivacaine injections. This study was approved by our Institutional Review Board.

Baseline data for each patient were age, sex, body mass index, and the American Society of Anesthesiologists (ASA) Physical Status Classification. The primary outcome measure was the numeric rating scale (NRS) pain score at 4 post-operative time intervals. The NRS pain score has a range of 0 to 10, with 10 representing severe pain. Data were gathered from nursing and physical therapy notes in patient charts. The postoperative time intervals were 0 to 1 hour, 8 to 14 hours, 18 to 24 hours, and 27 to 36 hours. Available NRS scores for these time intervals were averaged. Patients were included if they had pain scores for at least 3 of the postoperative time intervals documented in their charts. Secondary outcome measures were LOS and opioid consumption during hospital admission. Intravenous acetaminophen use was also measured in both groups. All data on opioids were converted to oral morphine equivalents using the method described by Schneider and colleagues.8

A board-certified, fellowship-trained anesthesiologist, experienced in regional anesthesia, administered the single-shot ISNB before surgery. The block was administered under ultrasound guidance using a 44-mm, 22-gauge needle with the patient in the supine position. No indwelling catheter was used. The medication consisted of 30 mL of 5% ropivacaine (5 mg/mL). The surgeon injected liposomal bupivacaine (266 mg diluted into 40 mL of injectable saline) near the end of the procedure throughout the pericapsular area and multiple layers of the wound, per manufacturer guidelines.9 A 60-mL syringe with a 20-gauge needle was used. All operations were performed by 1 board-certified, fellowship-trained surgeon using a standard deltopectoral approach with the same surgical equipment. The same postoperative pain protocol was used for all patients, including intravenous acetaminophen and patient-controlled analgesia. Additional oral pain medication was provided as needed for all patients. Physical therapy protocols were identical between groups.

Statistical Analysis

Mean patient ages in the 2 treatment groups were compared using the Student t test. Sex distribution and the ASA scores were compared using a χ2 test and a Fisher exact test, respectively. Arthroplasty types were compared using a Fisher exact test. The medians and interquartile ranges of the NRS scores at each time point measured were tabulated by treatment group, and at each time point the difference between groups was tested using nonparametric rank sum tests.

We tested the longitudinal trajectory of NRS scores over time, accounting for repeated measurements in the same patients using linear mixed model analysis. Treatment group, time period as a categorical variable, and the interaction between treatment and time period were included as fixed effects, and patient identification number was included as the random effect. An initial omnibus test was performed for all treatment and treatment-by-time interaction effects. Subsequently, the treatment-by-time interaction was tested for each of the time periods. The association of day of discharge (as a categorical variable) with treatment was tested using the Fisher exact test. All analyses were conducted using Stata, version 13, software (StataCorp LP). P values <.05 were considered significant.

 

 

Sample Size Analysis

We calculated the minimum detectable effect size with 80% power at an alpha level of 0.05 for the nonparametric rank sum test in terms of the proportion of every possible pair of patients treated with the 2 treatments, where the patient treated with liposomal bupivacaine has a lower pain score than the patient treated with ISNB. For pain score at 18 to 24 hours, the sample sizes of 33 patients treated with liposomal bupivacaine and 20 treated with ISNB, the minimum detectable effect size is 73%.

Results

Fifty-eight patient charts (21 in the ISNB group and 37 in the liposomal bupivacaine group) were reviewed for the study. Patient sex distribution, mean age, mean body mass index, and mean baseline ASA scores were not statistically different (Table 1).

In the ISNB group, 5 patients had hemiarthroplasty, 12 had TSA, and 4 had reverse TSA. In the liposomal bupivacaine group, 1 patient had hemiarthroplasty, 23 had TSA, and 13 had reverse TSA. Frequency of procedure types was significantly different between groups (P = .039), with the liposomal bupivacaine group undergoing fewer hemiarthroplasties.

The primary outcome measure, NRS pain score, showed no significant differences between groups at 0 to 1 hour after surgery (P = .99) or 8 to 14 hours after surgery (P = .208).

At 18 to 24 hours after surgery, the liposomal bupivacaine group had a lower mean NRS score than the ISNB group (P = .001). This was statistically significant when taking repeated measures of variance into account (Figure 1). Mean NRS score was also lower for the liposomal bupivacaine group at 27 to 36 hours after surgery (P = .029). This was a significant difference when repeated measures of variance was considered (Table 2).

There was no difference in the amount of intravenous acetaminophen given during the hospital stay between groups. There was no significant difference in opioid consumption on postoperative day 1 in the hospital (P = .59) (Figure 2). However, there were significant differences between groups on postoperative days 2 and 3. On postoperative day 2, the ISNB group required significantly more opioids (mean, 112 mg morphine equivalents) than the liposomal bupivacaine group (mean, 37 mg morphine equivalents) (P = .001). The ISNB group also required significantly more opioids (mean, 25 mg morphine equivalents) on postoperative day 3 than the liposomal bupivacaine group (mean, 5 mg) (P = .002).

Sixteen of 37 patients in the liposomal bupivacaine group and 2 of 21 in the ISNB group were discharged on the day after surgery (P = .010) (Table 3). The mean LOS was 46 ± 20 hours for the liposomal bupivacaine group and 57 ± 14 hours for the ISNB group (P = .012).

There were no major cardiac or respiratory events in either group. No long-term paresthesias or neuropathies were noted. There were no readmissions for either group.

Discussion

Postoperative pain control after shoulder arthroplasty can be challenging, and several modalities have been tried in various combinations to minimize pain and decrease adverse effects of opioid medications. The most common method for pain relief after shoulder arthroplasty is the ISNB. Several studies of ISNBs have shown improved pain control after shoulder arthroplasty with associated decreased opioid consumption and related side effects.10 Patient rehabilitation and satisfaction have improved with the increasing use of peripheral nerve blocks.11

Despite the well-established benefits of ISNBs, several limitations exist. Although the superior portion of the shoulder is well covered by an ISNB, the inferior portion of the brachial plexus can remain uncovered or only partially covered.12 Complications of ISNBs include hemidiaphragmatic paresis, rebound pain 24 hours after surgery,13 chronic neurologic complications,14 and substantial respiratory and cardiovascular events.15 Nerve blocks also require additional time and resources in the perioperative period, including an anesthesiologist with specialized training, assistants, and ultrasonography or nerve stimulation equipment contraindicated in patients taking blood thinners.16

Periarticular injections of local anesthetics have also shown promise in reducing pain after arthroplasty.4 Benefits include an enhanced safety profile because local injection avoids the concurrent blockade of the phrenic nerve and recurrent laryngeal nerve and has not been associated with the risk of peripheral neuropathies. Further, local injection is a simple technique that can be performed during surgery without additional personnel or expertise. A limitation of this approach is the relatively short duration of effectiveness of the local anesthetic and uncertainty regarding the best agent and the ideal volume of injection.6 Liposomal bupivacaine is a new agent (approved by the US Food and Drug Administration in 201117) with a sustained release over 72 to 96 hours.18 The most common adverse effects of liposomal bupivacaine are nausea, vomiting, constipation, pyrexia, dizziness, and headache.19 Chondrotoxicity and granulomatous inflammation are more serious, yet rare, complications of liposomal bupivacaine.20

We found that liposomal bupivacaine injections were associated with lower pain scores compared with ISNB at 18 to 24 hours after surgery. This correlated with less opioid consumption in the liposomal bupivacaine group than in the ISNB group on the second postoperative day. These differences in pain values are consistent with the known pharmacokinetics of liposomal bupivacaine.18 Peak plasma levels normally occur approximately 24 hours after injection, leaving the early postoperative period relatively uncovered by anesthetic agent. This finding of relatively poor pain control early after surgery has also been noted in patients undergoing knee arthroplasty.5 On the basis of the findings of this study, we have added standard bupivacaine injections to our separate liposomal bupivacaine injection to cover early postoperative pain. Opioid consumption was significantly lower in the liposomal bupivacaine group than in the ISNB group on postoperative days 2 and 3. We did not measure adverse events related to opioid consumption, so we cannot comment on whether the decreased opioid consumption was associated with the rate of adverse events. However, other studies21,22 have established this relationship.

We found the liposomal bupivacaine group to have earlier discharges to home. Sixteen of 37 patients in the liposomal bupivacaine group compared with 2 of 21 patients in the ISNB group were discharged on the day after surgery. A mean reduction in LOS of 18 hours for the liposomal bupivacaine group was statistically significant (P = .012). This reduction in LOS has important implications for hospitals and value analysis committees considering whether to keep a new, more expensive local anesthetic on formulary. Savings from reduced LOS and improvements in patient satisfaction may justify the expense (approximately $300 per 266-mg vial) of Exparel.

From a societal cost perspective, liposomal bupivacaine is more economical compared with ISNB, which adds approximately $1500 to the cost of anesthesia per patient.23 Eliminating the costs associated with ISNB administration in shoulder arthroplasties could result in substantial savings to our healthcare system. More research examining time savings and exact costs of each procedure is needed to determine the true cost effectiveness of each approach.

Limitations of our study include the retrospective design, relatively small numbers of patients in each group, missing data for some patients at various time points, variation in the types of procedures in each group, and lack of long-term outcome measures. It is important to note that we did not confirm the success of the nerve block after administration. However, this study reflects the effectiveness of each of the modalities in actual clinical conditions (as opposed to a controlled experimental setting). The actual effectiveness of a nerve block varies, even when performed by an experienced anesthesiologist with ultrasound guidance. Furthermore, immediate postoperative pain scores in the nerve block group are consistent with those of prior research reporting pain values ranging from 4 to 5 and a mean duration of effect ranging from 9 to 14 hours.23,24 Additionally, the patients, surgeon, and nursing team were not blinded to the treatment group. Although we did note a significant difference in the types of procedures between groups, this finding is related to the greater number of hemiarthroplasties performed in the ISNB group (N = 5) compared with the liposomal group (N = 1). Because of this variation and the decreased invasiveness of hemiarthroplasties, the bias is against the liposomal group. Finally, our primary outcome variable was pain, which is a subjective, self-reported measure. However, our opioid consumption data and LOS data corroborate the improved pain scores in the liposomal bupivacaine group.

Limiting the study to a single surgeon may limit external validity. Another limitation is the lack of data on adverse events related to opioid medication use. There was no additional experimental group to determine whether less expensive local anesthetics injected locally would perform similarly to liposomal bupivacaine. In total knee arthroplasty, periarticular injections of liposomal bupivacaine were not as effective as less expensive periarticular injections.25 It is unclear which agents (and in what doses or combinations) should be used for periarticular injections. Finally, we acknowledge that our retrospective study design cannot account for all potential factors affecting discharge time.

This is the first comparative study of liposomal bupivacaine and ISNB in TSA. The study design allowed us to control for variables such as surgical technique, postoperative protocols (including use and type of sling), and use of other pain modalities such as patient-controlled analgesia and intravenous acetaminophen that are likely to affect postoperative pain and LOS. This study provides preliminary data that confirm relative equipoise between liposomal bupivacaine and ISNB, which is needed for the ethical conduct of a randomized controlled trial. Such a trial would allow for a more robust comparison, and this retrospective study provides appropriate pilot data on which to base this design and the clinical information needed to counsel patients during enrollment.

Our results suggest that liposomal bupivacaine may provide superior or similar pain relief compared with ISNB after shoulder arthroplasty. Additionally, the use of liposomal bupivacaine was associated with decreased opioid consumption and earlier discharge to home compared with ISNB. These findings have important implications for pain control after TSA because pain represents a major concern for patients and providers after surgery. In addition to clinical improvements, use of liposomal bupivacaine may save time and eliminate costs associated with administering nerve blocks. Local injection may also be used in patients who are contraindicated for ISNB such as those with obesity, pulmonary disease, or peripheral neuropathy. Although we cannot definitively suggest that liposomal bupivacaine is superior to the current gold standard ISNB for pain control after shoulder arthroplasty, our results suggest a relative clinical equipoise between these modalities. Larger analytical studies, including randomized trials, should be performed to explore the potential benefits of liposomal bupivacaine injections for pain control after shoulder arthroplasty.

Am J Orthop. 2016;45(7):424-430. Copyright Frontline Medical Communications Inc. 2016. All rights reserved.

References

1. Kim SH, Wise BL, Zhang Y, Szabo RM. Increasing incidence of shoulder arthroplasty in the United States. J Bone Joint Surg Am. 2011;93(24):2249-2254.

2. American Academy of Orthopaedic Surgeons. Shoulder joint replacement. http://orthoinfo.aaos.org/topic.cfm?topic=A00094. Accessed June 3, 2015.

3. Desai VN, Cheung EV. Postoperative pain associated with orthopedic shoulder and elbow surgery: a prospective study. J Shoulder Elbow Surg. 2012;21(4):441-450.

4. Springer BD. Transition from nerve blocks to periarticular injections and emerging techniques in total joint arthroplasty. Am J Orthop. 2014;43(10 Suppl):S6-S9.

5. Surdam JW, Licini DJ, Baynes NT, Arce BR. The use of exparel (liposomal bupivacaine) to manage postoperative pain in unilateral total knee arthroplasty patients. J Arthroplasty. 2015;30(2):325-329.

6. Tong YC, Kaye AD, Urman RD. Liposomal bupivacaine and clinical outcomes. Best Pract Res Clin Anaesthesiol. 2014;28(1):15-27.

7. Chahar P, Cummings KC 3rd. Liposomal bupivacaine: a review of a new bupivacaine formulation. J Pain Res. 2012;5:257-264.

8. Schneider C, Yale SH, Larson M. Principles of pain management. Clin Med Res. 2003;1(4):337-340.

9. Pacira Pharmaceuticals, Inc. Highlights of prescribing information. http://www.exparel.com/pdf/EXPAREL_Prescribing_Information.pdf. Accessed May 7, 2015.

10. Gohl MR, Moeller RK, Olson RL, Vacchiano CA. The addition of interscalene block to general anesthesia for patients undergoing open shoulder procedures. AANA J. 2001;69(2):105-109.

11. Ironfield CM, Barrington MJ, Kluger R, Sites B. Are patients satisfied after peripheral nerve blockade? Results from an International Registry of Regional Anesthesia. Reg Anesth Pain Med. 2014;39(1):48-55.

12. Srikumaran U, Stein BE, Tan EW, Freehill MT, Wilckens JH. Upper-extremity peripheral nerve blocks in the perioperative pain management of orthopaedic patients: AAOS exhibit selection. J Bone Joint Surg Am. 2013;95(24):e197(1-13).

13. DeMarco JR, Componovo R, Barfield WR, Liles L, Nietert P. Efficacy of augmenting a subacromial continuous-infusion pump with a preoperative interscalene block in outpatient arthroscopic shoulder surgery: a prospective, randomized, blinded, and placebo-controlled study. Arthroscopy. 2011;27(5):603-610.

14. Misamore G, Webb B, McMurray S, Sallay P. A prospective analysis of interscalene brachial plexus blocks performed under general anesthesia. J Shoulder Elbow Surg. 2011;20(2):308-314.

15. Lenters TR, Davies J, Matsen FA 3rd. The types and severity of complications associated with interscalene brachial plexus block anesthesia: local and national evidence. J Shoulder Elbow Surg. 2007;16(4):379-387.

16. Park SK, Choi YS, Choi SW, Song SW. A comparison of three methods for postoperative pain control in patients undergoing arthroscopic shoulder surgery. Korean J Pain. 2015;28(1):45-51.

17. Pacira Pharmaceuticals, Inc. Pacira Pharmaceuticals, Inc. announces U.S. FDA approval of EXPAREL™ for postsurgical pain management. http://investor.pacira.com/phoenix.zhtml?c=220759&p=irol-newsArticle_print&ID=1623529. Published October 31, 2011. Accessed June 3, 2015.

18. White PF, Ardeleanu M, Schooley G, Burch RM. Pharmocokinetics of depobupivacaine following infiltration in patients undergoing two types of surgery and in normal volunteers. Paper presented at: Annual Meeting of the International Anesthesia Research Society; March 14, 2009; San Diego, CA.

19. Bramlett K, Onel E, Viscusi ER, Jones K. A randomized, double-blind, dose-ranging study comparing wound infiltration of DepoFoam bupivacaine, an extended-release liposomal bupivacaine, to bupivacaine HCl for postsurgical analgesia in total knee arthroplasty. Knee. 2012;19(5):530-536.

20. Lambrechts M, O’Brien MJ, Savoie FH, You Z. Liposomal extended-release bupivacaine for postsurgical analgesia. Patient Prefer Adherence. 2013;7:885-890.

21. American Society of Anesthesiologists Task Force on Acute Pain Management. Practice guidelines for acute pain management in the perioperative setting: an updated report by the American Society of Anesthesiologists Task Force on Acute Pain Management. Anesthesiology. 2012;116(2):248-273.

22. Candiotti KA, Sands LR, Lee E, et al. Liposome bupivacaine for postsurgical analgesia in adult patients undergoing laparoscopic colectomy: results from prospective phase IV sequential cohort studies assessing health economic outcomes. Curr Ther Res Clin Exp. 2013;76:1-6.

23. Weber SC, Jain R. Scalene regional anesthesia for shoulder surgery in a community setting: an assessment of risk. J Bone Joint Surg Am. 2002;84-A(5):775-779.

24. Beaudet V, Williams SR, Tétreault P, Perrault MA. Perioperative interscalene block versus intra-articular injection of local anesthetics for postoperative analgesia in shoulder surgery. Reg Anesth Pain Med. 2008;33(2):134-138.

25. Bagsby DT, Ireland PH, Meneghini RM. Liposomal bupivacaine versus traditional periarticular injection for pain control after total knee arthroplasty. J Arthroplasty. 2014;29(8):1687-1690.

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contents are solely the responsibility of the authors and do not necessarily represent the official view of The Johns Hopkins ICTR, NCATS, or NIH.

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Authors’ Disclosure Statement: The authors report no actual or potential conflict of interest in relation to this article. This article was made possible by The Johns Hopkins Institute for Clinical and Translational Research (ICTR), which is funded in part by grant number UL1 TR 001079 from the National Center for Advancing Translational Sciences (NCATS), a component of the National Institutes of Health (NIH), and the NIH Roadmap for Medical Research. Its
contents are solely the responsibility of the authors and do not necessarily represent the official view of The Johns Hopkins ICTR, NCATS, or NIH.

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The annual number of total shoulder arthroplasties (TSAs) is rising with the growing elderly population and development of new technologies such as reverse shoulder arthroplasty.1 In 2008, 47,000 shoulder arthroplasties were performed in the US compared with 19,000 in 1998.1 As of 2011, there were 53,000 shoulder arthroplasties performed annually.2 Pain control after shoulder procedures, particularly TSA, is challenging. 3

Several modalities exist to manage pain after shoulder arthroplasty. The interscalene brachial plexus nerve block is considered the “gold standard” for shoulder analgesia. A new approach is the periarticular injection method, in which the surgeon administers a local anesthetic intraoperatively. Liposomal bupivacaine (Exparel, Pacira Pharmaceuticals, Inc.) is a nonopioid anesthetic that has been shown to improve pain control, shorten hospital stays, and decrease costs for total knee and hip arthroplasty compared with nerve blocks.4-6 Patients who were treated with liposomal bupivacaine consumed less opioid medication than a placebo group.7

Our purpose was to compare intraoperative local liposomal bupivacaine injection with preoperative single-shot interscalene nerve block (ISNB) in terms of pain control, opioid use, and length of hospital stay (LOS) after shoulder arthroplasty. We hypothesized that patients in the liposomal bupivacaine group would have lower pain scores, less opioid use, and shorter LOS compared with patients in the ISNB group.

Methods

A retrospective cohort analysis was conducted with 58 patients who underwent shoulder arthroplasty by 1 surgeon at our academically affiliated community hospital from January 2012 through January 2015. ISNBs were the standard at the beginning of the study period and were used until Exparel became available on the hospital formulary in 2013. We began using Exparel for all shoulder arthroplasties in November 2013. No other changes were made in the perioperative management of our arthroplasty patients during this period. Patients who underwent TSA, reverse TSA, or hemiarthroplasty of the shoulder were included. Patients who underwent revision TSA were excluded. Twenty-one patients received ISNBs and 37 received liposomal bupivacaine injections. This study was approved by our Institutional Review Board.

Baseline data for each patient were age, sex, body mass index, and the American Society of Anesthesiologists (ASA) Physical Status Classification. The primary outcome measure was the numeric rating scale (NRS) pain score at 4 post-operative time intervals. The NRS pain score has a range of 0 to 10, with 10 representing severe pain. Data were gathered from nursing and physical therapy notes in patient charts. The postoperative time intervals were 0 to 1 hour, 8 to 14 hours, 18 to 24 hours, and 27 to 36 hours. Available NRS scores for these time intervals were averaged. Patients were included if they had pain scores for at least 3 of the postoperative time intervals documented in their charts. Secondary outcome measures were LOS and opioid consumption during hospital admission. Intravenous acetaminophen use was also measured in both groups. All data on opioids were converted to oral morphine equivalents using the method described by Schneider and colleagues.8

A board-certified, fellowship-trained anesthesiologist, experienced in regional anesthesia, administered the single-shot ISNB before surgery. The block was administered under ultrasound guidance using a 44-mm, 22-gauge needle with the patient in the supine position. No indwelling catheter was used. The medication consisted of 30 mL of 5% ropivacaine (5 mg/mL). The surgeon injected liposomal bupivacaine (266 mg diluted into 40 mL of injectable saline) near the end of the procedure throughout the pericapsular area and multiple layers of the wound, per manufacturer guidelines.9 A 60-mL syringe with a 20-gauge needle was used. All operations were performed by 1 board-certified, fellowship-trained surgeon using a standard deltopectoral approach with the same surgical equipment. The same postoperative pain protocol was used for all patients, including intravenous acetaminophen and patient-controlled analgesia. Additional oral pain medication was provided as needed for all patients. Physical therapy protocols were identical between groups.

Statistical Analysis

Mean patient ages in the 2 treatment groups were compared using the Student t test. Sex distribution and the ASA scores were compared using a χ2 test and a Fisher exact test, respectively. Arthroplasty types were compared using a Fisher exact test. The medians and interquartile ranges of the NRS scores at each time point measured were tabulated by treatment group, and at each time point the difference between groups was tested using nonparametric rank sum tests.

We tested the longitudinal trajectory of NRS scores over time, accounting for repeated measurements in the same patients using linear mixed model analysis. Treatment group, time period as a categorical variable, and the interaction between treatment and time period were included as fixed effects, and patient identification number was included as the random effect. An initial omnibus test was performed for all treatment and treatment-by-time interaction effects. Subsequently, the treatment-by-time interaction was tested for each of the time periods. The association of day of discharge (as a categorical variable) with treatment was tested using the Fisher exact test. All analyses were conducted using Stata, version 13, software (StataCorp LP). P values <.05 were considered significant.

 

 

Sample Size Analysis

We calculated the minimum detectable effect size with 80% power at an alpha level of 0.05 for the nonparametric rank sum test in terms of the proportion of every possible pair of patients treated with the 2 treatments, where the patient treated with liposomal bupivacaine has a lower pain score than the patient treated with ISNB. For pain score at 18 to 24 hours, the sample sizes of 33 patients treated with liposomal bupivacaine and 20 treated with ISNB, the minimum detectable effect size is 73%.

Results

Fifty-eight patient charts (21 in the ISNB group and 37 in the liposomal bupivacaine group) were reviewed for the study. Patient sex distribution, mean age, mean body mass index, and mean baseline ASA scores were not statistically different (Table 1).

In the ISNB group, 5 patients had hemiarthroplasty, 12 had TSA, and 4 had reverse TSA. In the liposomal bupivacaine group, 1 patient had hemiarthroplasty, 23 had TSA, and 13 had reverse TSA. Frequency of procedure types was significantly different between groups (P = .039), with the liposomal bupivacaine group undergoing fewer hemiarthroplasties.

The primary outcome measure, NRS pain score, showed no significant differences between groups at 0 to 1 hour after surgery (P = .99) or 8 to 14 hours after surgery (P = .208).

At 18 to 24 hours after surgery, the liposomal bupivacaine group had a lower mean NRS score than the ISNB group (P = .001). This was statistically significant when taking repeated measures of variance into account (Figure 1). Mean NRS score was also lower for the liposomal bupivacaine group at 27 to 36 hours after surgery (P = .029). This was a significant difference when repeated measures of variance was considered (Table 2).

There was no difference in the amount of intravenous acetaminophen given during the hospital stay between groups. There was no significant difference in opioid consumption on postoperative day 1 in the hospital (P = .59) (Figure 2). However, there were significant differences between groups on postoperative days 2 and 3. On postoperative day 2, the ISNB group required significantly more opioids (mean, 112 mg morphine equivalents) than the liposomal bupivacaine group (mean, 37 mg morphine equivalents) (P = .001). The ISNB group also required significantly more opioids (mean, 25 mg morphine equivalents) on postoperative day 3 than the liposomal bupivacaine group (mean, 5 mg) (P = .002).

Sixteen of 37 patients in the liposomal bupivacaine group and 2 of 21 in the ISNB group were discharged on the day after surgery (P = .010) (Table 3). The mean LOS was 46 ± 20 hours for the liposomal bupivacaine group and 57 ± 14 hours for the ISNB group (P = .012).

There were no major cardiac or respiratory events in either group. No long-term paresthesias or neuropathies were noted. There were no readmissions for either group.

Discussion

Postoperative pain control after shoulder arthroplasty can be challenging, and several modalities have been tried in various combinations to minimize pain and decrease adverse effects of opioid medications. The most common method for pain relief after shoulder arthroplasty is the ISNB. Several studies of ISNBs have shown improved pain control after shoulder arthroplasty with associated decreased opioid consumption and related side effects.10 Patient rehabilitation and satisfaction have improved with the increasing use of peripheral nerve blocks.11

Despite the well-established benefits of ISNBs, several limitations exist. Although the superior portion of the shoulder is well covered by an ISNB, the inferior portion of the brachial plexus can remain uncovered or only partially covered.12 Complications of ISNBs include hemidiaphragmatic paresis, rebound pain 24 hours after surgery,13 chronic neurologic complications,14 and substantial respiratory and cardiovascular events.15 Nerve blocks also require additional time and resources in the perioperative period, including an anesthesiologist with specialized training, assistants, and ultrasonography or nerve stimulation equipment contraindicated in patients taking blood thinners.16

Periarticular injections of local anesthetics have also shown promise in reducing pain after arthroplasty.4 Benefits include an enhanced safety profile because local injection avoids the concurrent blockade of the phrenic nerve and recurrent laryngeal nerve and has not been associated with the risk of peripheral neuropathies. Further, local injection is a simple technique that can be performed during surgery without additional personnel or expertise. A limitation of this approach is the relatively short duration of effectiveness of the local anesthetic and uncertainty regarding the best agent and the ideal volume of injection.6 Liposomal bupivacaine is a new agent (approved by the US Food and Drug Administration in 201117) with a sustained release over 72 to 96 hours.18 The most common adverse effects of liposomal bupivacaine are nausea, vomiting, constipation, pyrexia, dizziness, and headache.19 Chondrotoxicity and granulomatous inflammation are more serious, yet rare, complications of liposomal bupivacaine.20

We found that liposomal bupivacaine injections were associated with lower pain scores compared with ISNB at 18 to 24 hours after surgery. This correlated with less opioid consumption in the liposomal bupivacaine group than in the ISNB group on the second postoperative day. These differences in pain values are consistent with the known pharmacokinetics of liposomal bupivacaine.18 Peak plasma levels normally occur approximately 24 hours after injection, leaving the early postoperative period relatively uncovered by anesthetic agent. This finding of relatively poor pain control early after surgery has also been noted in patients undergoing knee arthroplasty.5 On the basis of the findings of this study, we have added standard bupivacaine injections to our separate liposomal bupivacaine injection to cover early postoperative pain. Opioid consumption was significantly lower in the liposomal bupivacaine group than in the ISNB group on postoperative days 2 and 3. We did not measure adverse events related to opioid consumption, so we cannot comment on whether the decreased opioid consumption was associated with the rate of adverse events. However, other studies21,22 have established this relationship.

We found the liposomal bupivacaine group to have earlier discharges to home. Sixteen of 37 patients in the liposomal bupivacaine group compared with 2 of 21 patients in the ISNB group were discharged on the day after surgery. A mean reduction in LOS of 18 hours for the liposomal bupivacaine group was statistically significant (P = .012). This reduction in LOS has important implications for hospitals and value analysis committees considering whether to keep a new, more expensive local anesthetic on formulary. Savings from reduced LOS and improvements in patient satisfaction may justify the expense (approximately $300 per 266-mg vial) of Exparel.

From a societal cost perspective, liposomal bupivacaine is more economical compared with ISNB, which adds approximately $1500 to the cost of anesthesia per patient.23 Eliminating the costs associated with ISNB administration in shoulder arthroplasties could result in substantial savings to our healthcare system. More research examining time savings and exact costs of each procedure is needed to determine the true cost effectiveness of each approach.

Limitations of our study include the retrospective design, relatively small numbers of patients in each group, missing data for some patients at various time points, variation in the types of procedures in each group, and lack of long-term outcome measures. It is important to note that we did not confirm the success of the nerve block after administration. However, this study reflects the effectiveness of each of the modalities in actual clinical conditions (as opposed to a controlled experimental setting). The actual effectiveness of a nerve block varies, even when performed by an experienced anesthesiologist with ultrasound guidance. Furthermore, immediate postoperative pain scores in the nerve block group are consistent with those of prior research reporting pain values ranging from 4 to 5 and a mean duration of effect ranging from 9 to 14 hours.23,24 Additionally, the patients, surgeon, and nursing team were not blinded to the treatment group. Although we did note a significant difference in the types of procedures between groups, this finding is related to the greater number of hemiarthroplasties performed in the ISNB group (N = 5) compared with the liposomal group (N = 1). Because of this variation and the decreased invasiveness of hemiarthroplasties, the bias is against the liposomal group. Finally, our primary outcome variable was pain, which is a subjective, self-reported measure. However, our opioid consumption data and LOS data corroborate the improved pain scores in the liposomal bupivacaine group.

Limiting the study to a single surgeon may limit external validity. Another limitation is the lack of data on adverse events related to opioid medication use. There was no additional experimental group to determine whether less expensive local anesthetics injected locally would perform similarly to liposomal bupivacaine. In total knee arthroplasty, periarticular injections of liposomal bupivacaine were not as effective as less expensive periarticular injections.25 It is unclear which agents (and in what doses or combinations) should be used for periarticular injections. Finally, we acknowledge that our retrospective study design cannot account for all potential factors affecting discharge time.

This is the first comparative study of liposomal bupivacaine and ISNB in TSA. The study design allowed us to control for variables such as surgical technique, postoperative protocols (including use and type of sling), and use of other pain modalities such as patient-controlled analgesia and intravenous acetaminophen that are likely to affect postoperative pain and LOS. This study provides preliminary data that confirm relative equipoise between liposomal bupivacaine and ISNB, which is needed for the ethical conduct of a randomized controlled trial. Such a trial would allow for a more robust comparison, and this retrospective study provides appropriate pilot data on which to base this design and the clinical information needed to counsel patients during enrollment.

Our results suggest that liposomal bupivacaine may provide superior or similar pain relief compared with ISNB after shoulder arthroplasty. Additionally, the use of liposomal bupivacaine was associated with decreased opioid consumption and earlier discharge to home compared with ISNB. These findings have important implications for pain control after TSA because pain represents a major concern for patients and providers after surgery. In addition to clinical improvements, use of liposomal bupivacaine may save time and eliminate costs associated with administering nerve blocks. Local injection may also be used in patients who are contraindicated for ISNB such as those with obesity, pulmonary disease, or peripheral neuropathy. Although we cannot definitively suggest that liposomal bupivacaine is superior to the current gold standard ISNB for pain control after shoulder arthroplasty, our results suggest a relative clinical equipoise between these modalities. Larger analytical studies, including randomized trials, should be performed to explore the potential benefits of liposomal bupivacaine injections for pain control after shoulder arthroplasty.

Am J Orthop. 2016;45(7):424-430. Copyright Frontline Medical Communications Inc. 2016. All rights reserved.

The annual number of total shoulder arthroplasties (TSAs) is rising with the growing elderly population and development of new technologies such as reverse shoulder arthroplasty.1 In 2008, 47,000 shoulder arthroplasties were performed in the US compared with 19,000 in 1998.1 As of 2011, there were 53,000 shoulder arthroplasties performed annually.2 Pain control after shoulder procedures, particularly TSA, is challenging. 3

Several modalities exist to manage pain after shoulder arthroplasty. The interscalene brachial plexus nerve block is considered the “gold standard” for shoulder analgesia. A new approach is the periarticular injection method, in which the surgeon administers a local anesthetic intraoperatively. Liposomal bupivacaine (Exparel, Pacira Pharmaceuticals, Inc.) is a nonopioid anesthetic that has been shown to improve pain control, shorten hospital stays, and decrease costs for total knee and hip arthroplasty compared with nerve blocks.4-6 Patients who were treated with liposomal bupivacaine consumed less opioid medication than a placebo group.7

Our purpose was to compare intraoperative local liposomal bupivacaine injection with preoperative single-shot interscalene nerve block (ISNB) in terms of pain control, opioid use, and length of hospital stay (LOS) after shoulder arthroplasty. We hypothesized that patients in the liposomal bupivacaine group would have lower pain scores, less opioid use, and shorter LOS compared with patients in the ISNB group.

Methods

A retrospective cohort analysis was conducted with 58 patients who underwent shoulder arthroplasty by 1 surgeon at our academically affiliated community hospital from January 2012 through January 2015. ISNBs were the standard at the beginning of the study period and were used until Exparel became available on the hospital formulary in 2013. We began using Exparel for all shoulder arthroplasties in November 2013. No other changes were made in the perioperative management of our arthroplasty patients during this period. Patients who underwent TSA, reverse TSA, or hemiarthroplasty of the shoulder were included. Patients who underwent revision TSA were excluded. Twenty-one patients received ISNBs and 37 received liposomal bupivacaine injections. This study was approved by our Institutional Review Board.

Baseline data for each patient were age, sex, body mass index, and the American Society of Anesthesiologists (ASA) Physical Status Classification. The primary outcome measure was the numeric rating scale (NRS) pain score at 4 post-operative time intervals. The NRS pain score has a range of 0 to 10, with 10 representing severe pain. Data were gathered from nursing and physical therapy notes in patient charts. The postoperative time intervals were 0 to 1 hour, 8 to 14 hours, 18 to 24 hours, and 27 to 36 hours. Available NRS scores for these time intervals were averaged. Patients were included if they had pain scores for at least 3 of the postoperative time intervals documented in their charts. Secondary outcome measures were LOS and opioid consumption during hospital admission. Intravenous acetaminophen use was also measured in both groups. All data on opioids were converted to oral morphine equivalents using the method described by Schneider and colleagues.8

A board-certified, fellowship-trained anesthesiologist, experienced in regional anesthesia, administered the single-shot ISNB before surgery. The block was administered under ultrasound guidance using a 44-mm, 22-gauge needle with the patient in the supine position. No indwelling catheter was used. The medication consisted of 30 mL of 5% ropivacaine (5 mg/mL). The surgeon injected liposomal bupivacaine (266 mg diluted into 40 mL of injectable saline) near the end of the procedure throughout the pericapsular area and multiple layers of the wound, per manufacturer guidelines.9 A 60-mL syringe with a 20-gauge needle was used. All operations were performed by 1 board-certified, fellowship-trained surgeon using a standard deltopectoral approach with the same surgical equipment. The same postoperative pain protocol was used for all patients, including intravenous acetaminophen and patient-controlled analgesia. Additional oral pain medication was provided as needed for all patients. Physical therapy protocols were identical between groups.

Statistical Analysis

Mean patient ages in the 2 treatment groups were compared using the Student t test. Sex distribution and the ASA scores were compared using a χ2 test and a Fisher exact test, respectively. Arthroplasty types were compared using a Fisher exact test. The medians and interquartile ranges of the NRS scores at each time point measured were tabulated by treatment group, and at each time point the difference between groups was tested using nonparametric rank sum tests.

We tested the longitudinal trajectory of NRS scores over time, accounting for repeated measurements in the same patients using linear mixed model analysis. Treatment group, time period as a categorical variable, and the interaction between treatment and time period were included as fixed effects, and patient identification number was included as the random effect. An initial omnibus test was performed for all treatment and treatment-by-time interaction effects. Subsequently, the treatment-by-time interaction was tested for each of the time periods. The association of day of discharge (as a categorical variable) with treatment was tested using the Fisher exact test. All analyses were conducted using Stata, version 13, software (StataCorp LP). P values <.05 were considered significant.

 

 

Sample Size Analysis

We calculated the minimum detectable effect size with 80% power at an alpha level of 0.05 for the nonparametric rank sum test in terms of the proportion of every possible pair of patients treated with the 2 treatments, where the patient treated with liposomal bupivacaine has a lower pain score than the patient treated with ISNB. For pain score at 18 to 24 hours, the sample sizes of 33 patients treated with liposomal bupivacaine and 20 treated with ISNB, the minimum detectable effect size is 73%.

Results

Fifty-eight patient charts (21 in the ISNB group and 37 in the liposomal bupivacaine group) were reviewed for the study. Patient sex distribution, mean age, mean body mass index, and mean baseline ASA scores were not statistically different (Table 1).

In the ISNB group, 5 patients had hemiarthroplasty, 12 had TSA, and 4 had reverse TSA. In the liposomal bupivacaine group, 1 patient had hemiarthroplasty, 23 had TSA, and 13 had reverse TSA. Frequency of procedure types was significantly different between groups (P = .039), with the liposomal bupivacaine group undergoing fewer hemiarthroplasties.

The primary outcome measure, NRS pain score, showed no significant differences between groups at 0 to 1 hour after surgery (P = .99) or 8 to 14 hours after surgery (P = .208).

At 18 to 24 hours after surgery, the liposomal bupivacaine group had a lower mean NRS score than the ISNB group (P = .001). This was statistically significant when taking repeated measures of variance into account (Figure 1). Mean NRS score was also lower for the liposomal bupivacaine group at 27 to 36 hours after surgery (P = .029). This was a significant difference when repeated measures of variance was considered (Table 2).

There was no difference in the amount of intravenous acetaminophen given during the hospital stay between groups. There was no significant difference in opioid consumption on postoperative day 1 in the hospital (P = .59) (Figure 2). However, there were significant differences between groups on postoperative days 2 and 3. On postoperative day 2, the ISNB group required significantly more opioids (mean, 112 mg morphine equivalents) than the liposomal bupivacaine group (mean, 37 mg morphine equivalents) (P = .001). The ISNB group also required significantly more opioids (mean, 25 mg morphine equivalents) on postoperative day 3 than the liposomal bupivacaine group (mean, 5 mg) (P = .002).

Sixteen of 37 patients in the liposomal bupivacaine group and 2 of 21 in the ISNB group were discharged on the day after surgery (P = .010) (Table 3). The mean LOS was 46 ± 20 hours for the liposomal bupivacaine group and 57 ± 14 hours for the ISNB group (P = .012).

There were no major cardiac or respiratory events in either group. No long-term paresthesias or neuropathies were noted. There were no readmissions for either group.

Discussion

Postoperative pain control after shoulder arthroplasty can be challenging, and several modalities have been tried in various combinations to minimize pain and decrease adverse effects of opioid medications. The most common method for pain relief after shoulder arthroplasty is the ISNB. Several studies of ISNBs have shown improved pain control after shoulder arthroplasty with associated decreased opioid consumption and related side effects.10 Patient rehabilitation and satisfaction have improved with the increasing use of peripheral nerve blocks.11

Despite the well-established benefits of ISNBs, several limitations exist. Although the superior portion of the shoulder is well covered by an ISNB, the inferior portion of the brachial plexus can remain uncovered or only partially covered.12 Complications of ISNBs include hemidiaphragmatic paresis, rebound pain 24 hours after surgery,13 chronic neurologic complications,14 and substantial respiratory and cardiovascular events.15 Nerve blocks also require additional time and resources in the perioperative period, including an anesthesiologist with specialized training, assistants, and ultrasonography or nerve stimulation equipment contraindicated in patients taking blood thinners.16

Periarticular injections of local anesthetics have also shown promise in reducing pain after arthroplasty.4 Benefits include an enhanced safety profile because local injection avoids the concurrent blockade of the phrenic nerve and recurrent laryngeal nerve and has not been associated with the risk of peripheral neuropathies. Further, local injection is a simple technique that can be performed during surgery without additional personnel or expertise. A limitation of this approach is the relatively short duration of effectiveness of the local anesthetic and uncertainty regarding the best agent and the ideal volume of injection.6 Liposomal bupivacaine is a new agent (approved by the US Food and Drug Administration in 201117) with a sustained release over 72 to 96 hours.18 The most common adverse effects of liposomal bupivacaine are nausea, vomiting, constipation, pyrexia, dizziness, and headache.19 Chondrotoxicity and granulomatous inflammation are more serious, yet rare, complications of liposomal bupivacaine.20

We found that liposomal bupivacaine injections were associated with lower pain scores compared with ISNB at 18 to 24 hours after surgery. This correlated with less opioid consumption in the liposomal bupivacaine group than in the ISNB group on the second postoperative day. These differences in pain values are consistent with the known pharmacokinetics of liposomal bupivacaine.18 Peak plasma levels normally occur approximately 24 hours after injection, leaving the early postoperative period relatively uncovered by anesthetic agent. This finding of relatively poor pain control early after surgery has also been noted in patients undergoing knee arthroplasty.5 On the basis of the findings of this study, we have added standard bupivacaine injections to our separate liposomal bupivacaine injection to cover early postoperative pain. Opioid consumption was significantly lower in the liposomal bupivacaine group than in the ISNB group on postoperative days 2 and 3. We did not measure adverse events related to opioid consumption, so we cannot comment on whether the decreased opioid consumption was associated with the rate of adverse events. However, other studies21,22 have established this relationship.

We found the liposomal bupivacaine group to have earlier discharges to home. Sixteen of 37 patients in the liposomal bupivacaine group compared with 2 of 21 patients in the ISNB group were discharged on the day after surgery. A mean reduction in LOS of 18 hours for the liposomal bupivacaine group was statistically significant (P = .012). This reduction in LOS has important implications for hospitals and value analysis committees considering whether to keep a new, more expensive local anesthetic on formulary. Savings from reduced LOS and improvements in patient satisfaction may justify the expense (approximately $300 per 266-mg vial) of Exparel.

From a societal cost perspective, liposomal bupivacaine is more economical compared with ISNB, which adds approximately $1500 to the cost of anesthesia per patient.23 Eliminating the costs associated with ISNB administration in shoulder arthroplasties could result in substantial savings to our healthcare system. More research examining time savings and exact costs of each procedure is needed to determine the true cost effectiveness of each approach.

Limitations of our study include the retrospective design, relatively small numbers of patients in each group, missing data for some patients at various time points, variation in the types of procedures in each group, and lack of long-term outcome measures. It is important to note that we did not confirm the success of the nerve block after administration. However, this study reflects the effectiveness of each of the modalities in actual clinical conditions (as opposed to a controlled experimental setting). The actual effectiveness of a nerve block varies, even when performed by an experienced anesthesiologist with ultrasound guidance. Furthermore, immediate postoperative pain scores in the nerve block group are consistent with those of prior research reporting pain values ranging from 4 to 5 and a mean duration of effect ranging from 9 to 14 hours.23,24 Additionally, the patients, surgeon, and nursing team were not blinded to the treatment group. Although we did note a significant difference in the types of procedures between groups, this finding is related to the greater number of hemiarthroplasties performed in the ISNB group (N = 5) compared with the liposomal group (N = 1). Because of this variation and the decreased invasiveness of hemiarthroplasties, the bias is against the liposomal group. Finally, our primary outcome variable was pain, which is a subjective, self-reported measure. However, our opioid consumption data and LOS data corroborate the improved pain scores in the liposomal bupivacaine group.

Limiting the study to a single surgeon may limit external validity. Another limitation is the lack of data on adverse events related to opioid medication use. There was no additional experimental group to determine whether less expensive local anesthetics injected locally would perform similarly to liposomal bupivacaine. In total knee arthroplasty, periarticular injections of liposomal bupivacaine were not as effective as less expensive periarticular injections.25 It is unclear which agents (and in what doses or combinations) should be used for periarticular injections. Finally, we acknowledge that our retrospective study design cannot account for all potential factors affecting discharge time.

This is the first comparative study of liposomal bupivacaine and ISNB in TSA. The study design allowed us to control for variables such as surgical technique, postoperative protocols (including use and type of sling), and use of other pain modalities such as patient-controlled analgesia and intravenous acetaminophen that are likely to affect postoperative pain and LOS. This study provides preliminary data that confirm relative equipoise between liposomal bupivacaine and ISNB, which is needed for the ethical conduct of a randomized controlled trial. Such a trial would allow for a more robust comparison, and this retrospective study provides appropriate pilot data on which to base this design and the clinical information needed to counsel patients during enrollment.

Our results suggest that liposomal bupivacaine may provide superior or similar pain relief compared with ISNB after shoulder arthroplasty. Additionally, the use of liposomal bupivacaine was associated with decreased opioid consumption and earlier discharge to home compared with ISNB. These findings have important implications for pain control after TSA because pain represents a major concern for patients and providers after surgery. In addition to clinical improvements, use of liposomal bupivacaine may save time and eliminate costs associated with administering nerve blocks. Local injection may also be used in patients who are contraindicated for ISNB such as those with obesity, pulmonary disease, or peripheral neuropathy. Although we cannot definitively suggest that liposomal bupivacaine is superior to the current gold standard ISNB for pain control after shoulder arthroplasty, our results suggest a relative clinical equipoise between these modalities. Larger analytical studies, including randomized trials, should be performed to explore the potential benefits of liposomal bupivacaine injections for pain control after shoulder arthroplasty.

Am J Orthop. 2016;45(7):424-430. Copyright Frontline Medical Communications Inc. 2016. All rights reserved.

References

1. Kim SH, Wise BL, Zhang Y, Szabo RM. Increasing incidence of shoulder arthroplasty in the United States. J Bone Joint Surg Am. 2011;93(24):2249-2254.

2. American Academy of Orthopaedic Surgeons. Shoulder joint replacement. http://orthoinfo.aaos.org/topic.cfm?topic=A00094. Accessed June 3, 2015.

3. Desai VN, Cheung EV. Postoperative pain associated with orthopedic shoulder and elbow surgery: a prospective study. J Shoulder Elbow Surg. 2012;21(4):441-450.

4. Springer BD. Transition from nerve blocks to periarticular injections and emerging techniques in total joint arthroplasty. Am J Orthop. 2014;43(10 Suppl):S6-S9.

5. Surdam JW, Licini DJ, Baynes NT, Arce BR. The use of exparel (liposomal bupivacaine) to manage postoperative pain in unilateral total knee arthroplasty patients. J Arthroplasty. 2015;30(2):325-329.

6. Tong YC, Kaye AD, Urman RD. Liposomal bupivacaine and clinical outcomes. Best Pract Res Clin Anaesthesiol. 2014;28(1):15-27.

7. Chahar P, Cummings KC 3rd. Liposomal bupivacaine: a review of a new bupivacaine formulation. J Pain Res. 2012;5:257-264.

8. Schneider C, Yale SH, Larson M. Principles of pain management. Clin Med Res. 2003;1(4):337-340.

9. Pacira Pharmaceuticals, Inc. Highlights of prescribing information. http://www.exparel.com/pdf/EXPAREL_Prescribing_Information.pdf. Accessed May 7, 2015.

10. Gohl MR, Moeller RK, Olson RL, Vacchiano CA. The addition of interscalene block to general anesthesia for patients undergoing open shoulder procedures. AANA J. 2001;69(2):105-109.

11. Ironfield CM, Barrington MJ, Kluger R, Sites B. Are patients satisfied after peripheral nerve blockade? Results from an International Registry of Regional Anesthesia. Reg Anesth Pain Med. 2014;39(1):48-55.

12. Srikumaran U, Stein BE, Tan EW, Freehill MT, Wilckens JH. Upper-extremity peripheral nerve blocks in the perioperative pain management of orthopaedic patients: AAOS exhibit selection. J Bone Joint Surg Am. 2013;95(24):e197(1-13).

13. DeMarco JR, Componovo R, Barfield WR, Liles L, Nietert P. Efficacy of augmenting a subacromial continuous-infusion pump with a preoperative interscalene block in outpatient arthroscopic shoulder surgery: a prospective, randomized, blinded, and placebo-controlled study. Arthroscopy. 2011;27(5):603-610.

14. Misamore G, Webb B, McMurray S, Sallay P. A prospective analysis of interscalene brachial plexus blocks performed under general anesthesia. J Shoulder Elbow Surg. 2011;20(2):308-314.

15. Lenters TR, Davies J, Matsen FA 3rd. The types and severity of complications associated with interscalene brachial plexus block anesthesia: local and national evidence. J Shoulder Elbow Surg. 2007;16(4):379-387.

16. Park SK, Choi YS, Choi SW, Song SW. A comparison of three methods for postoperative pain control in patients undergoing arthroscopic shoulder surgery. Korean J Pain. 2015;28(1):45-51.

17. Pacira Pharmaceuticals, Inc. Pacira Pharmaceuticals, Inc. announces U.S. FDA approval of EXPAREL™ for postsurgical pain management. http://investor.pacira.com/phoenix.zhtml?c=220759&p=irol-newsArticle_print&ID=1623529. Published October 31, 2011. Accessed June 3, 2015.

18. White PF, Ardeleanu M, Schooley G, Burch RM. Pharmocokinetics of depobupivacaine following infiltration in patients undergoing two types of surgery and in normal volunteers. Paper presented at: Annual Meeting of the International Anesthesia Research Society; March 14, 2009; San Diego, CA.

19. Bramlett K, Onel E, Viscusi ER, Jones K. A randomized, double-blind, dose-ranging study comparing wound infiltration of DepoFoam bupivacaine, an extended-release liposomal bupivacaine, to bupivacaine HCl for postsurgical analgesia in total knee arthroplasty. Knee. 2012;19(5):530-536.

20. Lambrechts M, O’Brien MJ, Savoie FH, You Z. Liposomal extended-release bupivacaine for postsurgical analgesia. Patient Prefer Adherence. 2013;7:885-890.

21. American Society of Anesthesiologists Task Force on Acute Pain Management. Practice guidelines for acute pain management in the perioperative setting: an updated report by the American Society of Anesthesiologists Task Force on Acute Pain Management. Anesthesiology. 2012;116(2):248-273.

22. Candiotti KA, Sands LR, Lee E, et al. Liposome bupivacaine for postsurgical analgesia in adult patients undergoing laparoscopic colectomy: results from prospective phase IV sequential cohort studies assessing health economic outcomes. Curr Ther Res Clin Exp. 2013;76:1-6.

23. Weber SC, Jain R. Scalene regional anesthesia for shoulder surgery in a community setting: an assessment of risk. J Bone Joint Surg Am. 2002;84-A(5):775-779.

24. Beaudet V, Williams SR, Tétreault P, Perrault MA. Perioperative interscalene block versus intra-articular injection of local anesthetics for postoperative analgesia in shoulder surgery. Reg Anesth Pain Med. 2008;33(2):134-138.

25. Bagsby DT, Ireland PH, Meneghini RM. Liposomal bupivacaine versus traditional periarticular injection for pain control after total knee arthroplasty. J Arthroplasty. 2014;29(8):1687-1690.

References

1. Kim SH, Wise BL, Zhang Y, Szabo RM. Increasing incidence of shoulder arthroplasty in the United States. J Bone Joint Surg Am. 2011;93(24):2249-2254.

2. American Academy of Orthopaedic Surgeons. Shoulder joint replacement. http://orthoinfo.aaos.org/topic.cfm?topic=A00094. Accessed June 3, 2015.

3. Desai VN, Cheung EV. Postoperative pain associated with orthopedic shoulder and elbow surgery: a prospective study. J Shoulder Elbow Surg. 2012;21(4):441-450.

4. Springer BD. Transition from nerve blocks to periarticular injections and emerging techniques in total joint arthroplasty. Am J Orthop. 2014;43(10 Suppl):S6-S9.

5. Surdam JW, Licini DJ, Baynes NT, Arce BR. The use of exparel (liposomal bupivacaine) to manage postoperative pain in unilateral total knee arthroplasty patients. J Arthroplasty. 2015;30(2):325-329.

6. Tong YC, Kaye AD, Urman RD. Liposomal bupivacaine and clinical outcomes. Best Pract Res Clin Anaesthesiol. 2014;28(1):15-27.

7. Chahar P, Cummings KC 3rd. Liposomal bupivacaine: a review of a new bupivacaine formulation. J Pain Res. 2012;5:257-264.

8. Schneider C, Yale SH, Larson M. Principles of pain management. Clin Med Res. 2003;1(4):337-340.

9. Pacira Pharmaceuticals, Inc. Highlights of prescribing information. http://www.exparel.com/pdf/EXPAREL_Prescribing_Information.pdf. Accessed May 7, 2015.

10. Gohl MR, Moeller RK, Olson RL, Vacchiano CA. The addition of interscalene block to general anesthesia for patients undergoing open shoulder procedures. AANA J. 2001;69(2):105-109.

11. Ironfield CM, Barrington MJ, Kluger R, Sites B. Are patients satisfied after peripheral nerve blockade? Results from an International Registry of Regional Anesthesia. Reg Anesth Pain Med. 2014;39(1):48-55.

12. Srikumaran U, Stein BE, Tan EW, Freehill MT, Wilckens JH. Upper-extremity peripheral nerve blocks in the perioperative pain management of orthopaedic patients: AAOS exhibit selection. J Bone Joint Surg Am. 2013;95(24):e197(1-13).

13. DeMarco JR, Componovo R, Barfield WR, Liles L, Nietert P. Efficacy of augmenting a subacromial continuous-infusion pump with a preoperative interscalene block in outpatient arthroscopic shoulder surgery: a prospective, randomized, blinded, and placebo-controlled study. Arthroscopy. 2011;27(5):603-610.

14. Misamore G, Webb B, McMurray S, Sallay P. A prospective analysis of interscalene brachial plexus blocks performed under general anesthesia. J Shoulder Elbow Surg. 2011;20(2):308-314.

15. Lenters TR, Davies J, Matsen FA 3rd. The types and severity of complications associated with interscalene brachial plexus block anesthesia: local and national evidence. J Shoulder Elbow Surg. 2007;16(4):379-387.

16. Park SK, Choi YS, Choi SW, Song SW. A comparison of three methods for postoperative pain control in patients undergoing arthroscopic shoulder surgery. Korean J Pain. 2015;28(1):45-51.

17. Pacira Pharmaceuticals, Inc. Pacira Pharmaceuticals, Inc. announces U.S. FDA approval of EXPAREL™ for postsurgical pain management. http://investor.pacira.com/phoenix.zhtml?c=220759&p=irol-newsArticle_print&ID=1623529. Published October 31, 2011. Accessed June 3, 2015.

18. White PF, Ardeleanu M, Schooley G, Burch RM. Pharmocokinetics of depobupivacaine following infiltration in patients undergoing two types of surgery and in normal volunteers. Paper presented at: Annual Meeting of the International Anesthesia Research Society; March 14, 2009; San Diego, CA.

19. Bramlett K, Onel E, Viscusi ER, Jones K. A randomized, double-blind, dose-ranging study comparing wound infiltration of DepoFoam bupivacaine, an extended-release liposomal bupivacaine, to bupivacaine HCl for postsurgical analgesia in total knee arthroplasty. Knee. 2012;19(5):530-536.

20. Lambrechts M, O’Brien MJ, Savoie FH, You Z. Liposomal extended-release bupivacaine for postsurgical analgesia. Patient Prefer Adherence. 2013;7:885-890.

21. American Society of Anesthesiologists Task Force on Acute Pain Management. Practice guidelines for acute pain management in the perioperative setting: an updated report by the American Society of Anesthesiologists Task Force on Acute Pain Management. Anesthesiology. 2012;116(2):248-273.

22. Candiotti KA, Sands LR, Lee E, et al. Liposome bupivacaine for postsurgical analgesia in adult patients undergoing laparoscopic colectomy: results from prospective phase IV sequential cohort studies assessing health economic outcomes. Curr Ther Res Clin Exp. 2013;76:1-6.

23. Weber SC, Jain R. Scalene regional anesthesia for shoulder surgery in a community setting: an assessment of risk. J Bone Joint Surg Am. 2002;84-A(5):775-779.

24. Beaudet V, Williams SR, Tétreault P, Perrault MA. Perioperative interscalene block versus intra-articular injection of local anesthetics for postoperative analgesia in shoulder surgery. Reg Anesth Pain Med. 2008;33(2):134-138.

25. Bagsby DT, Ireland PH, Meneghini RM. Liposomal bupivacaine versus traditional periarticular injection for pain control after total knee arthroplasty. J Arthroplasty. 2014;29(8):1687-1690.

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Accuracy and Sources of Images From Direct Google Image Searches for Common Dermatology Terms

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Accuracy and Sources of Images From Direct Google Image Searches for Common Dermatology Terms

To the Editor:

Prior studies have assessed the quality of text-based dermatology information on the Internet using traditional search engine queries.1 However, little is understood about the sources, accuracy, and quality of online dermatology images derived from direct image searches. Previous work has shown that direct search engine image queries were largely accurate for 3 pediatric dermatology diagnosis searches: atopic dermatitis, lichen striatus, and subcutaneous fat necrosis.2 We assessed images obtained for common dermatologic conditions from a Google image search (GIS) compared to a traditional text-based Google web search (GWS).

Image results for 32 unique dermatologic search terms were analyzed (Table 1). These search terms were selected using the results of a prior study that identified the most common dermatologic diagnoses that led users to the 2 most popular dermatology-specific websites worldwide: the American Academy of Dermatology (www.aad.org) and DermNet New Zealand (www.dermnetnz.org).3 The Alexa directory (www.alexa.com), a large publicly available Internet analytics resource, was used to determine the most common dermatology search terms that led a user to either www.dermnetnz.org or www.aad.org. In addition, searches for the 3 most common types of skin cancer—melanoma, squamous cell carcinoma, and basal cell carcinoma—were included. Each term was entered into a GIS and a GWS. The first 10 results, which represent 92% of the websites ultimately visited by users,4 were analyzed. The source, diagnostic accuracy, and Fitzpatrick skin type of the images was determined. Website sources were organized into 11 categories. All data collection occurred within a 1-week period in August 2015.

A total of 320 images were analyzed. In the GIS, private websites (36%), dermatology association websites (28%), and general health information websites (10%) were the 3 most common sources. In the GWS, health information websites (35%), private websites (21%), and dermatology association websites (20%) accounted for the most common sources (Table 2). The majority of images were of Fitzpatrick skin types I and II (89%) and nearly all images were diagnostically accurate (98%). There was no statistically significant difference in accuracy of diagnosis between physician-associated websites (100% accuracy) versus nonphysician-associated sites (98% accuracy, P=.25).

Our results showed high diagnostic accuracy among the top GIS results for common dermatology search terms. Diagnostic accuracy did not vary between websites that were physician associated versus those that were not. Our results are comparable to the reported accuracy of online dermatologic health information.1 In GIS results, the majority of images were provided by private websites, whereas the top websites in GWS results were health information websites.

Only 1% of images were of Fitzpatrick skin types VI and VII. Presentation of skin diseases is remarkably different based on the patient’s skin type.5 The shortage of readily accessible images of skin of color is in line with the lack of familiarity physicians and trainees have with dermatologic conditions in ethnic skin.6

Based on the results from this analysis, providers and patients searching for dermatologic conditions via a direct GIS should be cognizant of several considerations. Although our results showed that GIS was accurate, the searcher should note that image-based searches are not accompanied by relevant text that can help confirm relevancy and accuracy. Image searches depend on textual tags added by the source website. Websites that represent dermatological associations and academic centers can add an additional layer of confidence for users. Patients and clinicians also should be aware that the consideration of a patient’s Fitzpatrick skin type is critical when assessing the relevancy of a GIS result. In conclusion, search results via GIS queries are accurate for the dermatological diagnoses tested but may be lacking in skin of color variations, suggesting a potential unmet need based on our growing ethnic skin population.

References
  1. Jensen JD, Dunnick CA, Arbuckle HA, et al. Dermatology information on the Internet: an appraisal by dermatologists and dermatology residents. J Am Acad Dermatol. 2010;63:1101-1103.
  2. Cutrone M, Grimalt R. Dermatological image search engines on the Internet: do they work? J Eur Acad Dermatol Venereol. 2007;21:175-177.
  3. Xu S, Nault A, Bhatia A. Search and engagement analysis of association websites representing dermatologists—implications and opportunities for web visibility and patient education: website rankings of dermatology associations. Pract Dermatol. In press.
  4. comScore releases July 2015 U.S. desktop search engine rankings [press release]. Reston, VA: comScore, Inc; August 14, 2015. http://www.comscore.com/Insights/Market-Rankings/comScore-Releases-July-2015-U.S.-Desktop-Search-Engine-Rankings. Accessed October 18, 2016.
  5. Kundu RV, Patterson S. Dermatologic conditions in skin of color: part I. special considerations for common skin disorders. Am Fam Physician. 2013;87:850-856.
  6. Nijhawan RI, Jacob SE, Woolery-Lloyd H. Skin of color education in dermatology residency programs: does residency training reflect the changing demographics of the United States? J Am Acad Dermatol. 2008;59:615-618.
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Dr. Nault is from University of Wisconsin School of Medicine and Public Health, Madison. Drs. Bhatia and Xu are from the Department of Dermatology, Northwestern University, Feinberg School of Medicine, Chicago, Illinois. Dr. Bhatia also is from Dupage Medical Group, Naperville, Illinois.

The authors report no conflict of interest.

Correspondence: Shuai Xu, MD, MSc, 676 N St Clair St, Ste 1600, Chicago, IL 60611 ([email protected]).

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Dr. Nault is from University of Wisconsin School of Medicine and Public Health, Madison. Drs. Bhatia and Xu are from the Department of Dermatology, Northwestern University, Feinberg School of Medicine, Chicago, Illinois. Dr. Bhatia also is from Dupage Medical Group, Naperville, Illinois.

The authors report no conflict of interest.

Correspondence: Shuai Xu, MD, MSc, 676 N St Clair St, Ste 1600, Chicago, IL 60611 ([email protected]).

Author and Disclosure Information

Dr. Nault is from University of Wisconsin School of Medicine and Public Health, Madison. Drs. Bhatia and Xu are from the Department of Dermatology, Northwestern University, Feinberg School of Medicine, Chicago, Illinois. Dr. Bhatia also is from Dupage Medical Group, Naperville, Illinois.

The authors report no conflict of interest.

Correspondence: Shuai Xu, MD, MSc, 676 N St Clair St, Ste 1600, Chicago, IL 60611 ([email protected]).

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To the Editor:

Prior studies have assessed the quality of text-based dermatology information on the Internet using traditional search engine queries.1 However, little is understood about the sources, accuracy, and quality of online dermatology images derived from direct image searches. Previous work has shown that direct search engine image queries were largely accurate for 3 pediatric dermatology diagnosis searches: atopic dermatitis, lichen striatus, and subcutaneous fat necrosis.2 We assessed images obtained for common dermatologic conditions from a Google image search (GIS) compared to a traditional text-based Google web search (GWS).

Image results for 32 unique dermatologic search terms were analyzed (Table 1). These search terms were selected using the results of a prior study that identified the most common dermatologic diagnoses that led users to the 2 most popular dermatology-specific websites worldwide: the American Academy of Dermatology (www.aad.org) and DermNet New Zealand (www.dermnetnz.org).3 The Alexa directory (www.alexa.com), a large publicly available Internet analytics resource, was used to determine the most common dermatology search terms that led a user to either www.dermnetnz.org or www.aad.org. In addition, searches for the 3 most common types of skin cancer—melanoma, squamous cell carcinoma, and basal cell carcinoma—were included. Each term was entered into a GIS and a GWS. The first 10 results, which represent 92% of the websites ultimately visited by users,4 were analyzed. The source, diagnostic accuracy, and Fitzpatrick skin type of the images was determined. Website sources were organized into 11 categories. All data collection occurred within a 1-week period in August 2015.

A total of 320 images were analyzed. In the GIS, private websites (36%), dermatology association websites (28%), and general health information websites (10%) were the 3 most common sources. In the GWS, health information websites (35%), private websites (21%), and dermatology association websites (20%) accounted for the most common sources (Table 2). The majority of images were of Fitzpatrick skin types I and II (89%) and nearly all images were diagnostically accurate (98%). There was no statistically significant difference in accuracy of diagnosis between physician-associated websites (100% accuracy) versus nonphysician-associated sites (98% accuracy, P=.25).

Our results showed high diagnostic accuracy among the top GIS results for common dermatology search terms. Diagnostic accuracy did not vary between websites that were physician associated versus those that were not. Our results are comparable to the reported accuracy of online dermatologic health information.1 In GIS results, the majority of images were provided by private websites, whereas the top websites in GWS results were health information websites.

Only 1% of images were of Fitzpatrick skin types VI and VII. Presentation of skin diseases is remarkably different based on the patient’s skin type.5 The shortage of readily accessible images of skin of color is in line with the lack of familiarity physicians and trainees have with dermatologic conditions in ethnic skin.6

Based on the results from this analysis, providers and patients searching for dermatologic conditions via a direct GIS should be cognizant of several considerations. Although our results showed that GIS was accurate, the searcher should note that image-based searches are not accompanied by relevant text that can help confirm relevancy and accuracy. Image searches depend on textual tags added by the source website. Websites that represent dermatological associations and academic centers can add an additional layer of confidence for users. Patients and clinicians also should be aware that the consideration of a patient’s Fitzpatrick skin type is critical when assessing the relevancy of a GIS result. In conclusion, search results via GIS queries are accurate for the dermatological diagnoses tested but may be lacking in skin of color variations, suggesting a potential unmet need based on our growing ethnic skin population.

To the Editor:

Prior studies have assessed the quality of text-based dermatology information on the Internet using traditional search engine queries.1 However, little is understood about the sources, accuracy, and quality of online dermatology images derived from direct image searches. Previous work has shown that direct search engine image queries were largely accurate for 3 pediatric dermatology diagnosis searches: atopic dermatitis, lichen striatus, and subcutaneous fat necrosis.2 We assessed images obtained for common dermatologic conditions from a Google image search (GIS) compared to a traditional text-based Google web search (GWS).

Image results for 32 unique dermatologic search terms were analyzed (Table 1). These search terms were selected using the results of a prior study that identified the most common dermatologic diagnoses that led users to the 2 most popular dermatology-specific websites worldwide: the American Academy of Dermatology (www.aad.org) and DermNet New Zealand (www.dermnetnz.org).3 The Alexa directory (www.alexa.com), a large publicly available Internet analytics resource, was used to determine the most common dermatology search terms that led a user to either www.dermnetnz.org or www.aad.org. In addition, searches for the 3 most common types of skin cancer—melanoma, squamous cell carcinoma, and basal cell carcinoma—were included. Each term was entered into a GIS and a GWS. The first 10 results, which represent 92% of the websites ultimately visited by users,4 were analyzed. The source, diagnostic accuracy, and Fitzpatrick skin type of the images was determined. Website sources were organized into 11 categories. All data collection occurred within a 1-week period in August 2015.

A total of 320 images were analyzed. In the GIS, private websites (36%), dermatology association websites (28%), and general health information websites (10%) were the 3 most common sources. In the GWS, health information websites (35%), private websites (21%), and dermatology association websites (20%) accounted for the most common sources (Table 2). The majority of images were of Fitzpatrick skin types I and II (89%) and nearly all images were diagnostically accurate (98%). There was no statistically significant difference in accuracy of diagnosis between physician-associated websites (100% accuracy) versus nonphysician-associated sites (98% accuracy, P=.25).

Our results showed high diagnostic accuracy among the top GIS results for common dermatology search terms. Diagnostic accuracy did not vary between websites that were physician associated versus those that were not. Our results are comparable to the reported accuracy of online dermatologic health information.1 In GIS results, the majority of images were provided by private websites, whereas the top websites in GWS results were health information websites.

Only 1% of images were of Fitzpatrick skin types VI and VII. Presentation of skin diseases is remarkably different based on the patient’s skin type.5 The shortage of readily accessible images of skin of color is in line with the lack of familiarity physicians and trainees have with dermatologic conditions in ethnic skin.6

Based on the results from this analysis, providers and patients searching for dermatologic conditions via a direct GIS should be cognizant of several considerations. Although our results showed that GIS was accurate, the searcher should note that image-based searches are not accompanied by relevant text that can help confirm relevancy and accuracy. Image searches depend on textual tags added by the source website. Websites that represent dermatological associations and academic centers can add an additional layer of confidence for users. Patients and clinicians also should be aware that the consideration of a patient’s Fitzpatrick skin type is critical when assessing the relevancy of a GIS result. In conclusion, search results via GIS queries are accurate for the dermatological diagnoses tested but may be lacking in skin of color variations, suggesting a potential unmet need based on our growing ethnic skin population.

References
  1. Jensen JD, Dunnick CA, Arbuckle HA, et al. Dermatology information on the Internet: an appraisal by dermatologists and dermatology residents. J Am Acad Dermatol. 2010;63:1101-1103.
  2. Cutrone M, Grimalt R. Dermatological image search engines on the Internet: do they work? J Eur Acad Dermatol Venereol. 2007;21:175-177.
  3. Xu S, Nault A, Bhatia A. Search and engagement analysis of association websites representing dermatologists—implications and opportunities for web visibility and patient education: website rankings of dermatology associations. Pract Dermatol. In press.
  4. comScore releases July 2015 U.S. desktop search engine rankings [press release]. Reston, VA: comScore, Inc; August 14, 2015. http://www.comscore.com/Insights/Market-Rankings/comScore-Releases-July-2015-U.S.-Desktop-Search-Engine-Rankings. Accessed October 18, 2016.
  5. Kundu RV, Patterson S. Dermatologic conditions in skin of color: part I. special considerations for common skin disorders. Am Fam Physician. 2013;87:850-856.
  6. Nijhawan RI, Jacob SE, Woolery-Lloyd H. Skin of color education in dermatology residency programs: does residency training reflect the changing demographics of the United States? J Am Acad Dermatol. 2008;59:615-618.
References
  1. Jensen JD, Dunnick CA, Arbuckle HA, et al. Dermatology information on the Internet: an appraisal by dermatologists and dermatology residents. J Am Acad Dermatol. 2010;63:1101-1103.
  2. Cutrone M, Grimalt R. Dermatological image search engines on the Internet: do they work? J Eur Acad Dermatol Venereol. 2007;21:175-177.
  3. Xu S, Nault A, Bhatia A. Search and engagement analysis of association websites representing dermatologists—implications and opportunities for web visibility and patient education: website rankings of dermatology associations. Pract Dermatol. In press.
  4. comScore releases July 2015 U.S. desktop search engine rankings [press release]. Reston, VA: comScore, Inc; August 14, 2015. http://www.comscore.com/Insights/Market-Rankings/comScore-Releases-July-2015-U.S.-Desktop-Search-Engine-Rankings. Accessed October 18, 2016.
  5. Kundu RV, Patterson S. Dermatologic conditions in skin of color: part I. special considerations for common skin disorders. Am Fam Physician. 2013;87:850-856.
  6. Nijhawan RI, Jacob SE, Woolery-Lloyd H. Skin of color education in dermatology residency programs: does residency training reflect the changing demographics of the United States? J Am Acad Dermatol. 2008;59:615-618.
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Accuracy and Sources of Images From Direct Google Image Searches for Common Dermatology Terms
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  • Direct Google image searches largely deliver accurate results for common dermatological diagnoses.
  • Greater effort should be made to include more publicly available images for dermatological diseases in darker skin types.
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Critical Illness Outside the ICU

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Early detection of critical illness outside the intensive care unit: Clarifying treatment plans and honoring goals of care using a supportive care team

The likelihood of meaningful survival after cardiopulmonary arrest is low and even lower the longer the patient has been in the hospital[1, 2]; realization of this[3] played a major role in the development of rapid response teams (RRTs).[4] As noted elsewhere in this journal, the limited success of these teams[5, 6, 7] has inspired efforts to develop systems to identify patients at risk of deterioration much earlier.

Whereas a number of recent reports have described end‐of‐life care issues in the context of RRT operations,[8, 9, 10, 11, 12, 13, 14, 15, 16] descriptions of how one might incorporate respecting patient preferences into development of a response arm, particularly one meant to scale up to a multiple hospital system, are largely absent from the literature. In this article, we describe the implementation process for integrating palliative care and the honoring of patient choices, which we refer to as supportive care, with an automated early warning system (EWS) and an RRT.

The context of this work is a pilot project conducted at 2 community hospitals, the Kaiser Permanente Northern California (KPNC) Sacramento (200 beds) and South San Francisco (100 beds) medical centers. Our focus was to develop an approach that could serve as the basis for future dissemination to the remaining 19 KPNC hospitals, regardless of their size. Our work incorporated the Respecting Choices model,[17] which has been endorsed by KPNC for all its hospitals and clinics. We describe the workflow we developed to embed the supportive care team's (SCT) reactive and proactive components into the EWS response arm. We also provide a granular description of how our approach worked in practice, as evidenced by the combined patient and provider experiences captured in 5 vignettes as well as some preliminary data obtained by chart review

When patients arrive in the hospital, they may or may not have had a discussion about their care escalation and resuscitation preferences. As noted by Escobar and Dellinger[18] elsewhere in this issue of the Journal of Hospital Medicine, patients with documented restricted resuscitation preferences (eg, do not resuscitate [DNR] or partial code) at the time of admission to the hospital account for slightly more than half of the hospital deaths at 30 days after admission. In general, these stated preferences are honored.

Significant proportions of patients are unstable at the time of admission or have a significant underlying chronic illness burden predisposing them to unexpected deterioration. Often these patients lose decision‐making capacity when their condition worsens. We need to ensure we honor their wishes and identify the correct surrogate.

To make sure a patient's wishes are clear, we developed a workflow that included 2 components. One component is meant to ensure that patient preferences are honored following a EWS alert. This allows for contingencies, including the likelihood that a physician will not be available to discuss patient wishes due to clinical demands. Although it may appear that the role of the hospitalist is supplanted, in fact this is not the case. The only person who has authority to change a patient's code status is the hospitalist, and they always talk to the patient or their surrogate. The purpose of the teams described in this report is to provide backup, particularly in those instances where the hospitalist is tied up elsewhere (eg, the emergency department). Our workflows also facilitate the integration of the clinical with the palliative care response. The other component employs the EWS's ancillary elements (provision of a severity of illness score and longitudinal comorbidity score in real time) to screen patients who might need the SCT. This allows us to identify patients who are at high risk for deterioration in whom an alert has not yet been issued due to acute instability or comorbid burden (leading to high probability of unexpected deterioration) or both and who do not have stated goals of care and/or an identified surrogate.

IMPLEMENTATION APPROACH

We developed our workflow using the Institute for Healthcare Improvement's Plan‐Do‐Study‐Act approach.[19, 20] Our first finding was that most alerts did not require a rapid intervention by the SCT. Both sites reserved time in the SCT physicians' schedule and considered changing staffing levels (the smaller site only had funding for physician support 20 hours per week), but neither had to make such changes. One reason for this was that we increased social worker availability, particularly for off hours (to cover the contingency where an alert was issued in the middle of the night while the on‐call hospitalist was handling an admission in the emergency department). The second was that, as is described by Escobar et al.,[21] the EWS provides a risk of deterioration in the next 12 hours (as opposed to a code blue or regular RRT call, which indicate the need for immediate action) and provides an opportunity for spending time with patients without the constraints of an ongoing resuscitation.

We also found that of the patients who triggered an alert, approximately half would have been flagged for a palliative care referral using our own internal screening tool. Furthermore, having longitudinal comorbidity (Comorbidity Point Score, version 2 [COPS2]) and severity of illness (Laboratory‐Based Acute Physiology Score, version 2) scores[22] facilitated the identification of patients who needed review of their preferences with respect to escalation of care. Currently, our primary case‐finding criterion for proactive SCT consultation is a COPS2 >65, which is associated with a 10.8%, 30‐day mortality risk. Overall, the SCT was asked to see about 25% of patients in whom an alert was triggered.

The workflows we developed were employed at the first site to go live (South San Francisco, 7000 annual discharges, Figure 1) and then modified at Sacramento (14,000 annual discharges, Figure 2). Because the hospitals differ in several respects, from size and patient population to staffing, the workflows are slightly different.

Figure 1
Workflow for integrating Respecting Choices model with a real‐time early warning system at Kaiser Permanente South San Francisco. See text for additional details. Abbreviations: EWS, early warning system, EMR, electronic medical record; pt, patient; LCP, life care planning; HBS, hospital based specialist; RN, registered nurse; RRT, rapid response team; SCT, supportive care team; SW, social worker.
Figure 2
Workflow for integrating Respecting Choices model with a real‐time early warning system at Kaiser Permanente Sacramento. See text for additional details. Abbreviations: EWS, early warning system, EMR, electronic medical record; RN, registered nurse; RRT, rapid response team; SCT, supportive care team.

The EWS provides deterioration probabilities every 6 hours, and first responders (RRT nurses) intervene when this probability is 8%. The RRT nurse can activate the clinical response arm, the Respecting Choices pathway, or both. In South San Francisco, which lacked the resources to staff supportive care 24 hours a day/7 days a week, the RRT contacts a medical social worker (MSW) who performs an immediate record review. If this identifies something meriting urgent communication (eg, conflicting or absent information regarding a patient's surrogate), the MSW alerts the hospitalist. The MSW documents findings and ensures that a regular MSW consult occurs the next day. If the MSW feels the patient needs an SCT consult, the MSW alerts the team (this does not preclude a hospitalist or RRT nurse from initiating SCT consultation). At the Sacramento site, where the SCT team is staffed 24 hours a day/7 days a week, it is possible to bypass the MSW step. In addition, each morning the SCT reviews all alerts issued during the previous 24 hours to determine if an SCT consult is needed. In addition, the SCT also proactively reviews the COPS2 scores on all admissions to identify patients who could benefit from an SCT consult. Although surrogate identification and clarifying goals of care are essential, the SCT also helps patients in other ways, as is evident from the following case studies.

The major difference between the palliative care team and the SCT is that the SCT includes the inpatient social worker as part of the team. The SCT has a more focused role (its efforts center on aligning patient goals and priorities with the care that will actually be provided). In contrast, the palliative care team has other functions (eg, pain and symptom management) that are not necessarily associated with life care planning or the alert response.

Considerable overlap exists between patients who trigger an alert and those who would have met screening criteria established prior to EWS deployment. Although this is evolving, we can say that, in general, both sites are moving to an or criterion for involving the SCT (patient meets traditional criteria of the screening tool or triggers alert). Further, as KPNC begins adding more sites to the system, serious consideration is being given to only employing the COPS2 score as the primary screening criterion.

CASE STUDY 1: SURROGATE IDENTIFICATION

Mr. Smith, a 78‐year‐old man with congestive heart failure (CHF), atrial fibrillation, severe chronic obstructive pulmonary disease, and history of stroke, was admitted due to CHF exacerbation. The morning after admission, he experienced uncontrolled tachycardia associated with low oxygen saturation, triggering an alert. The hospitalist stabilized him and documented the treatment plan as follows: If worsening signs (shortness of breath/wheezing) or decreased saturation on current oxygen supplement, check chest film and arterial blood gas chest x‐ray/ arterial blood gas and call MD for possible bilevel positive airway pressure and repeating the echo. Intensive care unit (ICU) transfer as needed. According to his sister, his resuscitation preference was full code.

Given the new protocol instituted since the deployment of the EWS, the MSW reviewed the chart and found that the patient's sister, who lived locally and was the emergency contact, had been incorrectly identified as the surrogate. In a prior hospitalization, Mr. Smith had named his brother as his surrogate, as the patient felt strongly that his sister would not make good decisions for him. The following day, the SCT met with Mr. Smith, who articulated his desire to change his care directive to DNR. He also asked for a full palliative consult when his brother could come in (3 days later). During the consult, his brother learned, for the first time, exactly what heart failure was, and what to anticipate over the next months and years. The 2 brothers completed an advance directive granting Mr. Smith's brother a durable power of attorney including a request for a palliative approach to end‐stage illness. They also completed a physician order for life sustaining treatment, for DNR and limited intervention. Mr. Smith stated, When I go, I'm gone, and recalled that his mother and uncle had protracted illnesses, adding that I don't want to stay alive if I'm disabled like that.

In this example, the SCT was able to identify the correct surrogate and clarify the patient's resuscitation preference. Without SCT, if this patient had deteriorated unexpectedly, the sister would have insisted on treatment that was inconsistent with Mr. Smith's wishes. The interventions as a result of the alert also led the patient and his brother to begin discussing the medical goals of treatment openly and reach understanding about the patient's chronic and progressive conditions.

CASE STUDY 2: TRANSITION TO HOME‐BASED HOSPICE

Mr. North was a 71‐year‐old man admitted for sepsis due to pneumonia. He had a history of temporal arteritis, systemic lupus erythematosus, prostate cancer, squamous cell lung cancer, and chronic leg ulcers. Delirious at the time of admission, he triggered an alert at 6 am, shortly after admission to the ward. He was hypotensive and was transferred to the ICU.

The SCT reviewed the case and judged that he met criteria for consultation. His wife readily agreed to meet to discuss goals and plan of care. She had been taking care of him at home, and was overwhelmed by his physical needs as well as his worsening memory loss and agitation. She had not been able to bring him to the clinic for almost 2 years, and he had refused entry to the home health nurse. During the palliative consult, Mr. North was lucid enough to state his preference for comfort‐focused care, and his desire not to return to the hospital. Mrs. North accepted a plan for home hospice, with increased attendant care at home.

This case illustrates the benefit of the EWS in identifying patients whose chronic condition has progressed, and who would benefit from a palliative consult to clarify goals of care. Practice variation, the complexity of multiple medical problems, and the urgency of the acute presentation may obscure or delay the need for clarifying goals of care. A structured approach provided by the EWS workflow, as it did in this case, helps to ensure that these discussions are occurring with the appropriate patients at the appropriate times.

CASE STUDY 3: RESOLVING MD‐TO‐MD MISCOMMUNICATION

Mr. Joseph was an 89‐year‐old male hospitalized for a hip fracture. He had a history of atrial fibrillation, prostate cancer with bone metastases, radiation‐induced lung fibrosis, stroke, and advanced dementia. His initial admission order was DNR, but this was changed after surgery to full code and remained so. The next few days were relatively uneventful until the alert triggered. By then, the hospitalist attending him had changed 3 times. The social worker reviewed Mr. Joseph's records and determined that a palliative consult had taken place previously at another Kaiser Permanente facility, and that the prior code status was DNR. Although Mr. Joseph's admission care directive was DNR, this was switched to full code for surgery. However, the care directive was not changed back, nor was a discussion held to discuss his preference in case of a complication related to surgery. Meanwhile, he was having increasing respiratory problems due to aspiration and required noninvasive ventilation.

Consequently, the SCT reviewed the alerts from the previous 24 hours and determined that further investigation and discussion were required. When the hospitalist was called, the SCT discovered that the hospitalist had assumed the change to full code had been made by 1 of the previous attending physicians; he also informed the SCT that Mr. Joseph would likely need intubation. The SCT decided to go see the patient and, on approaching the room, saw Mr. Joseph's son waiting outside. The son was asked how things were going, and replied, We all knew that 1 day he would deteriorate, we just want to make sure he is comfortable. Clearly, the full code status did not reflect the Mr. Joseph's wishes, so this was clarified and the hospitalist was called immediately to change the care directive. The SCT met with the man's son and wife, educating them about aspiration and what to expect. They definitely wished a gentle approach for Mr. Joseph, and it was decided to continue current care, without escalation, until the morning. This was to allow the other son to be informed of his father's condition and to see if his status would improve. The next morning the SCT met with the family at the room, and the patient was placed on comfort measures.

This case illustrates 3 points. One, Mr. Joseph's status was changed to full code during surgery without addressing his preferences should he develop a complication during the postoperative period. Two, when the hospitalist saw the full code order in the electronic record, it was assumed someone else had had a discussion with the patient and his family. Lastly, although a social worker performed a chart review, the full picture only emerged after the entire SCT became involved. Therefore, even in the presence of an EWS with associated protocols, important details can be missed, highlighting the need to build redundancy into workflows.

CASE STUDY 4: RELUCTANCE TO INVOLVE PALLIATIVE CARE TEAM

Mrs. Wood, a bed‐bound 63‐year‐old with end‐stage heart failure, was admitted to the hospital with respiratory failure. She had met with a life care planning facilitator as well as a palliative physician previously but refused to discuss end‐of‐life options. She felt she would always do well and her husband felt the same way. During this admission a routine palliative referral was made, but she and her husband refused. The chaplain visited often and then the patient took a turn for the worse, triggering an alert and was transferred to the ICU.

The hospitalist did not feel a SCT consult was indicated based on prior discussions. However, the SCT reviewed the records and felt an intervention was needed. The patient, now obtunded, had worsening renal failure and required continuous pressor infusions. The chaplain spoke with Mr. Wood, who felt a consult was appropriate. Mrs. Wood was no longer able to make decisions, and her husband needed more information about what to expect. At the end of the discussion, he decided on comfort care, and his wife expired peacefully in the hospital.

This case illustrates that, although initially the primary attending may feel a palliative consult is not helpful and possibly detrimental to the patient's care under usual circumstances, decisions may change as the patient's condition changes. The EWS alert helped the SCT recognize the drastic change in the patient's condition and the need to support the patient's family. The family had been resistant, but the SCT was able to help the family transition to a palliative approach with its gentle contact and being clear about its role to provide support regardless of their decision.

CASE STUDY 5: ALERT FACILITATES TRANSITION TO OUTPATIENT PALLIATIVE CARE

Mr. Jones was an 82‐year‐old gentleman who had a recent episode of gastrointestinal bleeding while on vacation. He was transferred by air ambulance to the hospital and developed delirium and agitation. His evaluation revealed that he had polycythemia vera and a recently made diagnosis of mild dementia.

In this case, the SCT reviewed the chart not because of an alert, but because the hospitalist noted that Mr. Jones had a very high severity of illness score on admission. When the SCT arrived at Mr. Jones's room, 3 family members were present. His wife appeared to be very frail and was too emotional to make decisions. The children present at the bedside were new to the problems at hand but wanted to help. The SCT team educated the family about his current disease state, the general disease trajectory, and what to expect. They explored the patient's values and any indicators of what his care preference would be if he could communicate it. The SCT established a life care plan at that visit. Based upon Mr. Jones's own wishes and values, he was made DNR with limited interventions. He survived the hospitalization and was followed by the outpatient palliative care clinic as well as by hematology.

This case illustrates 2 facets: a high severity of illness score led to consultation even without an alert. Following this, the SCT could take on a taskarriving at a life care plan by exploring valuesthat is difficult and time consuming for a busy hospitalist. It also illustrates that patients may elect to obtain other options, in this case, outpatient palliative care.

FUTURE DIRECTIONS

Our team has also started a quantitative evaluation process. The major limitation we face in this effort is that, unlike physiologic or health services measures (eg, tachycardia, hospital length of stay, mortality), the key measures for assessing the quality of palliative and end‐of‐life care need to be extracted by manual chart review. Our approach is based on the palliative and end‐of‐life care measures endorsed by the National Quality Forum,[23] which are described in greater detail in the appendix. As is the case with other outcomes, and as described in the article by Escobar et al.,[21] we will be employing a difference‐in‐differences approach as well as multivariate matching[24, 25, 26] to evaluate effectiveness of the intervention. Because of the high costs of manual chart review, we will be reviewing randomly selected charts of patients who triggered an alert at the 2 pilot sites as well as matched comparison patient charts at the remaining 19 KPNC hospitals. Table 1 provides preliminary data we gathered to pilot the brief chart review instrument that will be used for evaluating changes in supportive care in the regional rollout. Data are from a randomly selected cohort of 150 patients who reached the alert threshold at the 2 pilot sites between November 13, 2013 and June 30, 2014. After removing 3 records with substantial missing data, we were able to find 146 matched patients at the remaining 19 KPNC hospitals during the same time period. Matched patients were selected from those patients who had a virtual alert based on retrospective data. Table 1 shows that, compared to the other KPNC hospitals, the quality of these 6 aspects of supportive care was better at the pilot sites.

Matched Analyses of Six Supportive Care Quality Measures
Hospital*121+2 combinedRemaining 19P (1)P(2)P(1+2)
  • NOTE: *See text for additional details. The patients at the remaining 19 hospitals were identified based on their retrospective (virtual) deterioration probabilities and then matched to the patients at the pilot sites. The matching algorithm specified exact matches for these variables: alert threshold reached or not; sex; Kaiser Permanente membership status; had the patient been in the intensive care unit prior to the first alert; and care directive prior to the alert (full code vs not full code). Once potential matches were found using the above, the algorithm found the closest match for the following variables: deterioration probability, age, comorbidity burden, and admission illness severity. Statistical comparisons are as follows: P(1): P value for comparison of pilot hospital 1 versus remaining 19 Kaiser Permanente Northern California hospitals; P(2), as per P(1), but for pilot hospital 2; P(1+2), both pilot hospitals' data combined. For continuous variables, numbers shown are mean standard deviation. Numbers in bold italics are those that were significantly different. Deterioration risk is generated by the early warning system. It is the probability that a patient will require transfer to the intensive care unit within the next 12 hours. Interventions are initiated when this risk is 8%. LAPS2 = admission Laboratory‐based Acute Physiology Score, version 2; measure of acute instability where the higher the score, the greater the degree of physiologic derangement. Patients with LAPS2 110 are very unstable. See citation 20 for additional details. COPS2 = Comorbidity Point Score, version 2; measure of chronic disease burden over preceding 12 months that is assigned to all Kaiser Permanente Northern California members on a monthly basis. The higher the score, the greater the chronic illness burden. Patients with COPS2 65 have a significant comorbid illness burden. See citation 20 for additional details. ‖Refers to 30 day mortality. Indicates whether documentation preceding an alert clearly specified who the patient's agent (decision‐maker or surrogate) was. #Indicates whether documentation immediately following an alert clearly specified who the patient's agent (decision‐maker or surrogate) was. **Refers to whether chart documentation indicated that the patient's family or agent were updated about the patient's condition within 24 hours after an alert. Refers to whether chart documentation indicated that a discussion occurred regarding the patient's goals of care occurred within 24 hours after an alert. Indicates whether a palliative care consultation occurred within 24 hours after an alert.

N7374147146   
Age (y)69.3 14.466.4 15.367.8 14.867.4 14.70.370.620.82
Male (%)39 (53.4%)43 (58.1%)82 (55.8%)82 (56.2%)0.700.780.95
Deterioration risk (%)20.0 14.317.4 11.618.7 13.018.8 13.60.540.440.94
LAPS2113 38102 39107 39107 380.280.380.9
COPS269 5266 5267 5266 510.751.000.85
Died (%)‖17 (23.3%)15 (20.3%)32 (21.8%)24 (16.4%)0.220.480.25
Agent identified prior28 (38.4%)18 (24.3%)46 (31.3%)21 (14.4%)<0.0010.070.001
Agent identified after#46 (63.0%)39 (52.7%)85 (57.8%)28 (19.4%)<0.001<0.001<0.001
Updating within 24 hours**32 (43.8%)45 (60.8%)77 (52.4%)59 (40.4%)0.630.000.04
Goals of care discussion20 (27.4%)37 (50.0%)57 (38.8%)32 (21.9%)0.370.0010.002
Palliative care consult19 (26.0%)49 (66.2%)68 (46.3%)35 (24.0%)0.74<0.001<0.001
Spiritual support offered27 (37.0%)30 (40.5%)57 (38.8%)43 (29.4%)0.260.100.09

CONCLUSION

Although we continue to review our care processes, we feel that our overall effort has been successful. Nonetheless, it is important to consider a number of limitations to the generalizability of our approach. First, our work has taken place in the context of a highly integrated care delivery system where both information transfer as well as referral from the inpatient to the outpatient setting can occur easily. Second, because the pilot sites were among the first KPNC hospitals to begin implementing the Respecting Choices model, they undoubtedly had less ground to cover than hospitals beginning with less infrastructure. Third, because of resource limitations, our ability to capture process data is limited. Lastly, both sites were able to obtain resources to expand necessary coverage, which might not be possible in many settings.

In conclusion, we made a conscious decision to incorporate palliative care into the planning for the deployment of the alert system. Further, we made this decision explicit, informing all caregivers that providing palliative care that adheres to the Respecting Choices model would be essential. We have found that integration of the SCT, the EWS, and routine hospital operations can be achieved. Clinician and patient acceptance of the Respecting Choices component has been excellent. We consider 3 elements to be critical for this process, and these elements form an integral component of the expansion of the early warning system to the remaining 19 KPNC hospitals. The first is careful planning, which includes instructing RRT first responders on their role in the process of ensuring the respect of patient preferences. Second, having social workers available 24 hours a day/7 days a week as backup for busy hospitalists, is essential. Finally, as is described by Dummett et al.,[27] including reminders regarding patient preferences in the documentation process (by embedding it in an automated note template) is also very important.

Acknowledgements

The authors thank Dr. Michelle Caughey, Dr. Philip Madvig, Dr. Patricia Conolly, Ms. Barbara Crawford, and Ms. Melissa Stern for their administrative support, Dr. Tracy Lieu for reviewing the manuscript, and Ms. Rachel Lesser for formatting the manuscript.

Disclosures: This work was supported by a grant from the Gordon and Betty Moore Foundation (Early Detection, Prevention, and Mitigation of Impending Physiologic Deterioration in Hospitalized Patients Outside Intensive Care: Phase 3, pilot), The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. As part of our agreement with the Gordon and Betty Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Foundation played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component. None of the other sponsors had any involvement in our decision to submit this manuscript or in the determination of its contents. None of the authors have any conflicts of interest to declare of relevance to this work.

APPENDIX 1

Key measures to assess the quality of supportive care extracted by manual chart review

Chart review questionOutcome desiredOutcome measuredRationale for selecting this outcome

Was the patient's decision‐maker documented following the alert? If yes: Time/date of documentation.

Timely identification and documentation of the patient's decision‐maker immediately following the alert

Whether the patient's decision‐maker was clearly identified and documented by a member of the treatment team (nurse, physician, and/or rapid response team) following the alert.

This outcome is measured independently of whether the patient's decision‐maker was already documented prior to the alert.

Clear documentation facilitates the notification of a patient's family/decision‐maker in a timely manner to enhance communication and clinical decision‐making to make sure that the patient's wishes and preferences are honored.

Was the patient's decision‐maker/family notified or was there an attempt to notify the patient's decision‐maker regarding the changes in the patient's condition following the alert? If yes: Time/date of notification/attempted contact.

Providing patient's family members/decision‐maker with an update in the patient's clinical condition following the alertWhether the medical team notified or attempted to contact the patient's family/decision‐maker to provide an update in the patient's clinical condition following the alert.Providing timely updates when a patient's clinical status changes enhances communication and helps to proactively involve patients and families in the decision‐making process.

Was there a goals of care discussion following the alert? If yes: Time/date of discussion

To clarify and to honor individual patient's goals of careWhether a goals of care discussion was initiated after the alert was issued. Criteria for Goals of Care discussion included any/all of the following:
  • Specific language in the documentation that stated verbatim Goals of Care Discussion
  • Providing prognosis and treatment options; eliciting preferences; AND documenting decisions made and preferences as a result of the discussion.
Goals of care discussions actively involve patients and families in the decision‐making process to ensure that their wishes and preferences are clearly documented and followed.
Was there a palliative care consultation during the patient's hospitalization?To provide comprehensive supportive care to patients and their families/loved ones.Whether palliative care was consulted during the patient's hospitalizationThe palliative care team plays an important role in helping patients/families make decisions, providing support, and ensuring that patients symptoms are addressed and properly managed
Was spiritual support offered to the patient and/or their family/loved during the patient's hospitalization?To offer and to provide spiritual support to patients and their families/loved onesWhether the patient/family was offered spiritual support during the patient's hospitalizationSpiritual support has been recognized as an important aspect of quality EOL care

 

APPENDIX 2

Respecting Choices, A Staged Approach to Advance Care Planning

Respecting Choices is a staged approach to advance care planning, where conversations begin when people are healthy and continue to occur throughout life.

Our Life Care Planning service consists ofthree distinct steps.

  1. My Values: First Steps is appropriate for all adults, but should definitely be initiated as a component of routine healthcare for those over the age of 55. The goals of First Steps are to motivate individuals to learn more about the importance of Life Care Planning, select a healthcare decision maker, and complete a basic written advance directive.
  2. My Choices: Next Steps is for patients with chronic, progressive illness who have begun to experience a decline in functional status or frequent hospitalizations. The goals of this stage of planning are to assist patients in understanding a) the progression of their illness, b) potential complications, and c) specific life‐sustaining treatments that may be required if their illness progresses. Understanding life‐sustaining treatments includes each treatment's benefits, burdens, and alternatives. With this understanding members will be better able to express what situations (e.g. complications or bad outcomes) would cause them to want to change their plan of care.Additionally, the individual's healthcare agent(s) and other loved ones are involved in the planning process so that they can be prepared to make decisions, if necessary, and to support the plan of care developed.
  3. My Care: Advanced Steps is intended for frail elders or others whose death in the next 12 months would not be surprising. It helps patients and their agent make specific and timely life‐sustaining treatment decisions that can be converted to medical orders to guide the actions of healthcare providers and be consistent with the goals of the individual.

 

(Reference: http://www.gundersenhealth.org/respecting-choices).

APPENDIX 3

Pilot site Palliative Care Referral Criteria

Automatic palliative care consults for adults at Sacramento site are as follows:

  1. 30 day readmits or >3 ED or acute readmissions in past year for CHF or COPD that have no Advance Directive and are not followed by Chronic Care Management
  2. Aspiration
  3. CVA with poor prognosis for regaining independence
  4. Hip fracture patients not weight bearing on post‐operative day 2
  5. Code blue survivor
  6. Skilled Nursing Facility resident with sepsis and or dementia
  7. Active hospice patients
  8. Sepsis patients with 10 or more ICD codes in the problem list

 

Potential palliative care consults for adults at Sacramento pilot site are as follows:

  1. Morbid obesity complicated by organ damage (e.g., congestive heart failure, refractory liver disease, chronic renal disease)
  2. Severe chronic kidney disease and/or congestive heart failure with poor functional status (chair or bed bound)
  3. Patient with pre‐operative arteriovenous fistulas and poor functional status, congestive heart failure, or age>80
  4. End stage liver disease with declining functional status, poor odds of transplant

 

 

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References
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The likelihood of meaningful survival after cardiopulmonary arrest is low and even lower the longer the patient has been in the hospital[1, 2]; realization of this[3] played a major role in the development of rapid response teams (RRTs).[4] As noted elsewhere in this journal, the limited success of these teams[5, 6, 7] has inspired efforts to develop systems to identify patients at risk of deterioration much earlier.

Whereas a number of recent reports have described end‐of‐life care issues in the context of RRT operations,[8, 9, 10, 11, 12, 13, 14, 15, 16] descriptions of how one might incorporate respecting patient preferences into development of a response arm, particularly one meant to scale up to a multiple hospital system, are largely absent from the literature. In this article, we describe the implementation process for integrating palliative care and the honoring of patient choices, which we refer to as supportive care, with an automated early warning system (EWS) and an RRT.

The context of this work is a pilot project conducted at 2 community hospitals, the Kaiser Permanente Northern California (KPNC) Sacramento (200 beds) and South San Francisco (100 beds) medical centers. Our focus was to develop an approach that could serve as the basis for future dissemination to the remaining 19 KPNC hospitals, regardless of their size. Our work incorporated the Respecting Choices model,[17] which has been endorsed by KPNC for all its hospitals and clinics. We describe the workflow we developed to embed the supportive care team's (SCT) reactive and proactive components into the EWS response arm. We also provide a granular description of how our approach worked in practice, as evidenced by the combined patient and provider experiences captured in 5 vignettes as well as some preliminary data obtained by chart review

When patients arrive in the hospital, they may or may not have had a discussion about their care escalation and resuscitation preferences. As noted by Escobar and Dellinger[18] elsewhere in this issue of the Journal of Hospital Medicine, patients with documented restricted resuscitation preferences (eg, do not resuscitate [DNR] or partial code) at the time of admission to the hospital account for slightly more than half of the hospital deaths at 30 days after admission. In general, these stated preferences are honored.

Significant proportions of patients are unstable at the time of admission or have a significant underlying chronic illness burden predisposing them to unexpected deterioration. Often these patients lose decision‐making capacity when their condition worsens. We need to ensure we honor their wishes and identify the correct surrogate.

To make sure a patient's wishes are clear, we developed a workflow that included 2 components. One component is meant to ensure that patient preferences are honored following a EWS alert. This allows for contingencies, including the likelihood that a physician will not be available to discuss patient wishes due to clinical demands. Although it may appear that the role of the hospitalist is supplanted, in fact this is not the case. The only person who has authority to change a patient's code status is the hospitalist, and they always talk to the patient or their surrogate. The purpose of the teams described in this report is to provide backup, particularly in those instances where the hospitalist is tied up elsewhere (eg, the emergency department). Our workflows also facilitate the integration of the clinical with the palliative care response. The other component employs the EWS's ancillary elements (provision of a severity of illness score and longitudinal comorbidity score in real time) to screen patients who might need the SCT. This allows us to identify patients who are at high risk for deterioration in whom an alert has not yet been issued due to acute instability or comorbid burden (leading to high probability of unexpected deterioration) or both and who do not have stated goals of care and/or an identified surrogate.

IMPLEMENTATION APPROACH

We developed our workflow using the Institute for Healthcare Improvement's Plan‐Do‐Study‐Act approach.[19, 20] Our first finding was that most alerts did not require a rapid intervention by the SCT. Both sites reserved time in the SCT physicians' schedule and considered changing staffing levels (the smaller site only had funding for physician support 20 hours per week), but neither had to make such changes. One reason for this was that we increased social worker availability, particularly for off hours (to cover the contingency where an alert was issued in the middle of the night while the on‐call hospitalist was handling an admission in the emergency department). The second was that, as is described by Escobar et al.,[21] the EWS provides a risk of deterioration in the next 12 hours (as opposed to a code blue or regular RRT call, which indicate the need for immediate action) and provides an opportunity for spending time with patients without the constraints of an ongoing resuscitation.

We also found that of the patients who triggered an alert, approximately half would have been flagged for a palliative care referral using our own internal screening tool. Furthermore, having longitudinal comorbidity (Comorbidity Point Score, version 2 [COPS2]) and severity of illness (Laboratory‐Based Acute Physiology Score, version 2) scores[22] facilitated the identification of patients who needed review of their preferences with respect to escalation of care. Currently, our primary case‐finding criterion for proactive SCT consultation is a COPS2 >65, which is associated with a 10.8%, 30‐day mortality risk. Overall, the SCT was asked to see about 25% of patients in whom an alert was triggered.

The workflows we developed were employed at the first site to go live (South San Francisco, 7000 annual discharges, Figure 1) and then modified at Sacramento (14,000 annual discharges, Figure 2). Because the hospitals differ in several respects, from size and patient population to staffing, the workflows are slightly different.

Figure 1
Workflow for integrating Respecting Choices model with a real‐time early warning system at Kaiser Permanente South San Francisco. See text for additional details. Abbreviations: EWS, early warning system, EMR, electronic medical record; pt, patient; LCP, life care planning; HBS, hospital based specialist; RN, registered nurse; RRT, rapid response team; SCT, supportive care team; SW, social worker.
Figure 2
Workflow for integrating Respecting Choices model with a real‐time early warning system at Kaiser Permanente Sacramento. See text for additional details. Abbreviations: EWS, early warning system, EMR, electronic medical record; RN, registered nurse; RRT, rapid response team; SCT, supportive care team.

The EWS provides deterioration probabilities every 6 hours, and first responders (RRT nurses) intervene when this probability is 8%. The RRT nurse can activate the clinical response arm, the Respecting Choices pathway, or both. In South San Francisco, which lacked the resources to staff supportive care 24 hours a day/7 days a week, the RRT contacts a medical social worker (MSW) who performs an immediate record review. If this identifies something meriting urgent communication (eg, conflicting or absent information regarding a patient's surrogate), the MSW alerts the hospitalist. The MSW documents findings and ensures that a regular MSW consult occurs the next day. If the MSW feels the patient needs an SCT consult, the MSW alerts the team (this does not preclude a hospitalist or RRT nurse from initiating SCT consultation). At the Sacramento site, where the SCT team is staffed 24 hours a day/7 days a week, it is possible to bypass the MSW step. In addition, each morning the SCT reviews all alerts issued during the previous 24 hours to determine if an SCT consult is needed. In addition, the SCT also proactively reviews the COPS2 scores on all admissions to identify patients who could benefit from an SCT consult. Although surrogate identification and clarifying goals of care are essential, the SCT also helps patients in other ways, as is evident from the following case studies.

The major difference between the palliative care team and the SCT is that the SCT includes the inpatient social worker as part of the team. The SCT has a more focused role (its efforts center on aligning patient goals and priorities with the care that will actually be provided). In contrast, the palliative care team has other functions (eg, pain and symptom management) that are not necessarily associated with life care planning or the alert response.

Considerable overlap exists between patients who trigger an alert and those who would have met screening criteria established prior to EWS deployment. Although this is evolving, we can say that, in general, both sites are moving to an or criterion for involving the SCT (patient meets traditional criteria of the screening tool or triggers alert). Further, as KPNC begins adding more sites to the system, serious consideration is being given to only employing the COPS2 score as the primary screening criterion.

CASE STUDY 1: SURROGATE IDENTIFICATION

Mr. Smith, a 78‐year‐old man with congestive heart failure (CHF), atrial fibrillation, severe chronic obstructive pulmonary disease, and history of stroke, was admitted due to CHF exacerbation. The morning after admission, he experienced uncontrolled tachycardia associated with low oxygen saturation, triggering an alert. The hospitalist stabilized him and documented the treatment plan as follows: If worsening signs (shortness of breath/wheezing) or decreased saturation on current oxygen supplement, check chest film and arterial blood gas chest x‐ray/ arterial blood gas and call MD for possible bilevel positive airway pressure and repeating the echo. Intensive care unit (ICU) transfer as needed. According to his sister, his resuscitation preference was full code.

Given the new protocol instituted since the deployment of the EWS, the MSW reviewed the chart and found that the patient's sister, who lived locally and was the emergency contact, had been incorrectly identified as the surrogate. In a prior hospitalization, Mr. Smith had named his brother as his surrogate, as the patient felt strongly that his sister would not make good decisions for him. The following day, the SCT met with Mr. Smith, who articulated his desire to change his care directive to DNR. He also asked for a full palliative consult when his brother could come in (3 days later). During the consult, his brother learned, for the first time, exactly what heart failure was, and what to anticipate over the next months and years. The 2 brothers completed an advance directive granting Mr. Smith's brother a durable power of attorney including a request for a palliative approach to end‐stage illness. They also completed a physician order for life sustaining treatment, for DNR and limited intervention. Mr. Smith stated, When I go, I'm gone, and recalled that his mother and uncle had protracted illnesses, adding that I don't want to stay alive if I'm disabled like that.

In this example, the SCT was able to identify the correct surrogate and clarify the patient's resuscitation preference. Without SCT, if this patient had deteriorated unexpectedly, the sister would have insisted on treatment that was inconsistent with Mr. Smith's wishes. The interventions as a result of the alert also led the patient and his brother to begin discussing the medical goals of treatment openly and reach understanding about the patient's chronic and progressive conditions.

CASE STUDY 2: TRANSITION TO HOME‐BASED HOSPICE

Mr. North was a 71‐year‐old man admitted for sepsis due to pneumonia. He had a history of temporal arteritis, systemic lupus erythematosus, prostate cancer, squamous cell lung cancer, and chronic leg ulcers. Delirious at the time of admission, he triggered an alert at 6 am, shortly after admission to the ward. He was hypotensive and was transferred to the ICU.

The SCT reviewed the case and judged that he met criteria for consultation. His wife readily agreed to meet to discuss goals and plan of care. She had been taking care of him at home, and was overwhelmed by his physical needs as well as his worsening memory loss and agitation. She had not been able to bring him to the clinic for almost 2 years, and he had refused entry to the home health nurse. During the palliative consult, Mr. North was lucid enough to state his preference for comfort‐focused care, and his desire not to return to the hospital. Mrs. North accepted a plan for home hospice, with increased attendant care at home.

This case illustrates the benefit of the EWS in identifying patients whose chronic condition has progressed, and who would benefit from a palliative consult to clarify goals of care. Practice variation, the complexity of multiple medical problems, and the urgency of the acute presentation may obscure or delay the need for clarifying goals of care. A structured approach provided by the EWS workflow, as it did in this case, helps to ensure that these discussions are occurring with the appropriate patients at the appropriate times.

CASE STUDY 3: RESOLVING MD‐TO‐MD MISCOMMUNICATION

Mr. Joseph was an 89‐year‐old male hospitalized for a hip fracture. He had a history of atrial fibrillation, prostate cancer with bone metastases, radiation‐induced lung fibrosis, stroke, and advanced dementia. His initial admission order was DNR, but this was changed after surgery to full code and remained so. The next few days were relatively uneventful until the alert triggered. By then, the hospitalist attending him had changed 3 times. The social worker reviewed Mr. Joseph's records and determined that a palliative consult had taken place previously at another Kaiser Permanente facility, and that the prior code status was DNR. Although Mr. Joseph's admission care directive was DNR, this was switched to full code for surgery. However, the care directive was not changed back, nor was a discussion held to discuss his preference in case of a complication related to surgery. Meanwhile, he was having increasing respiratory problems due to aspiration and required noninvasive ventilation.

Consequently, the SCT reviewed the alerts from the previous 24 hours and determined that further investigation and discussion were required. When the hospitalist was called, the SCT discovered that the hospitalist had assumed the change to full code had been made by 1 of the previous attending physicians; he also informed the SCT that Mr. Joseph would likely need intubation. The SCT decided to go see the patient and, on approaching the room, saw Mr. Joseph's son waiting outside. The son was asked how things were going, and replied, We all knew that 1 day he would deteriorate, we just want to make sure he is comfortable. Clearly, the full code status did not reflect the Mr. Joseph's wishes, so this was clarified and the hospitalist was called immediately to change the care directive. The SCT met with the man's son and wife, educating them about aspiration and what to expect. They definitely wished a gentle approach for Mr. Joseph, and it was decided to continue current care, without escalation, until the morning. This was to allow the other son to be informed of his father's condition and to see if his status would improve. The next morning the SCT met with the family at the room, and the patient was placed on comfort measures.

This case illustrates 3 points. One, Mr. Joseph's status was changed to full code during surgery without addressing his preferences should he develop a complication during the postoperative period. Two, when the hospitalist saw the full code order in the electronic record, it was assumed someone else had had a discussion with the patient and his family. Lastly, although a social worker performed a chart review, the full picture only emerged after the entire SCT became involved. Therefore, even in the presence of an EWS with associated protocols, important details can be missed, highlighting the need to build redundancy into workflows.

CASE STUDY 4: RELUCTANCE TO INVOLVE PALLIATIVE CARE TEAM

Mrs. Wood, a bed‐bound 63‐year‐old with end‐stage heart failure, was admitted to the hospital with respiratory failure. She had met with a life care planning facilitator as well as a palliative physician previously but refused to discuss end‐of‐life options. She felt she would always do well and her husband felt the same way. During this admission a routine palliative referral was made, but she and her husband refused. The chaplain visited often and then the patient took a turn for the worse, triggering an alert and was transferred to the ICU.

The hospitalist did not feel a SCT consult was indicated based on prior discussions. However, the SCT reviewed the records and felt an intervention was needed. The patient, now obtunded, had worsening renal failure and required continuous pressor infusions. The chaplain spoke with Mr. Wood, who felt a consult was appropriate. Mrs. Wood was no longer able to make decisions, and her husband needed more information about what to expect. At the end of the discussion, he decided on comfort care, and his wife expired peacefully in the hospital.

This case illustrates that, although initially the primary attending may feel a palliative consult is not helpful and possibly detrimental to the patient's care under usual circumstances, decisions may change as the patient's condition changes. The EWS alert helped the SCT recognize the drastic change in the patient's condition and the need to support the patient's family. The family had been resistant, but the SCT was able to help the family transition to a palliative approach with its gentle contact and being clear about its role to provide support regardless of their decision.

CASE STUDY 5: ALERT FACILITATES TRANSITION TO OUTPATIENT PALLIATIVE CARE

Mr. Jones was an 82‐year‐old gentleman who had a recent episode of gastrointestinal bleeding while on vacation. He was transferred by air ambulance to the hospital and developed delirium and agitation. His evaluation revealed that he had polycythemia vera and a recently made diagnosis of mild dementia.

In this case, the SCT reviewed the chart not because of an alert, but because the hospitalist noted that Mr. Jones had a very high severity of illness score on admission. When the SCT arrived at Mr. Jones's room, 3 family members were present. His wife appeared to be very frail and was too emotional to make decisions. The children present at the bedside were new to the problems at hand but wanted to help. The SCT team educated the family about his current disease state, the general disease trajectory, and what to expect. They explored the patient's values and any indicators of what his care preference would be if he could communicate it. The SCT established a life care plan at that visit. Based upon Mr. Jones's own wishes and values, he was made DNR with limited interventions. He survived the hospitalization and was followed by the outpatient palliative care clinic as well as by hematology.

This case illustrates 2 facets: a high severity of illness score led to consultation even without an alert. Following this, the SCT could take on a taskarriving at a life care plan by exploring valuesthat is difficult and time consuming for a busy hospitalist. It also illustrates that patients may elect to obtain other options, in this case, outpatient palliative care.

FUTURE DIRECTIONS

Our team has also started a quantitative evaluation process. The major limitation we face in this effort is that, unlike physiologic or health services measures (eg, tachycardia, hospital length of stay, mortality), the key measures for assessing the quality of palliative and end‐of‐life care need to be extracted by manual chart review. Our approach is based on the palliative and end‐of‐life care measures endorsed by the National Quality Forum,[23] which are described in greater detail in the appendix. As is the case with other outcomes, and as described in the article by Escobar et al.,[21] we will be employing a difference‐in‐differences approach as well as multivariate matching[24, 25, 26] to evaluate effectiveness of the intervention. Because of the high costs of manual chart review, we will be reviewing randomly selected charts of patients who triggered an alert at the 2 pilot sites as well as matched comparison patient charts at the remaining 19 KPNC hospitals. Table 1 provides preliminary data we gathered to pilot the brief chart review instrument that will be used for evaluating changes in supportive care in the regional rollout. Data are from a randomly selected cohort of 150 patients who reached the alert threshold at the 2 pilot sites between November 13, 2013 and June 30, 2014. After removing 3 records with substantial missing data, we were able to find 146 matched patients at the remaining 19 KPNC hospitals during the same time period. Matched patients were selected from those patients who had a virtual alert based on retrospective data. Table 1 shows that, compared to the other KPNC hospitals, the quality of these 6 aspects of supportive care was better at the pilot sites.

Matched Analyses of Six Supportive Care Quality Measures
Hospital*121+2 combinedRemaining 19P (1)P(2)P(1+2)
  • NOTE: *See text for additional details. The patients at the remaining 19 hospitals were identified based on their retrospective (virtual) deterioration probabilities and then matched to the patients at the pilot sites. The matching algorithm specified exact matches for these variables: alert threshold reached or not; sex; Kaiser Permanente membership status; had the patient been in the intensive care unit prior to the first alert; and care directive prior to the alert (full code vs not full code). Once potential matches were found using the above, the algorithm found the closest match for the following variables: deterioration probability, age, comorbidity burden, and admission illness severity. Statistical comparisons are as follows: P(1): P value for comparison of pilot hospital 1 versus remaining 19 Kaiser Permanente Northern California hospitals; P(2), as per P(1), but for pilot hospital 2; P(1+2), both pilot hospitals' data combined. For continuous variables, numbers shown are mean standard deviation. Numbers in bold italics are those that were significantly different. Deterioration risk is generated by the early warning system. It is the probability that a patient will require transfer to the intensive care unit within the next 12 hours. Interventions are initiated when this risk is 8%. LAPS2 = admission Laboratory‐based Acute Physiology Score, version 2; measure of acute instability where the higher the score, the greater the degree of physiologic derangement. Patients with LAPS2 110 are very unstable. See citation 20 for additional details. COPS2 = Comorbidity Point Score, version 2; measure of chronic disease burden over preceding 12 months that is assigned to all Kaiser Permanente Northern California members on a monthly basis. The higher the score, the greater the chronic illness burden. Patients with COPS2 65 have a significant comorbid illness burden. See citation 20 for additional details. ‖Refers to 30 day mortality. Indicates whether documentation preceding an alert clearly specified who the patient's agent (decision‐maker or surrogate) was. #Indicates whether documentation immediately following an alert clearly specified who the patient's agent (decision‐maker or surrogate) was. **Refers to whether chart documentation indicated that the patient's family or agent were updated about the patient's condition within 24 hours after an alert. Refers to whether chart documentation indicated that a discussion occurred regarding the patient's goals of care occurred within 24 hours after an alert. Indicates whether a palliative care consultation occurred within 24 hours after an alert.

N7374147146   
Age (y)69.3 14.466.4 15.367.8 14.867.4 14.70.370.620.82
Male (%)39 (53.4%)43 (58.1%)82 (55.8%)82 (56.2%)0.700.780.95
Deterioration risk (%)20.0 14.317.4 11.618.7 13.018.8 13.60.540.440.94
LAPS2113 38102 39107 39107 380.280.380.9
COPS269 5266 5267 5266 510.751.000.85
Died (%)‖17 (23.3%)15 (20.3%)32 (21.8%)24 (16.4%)0.220.480.25
Agent identified prior28 (38.4%)18 (24.3%)46 (31.3%)21 (14.4%)<0.0010.070.001
Agent identified after#46 (63.0%)39 (52.7%)85 (57.8%)28 (19.4%)<0.001<0.001<0.001
Updating within 24 hours**32 (43.8%)45 (60.8%)77 (52.4%)59 (40.4%)0.630.000.04
Goals of care discussion20 (27.4%)37 (50.0%)57 (38.8%)32 (21.9%)0.370.0010.002
Palliative care consult19 (26.0%)49 (66.2%)68 (46.3%)35 (24.0%)0.74<0.001<0.001
Spiritual support offered27 (37.0%)30 (40.5%)57 (38.8%)43 (29.4%)0.260.100.09

CONCLUSION

Although we continue to review our care processes, we feel that our overall effort has been successful. Nonetheless, it is important to consider a number of limitations to the generalizability of our approach. First, our work has taken place in the context of a highly integrated care delivery system where both information transfer as well as referral from the inpatient to the outpatient setting can occur easily. Second, because the pilot sites were among the first KPNC hospitals to begin implementing the Respecting Choices model, they undoubtedly had less ground to cover than hospitals beginning with less infrastructure. Third, because of resource limitations, our ability to capture process data is limited. Lastly, both sites were able to obtain resources to expand necessary coverage, which might not be possible in many settings.

In conclusion, we made a conscious decision to incorporate palliative care into the planning for the deployment of the alert system. Further, we made this decision explicit, informing all caregivers that providing palliative care that adheres to the Respecting Choices model would be essential. We have found that integration of the SCT, the EWS, and routine hospital operations can be achieved. Clinician and patient acceptance of the Respecting Choices component has been excellent. We consider 3 elements to be critical for this process, and these elements form an integral component of the expansion of the early warning system to the remaining 19 KPNC hospitals. The first is careful planning, which includes instructing RRT first responders on their role in the process of ensuring the respect of patient preferences. Second, having social workers available 24 hours a day/7 days a week as backup for busy hospitalists, is essential. Finally, as is described by Dummett et al.,[27] including reminders regarding patient preferences in the documentation process (by embedding it in an automated note template) is also very important.

Acknowledgements

The authors thank Dr. Michelle Caughey, Dr. Philip Madvig, Dr. Patricia Conolly, Ms. Barbara Crawford, and Ms. Melissa Stern for their administrative support, Dr. Tracy Lieu for reviewing the manuscript, and Ms. Rachel Lesser for formatting the manuscript.

Disclosures: This work was supported by a grant from the Gordon and Betty Moore Foundation (Early Detection, Prevention, and Mitigation of Impending Physiologic Deterioration in Hospitalized Patients Outside Intensive Care: Phase 3, pilot), The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. As part of our agreement with the Gordon and Betty Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Foundation played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component. None of the other sponsors had any involvement in our decision to submit this manuscript or in the determination of its contents. None of the authors have any conflicts of interest to declare of relevance to this work.

APPENDIX 1

Key measures to assess the quality of supportive care extracted by manual chart review

Chart review questionOutcome desiredOutcome measuredRationale for selecting this outcome

Was the patient's decision‐maker documented following the alert? If yes: Time/date of documentation.

Timely identification and documentation of the patient's decision‐maker immediately following the alert

Whether the patient's decision‐maker was clearly identified and documented by a member of the treatment team (nurse, physician, and/or rapid response team) following the alert.

This outcome is measured independently of whether the patient's decision‐maker was already documented prior to the alert.

Clear documentation facilitates the notification of a patient's family/decision‐maker in a timely manner to enhance communication and clinical decision‐making to make sure that the patient's wishes and preferences are honored.

Was the patient's decision‐maker/family notified or was there an attempt to notify the patient's decision‐maker regarding the changes in the patient's condition following the alert? If yes: Time/date of notification/attempted contact.

Providing patient's family members/decision‐maker with an update in the patient's clinical condition following the alertWhether the medical team notified or attempted to contact the patient's family/decision‐maker to provide an update in the patient's clinical condition following the alert.Providing timely updates when a patient's clinical status changes enhances communication and helps to proactively involve patients and families in the decision‐making process.

Was there a goals of care discussion following the alert? If yes: Time/date of discussion

To clarify and to honor individual patient's goals of careWhether a goals of care discussion was initiated after the alert was issued. Criteria for Goals of Care discussion included any/all of the following:
  • Specific language in the documentation that stated verbatim Goals of Care Discussion
  • Providing prognosis and treatment options; eliciting preferences; AND documenting decisions made and preferences as a result of the discussion.
Goals of care discussions actively involve patients and families in the decision‐making process to ensure that their wishes and preferences are clearly documented and followed.
Was there a palliative care consultation during the patient's hospitalization?To provide comprehensive supportive care to patients and their families/loved ones.Whether palliative care was consulted during the patient's hospitalizationThe palliative care team plays an important role in helping patients/families make decisions, providing support, and ensuring that patients symptoms are addressed and properly managed
Was spiritual support offered to the patient and/or their family/loved during the patient's hospitalization?To offer and to provide spiritual support to patients and their families/loved onesWhether the patient/family was offered spiritual support during the patient's hospitalizationSpiritual support has been recognized as an important aspect of quality EOL care

 

APPENDIX 2

Respecting Choices, A Staged Approach to Advance Care Planning

Respecting Choices is a staged approach to advance care planning, where conversations begin when people are healthy and continue to occur throughout life.

Our Life Care Planning service consists ofthree distinct steps.

  1. My Values: First Steps is appropriate for all adults, but should definitely be initiated as a component of routine healthcare for those over the age of 55. The goals of First Steps are to motivate individuals to learn more about the importance of Life Care Planning, select a healthcare decision maker, and complete a basic written advance directive.
  2. My Choices: Next Steps is for patients with chronic, progressive illness who have begun to experience a decline in functional status or frequent hospitalizations. The goals of this stage of planning are to assist patients in understanding a) the progression of their illness, b) potential complications, and c) specific life‐sustaining treatments that may be required if their illness progresses. Understanding life‐sustaining treatments includes each treatment's benefits, burdens, and alternatives. With this understanding members will be better able to express what situations (e.g. complications or bad outcomes) would cause them to want to change their plan of care.Additionally, the individual's healthcare agent(s) and other loved ones are involved in the planning process so that they can be prepared to make decisions, if necessary, and to support the plan of care developed.
  3. My Care: Advanced Steps is intended for frail elders or others whose death in the next 12 months would not be surprising. It helps patients and their agent make specific and timely life‐sustaining treatment decisions that can be converted to medical orders to guide the actions of healthcare providers and be consistent with the goals of the individual.

 

(Reference: http://www.gundersenhealth.org/respecting-choices).

APPENDIX 3

Pilot site Palliative Care Referral Criteria

Automatic palliative care consults for adults at Sacramento site are as follows:

  1. 30 day readmits or >3 ED or acute readmissions in past year for CHF or COPD that have no Advance Directive and are not followed by Chronic Care Management
  2. Aspiration
  3. CVA with poor prognosis for regaining independence
  4. Hip fracture patients not weight bearing on post‐operative day 2
  5. Code blue survivor
  6. Skilled Nursing Facility resident with sepsis and or dementia
  7. Active hospice patients
  8. Sepsis patients with 10 or more ICD codes in the problem list

 

Potential palliative care consults for adults at Sacramento pilot site are as follows:

  1. Morbid obesity complicated by organ damage (e.g., congestive heart failure, refractory liver disease, chronic renal disease)
  2. Severe chronic kidney disease and/or congestive heart failure with poor functional status (chair or bed bound)
  3. Patient with pre‐operative arteriovenous fistulas and poor functional status, congestive heart failure, or age>80
  4. End stage liver disease with declining functional status, poor odds of transplant

 

 

The likelihood of meaningful survival after cardiopulmonary arrest is low and even lower the longer the patient has been in the hospital[1, 2]; realization of this[3] played a major role in the development of rapid response teams (RRTs).[4] As noted elsewhere in this journal, the limited success of these teams[5, 6, 7] has inspired efforts to develop systems to identify patients at risk of deterioration much earlier.

Whereas a number of recent reports have described end‐of‐life care issues in the context of RRT operations,[8, 9, 10, 11, 12, 13, 14, 15, 16] descriptions of how one might incorporate respecting patient preferences into development of a response arm, particularly one meant to scale up to a multiple hospital system, are largely absent from the literature. In this article, we describe the implementation process for integrating palliative care and the honoring of patient choices, which we refer to as supportive care, with an automated early warning system (EWS) and an RRT.

The context of this work is a pilot project conducted at 2 community hospitals, the Kaiser Permanente Northern California (KPNC) Sacramento (200 beds) and South San Francisco (100 beds) medical centers. Our focus was to develop an approach that could serve as the basis for future dissemination to the remaining 19 KPNC hospitals, regardless of their size. Our work incorporated the Respecting Choices model,[17] which has been endorsed by KPNC for all its hospitals and clinics. We describe the workflow we developed to embed the supportive care team's (SCT) reactive and proactive components into the EWS response arm. We also provide a granular description of how our approach worked in practice, as evidenced by the combined patient and provider experiences captured in 5 vignettes as well as some preliminary data obtained by chart review

When patients arrive in the hospital, they may or may not have had a discussion about their care escalation and resuscitation preferences. As noted by Escobar and Dellinger[18] elsewhere in this issue of the Journal of Hospital Medicine, patients with documented restricted resuscitation preferences (eg, do not resuscitate [DNR] or partial code) at the time of admission to the hospital account for slightly more than half of the hospital deaths at 30 days after admission. In general, these stated preferences are honored.

Significant proportions of patients are unstable at the time of admission or have a significant underlying chronic illness burden predisposing them to unexpected deterioration. Often these patients lose decision‐making capacity when their condition worsens. We need to ensure we honor their wishes and identify the correct surrogate.

To make sure a patient's wishes are clear, we developed a workflow that included 2 components. One component is meant to ensure that patient preferences are honored following a EWS alert. This allows for contingencies, including the likelihood that a physician will not be available to discuss patient wishes due to clinical demands. Although it may appear that the role of the hospitalist is supplanted, in fact this is not the case. The only person who has authority to change a patient's code status is the hospitalist, and they always talk to the patient or their surrogate. The purpose of the teams described in this report is to provide backup, particularly in those instances where the hospitalist is tied up elsewhere (eg, the emergency department). Our workflows also facilitate the integration of the clinical with the palliative care response. The other component employs the EWS's ancillary elements (provision of a severity of illness score and longitudinal comorbidity score in real time) to screen patients who might need the SCT. This allows us to identify patients who are at high risk for deterioration in whom an alert has not yet been issued due to acute instability or comorbid burden (leading to high probability of unexpected deterioration) or both and who do not have stated goals of care and/or an identified surrogate.

IMPLEMENTATION APPROACH

We developed our workflow using the Institute for Healthcare Improvement's Plan‐Do‐Study‐Act approach.[19, 20] Our first finding was that most alerts did not require a rapid intervention by the SCT. Both sites reserved time in the SCT physicians' schedule and considered changing staffing levels (the smaller site only had funding for physician support 20 hours per week), but neither had to make such changes. One reason for this was that we increased social worker availability, particularly for off hours (to cover the contingency where an alert was issued in the middle of the night while the on‐call hospitalist was handling an admission in the emergency department). The second was that, as is described by Escobar et al.,[21] the EWS provides a risk of deterioration in the next 12 hours (as opposed to a code blue or regular RRT call, which indicate the need for immediate action) and provides an opportunity for spending time with patients without the constraints of an ongoing resuscitation.

We also found that of the patients who triggered an alert, approximately half would have been flagged for a palliative care referral using our own internal screening tool. Furthermore, having longitudinal comorbidity (Comorbidity Point Score, version 2 [COPS2]) and severity of illness (Laboratory‐Based Acute Physiology Score, version 2) scores[22] facilitated the identification of patients who needed review of their preferences with respect to escalation of care. Currently, our primary case‐finding criterion for proactive SCT consultation is a COPS2 >65, which is associated with a 10.8%, 30‐day mortality risk. Overall, the SCT was asked to see about 25% of patients in whom an alert was triggered.

The workflows we developed were employed at the first site to go live (South San Francisco, 7000 annual discharges, Figure 1) and then modified at Sacramento (14,000 annual discharges, Figure 2). Because the hospitals differ in several respects, from size and patient population to staffing, the workflows are slightly different.

Figure 1
Workflow for integrating Respecting Choices model with a real‐time early warning system at Kaiser Permanente South San Francisco. See text for additional details. Abbreviations: EWS, early warning system, EMR, electronic medical record; pt, patient; LCP, life care planning; HBS, hospital based specialist; RN, registered nurse; RRT, rapid response team; SCT, supportive care team; SW, social worker.
Figure 2
Workflow for integrating Respecting Choices model with a real‐time early warning system at Kaiser Permanente Sacramento. See text for additional details. Abbreviations: EWS, early warning system, EMR, electronic medical record; RN, registered nurse; RRT, rapid response team; SCT, supportive care team.

The EWS provides deterioration probabilities every 6 hours, and first responders (RRT nurses) intervene when this probability is 8%. The RRT nurse can activate the clinical response arm, the Respecting Choices pathway, or both. In South San Francisco, which lacked the resources to staff supportive care 24 hours a day/7 days a week, the RRT contacts a medical social worker (MSW) who performs an immediate record review. If this identifies something meriting urgent communication (eg, conflicting or absent information regarding a patient's surrogate), the MSW alerts the hospitalist. The MSW documents findings and ensures that a regular MSW consult occurs the next day. If the MSW feels the patient needs an SCT consult, the MSW alerts the team (this does not preclude a hospitalist or RRT nurse from initiating SCT consultation). At the Sacramento site, where the SCT team is staffed 24 hours a day/7 days a week, it is possible to bypass the MSW step. In addition, each morning the SCT reviews all alerts issued during the previous 24 hours to determine if an SCT consult is needed. In addition, the SCT also proactively reviews the COPS2 scores on all admissions to identify patients who could benefit from an SCT consult. Although surrogate identification and clarifying goals of care are essential, the SCT also helps patients in other ways, as is evident from the following case studies.

The major difference between the palliative care team and the SCT is that the SCT includes the inpatient social worker as part of the team. The SCT has a more focused role (its efforts center on aligning patient goals and priorities with the care that will actually be provided). In contrast, the palliative care team has other functions (eg, pain and symptom management) that are not necessarily associated with life care planning or the alert response.

Considerable overlap exists between patients who trigger an alert and those who would have met screening criteria established prior to EWS deployment. Although this is evolving, we can say that, in general, both sites are moving to an or criterion for involving the SCT (patient meets traditional criteria of the screening tool or triggers alert). Further, as KPNC begins adding more sites to the system, serious consideration is being given to only employing the COPS2 score as the primary screening criterion.

CASE STUDY 1: SURROGATE IDENTIFICATION

Mr. Smith, a 78‐year‐old man with congestive heart failure (CHF), atrial fibrillation, severe chronic obstructive pulmonary disease, and history of stroke, was admitted due to CHF exacerbation. The morning after admission, he experienced uncontrolled tachycardia associated with low oxygen saturation, triggering an alert. The hospitalist stabilized him and documented the treatment plan as follows: If worsening signs (shortness of breath/wheezing) or decreased saturation on current oxygen supplement, check chest film and arterial blood gas chest x‐ray/ arterial blood gas and call MD for possible bilevel positive airway pressure and repeating the echo. Intensive care unit (ICU) transfer as needed. According to his sister, his resuscitation preference was full code.

Given the new protocol instituted since the deployment of the EWS, the MSW reviewed the chart and found that the patient's sister, who lived locally and was the emergency contact, had been incorrectly identified as the surrogate. In a prior hospitalization, Mr. Smith had named his brother as his surrogate, as the patient felt strongly that his sister would not make good decisions for him. The following day, the SCT met with Mr. Smith, who articulated his desire to change his care directive to DNR. He also asked for a full palliative consult when his brother could come in (3 days later). During the consult, his brother learned, for the first time, exactly what heart failure was, and what to anticipate over the next months and years. The 2 brothers completed an advance directive granting Mr. Smith's brother a durable power of attorney including a request for a palliative approach to end‐stage illness. They also completed a physician order for life sustaining treatment, for DNR and limited intervention. Mr. Smith stated, When I go, I'm gone, and recalled that his mother and uncle had protracted illnesses, adding that I don't want to stay alive if I'm disabled like that.

In this example, the SCT was able to identify the correct surrogate and clarify the patient's resuscitation preference. Without SCT, if this patient had deteriorated unexpectedly, the sister would have insisted on treatment that was inconsistent with Mr. Smith's wishes. The interventions as a result of the alert also led the patient and his brother to begin discussing the medical goals of treatment openly and reach understanding about the patient's chronic and progressive conditions.

CASE STUDY 2: TRANSITION TO HOME‐BASED HOSPICE

Mr. North was a 71‐year‐old man admitted for sepsis due to pneumonia. He had a history of temporal arteritis, systemic lupus erythematosus, prostate cancer, squamous cell lung cancer, and chronic leg ulcers. Delirious at the time of admission, he triggered an alert at 6 am, shortly after admission to the ward. He was hypotensive and was transferred to the ICU.

The SCT reviewed the case and judged that he met criteria for consultation. His wife readily agreed to meet to discuss goals and plan of care. She had been taking care of him at home, and was overwhelmed by his physical needs as well as his worsening memory loss and agitation. She had not been able to bring him to the clinic for almost 2 years, and he had refused entry to the home health nurse. During the palliative consult, Mr. North was lucid enough to state his preference for comfort‐focused care, and his desire not to return to the hospital. Mrs. North accepted a plan for home hospice, with increased attendant care at home.

This case illustrates the benefit of the EWS in identifying patients whose chronic condition has progressed, and who would benefit from a palliative consult to clarify goals of care. Practice variation, the complexity of multiple medical problems, and the urgency of the acute presentation may obscure or delay the need for clarifying goals of care. A structured approach provided by the EWS workflow, as it did in this case, helps to ensure that these discussions are occurring with the appropriate patients at the appropriate times.

CASE STUDY 3: RESOLVING MD‐TO‐MD MISCOMMUNICATION

Mr. Joseph was an 89‐year‐old male hospitalized for a hip fracture. He had a history of atrial fibrillation, prostate cancer with bone metastases, radiation‐induced lung fibrosis, stroke, and advanced dementia. His initial admission order was DNR, but this was changed after surgery to full code and remained so. The next few days were relatively uneventful until the alert triggered. By then, the hospitalist attending him had changed 3 times. The social worker reviewed Mr. Joseph's records and determined that a palliative consult had taken place previously at another Kaiser Permanente facility, and that the prior code status was DNR. Although Mr. Joseph's admission care directive was DNR, this was switched to full code for surgery. However, the care directive was not changed back, nor was a discussion held to discuss his preference in case of a complication related to surgery. Meanwhile, he was having increasing respiratory problems due to aspiration and required noninvasive ventilation.

Consequently, the SCT reviewed the alerts from the previous 24 hours and determined that further investigation and discussion were required. When the hospitalist was called, the SCT discovered that the hospitalist had assumed the change to full code had been made by 1 of the previous attending physicians; he also informed the SCT that Mr. Joseph would likely need intubation. The SCT decided to go see the patient and, on approaching the room, saw Mr. Joseph's son waiting outside. The son was asked how things were going, and replied, We all knew that 1 day he would deteriorate, we just want to make sure he is comfortable. Clearly, the full code status did not reflect the Mr. Joseph's wishes, so this was clarified and the hospitalist was called immediately to change the care directive. The SCT met with the man's son and wife, educating them about aspiration and what to expect. They definitely wished a gentle approach for Mr. Joseph, and it was decided to continue current care, without escalation, until the morning. This was to allow the other son to be informed of his father's condition and to see if his status would improve. The next morning the SCT met with the family at the room, and the patient was placed on comfort measures.

This case illustrates 3 points. One, Mr. Joseph's status was changed to full code during surgery without addressing his preferences should he develop a complication during the postoperative period. Two, when the hospitalist saw the full code order in the electronic record, it was assumed someone else had had a discussion with the patient and his family. Lastly, although a social worker performed a chart review, the full picture only emerged after the entire SCT became involved. Therefore, even in the presence of an EWS with associated protocols, important details can be missed, highlighting the need to build redundancy into workflows.

CASE STUDY 4: RELUCTANCE TO INVOLVE PALLIATIVE CARE TEAM

Mrs. Wood, a bed‐bound 63‐year‐old with end‐stage heart failure, was admitted to the hospital with respiratory failure. She had met with a life care planning facilitator as well as a palliative physician previously but refused to discuss end‐of‐life options. She felt she would always do well and her husband felt the same way. During this admission a routine palliative referral was made, but she and her husband refused. The chaplain visited often and then the patient took a turn for the worse, triggering an alert and was transferred to the ICU.

The hospitalist did not feel a SCT consult was indicated based on prior discussions. However, the SCT reviewed the records and felt an intervention was needed. The patient, now obtunded, had worsening renal failure and required continuous pressor infusions. The chaplain spoke with Mr. Wood, who felt a consult was appropriate. Mrs. Wood was no longer able to make decisions, and her husband needed more information about what to expect. At the end of the discussion, he decided on comfort care, and his wife expired peacefully in the hospital.

This case illustrates that, although initially the primary attending may feel a palliative consult is not helpful and possibly detrimental to the patient's care under usual circumstances, decisions may change as the patient's condition changes. The EWS alert helped the SCT recognize the drastic change in the patient's condition and the need to support the patient's family. The family had been resistant, but the SCT was able to help the family transition to a palliative approach with its gentle contact and being clear about its role to provide support regardless of their decision.

CASE STUDY 5: ALERT FACILITATES TRANSITION TO OUTPATIENT PALLIATIVE CARE

Mr. Jones was an 82‐year‐old gentleman who had a recent episode of gastrointestinal bleeding while on vacation. He was transferred by air ambulance to the hospital and developed delirium and agitation. His evaluation revealed that he had polycythemia vera and a recently made diagnosis of mild dementia.

In this case, the SCT reviewed the chart not because of an alert, but because the hospitalist noted that Mr. Jones had a very high severity of illness score on admission. When the SCT arrived at Mr. Jones's room, 3 family members were present. His wife appeared to be very frail and was too emotional to make decisions. The children present at the bedside were new to the problems at hand but wanted to help. The SCT team educated the family about his current disease state, the general disease trajectory, and what to expect. They explored the patient's values and any indicators of what his care preference would be if he could communicate it. The SCT established a life care plan at that visit. Based upon Mr. Jones's own wishes and values, he was made DNR with limited interventions. He survived the hospitalization and was followed by the outpatient palliative care clinic as well as by hematology.

This case illustrates 2 facets: a high severity of illness score led to consultation even without an alert. Following this, the SCT could take on a taskarriving at a life care plan by exploring valuesthat is difficult and time consuming for a busy hospitalist. It also illustrates that patients may elect to obtain other options, in this case, outpatient palliative care.

FUTURE DIRECTIONS

Our team has also started a quantitative evaluation process. The major limitation we face in this effort is that, unlike physiologic or health services measures (eg, tachycardia, hospital length of stay, mortality), the key measures for assessing the quality of palliative and end‐of‐life care need to be extracted by manual chart review. Our approach is based on the palliative and end‐of‐life care measures endorsed by the National Quality Forum,[23] which are described in greater detail in the appendix. As is the case with other outcomes, and as described in the article by Escobar et al.,[21] we will be employing a difference‐in‐differences approach as well as multivariate matching[24, 25, 26] to evaluate effectiveness of the intervention. Because of the high costs of manual chart review, we will be reviewing randomly selected charts of patients who triggered an alert at the 2 pilot sites as well as matched comparison patient charts at the remaining 19 KPNC hospitals. Table 1 provides preliminary data we gathered to pilot the brief chart review instrument that will be used for evaluating changes in supportive care in the regional rollout. Data are from a randomly selected cohort of 150 patients who reached the alert threshold at the 2 pilot sites between November 13, 2013 and June 30, 2014. After removing 3 records with substantial missing data, we were able to find 146 matched patients at the remaining 19 KPNC hospitals during the same time period. Matched patients were selected from those patients who had a virtual alert based on retrospective data. Table 1 shows that, compared to the other KPNC hospitals, the quality of these 6 aspects of supportive care was better at the pilot sites.

Matched Analyses of Six Supportive Care Quality Measures
Hospital*121+2 combinedRemaining 19P (1)P(2)P(1+2)
  • NOTE: *See text for additional details. The patients at the remaining 19 hospitals were identified based on their retrospective (virtual) deterioration probabilities and then matched to the patients at the pilot sites. The matching algorithm specified exact matches for these variables: alert threshold reached or not; sex; Kaiser Permanente membership status; had the patient been in the intensive care unit prior to the first alert; and care directive prior to the alert (full code vs not full code). Once potential matches were found using the above, the algorithm found the closest match for the following variables: deterioration probability, age, comorbidity burden, and admission illness severity. Statistical comparisons are as follows: P(1): P value for comparison of pilot hospital 1 versus remaining 19 Kaiser Permanente Northern California hospitals; P(2), as per P(1), but for pilot hospital 2; P(1+2), both pilot hospitals' data combined. For continuous variables, numbers shown are mean standard deviation. Numbers in bold italics are those that were significantly different. Deterioration risk is generated by the early warning system. It is the probability that a patient will require transfer to the intensive care unit within the next 12 hours. Interventions are initiated when this risk is 8%. LAPS2 = admission Laboratory‐based Acute Physiology Score, version 2; measure of acute instability where the higher the score, the greater the degree of physiologic derangement. Patients with LAPS2 110 are very unstable. See citation 20 for additional details. COPS2 = Comorbidity Point Score, version 2; measure of chronic disease burden over preceding 12 months that is assigned to all Kaiser Permanente Northern California members on a monthly basis. The higher the score, the greater the chronic illness burden. Patients with COPS2 65 have a significant comorbid illness burden. See citation 20 for additional details. ‖Refers to 30 day mortality. Indicates whether documentation preceding an alert clearly specified who the patient's agent (decision‐maker or surrogate) was. #Indicates whether documentation immediately following an alert clearly specified who the patient's agent (decision‐maker or surrogate) was. **Refers to whether chart documentation indicated that the patient's family or agent were updated about the patient's condition within 24 hours after an alert. Refers to whether chart documentation indicated that a discussion occurred regarding the patient's goals of care occurred within 24 hours after an alert. Indicates whether a palliative care consultation occurred within 24 hours after an alert.

N7374147146   
Age (y)69.3 14.466.4 15.367.8 14.867.4 14.70.370.620.82
Male (%)39 (53.4%)43 (58.1%)82 (55.8%)82 (56.2%)0.700.780.95
Deterioration risk (%)20.0 14.317.4 11.618.7 13.018.8 13.60.540.440.94
LAPS2113 38102 39107 39107 380.280.380.9
COPS269 5266 5267 5266 510.751.000.85
Died (%)‖17 (23.3%)15 (20.3%)32 (21.8%)24 (16.4%)0.220.480.25
Agent identified prior28 (38.4%)18 (24.3%)46 (31.3%)21 (14.4%)<0.0010.070.001
Agent identified after#46 (63.0%)39 (52.7%)85 (57.8%)28 (19.4%)<0.001<0.001<0.001
Updating within 24 hours**32 (43.8%)45 (60.8%)77 (52.4%)59 (40.4%)0.630.000.04
Goals of care discussion20 (27.4%)37 (50.0%)57 (38.8%)32 (21.9%)0.370.0010.002
Palliative care consult19 (26.0%)49 (66.2%)68 (46.3%)35 (24.0%)0.74<0.001<0.001
Spiritual support offered27 (37.0%)30 (40.5%)57 (38.8%)43 (29.4%)0.260.100.09

CONCLUSION

Although we continue to review our care processes, we feel that our overall effort has been successful. Nonetheless, it is important to consider a number of limitations to the generalizability of our approach. First, our work has taken place in the context of a highly integrated care delivery system where both information transfer as well as referral from the inpatient to the outpatient setting can occur easily. Second, because the pilot sites were among the first KPNC hospitals to begin implementing the Respecting Choices model, they undoubtedly had less ground to cover than hospitals beginning with less infrastructure. Third, because of resource limitations, our ability to capture process data is limited. Lastly, both sites were able to obtain resources to expand necessary coverage, which might not be possible in many settings.

In conclusion, we made a conscious decision to incorporate palliative care into the planning for the deployment of the alert system. Further, we made this decision explicit, informing all caregivers that providing palliative care that adheres to the Respecting Choices model would be essential. We have found that integration of the SCT, the EWS, and routine hospital operations can be achieved. Clinician and patient acceptance of the Respecting Choices component has been excellent. We consider 3 elements to be critical for this process, and these elements form an integral component of the expansion of the early warning system to the remaining 19 KPNC hospitals. The first is careful planning, which includes instructing RRT first responders on their role in the process of ensuring the respect of patient preferences. Second, having social workers available 24 hours a day/7 days a week as backup for busy hospitalists, is essential. Finally, as is described by Dummett et al.,[27] including reminders regarding patient preferences in the documentation process (by embedding it in an automated note template) is also very important.

Acknowledgements

The authors thank Dr. Michelle Caughey, Dr. Philip Madvig, Dr. Patricia Conolly, Ms. Barbara Crawford, and Ms. Melissa Stern for their administrative support, Dr. Tracy Lieu for reviewing the manuscript, and Ms. Rachel Lesser for formatting the manuscript.

Disclosures: This work was supported by a grant from the Gordon and Betty Moore Foundation (Early Detection, Prevention, and Mitigation of Impending Physiologic Deterioration in Hospitalized Patients Outside Intensive Care: Phase 3, pilot), The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. As part of our agreement with the Gordon and Betty Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Foundation played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component. None of the other sponsors had any involvement in our decision to submit this manuscript or in the determination of its contents. None of the authors have any conflicts of interest to declare of relevance to this work.

APPENDIX 1

Key measures to assess the quality of supportive care extracted by manual chart review

Chart review questionOutcome desiredOutcome measuredRationale for selecting this outcome

Was the patient's decision‐maker documented following the alert? If yes: Time/date of documentation.

Timely identification and documentation of the patient's decision‐maker immediately following the alert

Whether the patient's decision‐maker was clearly identified and documented by a member of the treatment team (nurse, physician, and/or rapid response team) following the alert.

This outcome is measured independently of whether the patient's decision‐maker was already documented prior to the alert.

Clear documentation facilitates the notification of a patient's family/decision‐maker in a timely manner to enhance communication and clinical decision‐making to make sure that the patient's wishes and preferences are honored.

Was the patient's decision‐maker/family notified or was there an attempt to notify the patient's decision‐maker regarding the changes in the patient's condition following the alert? If yes: Time/date of notification/attempted contact.

Providing patient's family members/decision‐maker with an update in the patient's clinical condition following the alertWhether the medical team notified or attempted to contact the patient's family/decision‐maker to provide an update in the patient's clinical condition following the alert.Providing timely updates when a patient's clinical status changes enhances communication and helps to proactively involve patients and families in the decision‐making process.

Was there a goals of care discussion following the alert? If yes: Time/date of discussion

To clarify and to honor individual patient's goals of careWhether a goals of care discussion was initiated after the alert was issued. Criteria for Goals of Care discussion included any/all of the following:
  • Specific language in the documentation that stated verbatim Goals of Care Discussion
  • Providing prognosis and treatment options; eliciting preferences; AND documenting decisions made and preferences as a result of the discussion.
Goals of care discussions actively involve patients and families in the decision‐making process to ensure that their wishes and preferences are clearly documented and followed.
Was there a palliative care consultation during the patient's hospitalization?To provide comprehensive supportive care to patients and their families/loved ones.Whether palliative care was consulted during the patient's hospitalizationThe palliative care team plays an important role in helping patients/families make decisions, providing support, and ensuring that patients symptoms are addressed and properly managed
Was spiritual support offered to the patient and/or their family/loved during the patient's hospitalization?To offer and to provide spiritual support to patients and their families/loved onesWhether the patient/family was offered spiritual support during the patient's hospitalizationSpiritual support has been recognized as an important aspect of quality EOL care

 

APPENDIX 2

Respecting Choices, A Staged Approach to Advance Care Planning

Respecting Choices is a staged approach to advance care planning, where conversations begin when people are healthy and continue to occur throughout life.

Our Life Care Planning service consists ofthree distinct steps.

  1. My Values: First Steps is appropriate for all adults, but should definitely be initiated as a component of routine healthcare for those over the age of 55. The goals of First Steps are to motivate individuals to learn more about the importance of Life Care Planning, select a healthcare decision maker, and complete a basic written advance directive.
  2. My Choices: Next Steps is for patients with chronic, progressive illness who have begun to experience a decline in functional status or frequent hospitalizations. The goals of this stage of planning are to assist patients in understanding a) the progression of their illness, b) potential complications, and c) specific life‐sustaining treatments that may be required if their illness progresses. Understanding life‐sustaining treatments includes each treatment's benefits, burdens, and alternatives. With this understanding members will be better able to express what situations (e.g. complications or bad outcomes) would cause them to want to change their plan of care.Additionally, the individual's healthcare agent(s) and other loved ones are involved in the planning process so that they can be prepared to make decisions, if necessary, and to support the plan of care developed.
  3. My Care: Advanced Steps is intended for frail elders or others whose death in the next 12 months would not be surprising. It helps patients and their agent make specific and timely life‐sustaining treatment decisions that can be converted to medical orders to guide the actions of healthcare providers and be consistent with the goals of the individual.

 

(Reference: http://www.gundersenhealth.org/respecting-choices).

APPENDIX 3

Pilot site Palliative Care Referral Criteria

Automatic palliative care consults for adults at Sacramento site are as follows:

  1. 30 day readmits or >3 ED or acute readmissions in past year for CHF or COPD that have no Advance Directive and are not followed by Chronic Care Management
  2. Aspiration
  3. CVA with poor prognosis for regaining independence
  4. Hip fracture patients not weight bearing on post‐operative day 2
  5. Code blue survivor
  6. Skilled Nursing Facility resident with sepsis and or dementia
  7. Active hospice patients
  8. Sepsis patients with 10 or more ICD codes in the problem list

 

Potential palliative care consults for adults at Sacramento pilot site are as follows:

  1. Morbid obesity complicated by organ damage (e.g., congestive heart failure, refractory liver disease, chronic renal disease)
  2. Severe chronic kidney disease and/or congestive heart failure with poor functional status (chair or bed bound)
  3. Patient with pre‐operative arteriovenous fistulas and poor functional status, congestive heart failure, or age>80
  4. End stage liver disease with declining functional status, poor odds of transplant

 

 

References
  1. Institute of Medicine of the National Academies. Dying in America: Improving Quality and Honoring Individual Preferences Near the End of Life. Washington, DC: Institute of Medicine of the National Academies; 2014.
  2. Partners LR. Final chapter: Californians' attitudes and experiences with death and dying. California HealthCare Foundation website. Available at: http://www.chcf.org/publications/2012/02/final‐chapter‐death‐dying. Published February 2012. Accessed July 14, 2015.
  3. Rozenbaum EA, Shenkman L. Predicting outcome of inhospital cardiopulmonary resuscitation. Crit Care Med. 1988;16(6):583586.
  4. Hournihan F, Bishop G., Hillman KM, Dauffurn K, Lee A. The medical emergency team: a new strategy to identify and intervene in high‐risk surgical patients. Clin Intensive Care. 1995;6:269272.
  5. Winters BD, Pham J, Pronovost PJ. Rapid response teams—walk, don't run. JAMA. 2006;296(13):16451647.
  6. Winters BD, Pham JC, Hunt EA, Guallar E, Berenholtz S, Pronovost PJ. Rapid response systems: a systematic review. Crit Care Med. 2007;35(5):12381243.
  7. Litvak E, Pronovost PJ. Rethinking rapid response teams. JAMA. 2010;304(12):13751376.
  8. Jones DA, McIntyre T, Baldwin I, Mercer I, Kattula A, Bellomo R. The medical emergency team and end‐of‐life care: a pilot study. Crit Care Resusc. 2007;9(2):151156.
  9. Chen J, Flabouris A, Bellomo R, Hillman K, Finfer S. The Medical Emergency Team System and not‐for‐resuscitation orders: results from the MERIT study. Resuscitation. 2008;79(3):391397.
  10. Vazquez R, Gheorghe C, Grigoriyan A, Palvinskaya T, Amoateng‐Adjepong Y, Manthous CA. Enhanced end‐of‐life care associated with deploying a rapid response team: a pilot study. J Hosp Med. 2009;4(7):449452.
  11. Knott CI, Psirides AJ, Young PJ, Sim D. A retrospective cohort study of the effect of medical emergency teams on documentation of advance care directives. Crit Care Resusc. 2011;13(3):167174.
  12. Coventry C, Flabouris A, Sundararajan K, Cramey T. Rapid response team calls to patients with a pre‐existing not for resuscitation order. Resuscitation. 2013;84(8):10351039.
  13. Downar J, Barua R, Rodin D, et al. Changes in end of life care 5 years after the introduction of a rapid response team: a multicentre retrospective study. Resuscitation. 2013;84(10):13391344.
  14. Smith RL, Hayashi VN, Lee YI, Navarro‐Mariazeta L, Felner K. The medical emergency team call: a sentinel event that triggers goals of care discussion. Crit Care Med. 2014;42(2):322327.
  15. Sundararajan K, Flabouris A, Keeshan A, Cramey T. Documentation of limitation of medical therapy at the time of a rapid response team call. Aust Health Rev. 2014;38(2):218222.
  16. Visser P, Dwyer A, Moran J, et al. Medical emergency response in a sub‐acute hospital: improving the model of care for deteriorating patients. Aust Health Rev. 2014;38(2):169176.
  17. Respecting Choices advance care planning. Available at: http://www.gundersenhealth.org/respecting‐choices. Gundersen Health System website. Accessed March 28, 2015.
  18. Escobar G, Dellinger RP. Early detection, prevention, and mitigation of critical illness outside intensive care settings. J Hosp Med. 2016;11:000000.
  19. Langley GL, Moen R, Nolan KM, Nolan TW, Norman CL, Provost LP. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. 2nd ed. San Francisco, CA: Jossey‐Bass; 2009.
  20. Nadeem E, Olin SS, Hill LC, Hoagwood KE, Horwitz SM. Understanding the components of quality improvement collaboratives: a systematic literature review. Milbank Q. 2013;91(2):354394.
  21. Escobar G, Turk B, Ragins A, et al. Piloting electronic medical record-based early detection of inpatient deterioration in community hospitals. J Hosp Med. 2016;11:000000.
  22. Escobar GJ, Gardner M, Greene JG, Draper D, Kipnis P. Risk‐adjusting hospital mortality using a comprehensive electronic record in an integrated healthcare delivery system. Med Care. 2013;51(5):446453.
  23. Department of Health and Human Services. Palliative care and end‐of‐life care—a consensus report. National Quality Forum website. Available at: http://www.qualityforum.org/projects/palliative_care_and_end‐of‐life_care.aspx. Accessed April 1, 2015.
  24. Gu XS, Rosenbaum PR. Comparison of multivariate matching methods: structures, distances, and algorithms. J Comput Graph Stat. 1993;2(4):405420.
  25. Feng WW, Jun Y, Xu R. A method/macro based on propensity score and Mahalanobis distance to reduce bias in treatment comparison in observational study: Eli Lilly working paper. Available at: http://www.lexjansen.com/pharmasug/2006/publichealthresearch/pr05.pdf. Accessed January 24, 2013.
  26. Stuart EA. Matching methods for causal inference: a review and a look forward. Stat Sci. 2010;25(1):121.
  27. Dummett BA, Adams C, Scruth E, Liu V, Guo M, Escobar G. Incorporating an early detection system into routine clinical practice in two community hospitals. J Hosp Med. 2016;11:000000.
References
  1. Institute of Medicine of the National Academies. Dying in America: Improving Quality and Honoring Individual Preferences Near the End of Life. Washington, DC: Institute of Medicine of the National Academies; 2014.
  2. Partners LR. Final chapter: Californians' attitudes and experiences with death and dying. California HealthCare Foundation website. Available at: http://www.chcf.org/publications/2012/02/final‐chapter‐death‐dying. Published February 2012. Accessed July 14, 2015.
  3. Rozenbaum EA, Shenkman L. Predicting outcome of inhospital cardiopulmonary resuscitation. Crit Care Med. 1988;16(6):583586.
  4. Hournihan F, Bishop G., Hillman KM, Dauffurn K, Lee A. The medical emergency team: a new strategy to identify and intervene in high‐risk surgical patients. Clin Intensive Care. 1995;6:269272.
  5. Winters BD, Pham J, Pronovost PJ. Rapid response teams—walk, don't run. JAMA. 2006;296(13):16451647.
  6. Winters BD, Pham JC, Hunt EA, Guallar E, Berenholtz S, Pronovost PJ. Rapid response systems: a systematic review. Crit Care Med. 2007;35(5):12381243.
  7. Litvak E, Pronovost PJ. Rethinking rapid response teams. JAMA. 2010;304(12):13751376.
  8. Jones DA, McIntyre T, Baldwin I, Mercer I, Kattula A, Bellomo R. The medical emergency team and end‐of‐life care: a pilot study. Crit Care Resusc. 2007;9(2):151156.
  9. Chen J, Flabouris A, Bellomo R, Hillman K, Finfer S. The Medical Emergency Team System and not‐for‐resuscitation orders: results from the MERIT study. Resuscitation. 2008;79(3):391397.
  10. Vazquez R, Gheorghe C, Grigoriyan A, Palvinskaya T, Amoateng‐Adjepong Y, Manthous CA. Enhanced end‐of‐life care associated with deploying a rapid response team: a pilot study. J Hosp Med. 2009;4(7):449452.
  11. Knott CI, Psirides AJ, Young PJ, Sim D. A retrospective cohort study of the effect of medical emergency teams on documentation of advance care directives. Crit Care Resusc. 2011;13(3):167174.
  12. Coventry C, Flabouris A, Sundararajan K, Cramey T. Rapid response team calls to patients with a pre‐existing not for resuscitation order. Resuscitation. 2013;84(8):10351039.
  13. Downar J, Barua R, Rodin D, et al. Changes in end of life care 5 years after the introduction of a rapid response team: a multicentre retrospective study. Resuscitation. 2013;84(10):13391344.
  14. Smith RL, Hayashi VN, Lee YI, Navarro‐Mariazeta L, Felner K. The medical emergency team call: a sentinel event that triggers goals of care discussion. Crit Care Med. 2014;42(2):322327.
  15. Sundararajan K, Flabouris A, Keeshan A, Cramey T. Documentation of limitation of medical therapy at the time of a rapid response team call. Aust Health Rev. 2014;38(2):218222.
  16. Visser P, Dwyer A, Moran J, et al. Medical emergency response in a sub‐acute hospital: improving the model of care for deteriorating patients. Aust Health Rev. 2014;38(2):169176.
  17. Respecting Choices advance care planning. Available at: http://www.gundersenhealth.org/respecting‐choices. Gundersen Health System website. Accessed March 28, 2015.
  18. Escobar G, Dellinger RP. Early detection, prevention, and mitigation of critical illness outside intensive care settings. J Hosp Med. 2016;11:000000.
  19. Langley GL, Moen R, Nolan KM, Nolan TW, Norman CL, Provost LP. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. 2nd ed. San Francisco, CA: Jossey‐Bass; 2009.
  20. Nadeem E, Olin SS, Hill LC, Hoagwood KE, Horwitz SM. Understanding the components of quality improvement collaboratives: a systematic literature review. Milbank Q. 2013;91(2):354394.
  21. Escobar G, Turk B, Ragins A, et al. Piloting electronic medical record-based early detection of inpatient deterioration in community hospitals. J Hosp Med. 2016;11:000000.
  22. Escobar GJ, Gardner M, Greene JG, Draper D, Kipnis P. Risk‐adjusting hospital mortality using a comprehensive electronic record in an integrated healthcare delivery system. Med Care. 2013;51(5):446453.
  23. Department of Health and Human Services. Palliative care and end‐of‐life care—a consensus report. National Quality Forum website. Available at: http://www.qualityforum.org/projects/palliative_care_and_end‐of‐life_care.aspx. Accessed April 1, 2015.
  24. Gu XS, Rosenbaum PR. Comparison of multivariate matching methods: structures, distances, and algorithms. J Comput Graph Stat. 1993;2(4):405420.
  25. Feng WW, Jun Y, Xu R. A method/macro based on propensity score and Mahalanobis distance to reduce bias in treatment comparison in observational study: Eli Lilly working paper. Available at: http://www.lexjansen.com/pharmasug/2006/publichealthresearch/pr05.pdf. Accessed January 24, 2013.
  26. Stuart EA. Matching methods for causal inference: a review and a look forward. Stat Sci. 2010;25(1):121.
  27. Dummett BA, Adams C, Scruth E, Liu V, Guo M, Escobar G. Incorporating an early detection system into routine clinical practice in two community hospitals. J Hosp Med. 2016;11:000000.
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Program for Early Detection of Sepsis

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Implementation of a multicenter performance improvement program for early detection and treatment of severe sepsis in general medical–surgical wards

Sepsis, the body's systemic response to infection leading to organ failure, can occur in patients throughout the hospital. However, patients initially diagnosed with sepsis on the wards experience the highest mortality for several reasons, including delayed recognition and treatment, particularly when localized infections progress to shock and organ failure. Consequently, hospitals have responded by having nurses screen patients for signs and symptoms of sepsis to identify cases earlier and improve outcomes. The intent of this article, which is based on our experience with a multihospital implementation effort, was to describe potential reasons for ward patients' poor prognosis. We provide a toolkit for how hospitals can implement a severe sepsis quality improvement (QI) program in general medicalsurgical wards.

In a previous study, we reported on our international effort, the Surviving Sepsis Campaign's (SSC) Phase III performance improvement (PI) program, targeting selected guideline recommendations (6‐ and 24‐hour bundles) in the emergency department (ED), the Intensive Care Unit (ICU), and wards in 165 volunteer hospitals in the United States, Europe, and South America.[1] The program was associated with increased bundle compliance and decreased mortality over time.[1, 2] The SSC's Phase III program, which focused on improvement efforts primarily in the ED and ICU, also exposed a need to address the high mortality in ward patients.[3] Patients admitted to the ICU directly from the ED with severe sepsis had a mortality rate of 26%, whereas those transferred to the ICU from the ward had significantly higher mortality (40.3%).[3]

Although the reasons for the higher mortality rate among ward patients have not been studied, several factors may play a role. First, the diagnosis of severe sepsis may be delayed in ward patients because physicians and nurses may not recognize the progression to sepsis and/or because hospitalized patients may not present with obvious systemic manifestations of sepsis as they do in the ED (Table 1).[4] Second, ward patients may have differences in the timing of their presentation and concurrent conditions confounding the diagnosis.[5] Third, treatment may be delayed once the diagnosis is made on the ward. The ICU and ED are designed to provide rapid high‐acuity care, whereas the wards have fewer systems and resources for rapid delivery of care needed for severe sepsis. Finally, some patients on the ward may develop sepsis from nosocomial infection, which can portend a worse prognosis.[6]

Presentation of Severe Sepsis in the Emergency Department and the Ward
 Emergency Department PresentationWard Presentation
Patient‐familyreported symptomsI just feel sick, family reports disorientation, not eatingCurrently hospitalized, family often not present, diagnosis may not be clear, baseline mental status unknown, lack of appetite may be linked to dislike of hospital food.
Systemic manifestationsTriage observed 2 or more signs of infection or patient reports temperature while at home plus additional finding on assessment.Signs of infection may appear 1 at a time, hours apart, and may appear to be mild changes to staff or missed entirely due to staff discontinuity.
Organ dysfunctionPresent on admission; triage nurse assesses for organ dysfunction.Develops over hours or days; may be subtle or acute.
Laboratory study processOrdered and evaluated within 1 hour.Not routinely completed daily, may be ordered after physician evaluation or during rounds. Results within 34 hours.

The SSC Phase III results led to the launch of a QI program, known as the SSC Phase IV Sepsis on the Wards Collaborative, funded by the Gordon and Betty Moore Foundation. This program, a partnership between the Society of Critical Care Medicine and the Society of Hospital Medicine (SHM), targeted ward patients and focused on early recognition through protocol‐driven regular nurse screening. The program applied the SSC 2012 guidelines with a primary focus on the 3‐hour bundle (Table 2).[7] The framework used for this program was the Institute for Healthcare Improvement's Plan‐Do‐Study‐Act (PDSA) model of improvement.[8, 9] The collaborative design included learning sessions designed to motivate and support improvement.[10] The program began with 60 academic and community hospitals in 4 US regions. Participating sites were required to have prior hospital experience in sepsis performance improvement as well as a formal commitment of support from their EDs and ICUs.

Surviving Sepsis Campaign 3‐Hour Severe Sepsis Bundle
To be completed within 3 hours of time of presentation
1. Measure lactate level
2. Obtain blood cultures prior to administration of antibiotics
3. Administer broad‐spectrum antibiotics
4. Administer 30 mL/kg crystalloid for hypotension or lactate 4 mmol/L (36 mg/dL)

We provided sites with a basic screening tool and guidance for routine severe sepsis screening, monitoring, and feedback (Figure 1). Because of the anticipated challenges of implementing routine nurse screening on every shift in all inpatient wards, participants identified 1 ward to pilot the every‐shift screening program. Each pilot ward refined the nurse screening process and developed site‐specific tools based on electronic health record (EHR) capability, informatics support, and available resources. After this initial phase, the program could be implemented in a hospital's remaining wards. The slogan adopted for the program was Screen every patient, every shift, every day.

Figure 1
Evaluation for severe sepsis screening tool. This checklist is designed to prompt the nurse to screen every patient during every shift for new signs of sepsis and organ dysfunction (Checklist is available at: http://www.survivingsepsis.org/SiteCollectionDocuments/ScreeningTool.pdf).

Although knowledge gained from the SSC Phase III program led to improvements in treating severe sepsis, ward patients continued to have poor outcomes. To address the potential contributions of delayed case identification, we developed an early recognition and treatment program. We outline the steps we took to develop this multisite PI program.

PREPARATORY WORK

During the planning phase, several procedural steps were taken before initiating the ward sepsis program (Table 3). These required 3 levels of involvement: senior administration, midlevel management, and patient‐level support.

Critical Steps Prior to Initiating a Ward Sepsis‐Detection Program
  • NOTE: Abbreviations: ED, emergency department; ICU, intensive care unit.

1.Obtain administrative support (ie, funding for data collection, project lead, informatics)
2.Align with ED and ICU
3.Identify 1 ward to pilot the program
4.Establish unit‐based champions on each shift (nurse, physician)
5.Review ward workflow
6.Develop nurse screening tool
7.Provide education

Administrative Support

In the course of our implementation effort, we found that sites that had high‐level administrative support were more likely to implement and sustain the intervention. For this reason, we consider such support to be critical. Examples of such support include chief medical officers, chief nursing officers, and chief quality officers. As an example, securing commitment from hospital leadership may be necessary to improve/change the EHR and provide funding for project management to achieve sustainable improvement in outcomes. Aligning leadership with frontline physicians, nurses, and support staff toward a common goal provides the platform for a successful program.[11]

ED and ICU Leadership Support

Maintaining lines of communication among the ED, ICU, and ward staff is critical to improving outcomes. Establishing a cohesive system (ED, ICU, and wards) aimed at early recognition and treatment of sepsis throughout the hospital stay can lead to improvement in continuity of care and outcomes. For example, when an ED severe sepsis patient is transferred to the ward and subsequently requires admission to the ICU due to declining clinical status, providing timely feedback to the ED can help improve care for subsequent patients. Collaboration between the ED and the ward can also contribute to improved transitions of care for patients with severe sepsis.

Hospitalist/Internal Medicine Leadership

Our experience with implementing sepsis bundles in the ED and ICU highlights the need for effective interdisciplinary collaboration with designated physician and nurse leaders/champions. We found that engaging local clinical leaders in the early recognition and management of a severe sepsis QI program is imperative for the program's success. Hospitalists are often the physician leaders for the inpatient wards, so it is essential to secure their early engagement, support, and leadership. Moreover, though collaboration with ED and ICU physicians may be useful, as described above, a hospitalist champion is likely to be more effective at educating other hospitalists about the program, overcoming physician resistance, and facilitating change.

Depending on a hospital's size and workflows, designated ward‐ or shift‐based hospitalists and nurses as champions can serve as key resources to support implementation. These individuals help establish mutual respect and a common mental model of how sepsis can evolve in ward patients. Even more important, by providing assistance with both the screening tool as well as with recognition itself, these individuals not only speed implementation, but also protect against rough patches (ie, those instances where workflow changes run into resistance).

EDUCATION

Diagnosing sepsis is not always easy, making education on sepsis recognition, evaluation, and treatment necessary prior to implementation. Retention of knowledge over time through review and refresher courses are methods we used in the program. Providing background material explaining why education is necessary and providing physicians and nurses with materials to help them recall the information over time were developed at several sites. Resources included sepsis posters, identification‐size badge cards with the sepsis bundle elements, and bulletin boards on the wards with information to reinforce sepsis recognition, evaluation, and treatment. Education for the ward‐centric program included an overview of the SSC guidelines, supportive literature, sepsis definitions, description of the infection's systemic manifestations, criteria for identification of new‐ onset organ dysfunction, and the details on current severe sepsis 3‐ and 6‐hour bundle requirements. We made clinicians aware of resources available on the SSC website.[12] Data emphasizing the incidence of sepsis, as well as outcomes and motives for the QI wards program, were incorporated during the collaborative meetings. Data can serve as strong motivators for action (eg, highlighting current incidence rates). Many hospitals combined presentation of these aggregate data with local review of selected cases of severe sepsis that occurred in their own wards.

Understanding that the training for and experiences of ED, ICU, and ward nurses varies, nurse education contained critical assessment skills in determining when to suspect a new or worsening infection. Training nurses to complete a comprehensive daily infection assessment may help them overcome uncertainty in judgement. Assessment skills include examination of invasive lines, surgical sites, wounds, and presence of a productive cough. Equally important, patients being treated for an infection would benefit from a daily assessment for improvement or worsening of the infection. Information uncovered may identify early signs of organ failure in addition to infections that may need further evaluation and treatment. Education provides knowledge, but achieving program success relies heavily on staff accepting that they can make a difference in sepsis patient identification, management, and outcomes.

SCREENING METHODS, COMMUNICATION, AND PROTOCOLS

The SSC tool for severe sepsis facilitates screening for (1) confirmed or suspected infection, (2) presence of 2 or more systemic manifestations of infection, and (3) acute organ dysfunction. This tool was the basis for the do (screening) portion of the PDSA model.

Continuous Screening

Technology can facilitate early recognition of severe sepsis with EHR‐based surveillance screening tools. Surveillance may include continuous review of vital signs and laboratory values with an automated alerting system. A valuable feature of the screening tool alert is the incorporation of the nurse's assessment. Decision support can improve the process by providing advice with systems requiring a reason to over‐ride the advice.[13] For example, an alert may include input from the nurse to determine if the abnormal data are thought to be related to an infectious process or due to another cause. If a suspected or confirmed infection is identified, further surveillance screening can include review of blood pressure readings and laboratory data to determine if organ dysfunction is present. If organ dysfunction criteria are identified, the alert can prompt the nurse to notify the physician to discuss whether the organ dysfunction is new and related to the infection and if implementation of the severe sepsis bundles is indicated (Figure 2). Additional continuous screening models may include variations of the example provided to include alerts to other clinicians or a response team.

Figure 2
Severe sepsis alert with situation, background, assessment, recommendation (SBAR) embedded. Abbreviations: BMP, basic metabolic panel; BP, blood pressure; CBC, complete blood count; INR, International Normalized Ratio; IV, intravenous; PTT, partial thromboplastin time; SIRS, systemic inflammatory response syndrome; SpO2, saturation of peripheral oxygen; WBC, white blood cells.

An automated screening tool within the EHR can be useful because the system continuously scans to identify signs and symptoms of sepsis, thus providing screening consistency, and offers data on the back end to be used as a mechanism for feedback to monitor effectiveness. Challenges with EHR severe sepsis alert development are resource allocation, testing, education, and ongoing evaluation and feedback. Other challenges include the potential for alert fatigue (false positive) and inappropriate response (false negative) to the infection prompt, thereby halting the next step in automated screening for organ dysfunction. Time to complete an automated screening tool varies based on strategic design and user understanding.

Screening Checklist

Whereas EHR tools may be effective in early recognition of sepsis, not all sites will have the capability to use these tools because of lack of informatics support, cost of development, and absence of an EHR in some hospitals.[14] An alternative to continuous screening is a sepsis checklist such as the severe sepsis screening tool (Figure 1). The checklist is designed to prompt nurses to screen every patient during every shift for new signs of sepsis and organ dysfunction.

The checklist ensures that 3 key issues are considered: presence of a suspected or confirmed infection, systemic manifestations of inflammation, and physiological manifestations of organ dysfunction. The paper tool is simple to use and can be completed in 10 to 20 minutes. It requires the nurse to review the progress notes, vital signs, and laboratory test results. Although the time investment seems onerous, the gain in consistency of screening and treatment compensates for the extra effort. Review of the checklist also provides a locus for feedback and new improvement cycles.

Scripted Communication

Once a patient with severe sepsis is identified, communicating this finding to the rest of the clinical team is essential. Because communication skills are not always emphasized in QI projects, we decided to emphasize a structured approach. We provided clinicians with scripts based on the SBAR (situation, background, assessment, and recommendation) technique aimed to improve communication (Figure 3).[15, 16] Using the SBAR technique also supports our efforts to build nurses' confidence and willingness to employ protocols that give them greater autonomy.

Figure 3
Script for communicating severe sepsis. Abbreviations: CBC = complete blood count; WBC, white blood cells.

Nurse‐Directed Protocols

Skillful identification and management of severe sepsis patients constitute the foundation for implementation of nurse‐directed protocols in this patient population. Such protocols promote autonomy and staff ownership. Severe sepsis protocols may include increasing the frequency of vital signs, placement of laboratory orders and, in sites with an established culture of increased nurse autonomy, initiation of intravenous access and a fluid bolus when specific criteria are met. Because nursing scope of practice varies from state to state and among hospitals, nurse‐directed severe sepsis protocols generally require review of current site practice guidelines, physician agreement, and approval by the medical executive committee prior to implementation. Despite these differences, maximizing nurse leadership involvement and nurse autonomy can help propel the program forward. Protocols may be implemented based on knowledge level and resources on a particular ward. A workflow evaluation may be included in this process to define staff performing each step, what is being reported, and where and when data are recorded.

DATA COLLECTION AND FEEDBACK

Nurse screening drives the ward program and ensuring its consistency is the key to early patient identification. We made ongoing repeated evaluation of the appropriate use of the screening tool, time to physician notification, and time to follow‐up intervention, a critical part of the study phase of the PDSA cycle. Once the nursing staff is consistently accurate and compliant (>90%) with screening, random (eg, once per week) screening tool review may be more suitable, thus requiring fewer resources (see Supporting Information, Appendix 1, in the online version of this article).

Data Collection

A key to improvement is to study the process, which requires data collection to assess compliance. In our experience, timely clinician feedback, along with data, led to effective process change. Real‐time data collection and discussion with the clinical team may lead to early recognition or intervention.

In our collaborative experience, we observed varied resources and timing for data collection across hospitals. For example, several participating sites had sepsis coordinators to collect data, whereas others relied on the quality department or nursing staff to collect data. Data may be collected concurrently (within 24 hours of severe sepsis presentation) or retrospectively. Retrospective data collection may allow for staff flexibility in data collection, but limits feedback to the clinicians. For example, with retrospective review, early recognition and treatment failure may go unrecognized until the data are analyzed and reported, which can be months after the patient has been discharged or expired.

Feedback to Caregivers

A consistent feedback process, which can occur at the individual or group level, may lead to prompt improvement in severe sepsis management. An example of individual feedback would be providing the nurse with the elapsed time from antibiotic order to time of administration. Early in the implementation phase, frequent (daily or weekly) feedback is helpful to build team cohesiveness. An example of feedback to build the team may include a unit‐based report on the last 5 severe sepsis patients managed by the group. Providing overall bundle compliance and outcome reports on a weekly and monthly basis will allow the clinical team to track progress. Examples of report cards and a dashboard are provided in the supplemental material, which highlight compliance with the bundle elements as well as time to achieve the bundle elements. (see Supporting Information, Appendix 2 and Appendix 3, in the online version of this article). Resources to evaluate and provide consistent data may require up to 10 to 15 hours per week for 1 unit. Automated reports may decrease the resources needed in collating and reporting data.

OUTCOME MEASURES

Although certainly important, mortality is not the only outcome measure worthy of measurement. Other relevant outcomes include transfers to a higher level of care and need for major supportive therapies (eg, dialysis, mechanical ventilation, vasopressor infusion). Whereas it is valuable to review transfers to a higher level of care, we emphasized that these are not necessarily adverse outcomes; in fact, in many cases such transfers are highly desirable. It is also important to track the overall impact of sepsis on hospital length of stay.

SUMMARY/CONCLUSIONS

Grounded in the Institute for Healthcare Improvement's PDSA QI model, we developed a program aimed at improving outcomes for severe sepsis ward patients. Our program's cornerstone is nurse‐led checklist‐based screening. Our faculty led learning sessions that concentrated on using a collaborative approach whose key components were education in early sepsis identification, use of a sepsis screening tool, and the SBAR method for effective communication. Pitfalls identified during the program included lack of knowledge for both nurses and physicians in early severe sepsis identification, resistance to routine screening, and lack of data collection and leadership support. The most successful participating sites were those with senior leadership backing, staff engagement, informatics support, and data collection resources. Ultimately, replicating a program such as ours will depend on team cohesiveness, and nurse empowerment through the use of nurse‐driven protocols. Programs like this may lead to progression toward standardizing practice (eg, antibiotic administration, fluid resuscitation), matching patient needs to resources, and building stronger partnerships between hospitalists and nurses.

Disclosures

This work was supported by a grant provided to the Society of Critical Care Medicine by the Gordon and Betty Moore Foundation (Early Identification and Management of Sepsis on the Wards). The work was supported by a grant from the Adventist Hospital System. As part of our agreement with the Gordon and Betty Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Moore Foundation played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component; the same was the case with the other sponsors. The authors report no conflicts of interest.

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References
  1. Levy MM, Dellinger RP, Townsend SR, et al. The Surviving Sepsis Campaign: results of an international guideline‐based performance improvement program targeting severe sepsis. Intensive Care Med. 2010;36(2):222231.
  2. Levy MM, Dellinger RP, Townsend SR, et al. The Surviving Sepsis Campaign: results of an international guideline‐based performance improvement program targeting severe sepsis. Crit Care Med. 2010;38(2):367374.
  3. Levy MM, Rhodes A, Phillips GS, et al. Surviving Sepsis Campaign: association between performance metrics and outcomes in a 7.5‐year study. Intensive Care Med. 2014;40(11):16231633.
  4. Rohde JM, Odden AJ, Bonham C, et al. The epidemiology of acute organ system dysfunction from severe sepsis outside of the intensive care unit. J Hosp Med. 2013;8(5):243247.
  5. Yealy DM, Huang DT, Delaney A, et al. Recognizing and managing sepsis: what needs to be done? BMC Med. 2015;13:98.
  6. Sopena N, Heras E, Casas I, et al. Risk factors for hospital‐acquired pneumonia outside the intensive care unit: a case‐control study. Am J Infect Control. 2014;42(1):3842.
  7. Dellinger RP, Levy MM, Rhodes A, et al. Surviving Sepsis Campaign: international guidelines for management of severe sepsis and septic shock, 2012. Crit Care Med. 2013;41(2):580637.
  8. Nadeem E, Olin SS, Hill LC, Hoagwood KE, Horwitz SM. Understanding the components of quality improvement collaboratives: a systematic literature review. Milbank Q. 2013;91(2):354394.
  9. Langley GL, Moen R, Nolan KM, Nolan TW, Norman CL, Provost LP. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. 2nd ed. San Francisco, CA: Jossey‐Bass; 2009.
  10. Nembhard IM. Learning and improving in quality improvement collaboratives: which collaborative features do participants value most? Health Serv Res. 2009;44(2 pt 1):359378.
  11. Pronovost PJ, Weast B, Bishop K, et al. Senior executive adopt‐a‐work unit: a model for safety improvement. Jt Comm J Qual Saf. 2004;30(2):5968.
  12. Surviving Sepsis Campaign. Available at: http://survivingsepsis.org/Resources/Pages/default.aspx. Accessed September 24, 2015.
  13. Roshanov PS, Fernandes N, Wilczynski JM, et al. Features of effective computerised clinical decision support systems: meta‐regression of 162 randomised trials. BMJ. 2013;346:f657.
  14. Bhounsule P, Peterson AM. characteristics of hospitals associated with complete and partial implementation of electronic health records. Perspect Health Inf Manag. 2016;13:1c.
  15. Institute for Healthcare Improvement. SBAR technique for communication: a situational briefing model. Available at: http://www.ihi.org/resources/pages/tools/sbartechniqueforcommunicationasituationalbriefingmodel.aspx. Accessed September 12, 2015.
  16. Compton J, Copeland K, Flanders S, et al. Implementing SBAR across a large multihospital health system. Jt Comm J Qual Patient Saf. 2012;38(6):261268.
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Sepsis, the body's systemic response to infection leading to organ failure, can occur in patients throughout the hospital. However, patients initially diagnosed with sepsis on the wards experience the highest mortality for several reasons, including delayed recognition and treatment, particularly when localized infections progress to shock and organ failure. Consequently, hospitals have responded by having nurses screen patients for signs and symptoms of sepsis to identify cases earlier and improve outcomes. The intent of this article, which is based on our experience with a multihospital implementation effort, was to describe potential reasons for ward patients' poor prognosis. We provide a toolkit for how hospitals can implement a severe sepsis quality improvement (QI) program in general medicalsurgical wards.

In a previous study, we reported on our international effort, the Surviving Sepsis Campaign's (SSC) Phase III performance improvement (PI) program, targeting selected guideline recommendations (6‐ and 24‐hour bundles) in the emergency department (ED), the Intensive Care Unit (ICU), and wards in 165 volunteer hospitals in the United States, Europe, and South America.[1] The program was associated with increased bundle compliance and decreased mortality over time.[1, 2] The SSC's Phase III program, which focused on improvement efforts primarily in the ED and ICU, also exposed a need to address the high mortality in ward patients.[3] Patients admitted to the ICU directly from the ED with severe sepsis had a mortality rate of 26%, whereas those transferred to the ICU from the ward had significantly higher mortality (40.3%).[3]

Although the reasons for the higher mortality rate among ward patients have not been studied, several factors may play a role. First, the diagnosis of severe sepsis may be delayed in ward patients because physicians and nurses may not recognize the progression to sepsis and/or because hospitalized patients may not present with obvious systemic manifestations of sepsis as they do in the ED (Table 1).[4] Second, ward patients may have differences in the timing of their presentation and concurrent conditions confounding the diagnosis.[5] Third, treatment may be delayed once the diagnosis is made on the ward. The ICU and ED are designed to provide rapid high‐acuity care, whereas the wards have fewer systems and resources for rapid delivery of care needed for severe sepsis. Finally, some patients on the ward may develop sepsis from nosocomial infection, which can portend a worse prognosis.[6]

Presentation of Severe Sepsis in the Emergency Department and the Ward
 Emergency Department PresentationWard Presentation
Patient‐familyreported symptomsI just feel sick, family reports disorientation, not eatingCurrently hospitalized, family often not present, diagnosis may not be clear, baseline mental status unknown, lack of appetite may be linked to dislike of hospital food.
Systemic manifestationsTriage observed 2 or more signs of infection or patient reports temperature while at home plus additional finding on assessment.Signs of infection may appear 1 at a time, hours apart, and may appear to be mild changes to staff or missed entirely due to staff discontinuity.
Organ dysfunctionPresent on admission; triage nurse assesses for organ dysfunction.Develops over hours or days; may be subtle or acute.
Laboratory study processOrdered and evaluated within 1 hour.Not routinely completed daily, may be ordered after physician evaluation or during rounds. Results within 34 hours.

The SSC Phase III results led to the launch of a QI program, known as the SSC Phase IV Sepsis on the Wards Collaborative, funded by the Gordon and Betty Moore Foundation. This program, a partnership between the Society of Critical Care Medicine and the Society of Hospital Medicine (SHM), targeted ward patients and focused on early recognition through protocol‐driven regular nurse screening. The program applied the SSC 2012 guidelines with a primary focus on the 3‐hour bundle (Table 2).[7] The framework used for this program was the Institute for Healthcare Improvement's Plan‐Do‐Study‐Act (PDSA) model of improvement.[8, 9] The collaborative design included learning sessions designed to motivate and support improvement.[10] The program began with 60 academic and community hospitals in 4 US regions. Participating sites were required to have prior hospital experience in sepsis performance improvement as well as a formal commitment of support from their EDs and ICUs.

Surviving Sepsis Campaign 3‐Hour Severe Sepsis Bundle
To be completed within 3 hours of time of presentation
1. Measure lactate level
2. Obtain blood cultures prior to administration of antibiotics
3. Administer broad‐spectrum antibiotics
4. Administer 30 mL/kg crystalloid for hypotension or lactate 4 mmol/L (36 mg/dL)

We provided sites with a basic screening tool and guidance for routine severe sepsis screening, monitoring, and feedback (Figure 1). Because of the anticipated challenges of implementing routine nurse screening on every shift in all inpatient wards, participants identified 1 ward to pilot the every‐shift screening program. Each pilot ward refined the nurse screening process and developed site‐specific tools based on electronic health record (EHR) capability, informatics support, and available resources. After this initial phase, the program could be implemented in a hospital's remaining wards. The slogan adopted for the program was Screen every patient, every shift, every day.

Figure 1
Evaluation for severe sepsis screening tool. This checklist is designed to prompt the nurse to screen every patient during every shift for new signs of sepsis and organ dysfunction (Checklist is available at: http://www.survivingsepsis.org/SiteCollectionDocuments/ScreeningTool.pdf).

Although knowledge gained from the SSC Phase III program led to improvements in treating severe sepsis, ward patients continued to have poor outcomes. To address the potential contributions of delayed case identification, we developed an early recognition and treatment program. We outline the steps we took to develop this multisite PI program.

PREPARATORY WORK

During the planning phase, several procedural steps were taken before initiating the ward sepsis program (Table 3). These required 3 levels of involvement: senior administration, midlevel management, and patient‐level support.

Critical Steps Prior to Initiating a Ward Sepsis‐Detection Program
  • NOTE: Abbreviations: ED, emergency department; ICU, intensive care unit.

1.Obtain administrative support (ie, funding for data collection, project lead, informatics)
2.Align with ED and ICU
3.Identify 1 ward to pilot the program
4.Establish unit‐based champions on each shift (nurse, physician)
5.Review ward workflow
6.Develop nurse screening tool
7.Provide education

Administrative Support

In the course of our implementation effort, we found that sites that had high‐level administrative support were more likely to implement and sustain the intervention. For this reason, we consider such support to be critical. Examples of such support include chief medical officers, chief nursing officers, and chief quality officers. As an example, securing commitment from hospital leadership may be necessary to improve/change the EHR and provide funding for project management to achieve sustainable improvement in outcomes. Aligning leadership with frontline physicians, nurses, and support staff toward a common goal provides the platform for a successful program.[11]

ED and ICU Leadership Support

Maintaining lines of communication among the ED, ICU, and ward staff is critical to improving outcomes. Establishing a cohesive system (ED, ICU, and wards) aimed at early recognition and treatment of sepsis throughout the hospital stay can lead to improvement in continuity of care and outcomes. For example, when an ED severe sepsis patient is transferred to the ward and subsequently requires admission to the ICU due to declining clinical status, providing timely feedback to the ED can help improve care for subsequent patients. Collaboration between the ED and the ward can also contribute to improved transitions of care for patients with severe sepsis.

Hospitalist/Internal Medicine Leadership

Our experience with implementing sepsis bundles in the ED and ICU highlights the need for effective interdisciplinary collaboration with designated physician and nurse leaders/champions. We found that engaging local clinical leaders in the early recognition and management of a severe sepsis QI program is imperative for the program's success. Hospitalists are often the physician leaders for the inpatient wards, so it is essential to secure their early engagement, support, and leadership. Moreover, though collaboration with ED and ICU physicians may be useful, as described above, a hospitalist champion is likely to be more effective at educating other hospitalists about the program, overcoming physician resistance, and facilitating change.

Depending on a hospital's size and workflows, designated ward‐ or shift‐based hospitalists and nurses as champions can serve as key resources to support implementation. These individuals help establish mutual respect and a common mental model of how sepsis can evolve in ward patients. Even more important, by providing assistance with both the screening tool as well as with recognition itself, these individuals not only speed implementation, but also protect against rough patches (ie, those instances where workflow changes run into resistance).

EDUCATION

Diagnosing sepsis is not always easy, making education on sepsis recognition, evaluation, and treatment necessary prior to implementation. Retention of knowledge over time through review and refresher courses are methods we used in the program. Providing background material explaining why education is necessary and providing physicians and nurses with materials to help them recall the information over time were developed at several sites. Resources included sepsis posters, identification‐size badge cards with the sepsis bundle elements, and bulletin boards on the wards with information to reinforce sepsis recognition, evaluation, and treatment. Education for the ward‐centric program included an overview of the SSC guidelines, supportive literature, sepsis definitions, description of the infection's systemic manifestations, criteria for identification of new‐ onset organ dysfunction, and the details on current severe sepsis 3‐ and 6‐hour bundle requirements. We made clinicians aware of resources available on the SSC website.[12] Data emphasizing the incidence of sepsis, as well as outcomes and motives for the QI wards program, were incorporated during the collaborative meetings. Data can serve as strong motivators for action (eg, highlighting current incidence rates). Many hospitals combined presentation of these aggregate data with local review of selected cases of severe sepsis that occurred in their own wards.

Understanding that the training for and experiences of ED, ICU, and ward nurses varies, nurse education contained critical assessment skills in determining when to suspect a new or worsening infection. Training nurses to complete a comprehensive daily infection assessment may help them overcome uncertainty in judgement. Assessment skills include examination of invasive lines, surgical sites, wounds, and presence of a productive cough. Equally important, patients being treated for an infection would benefit from a daily assessment for improvement or worsening of the infection. Information uncovered may identify early signs of organ failure in addition to infections that may need further evaluation and treatment. Education provides knowledge, but achieving program success relies heavily on staff accepting that they can make a difference in sepsis patient identification, management, and outcomes.

SCREENING METHODS, COMMUNICATION, AND PROTOCOLS

The SSC tool for severe sepsis facilitates screening for (1) confirmed or suspected infection, (2) presence of 2 or more systemic manifestations of infection, and (3) acute organ dysfunction. This tool was the basis for the do (screening) portion of the PDSA model.

Continuous Screening

Technology can facilitate early recognition of severe sepsis with EHR‐based surveillance screening tools. Surveillance may include continuous review of vital signs and laboratory values with an automated alerting system. A valuable feature of the screening tool alert is the incorporation of the nurse's assessment. Decision support can improve the process by providing advice with systems requiring a reason to over‐ride the advice.[13] For example, an alert may include input from the nurse to determine if the abnormal data are thought to be related to an infectious process or due to another cause. If a suspected or confirmed infection is identified, further surveillance screening can include review of blood pressure readings and laboratory data to determine if organ dysfunction is present. If organ dysfunction criteria are identified, the alert can prompt the nurse to notify the physician to discuss whether the organ dysfunction is new and related to the infection and if implementation of the severe sepsis bundles is indicated (Figure 2). Additional continuous screening models may include variations of the example provided to include alerts to other clinicians or a response team.

Figure 2
Severe sepsis alert with situation, background, assessment, recommendation (SBAR) embedded. Abbreviations: BMP, basic metabolic panel; BP, blood pressure; CBC, complete blood count; INR, International Normalized Ratio; IV, intravenous; PTT, partial thromboplastin time; SIRS, systemic inflammatory response syndrome; SpO2, saturation of peripheral oxygen; WBC, white blood cells.

An automated screening tool within the EHR can be useful because the system continuously scans to identify signs and symptoms of sepsis, thus providing screening consistency, and offers data on the back end to be used as a mechanism for feedback to monitor effectiveness. Challenges with EHR severe sepsis alert development are resource allocation, testing, education, and ongoing evaluation and feedback. Other challenges include the potential for alert fatigue (false positive) and inappropriate response (false negative) to the infection prompt, thereby halting the next step in automated screening for organ dysfunction. Time to complete an automated screening tool varies based on strategic design and user understanding.

Screening Checklist

Whereas EHR tools may be effective in early recognition of sepsis, not all sites will have the capability to use these tools because of lack of informatics support, cost of development, and absence of an EHR in some hospitals.[14] An alternative to continuous screening is a sepsis checklist such as the severe sepsis screening tool (Figure 1). The checklist is designed to prompt nurses to screen every patient during every shift for new signs of sepsis and organ dysfunction.

The checklist ensures that 3 key issues are considered: presence of a suspected or confirmed infection, systemic manifestations of inflammation, and physiological manifestations of organ dysfunction. The paper tool is simple to use and can be completed in 10 to 20 minutes. It requires the nurse to review the progress notes, vital signs, and laboratory test results. Although the time investment seems onerous, the gain in consistency of screening and treatment compensates for the extra effort. Review of the checklist also provides a locus for feedback and new improvement cycles.

Scripted Communication

Once a patient with severe sepsis is identified, communicating this finding to the rest of the clinical team is essential. Because communication skills are not always emphasized in QI projects, we decided to emphasize a structured approach. We provided clinicians with scripts based on the SBAR (situation, background, assessment, and recommendation) technique aimed to improve communication (Figure 3).[15, 16] Using the SBAR technique also supports our efforts to build nurses' confidence and willingness to employ protocols that give them greater autonomy.

Figure 3
Script for communicating severe sepsis. Abbreviations: CBC = complete blood count; WBC, white blood cells.

Nurse‐Directed Protocols

Skillful identification and management of severe sepsis patients constitute the foundation for implementation of nurse‐directed protocols in this patient population. Such protocols promote autonomy and staff ownership. Severe sepsis protocols may include increasing the frequency of vital signs, placement of laboratory orders and, in sites with an established culture of increased nurse autonomy, initiation of intravenous access and a fluid bolus when specific criteria are met. Because nursing scope of practice varies from state to state and among hospitals, nurse‐directed severe sepsis protocols generally require review of current site practice guidelines, physician agreement, and approval by the medical executive committee prior to implementation. Despite these differences, maximizing nurse leadership involvement and nurse autonomy can help propel the program forward. Protocols may be implemented based on knowledge level and resources on a particular ward. A workflow evaluation may be included in this process to define staff performing each step, what is being reported, and where and when data are recorded.

DATA COLLECTION AND FEEDBACK

Nurse screening drives the ward program and ensuring its consistency is the key to early patient identification. We made ongoing repeated evaluation of the appropriate use of the screening tool, time to physician notification, and time to follow‐up intervention, a critical part of the study phase of the PDSA cycle. Once the nursing staff is consistently accurate and compliant (>90%) with screening, random (eg, once per week) screening tool review may be more suitable, thus requiring fewer resources (see Supporting Information, Appendix 1, in the online version of this article).

Data Collection

A key to improvement is to study the process, which requires data collection to assess compliance. In our experience, timely clinician feedback, along with data, led to effective process change. Real‐time data collection and discussion with the clinical team may lead to early recognition or intervention.

In our collaborative experience, we observed varied resources and timing for data collection across hospitals. For example, several participating sites had sepsis coordinators to collect data, whereas others relied on the quality department or nursing staff to collect data. Data may be collected concurrently (within 24 hours of severe sepsis presentation) or retrospectively. Retrospective data collection may allow for staff flexibility in data collection, but limits feedback to the clinicians. For example, with retrospective review, early recognition and treatment failure may go unrecognized until the data are analyzed and reported, which can be months after the patient has been discharged or expired.

Feedback to Caregivers

A consistent feedback process, which can occur at the individual or group level, may lead to prompt improvement in severe sepsis management. An example of individual feedback would be providing the nurse with the elapsed time from antibiotic order to time of administration. Early in the implementation phase, frequent (daily or weekly) feedback is helpful to build team cohesiveness. An example of feedback to build the team may include a unit‐based report on the last 5 severe sepsis patients managed by the group. Providing overall bundle compliance and outcome reports on a weekly and monthly basis will allow the clinical team to track progress. Examples of report cards and a dashboard are provided in the supplemental material, which highlight compliance with the bundle elements as well as time to achieve the bundle elements. (see Supporting Information, Appendix 2 and Appendix 3, in the online version of this article). Resources to evaluate and provide consistent data may require up to 10 to 15 hours per week for 1 unit. Automated reports may decrease the resources needed in collating and reporting data.

OUTCOME MEASURES

Although certainly important, mortality is not the only outcome measure worthy of measurement. Other relevant outcomes include transfers to a higher level of care and need for major supportive therapies (eg, dialysis, mechanical ventilation, vasopressor infusion). Whereas it is valuable to review transfers to a higher level of care, we emphasized that these are not necessarily adverse outcomes; in fact, in many cases such transfers are highly desirable. It is also important to track the overall impact of sepsis on hospital length of stay.

SUMMARY/CONCLUSIONS

Grounded in the Institute for Healthcare Improvement's PDSA QI model, we developed a program aimed at improving outcomes for severe sepsis ward patients. Our program's cornerstone is nurse‐led checklist‐based screening. Our faculty led learning sessions that concentrated on using a collaborative approach whose key components were education in early sepsis identification, use of a sepsis screening tool, and the SBAR method for effective communication. Pitfalls identified during the program included lack of knowledge for both nurses and physicians in early severe sepsis identification, resistance to routine screening, and lack of data collection and leadership support. The most successful participating sites were those with senior leadership backing, staff engagement, informatics support, and data collection resources. Ultimately, replicating a program such as ours will depend on team cohesiveness, and nurse empowerment through the use of nurse‐driven protocols. Programs like this may lead to progression toward standardizing practice (eg, antibiotic administration, fluid resuscitation), matching patient needs to resources, and building stronger partnerships between hospitalists and nurses.

Disclosures

This work was supported by a grant provided to the Society of Critical Care Medicine by the Gordon and Betty Moore Foundation (Early Identification and Management of Sepsis on the Wards). The work was supported by a grant from the Adventist Hospital System. As part of our agreement with the Gordon and Betty Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Moore Foundation played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component; the same was the case with the other sponsors. The authors report no conflicts of interest.

Sepsis, the body's systemic response to infection leading to organ failure, can occur in patients throughout the hospital. However, patients initially diagnosed with sepsis on the wards experience the highest mortality for several reasons, including delayed recognition and treatment, particularly when localized infections progress to shock and organ failure. Consequently, hospitals have responded by having nurses screen patients for signs and symptoms of sepsis to identify cases earlier and improve outcomes. The intent of this article, which is based on our experience with a multihospital implementation effort, was to describe potential reasons for ward patients' poor prognosis. We provide a toolkit for how hospitals can implement a severe sepsis quality improvement (QI) program in general medicalsurgical wards.

In a previous study, we reported on our international effort, the Surviving Sepsis Campaign's (SSC) Phase III performance improvement (PI) program, targeting selected guideline recommendations (6‐ and 24‐hour bundles) in the emergency department (ED), the Intensive Care Unit (ICU), and wards in 165 volunteer hospitals in the United States, Europe, and South America.[1] The program was associated with increased bundle compliance and decreased mortality over time.[1, 2] The SSC's Phase III program, which focused on improvement efforts primarily in the ED and ICU, also exposed a need to address the high mortality in ward patients.[3] Patients admitted to the ICU directly from the ED with severe sepsis had a mortality rate of 26%, whereas those transferred to the ICU from the ward had significantly higher mortality (40.3%).[3]

Although the reasons for the higher mortality rate among ward patients have not been studied, several factors may play a role. First, the diagnosis of severe sepsis may be delayed in ward patients because physicians and nurses may not recognize the progression to sepsis and/or because hospitalized patients may not present with obvious systemic manifestations of sepsis as they do in the ED (Table 1).[4] Second, ward patients may have differences in the timing of their presentation and concurrent conditions confounding the diagnosis.[5] Third, treatment may be delayed once the diagnosis is made on the ward. The ICU and ED are designed to provide rapid high‐acuity care, whereas the wards have fewer systems and resources for rapid delivery of care needed for severe sepsis. Finally, some patients on the ward may develop sepsis from nosocomial infection, which can portend a worse prognosis.[6]

Presentation of Severe Sepsis in the Emergency Department and the Ward
 Emergency Department PresentationWard Presentation
Patient‐familyreported symptomsI just feel sick, family reports disorientation, not eatingCurrently hospitalized, family often not present, diagnosis may not be clear, baseline mental status unknown, lack of appetite may be linked to dislike of hospital food.
Systemic manifestationsTriage observed 2 or more signs of infection or patient reports temperature while at home plus additional finding on assessment.Signs of infection may appear 1 at a time, hours apart, and may appear to be mild changes to staff or missed entirely due to staff discontinuity.
Organ dysfunctionPresent on admission; triage nurse assesses for organ dysfunction.Develops over hours or days; may be subtle or acute.
Laboratory study processOrdered and evaluated within 1 hour.Not routinely completed daily, may be ordered after physician evaluation or during rounds. Results within 34 hours.

The SSC Phase III results led to the launch of a QI program, known as the SSC Phase IV Sepsis on the Wards Collaborative, funded by the Gordon and Betty Moore Foundation. This program, a partnership between the Society of Critical Care Medicine and the Society of Hospital Medicine (SHM), targeted ward patients and focused on early recognition through protocol‐driven regular nurse screening. The program applied the SSC 2012 guidelines with a primary focus on the 3‐hour bundle (Table 2).[7] The framework used for this program was the Institute for Healthcare Improvement's Plan‐Do‐Study‐Act (PDSA) model of improvement.[8, 9] The collaborative design included learning sessions designed to motivate and support improvement.[10] The program began with 60 academic and community hospitals in 4 US regions. Participating sites were required to have prior hospital experience in sepsis performance improvement as well as a formal commitment of support from their EDs and ICUs.

Surviving Sepsis Campaign 3‐Hour Severe Sepsis Bundle
To be completed within 3 hours of time of presentation
1. Measure lactate level
2. Obtain blood cultures prior to administration of antibiotics
3. Administer broad‐spectrum antibiotics
4. Administer 30 mL/kg crystalloid for hypotension or lactate 4 mmol/L (36 mg/dL)

We provided sites with a basic screening tool and guidance for routine severe sepsis screening, monitoring, and feedback (Figure 1). Because of the anticipated challenges of implementing routine nurse screening on every shift in all inpatient wards, participants identified 1 ward to pilot the every‐shift screening program. Each pilot ward refined the nurse screening process and developed site‐specific tools based on electronic health record (EHR) capability, informatics support, and available resources. After this initial phase, the program could be implemented in a hospital's remaining wards. The slogan adopted for the program was Screen every patient, every shift, every day.

Figure 1
Evaluation for severe sepsis screening tool. This checklist is designed to prompt the nurse to screen every patient during every shift for new signs of sepsis and organ dysfunction (Checklist is available at: http://www.survivingsepsis.org/SiteCollectionDocuments/ScreeningTool.pdf).

Although knowledge gained from the SSC Phase III program led to improvements in treating severe sepsis, ward patients continued to have poor outcomes. To address the potential contributions of delayed case identification, we developed an early recognition and treatment program. We outline the steps we took to develop this multisite PI program.

PREPARATORY WORK

During the planning phase, several procedural steps were taken before initiating the ward sepsis program (Table 3). These required 3 levels of involvement: senior administration, midlevel management, and patient‐level support.

Critical Steps Prior to Initiating a Ward Sepsis‐Detection Program
  • NOTE: Abbreviations: ED, emergency department; ICU, intensive care unit.

1.Obtain administrative support (ie, funding for data collection, project lead, informatics)
2.Align with ED and ICU
3.Identify 1 ward to pilot the program
4.Establish unit‐based champions on each shift (nurse, physician)
5.Review ward workflow
6.Develop nurse screening tool
7.Provide education

Administrative Support

In the course of our implementation effort, we found that sites that had high‐level administrative support were more likely to implement and sustain the intervention. For this reason, we consider such support to be critical. Examples of such support include chief medical officers, chief nursing officers, and chief quality officers. As an example, securing commitment from hospital leadership may be necessary to improve/change the EHR and provide funding for project management to achieve sustainable improvement in outcomes. Aligning leadership with frontline physicians, nurses, and support staff toward a common goal provides the platform for a successful program.[11]

ED and ICU Leadership Support

Maintaining lines of communication among the ED, ICU, and ward staff is critical to improving outcomes. Establishing a cohesive system (ED, ICU, and wards) aimed at early recognition and treatment of sepsis throughout the hospital stay can lead to improvement in continuity of care and outcomes. For example, when an ED severe sepsis patient is transferred to the ward and subsequently requires admission to the ICU due to declining clinical status, providing timely feedback to the ED can help improve care for subsequent patients. Collaboration between the ED and the ward can also contribute to improved transitions of care for patients with severe sepsis.

Hospitalist/Internal Medicine Leadership

Our experience with implementing sepsis bundles in the ED and ICU highlights the need for effective interdisciplinary collaboration with designated physician and nurse leaders/champions. We found that engaging local clinical leaders in the early recognition and management of a severe sepsis QI program is imperative for the program's success. Hospitalists are often the physician leaders for the inpatient wards, so it is essential to secure their early engagement, support, and leadership. Moreover, though collaboration with ED and ICU physicians may be useful, as described above, a hospitalist champion is likely to be more effective at educating other hospitalists about the program, overcoming physician resistance, and facilitating change.

Depending on a hospital's size and workflows, designated ward‐ or shift‐based hospitalists and nurses as champions can serve as key resources to support implementation. These individuals help establish mutual respect and a common mental model of how sepsis can evolve in ward patients. Even more important, by providing assistance with both the screening tool as well as with recognition itself, these individuals not only speed implementation, but also protect against rough patches (ie, those instances where workflow changes run into resistance).

EDUCATION

Diagnosing sepsis is not always easy, making education on sepsis recognition, evaluation, and treatment necessary prior to implementation. Retention of knowledge over time through review and refresher courses are methods we used in the program. Providing background material explaining why education is necessary and providing physicians and nurses with materials to help them recall the information over time were developed at several sites. Resources included sepsis posters, identification‐size badge cards with the sepsis bundle elements, and bulletin boards on the wards with information to reinforce sepsis recognition, evaluation, and treatment. Education for the ward‐centric program included an overview of the SSC guidelines, supportive literature, sepsis definitions, description of the infection's systemic manifestations, criteria for identification of new‐ onset organ dysfunction, and the details on current severe sepsis 3‐ and 6‐hour bundle requirements. We made clinicians aware of resources available on the SSC website.[12] Data emphasizing the incidence of sepsis, as well as outcomes and motives for the QI wards program, were incorporated during the collaborative meetings. Data can serve as strong motivators for action (eg, highlighting current incidence rates). Many hospitals combined presentation of these aggregate data with local review of selected cases of severe sepsis that occurred in their own wards.

Understanding that the training for and experiences of ED, ICU, and ward nurses varies, nurse education contained critical assessment skills in determining when to suspect a new or worsening infection. Training nurses to complete a comprehensive daily infection assessment may help them overcome uncertainty in judgement. Assessment skills include examination of invasive lines, surgical sites, wounds, and presence of a productive cough. Equally important, patients being treated for an infection would benefit from a daily assessment for improvement or worsening of the infection. Information uncovered may identify early signs of organ failure in addition to infections that may need further evaluation and treatment. Education provides knowledge, but achieving program success relies heavily on staff accepting that they can make a difference in sepsis patient identification, management, and outcomes.

SCREENING METHODS, COMMUNICATION, AND PROTOCOLS

The SSC tool for severe sepsis facilitates screening for (1) confirmed or suspected infection, (2) presence of 2 or more systemic manifestations of infection, and (3) acute organ dysfunction. This tool was the basis for the do (screening) portion of the PDSA model.

Continuous Screening

Technology can facilitate early recognition of severe sepsis with EHR‐based surveillance screening tools. Surveillance may include continuous review of vital signs and laboratory values with an automated alerting system. A valuable feature of the screening tool alert is the incorporation of the nurse's assessment. Decision support can improve the process by providing advice with systems requiring a reason to over‐ride the advice.[13] For example, an alert may include input from the nurse to determine if the abnormal data are thought to be related to an infectious process or due to another cause. If a suspected or confirmed infection is identified, further surveillance screening can include review of blood pressure readings and laboratory data to determine if organ dysfunction is present. If organ dysfunction criteria are identified, the alert can prompt the nurse to notify the physician to discuss whether the organ dysfunction is new and related to the infection and if implementation of the severe sepsis bundles is indicated (Figure 2). Additional continuous screening models may include variations of the example provided to include alerts to other clinicians or a response team.

Figure 2
Severe sepsis alert with situation, background, assessment, recommendation (SBAR) embedded. Abbreviations: BMP, basic metabolic panel; BP, blood pressure; CBC, complete blood count; INR, International Normalized Ratio; IV, intravenous; PTT, partial thromboplastin time; SIRS, systemic inflammatory response syndrome; SpO2, saturation of peripheral oxygen; WBC, white blood cells.

An automated screening tool within the EHR can be useful because the system continuously scans to identify signs and symptoms of sepsis, thus providing screening consistency, and offers data on the back end to be used as a mechanism for feedback to monitor effectiveness. Challenges with EHR severe sepsis alert development are resource allocation, testing, education, and ongoing evaluation and feedback. Other challenges include the potential for alert fatigue (false positive) and inappropriate response (false negative) to the infection prompt, thereby halting the next step in automated screening for organ dysfunction. Time to complete an automated screening tool varies based on strategic design and user understanding.

Screening Checklist

Whereas EHR tools may be effective in early recognition of sepsis, not all sites will have the capability to use these tools because of lack of informatics support, cost of development, and absence of an EHR in some hospitals.[14] An alternative to continuous screening is a sepsis checklist such as the severe sepsis screening tool (Figure 1). The checklist is designed to prompt nurses to screen every patient during every shift for new signs of sepsis and organ dysfunction.

The checklist ensures that 3 key issues are considered: presence of a suspected or confirmed infection, systemic manifestations of inflammation, and physiological manifestations of organ dysfunction. The paper tool is simple to use and can be completed in 10 to 20 minutes. It requires the nurse to review the progress notes, vital signs, and laboratory test results. Although the time investment seems onerous, the gain in consistency of screening and treatment compensates for the extra effort. Review of the checklist also provides a locus for feedback and new improvement cycles.

Scripted Communication

Once a patient with severe sepsis is identified, communicating this finding to the rest of the clinical team is essential. Because communication skills are not always emphasized in QI projects, we decided to emphasize a structured approach. We provided clinicians with scripts based on the SBAR (situation, background, assessment, and recommendation) technique aimed to improve communication (Figure 3).[15, 16] Using the SBAR technique also supports our efforts to build nurses' confidence and willingness to employ protocols that give them greater autonomy.

Figure 3
Script for communicating severe sepsis. Abbreviations: CBC = complete blood count; WBC, white blood cells.

Nurse‐Directed Protocols

Skillful identification and management of severe sepsis patients constitute the foundation for implementation of nurse‐directed protocols in this patient population. Such protocols promote autonomy and staff ownership. Severe sepsis protocols may include increasing the frequency of vital signs, placement of laboratory orders and, in sites with an established culture of increased nurse autonomy, initiation of intravenous access and a fluid bolus when specific criteria are met. Because nursing scope of practice varies from state to state and among hospitals, nurse‐directed severe sepsis protocols generally require review of current site practice guidelines, physician agreement, and approval by the medical executive committee prior to implementation. Despite these differences, maximizing nurse leadership involvement and nurse autonomy can help propel the program forward. Protocols may be implemented based on knowledge level and resources on a particular ward. A workflow evaluation may be included in this process to define staff performing each step, what is being reported, and where and when data are recorded.

DATA COLLECTION AND FEEDBACK

Nurse screening drives the ward program and ensuring its consistency is the key to early patient identification. We made ongoing repeated evaluation of the appropriate use of the screening tool, time to physician notification, and time to follow‐up intervention, a critical part of the study phase of the PDSA cycle. Once the nursing staff is consistently accurate and compliant (>90%) with screening, random (eg, once per week) screening tool review may be more suitable, thus requiring fewer resources (see Supporting Information, Appendix 1, in the online version of this article).

Data Collection

A key to improvement is to study the process, which requires data collection to assess compliance. In our experience, timely clinician feedback, along with data, led to effective process change. Real‐time data collection and discussion with the clinical team may lead to early recognition or intervention.

In our collaborative experience, we observed varied resources and timing for data collection across hospitals. For example, several participating sites had sepsis coordinators to collect data, whereas others relied on the quality department or nursing staff to collect data. Data may be collected concurrently (within 24 hours of severe sepsis presentation) or retrospectively. Retrospective data collection may allow for staff flexibility in data collection, but limits feedback to the clinicians. For example, with retrospective review, early recognition and treatment failure may go unrecognized until the data are analyzed and reported, which can be months after the patient has been discharged or expired.

Feedback to Caregivers

A consistent feedback process, which can occur at the individual or group level, may lead to prompt improvement in severe sepsis management. An example of individual feedback would be providing the nurse with the elapsed time from antibiotic order to time of administration. Early in the implementation phase, frequent (daily or weekly) feedback is helpful to build team cohesiveness. An example of feedback to build the team may include a unit‐based report on the last 5 severe sepsis patients managed by the group. Providing overall bundle compliance and outcome reports on a weekly and monthly basis will allow the clinical team to track progress. Examples of report cards and a dashboard are provided in the supplemental material, which highlight compliance with the bundle elements as well as time to achieve the bundle elements. (see Supporting Information, Appendix 2 and Appendix 3, in the online version of this article). Resources to evaluate and provide consistent data may require up to 10 to 15 hours per week for 1 unit. Automated reports may decrease the resources needed in collating and reporting data.

OUTCOME MEASURES

Although certainly important, mortality is not the only outcome measure worthy of measurement. Other relevant outcomes include transfers to a higher level of care and need for major supportive therapies (eg, dialysis, mechanical ventilation, vasopressor infusion). Whereas it is valuable to review transfers to a higher level of care, we emphasized that these are not necessarily adverse outcomes; in fact, in many cases such transfers are highly desirable. It is also important to track the overall impact of sepsis on hospital length of stay.

SUMMARY/CONCLUSIONS

Grounded in the Institute for Healthcare Improvement's PDSA QI model, we developed a program aimed at improving outcomes for severe sepsis ward patients. Our program's cornerstone is nurse‐led checklist‐based screening. Our faculty led learning sessions that concentrated on using a collaborative approach whose key components were education in early sepsis identification, use of a sepsis screening tool, and the SBAR method for effective communication. Pitfalls identified during the program included lack of knowledge for both nurses and physicians in early severe sepsis identification, resistance to routine screening, and lack of data collection and leadership support. The most successful participating sites were those with senior leadership backing, staff engagement, informatics support, and data collection resources. Ultimately, replicating a program such as ours will depend on team cohesiveness, and nurse empowerment through the use of nurse‐driven protocols. Programs like this may lead to progression toward standardizing practice (eg, antibiotic administration, fluid resuscitation), matching patient needs to resources, and building stronger partnerships between hospitalists and nurses.

Disclosures

This work was supported by a grant provided to the Society of Critical Care Medicine by the Gordon and Betty Moore Foundation (Early Identification and Management of Sepsis on the Wards). The work was supported by a grant from the Adventist Hospital System. As part of our agreement with the Gordon and Betty Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Moore Foundation played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component; the same was the case with the other sponsors. The authors report no conflicts of interest.

References
  1. Levy MM, Dellinger RP, Townsend SR, et al. The Surviving Sepsis Campaign: results of an international guideline‐based performance improvement program targeting severe sepsis. Intensive Care Med. 2010;36(2):222231.
  2. Levy MM, Dellinger RP, Townsend SR, et al. The Surviving Sepsis Campaign: results of an international guideline‐based performance improvement program targeting severe sepsis. Crit Care Med. 2010;38(2):367374.
  3. Levy MM, Rhodes A, Phillips GS, et al. Surviving Sepsis Campaign: association between performance metrics and outcomes in a 7.5‐year study. Intensive Care Med. 2014;40(11):16231633.
  4. Rohde JM, Odden AJ, Bonham C, et al. The epidemiology of acute organ system dysfunction from severe sepsis outside of the intensive care unit. J Hosp Med. 2013;8(5):243247.
  5. Yealy DM, Huang DT, Delaney A, et al. Recognizing and managing sepsis: what needs to be done? BMC Med. 2015;13:98.
  6. Sopena N, Heras E, Casas I, et al. Risk factors for hospital‐acquired pneumonia outside the intensive care unit: a case‐control study. Am J Infect Control. 2014;42(1):3842.
  7. Dellinger RP, Levy MM, Rhodes A, et al. Surviving Sepsis Campaign: international guidelines for management of severe sepsis and septic shock, 2012. Crit Care Med. 2013;41(2):580637.
  8. Nadeem E, Olin SS, Hill LC, Hoagwood KE, Horwitz SM. Understanding the components of quality improvement collaboratives: a systematic literature review. Milbank Q. 2013;91(2):354394.
  9. Langley GL, Moen R, Nolan KM, Nolan TW, Norman CL, Provost LP. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. 2nd ed. San Francisco, CA: Jossey‐Bass; 2009.
  10. Nembhard IM. Learning and improving in quality improvement collaboratives: which collaborative features do participants value most? Health Serv Res. 2009;44(2 pt 1):359378.
  11. Pronovost PJ, Weast B, Bishop K, et al. Senior executive adopt‐a‐work unit: a model for safety improvement. Jt Comm J Qual Saf. 2004;30(2):5968.
  12. Surviving Sepsis Campaign. Available at: http://survivingsepsis.org/Resources/Pages/default.aspx. Accessed September 24, 2015.
  13. Roshanov PS, Fernandes N, Wilczynski JM, et al. Features of effective computerised clinical decision support systems: meta‐regression of 162 randomised trials. BMJ. 2013;346:f657.
  14. Bhounsule P, Peterson AM. characteristics of hospitals associated with complete and partial implementation of electronic health records. Perspect Health Inf Manag. 2016;13:1c.
  15. Institute for Healthcare Improvement. SBAR technique for communication: a situational briefing model. Available at: http://www.ihi.org/resources/pages/tools/sbartechniqueforcommunicationasituationalbriefingmodel.aspx. Accessed September 12, 2015.
  16. Compton J, Copeland K, Flanders S, et al. Implementing SBAR across a large multihospital health system. Jt Comm J Qual Patient Saf. 2012;38(6):261268.
References
  1. Levy MM, Dellinger RP, Townsend SR, et al. The Surviving Sepsis Campaign: results of an international guideline‐based performance improvement program targeting severe sepsis. Intensive Care Med. 2010;36(2):222231.
  2. Levy MM, Dellinger RP, Townsend SR, et al. The Surviving Sepsis Campaign: results of an international guideline‐based performance improvement program targeting severe sepsis. Crit Care Med. 2010;38(2):367374.
  3. Levy MM, Rhodes A, Phillips GS, et al. Surviving Sepsis Campaign: association between performance metrics and outcomes in a 7.5‐year study. Intensive Care Med. 2014;40(11):16231633.
  4. Rohde JM, Odden AJ, Bonham C, et al. The epidemiology of acute organ system dysfunction from severe sepsis outside of the intensive care unit. J Hosp Med. 2013;8(5):243247.
  5. Yealy DM, Huang DT, Delaney A, et al. Recognizing and managing sepsis: what needs to be done? BMC Med. 2015;13:98.
  6. Sopena N, Heras E, Casas I, et al. Risk factors for hospital‐acquired pneumonia outside the intensive care unit: a case‐control study. Am J Infect Control. 2014;42(1):3842.
  7. Dellinger RP, Levy MM, Rhodes A, et al. Surviving Sepsis Campaign: international guidelines for management of severe sepsis and septic shock, 2012. Crit Care Med. 2013;41(2):580637.
  8. Nadeem E, Olin SS, Hill LC, Hoagwood KE, Horwitz SM. Understanding the components of quality improvement collaboratives: a systematic literature review. Milbank Q. 2013;91(2):354394.
  9. Langley GL, Moen R, Nolan KM, Nolan TW, Norman CL, Provost LP. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. 2nd ed. San Francisco, CA: Jossey‐Bass; 2009.
  10. Nembhard IM. Learning and improving in quality improvement collaboratives: which collaborative features do participants value most? Health Serv Res. 2009;44(2 pt 1):359378.
  11. Pronovost PJ, Weast B, Bishop K, et al. Senior executive adopt‐a‐work unit: a model for safety improvement. Jt Comm J Qual Saf. 2004;30(2):5968.
  12. Surviving Sepsis Campaign. Available at: http://survivingsepsis.org/Resources/Pages/default.aspx. Accessed September 24, 2015.
  13. Roshanov PS, Fernandes N, Wilczynski JM, et al. Features of effective computerised clinical decision support systems: meta‐regression of 162 randomised trials. BMJ. 2013;346:f657.
  14. Bhounsule P, Peterson AM. characteristics of hospitals associated with complete and partial implementation of electronic health records. Perspect Health Inf Manag. 2016;13:1c.
  15. Institute for Healthcare Improvement. SBAR technique for communication: a situational briefing model. Available at: http://www.ihi.org/resources/pages/tools/sbartechniqueforcommunicationasituationalbriefingmodel.aspx. Accessed September 12, 2015.
  16. Compton J, Copeland K, Flanders S, et al. Implementing SBAR across a large multihospital health system. Jt Comm J Qual Patient Saf. 2012;38(6):261268.
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Journal of Hospital Medicine - 11(1)
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Implementation of a multicenter performance improvement program for early detection and treatment of severe sepsis in general medical–surgical wards
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Implementation of a multicenter performance improvement program for early detection and treatment of severe sepsis in general medical–surgical wards
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Address for correspondence and reprint requests: Christa Schorr, Cooper Research Institute–Critical Care, Cooper University Hospital, One Cooper Plaza, Dorrance Building, Suite 411, Camden, NJ 08103; Telephone: 856‐968‐7493; Fax: 856‐968‐8378; E‐mail: [email protected]
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Critical Illness Outside the ICU

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Early detection, prevention, and mitigation of critical illness outside intensive care settings

This issue of the Journal of Hospital Medicine describes 2 research and quality improvement demonstration projects funded by the Gordon and Betty Moore Foundation. Early detection is central to both projects. This introductory article does not provide a global review of the now voluminous literature on rapid response teams (RRTs), sepsis detection systems, or treatment protocols. Rather, it takes a step back and reassesses just what early detection and quantification of critical illness are. It then examines the implications of early detection and its quantification.

CONCEPTUAL FRAMEWORK

We define severe illness as the presence of acute disease such that a person can no longer expect to improve without dedicated hospital treatment but which is not inevitably associated with mortality, postdischarge morbidity, or major loss of autonomy. In contrast, we define critical illness as acute disease with high a priori risk of mortality, postdischarge morbidity, and major (possibly total) loss of autonomy. We accept that the boundaries between ordinary illness, severe illness, and critical illness are blurred. The basic assumption behind all efforts at early detection is that these edges can be made sharp, and that the knowledge base required to do so can also lead to improvements in treatment protocols and patient outcomes. Further, it is assumed that at least some forms of critical illness can be prevented or mitigated by earlier detection, identification, and treatment.

Research over the last 2 decades has provided important support for this intuitive view as well as making it more nuanced. With respect to epidemiology, the big news is that sepsis is the biggest culprit, and that it accounts for a substantial proportion of all hospital deaths, including many previously considered unexpected hospital deaths due to in‐hospital deterioration.[1] With respect to treatment, a number of studies have demonstrated that crucial therapies previously considered to be intensive care unit (ICU) therapies can be initiated in the emergency department or general medicalsurgical ward.[2]

Figure 1 shows an idealized framework for illness presenting in the emergency department or general medicalsurgical wards. It illustrates the notion that a transition period exists when patients may be rescued with less intense therapy than will be required when condition progression occurs. Once a certain threshold is crossed, the risk of death or major postdischarge morbidity rises exponentially. Unaided human cognition's ability to determine where a given patient is in this continuum is dangerously variable and is highly dependent on the individuals training and experience. Consequently, as described in several of the articles in this issue as well as multiple other publications, health systems are employing comprehensive electronic medical records (EMRs) and are migrating to algorithmic approaches that combine multiple types of patient data.[3, 4] Although we are still some distance from being able to define exact boundaries between illness, severe illness, and critical illness, current EMRs permit much better definition of patient states, care processes, and short‐term outcomes.

Figure 1
Relationship between time, course of illness (solid line), risk of death or major disability (dashed line), and possible detection periods among patients who present in the emergency department or general medical–surgical ward. All axes employ hypothetical units, because empiric data are not currently available for all domains listed. Point C represents when unaided human cognition (ordinary clinical judgment) can first detect incipient deterioration. In theory, algorithmic approaches (point A) based on real‐time data from the electronic medical record (EMR) can provide earlier detection, and novel biomarkers (point B) could lead to even earlier detection.

Whereas our ability to quantify many processes and short‐term outcomes is expanding rapidly, quantification of the possible benefit of early detection is complicated by the fact that, even in the best of circumstances, not all patients can be rescued. For some patients, rescue may be temporary, raising the prospect of repeated episodes of critical illness and prolonged intensive care without any hope of leaving the hospital. Figure 2 shows that, for these patients, the problem is no longer simply one of preventing death and preserving function but, rather, preserving autonomy and dignity. In this context, early detection means earlier specification of patient preferences.[5, 6]

Figure 2
Progression to critical illness among patients near the end of life. Given that it may not be possible to prevent death, what matters most to patients and families is preservation of autonomy and ability to make choices concordant with their values and preferences. In theory, early detection combined with appropriate palliative care could maximize preservation of autonomy (upper arrow), whereas, in their absence, the health system enters the current default mode (lower arrow) in which intensive care is initiated despite low likelihood of preventing death or disability.

JUST WHAT CONSTITUTES EARLY DETECTION (AND HOW DO WE QUANTIFY IT)?

RRTs arose as the result of a number of studies showing thatin retrospectin‐hospital deteriorations should not have been unexpected. Given comprehensive inpatient EMRs, it is now possible to develop more rigorous definitions. A minimum set of parameters that one would need to specify for proper quantification of early detection is shown on Figure 3. The first is specifying a T0, that is, the moment when a prediction regarding event X (which needs to be defined) is issued. This is different from the (currently unmeasurable) biologic onset of illness as well as the first documented indication that critical illness was present. Further, it is important to be explicit about the event time frame (the time period during which a predicted event is expected to occur): we are predicting that X will occur within E hours of the T0. The time frame between the T0 and X, which we are referring to as lead time, is clinically very important, as it represents the time period during which the response arm (eg, RRT intervention) is to be instituted. Statistical approaches can be used to estimate it, but once an early detection system is in place, it can be quantified. Figure 3 is not restricted to electronic systems; all components shown can be and are used by unaided human cognition.

Figure 3
Characterizing early warning systems. At a T0, a detection system issues a probability estimate that an undesirable event, X (which must be defined explicitly) will occur within some elapsed time (point E) (EVENT TIME FRAME). Time required for a response arm to prepare an intervention is LEAD TIME. Development of detection systems is complicated by the fact that the time point when biological critical illness actually begins is currently unmeasurable, whereas system development is limited by how accurately X is documented. Probability estimates are based on data sources with different accumulation times. Some definitional data elements (eg, age, gender, diagnosis for this admission) are not recurrent (♦). Others, which could include streaming data, are recurrent, and the look‐back time frame must be clearly specified. For example, physiologic or biochemical data generally accumulate over a short time period (usually measured in hours); health services data (eg, elapsed length of stay in the hospital at T0; was this patient recently in the intensive care unit?) are typically measured in days, whereas chronic conditions can be measured in months to years.
Figure 4
Impact of patients with restricted resuscitation status (not full code, which includes partial code, do not resuscitate, and comfort care only) on unplanned transfers to the intensive care unit (ICU) and total 30‐day mortality. Data are from 21 Kaiser Permanente Northern California hospitals between May 1, 2012 and October 31, 2013. The left panels show patients with restricted resuscitation status (12.1% of patients; range across hospitals, 6.5% to 18.0%), who accounted for 53% of all deaths. Full code patients directly admitted to the ICU and all other hospital units are shown in the middle and right panels, respectively. Circles are drawn to scale (proportion of admissions in top panels, proportion of deaths in lower panels). Within each circle, the shaded area represents the proportion of patients who experienced unplanned transfer to intensive care (for direct ICU admits, this refers to return transfers to the ICU after discharge from the ICU).

It is essential to specify what data are used to generate probability estimates as well as the time frames used, which we refer to as the look‐back time frames. Several types of data could be employed, with some data elements (eg, age or gender) being discrete data with a 1:1 fixed correspondence between the patient and the data. Other data have a many‐to‐1 relationship, and an exact look‐back time frame must be specified for each data type. For example, it seems reasonable to specify a short (1224 hours) look‐back period for some types of data (eg, vital signs, lactate, admission diagnosis or chief complaint), an intermediate time period (13 days) for information on the current encounter, and a longer (months to years) time period for preexisting illness or comorbidity burden.

Because many events are rare, traditional measures used to assess model performance, such as the area under the receiver operator characteristic curve (C statistic), are not as helpful.[7] Consequently, much more emphasis needs to be given to 2 key metrics: number needed to evaluate (or workup to detection ratio) and threshold‐specific sensitivity (ability of the alert to detect X at a given threshold). With these, one can answer 3 questions that will be asked by the physicians and nurses who are not likely to be researchers, and who will have little interest in the statistics: How many patients do I need to work up each day? How many patients will I need to work up for each possible outcome identified? For this amount of work, how many of the possible outcomes will we catch?

Data availability for the study of severe and critical illness continues to expand. Practically, this means that future research will require more nuanced ontologies for the classification of physiologic derangement. Current approaches to severity scoring (collapsing data into composite scores) need to be replaced by dynamic approaches that consider differential effects on organ systems as well as what can be measured. Severity scoring will also need to incorporate the rate of change of a score (or probability derived from a score) in predicting the occurrence of an event of interest as well as judging response to treatment. Thus, instead of at time of ICU admission, the patient had a severity score of 76, we may have although this patient's severity score at the time of admission was decreasing by 4 points per hour per 10 mL/kg fluid given, the probability for respiratory instability was increasing by 2.3% per hour given 3 L/min supplemental oxygen. This approach is concordant with work done in other clinical settings (eg, in addition to an absolute value of maximal negative inspiratory pressure or vital capacity, the rate of deterioration of neuromuscular weakness in Guillain‐Barr syndrome is also important in predicting respiratory failure[8]).

Electronic data also could permit better definition of patient preferences regarding escalation of care. At present, available electronic data are limited (primarily, orders such as do not resuscitate).[9] However, this EMR domain is gradually expanding.[10, 11] Entities such as the National Institutes of Health could develop sophisticated and rapid questionnaires around patient preferences that are similar to those developed for the Patient Reported Outcomes Measurement Information System.[12] Such tools could have a significant effect on our ability to quantify the benefits of early detection as it relates to a patient's preferences (including better delineation of what treatments they would and would not want).

ACTIVATING A RESPONSE ARM

Early identification, antibiotic administration, fluid resuscitation, and source control are now widely felt to constitute low‐hanging fruit for decreasing morbidity and mortality in severe sepsis. All these measures are included in quality improvement programs and sepsis bundles.[13, 14, 15] However, before early interventions can be instituted, sepsis must at least be suspected, hence the need for early detection. The situation with respect to patient deterioration (for reasons other than sepsis) in general medical surgical wards is less clear‐cut. Reasons for deterioration are much more heterogenous and, consequently, early detection is likely necessary but not sufficient for outcomes improvement.

The 2 projects described in this issue describe nonspecific (indicating elevated risk but not specifying what led to the elevation of risk) and sepsis‐specific alerting systems. In the case of the nonspecific system, detection may not lead to an immediate deployment of a response arm. Instead, a secondary evaluation process must be triggered first. Following this evaluation component, a response arm may or may not be required. In contrast, the sepsis‐specific project essentially transforms the general medicalsurgical ward into a screening system. This screening system then also triggers specific bundle components.

Neither of these systems relies on unaided human cognition. In the case of the nonspecific system, a complex equation generates a probability that is displayed in the EMR, with protocols specifying what actions are to be taken when that probability exceeds a prespecified threshold. With respect to the sepsis screening system, clinicians are supported by EMR alerts as well as protocols that increase nursing autonomy when sepsis is suspected.

The distinction between nonspecific (eg, acute respiratory failure or hemodynamic deterioration) and specific (eg, severe sepsis) alerting systems is likely to disappear as advances in the field occur. For example, incorporation of natural language processing would permit inclusion of semantic data, which could be processed so as to prebucket an alert into one that not just gave a probability, but also a likely cause for the elevated probability.

In addition, both types of systems suffer from the limitation of working off a limited database because, in general, current textbooks and training programs primary focus remains that of treatment of full‐blown clinical syndromes. For example, little is known about how one should manage patients with intermediate lactate values, despite evidence showing that a significant percentage of patients who die from sepsis will initially have such values, with 1 study showing 63% as many deaths with initial lactate of 2.5 to 4.0 mmol/L as occurred with an initial lactate of >4.0 mmol/L.[16] Lastly, as is discussed below, both systems will encounter similar problems when it comes to quantifying benefit.

QUANTIFYING BENEFIT

Whereas the notion of deploying RRTs has clearly been successful, success in demonstrating unequivocal benefit remains elusive.[17, 18, 19] Outcome measures vary dramatically across studies and have included the number of RRT calls, decreases in code blue events on the ward, and decreases in inpatient mortality.[20] We suspect that other reasons are behind this problem. First is the lack of adequate risk adjustment and ignoring the impact of patients near the end of life on the denominator. Figure 4 shows recent data from 21 Kaiser Permanente Northern California (KPNC) hospitals, which can now capture care directive orders electronically,[21] illustrates this problem. The majority (53%) of hospital deaths occur among a highly variable proportion (range across hospitals, 6.5%18.0%) of patients who arrive at the hospital with a restricted resuscitation preference (do not resuscitate, partial code, and comfort care only). These patients do not want to die or crash and burn but, were they to trigger an alert, they would not necessarily want to be rescued by being transferred to the ICU either; moreover, internal KPNC analyses show that large numbers of these patients have sepsis and refuse aggressive treatment. The second major confounder is that ICUs save lives. Consequently, although early detection could lead to fewer transfers to the ICU, using the end point of ICU admission is very problematic, because in many cases the goal of alerting systems should be to get patients to the ICU sooner, which would not affect the outcome of transfer to the ICU in a downward direction; in fact, such systems might increase transfer to the ICU.

The complexities summarized in Figure 4 mean that it is likely that formal quantification of benefit will require examination of multiple measures, including balancing measures as described below. It is also evident that, in this respectlack of agreement as to what constitutes a good outcomethe issues being faced here are a reflection of a broader area of disagreement within our profession and society at large that extends to medical conditions other than critical illness.

POTENTIAL HARMS OF EARLY DETECTION

Implementation of early detection and rapid response systems are not inherently free of harm. If these systems are not shown to have benefit, then the cost of operating them is moving resources away from other, possibly evidence‐based, interventions.[22] At the individual level, alerts could frighten patients and their families (for example, some people are very uncomfortable with the idea that one can predict events). Physicians and nurses who work in the hospital are already quite busy, so every time an alert is issued, it adds to the demand on their already limited time, hence, the critical importance of strategies to minimize false alarms and alert fatigue. Moreover, altering existing workflows can be disruptive and unpopular.

A potentially more quantifiable problem is the impact of early detection systems on ICU operations. For example, if an RRT decides to transfer a patient from the ward to the ICU as a preventive measure (soft landing) and this in turn ties up an ICU bed, that bed is then unavailable for a new patient in the emergency department. Similarly, early detection systems coupled with structured protocols for promoting soft landings could result in a change in ICU case mix, with greater patient flow due to increased numbers of patients with lower severity and lower ICU length of stay. These considerations suggest the need to couple early detection with other supportive data systems and workflows (eg, systems that monitor bed capacity proactively).

Lastly, if documentation protocols are not established and followed, early detection systems could expose both individual clinicians as well as healthcare institutions to medicallegal risk. This consideration could be particularly important in those instances where an alert is issued and, for whatever reasons, clinicians do not take action and do not document that decision. At present, early detection systems are relatively uncommon, but they may gradually become standard of care. This means that in‐house out of ICU deteriorations, which are generally considered to be bad luck or due to a specific error or oversight, may then be considered to be preventable. Another possible scenario that could arise is that of plaintiffs invoking enterprise liability, where a hospital's not having an early detection system becomes considered negligent.

ARTICLES IN THIS ISSUE

In this issue of the Journal of Hospital Medicine, we examine early detection from various perspectives but around a common theme that usually gets less attention in the academic literature: implementation. The article by Schorr et al.[23] describes a disease‐specific approach that can be instantiated using either electronic or paper tools. Escobar et al.[24] describe the quantitative as well as the electronic architecture of an early warning system (EWS) pilot at 2 hospitals that are part of an integrated healthcare delivery system. Dummett et al.[25] then show how a clinical rescue component was developed to take advantage of the EWS, whereas Granich et al.[26] describe the complementary component (integration of supportive care and ensuring that patient preferences are respected). The paper by Liu et al.[27] concludes by placing all of this work in a much broader context, that of the learning healthcare system.

FUTURE DIRECTIONS: KEY GAPS IN THE FIELD

Important gaps remain with respect to early detection and response systems. Future research will need to focus on a number of areas. First and foremost, better approaches to quantifying the costbenefit relationships of these systems are needed; somehow, we need to move beyond a purely intuitive sense that they are good things. Related to this is the need to establish metrics that would permit rigorous comparisons between different approaches; this work needs to go beyond simple comparisons of the statistical characteristics of different predictive models. Ideally, it should include comparisons of different approaches for the response arms as well. We also need to characterize clinician understanding about detection systems, what constitutes impending or incipient critical illness, and the optimum way to provide early detection. Finally, better approaches to integrating health services research with basic science work must be developed; for example, how should one test new biomarkers in settings with early detection and response systems?

The most important frontier, however, is how one can make early detection and response systems more patient centered and how one can enhance their ability to respect patient preferences. Developing systems to improve clinical management is laudable, but somehow we need to also find ways to have these systems make a better connection to what patients want most and what matters most to them, something that may need to include new ways that sometimes suspend use of these systems. At the end of the day, after early detection, patients must have a care experience that they see as an unequivocal improvement.

Acknowledgements

The authors thank our 2 foundation program officers, Dr. Marybeth Sharpe and Ms. Kate Weiland, for their administrative support and encouragement. The authors also thank Dr. Tracy Lieu, Dr. Michelle Caughey, Dr. Philip Madvig, and Ms. Barbara Crawford for their administrative assistance, Dr. Vincent Liu for comments on the manuscript, and Ms. Rachel Lesser for her help with formatting the manuscript and figures.

Disclosures

This work was supported by the Gordon and Betty Moore Foundation, The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. As part of our agreement with the Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Gordon and Betty Moore Foundation and its staff played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component. None of the authors has any conflicts of interest to declare of relevance to this work.

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References
  1. Hall MJ, Williams SN, DeFrances CJ, Golosinskiy A. Inpatient care for septicemia or sepsis: a challenge for patients and hospitals. NCHS Data Brief. 2011(62):18.
  2. Levy MM, Rhodes A, Phillips GS, et al. Surviving sepsis campaign: association between performance metrics and outcomes in a 7.5‐year study. Crit Care Med. 2015;43(1):312.
  3. Escobar GJ, LaGuardia J, Turk BJ, Ragins A, Kipnis P, Draper D. Early detection of impending physiologic deterioration among patients who are not in intensive care: development of predictive models using data from an automated electronic medical record. J Hosp Med. 2012;7(5):388395.
  4. Kollef MH, Chen Y, Heard K, et al. A randomized trial of real‐time automated clinical deterioration alerts sent to a rapid response team. J Hosp Med. 2014;9(7):424429.
  5. Vazquez R, Gheorghe C, Grigoriyan A, Palvinskaya T, Amoateng‐Adjepong Y, Manthous CA. Enhanced end‐of‐life care associated with deploying a rapid response team: a pilot study. J Hosp Med. 2009;4(7):449452.
  6. Smith RL, Hayashi VN, Lee YI, Navarro‐Mariazeta L, Felner K. The medical emergency team call: a sentinel event that triggers goals of care discussion. Crit Care Med. 2014;42(2):322327.
  7. Romero‐Brufau S, Huddleston JM, Escobar GJ, Liebow M. Why the C‐statistic is not informative to evaluate early warning scores and what metrics to use. Crit Care. 2015;19:285.
  8. Lawn ND, Fletcher DD, Henderson RD, Wolter TD, Wijdicks EF. Anticipating mechanical ventilation in Guillain‐Barre syndrome. Arch Neurol. 2001;58(6):893898.
  9. Kim YS, Escobar GJ, Halpern SD, Greene JD, Kipnis P, Liu V. The natural history of changes in preferences for life‐sustaining treatments and implications for inpatient mortality in younger and older hospitalized adults. J Am Geriatr Soc. 2016;64(5):981989.
  10. Sargious A, Lee SJ. Remote collection of questionnaires. Clin Exp Rheumatol. 2014;32(5 suppl 85):S168S172.
  11. Be prepared to make your health care wishes known. Health care directives. Allina Health website. Available at: http://www.allinahealth.org/Customer-Service/Be-prepared/Be-prepared-to-make-your-health-care-wishes-known. Accessed January 1, 2015.
  12. Patient Reported Outcomes Measurement Information System. Dynamic tools to measure health outcomes from the patient perspective. Available at: http://www.nihpromis.org. Accessed January 15, 2015.
  13. Schorr C, Cinel I, Townsend S, Ramsay G, Levy M, Dellinger RP. Methodology of the surviving sepsis campaign global initiative for improving care of the patient with severe sepsis. Minerva Anestesiol. 2009;75(suppl 1):2327.
  14. Marshall JC, Dellinger RP, Levy M. The Surviving Sepsis Campaign: a history and a perspective. Surg Infect (Larchmt). 2010;11(3):275281.
  15. Schorr CA, Dellinger RP. The Surviving Sepsis Campaign: past, present and future. Trends Mol Med. 2014;20(4):192194.
  16. Shapiro NI, Howell MD, Talmor D, et al. Serum lactate as a predictor of mortality in emergency department patients with infection. Ann Emerg Med. 2005;45(5):524528.
  17. Sharek PJ, Parast LM, Leong K, et al. Effect of a rapid response team on hospital‐wide mortality and code rates outside the ICU in a Children's Hospital. JAMA. 2007;298(19):22672274.
  18. Buist MD, Moore GE, Bernard SA, Waxman BP, Anderson JN, Nguyen TV. Effects of a medical emergency team on reduction of incidence of and mortality from unexpected cardiac arrests in hospital: preliminary study. BMJ. 2002;324(7334):387390.
  19. Leach LS, Mayo AM. Rapid response teams: qualitative analysis of their effectiveness. Am J Crit Care. 2013;22(3):198210.
  20. Chan PS, Khalid A, Longmore LS, Berg RA, Kosiborod M, Spertus JA. Hospital‐wide code rates and mortality before and after implementation of a rapid response team. JAMA. 2008;300(21):25062513.
  21. Escobar GJ, Gardner M, Greene JG, Draper D, Kipnis P. Risk‐adjusting hospital mortality using a comprehensive electronic record in an integrated healthcare delivery system. Med Care. 2013;51(5):446453.
  22. Winters BD, Pham J, Pronovost PJ. Rapid response teams—walk, don't run. JAMA. 2006;296(13):16451647.
  23. Schorr et al. J Hosp Med. 2016;11:000000.
  24. Escobar GJ, Turk BJ, Ragins A, et al. Piloting electronic medical record–based early detection of inpatient deterioration in community hospitals. J Hosp Med. 2016;11:000000.
  25. Dummett et al. J Hosp Med. 2016;11:000000.
  26. Granich et al. J Hosp Med. 2016;11:000000.
  27. Liu et al. Liu VX, Morehouse JW, Baker JM, Greene JD, Kipnis P, Gabriel J. Escobar GJ. Data that drive: closing the loop in the learning hospital system. J Hosp Med. 2016;11:000000.
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This issue of the Journal of Hospital Medicine describes 2 research and quality improvement demonstration projects funded by the Gordon and Betty Moore Foundation. Early detection is central to both projects. This introductory article does not provide a global review of the now voluminous literature on rapid response teams (RRTs), sepsis detection systems, or treatment protocols. Rather, it takes a step back and reassesses just what early detection and quantification of critical illness are. It then examines the implications of early detection and its quantification.

CONCEPTUAL FRAMEWORK

We define severe illness as the presence of acute disease such that a person can no longer expect to improve without dedicated hospital treatment but which is not inevitably associated with mortality, postdischarge morbidity, or major loss of autonomy. In contrast, we define critical illness as acute disease with high a priori risk of mortality, postdischarge morbidity, and major (possibly total) loss of autonomy. We accept that the boundaries between ordinary illness, severe illness, and critical illness are blurred. The basic assumption behind all efforts at early detection is that these edges can be made sharp, and that the knowledge base required to do so can also lead to improvements in treatment protocols and patient outcomes. Further, it is assumed that at least some forms of critical illness can be prevented or mitigated by earlier detection, identification, and treatment.

Research over the last 2 decades has provided important support for this intuitive view as well as making it more nuanced. With respect to epidemiology, the big news is that sepsis is the biggest culprit, and that it accounts for a substantial proportion of all hospital deaths, including many previously considered unexpected hospital deaths due to in‐hospital deterioration.[1] With respect to treatment, a number of studies have demonstrated that crucial therapies previously considered to be intensive care unit (ICU) therapies can be initiated in the emergency department or general medicalsurgical ward.[2]

Figure 1 shows an idealized framework for illness presenting in the emergency department or general medicalsurgical wards. It illustrates the notion that a transition period exists when patients may be rescued with less intense therapy than will be required when condition progression occurs. Once a certain threshold is crossed, the risk of death or major postdischarge morbidity rises exponentially. Unaided human cognition's ability to determine where a given patient is in this continuum is dangerously variable and is highly dependent on the individuals training and experience. Consequently, as described in several of the articles in this issue as well as multiple other publications, health systems are employing comprehensive electronic medical records (EMRs) and are migrating to algorithmic approaches that combine multiple types of patient data.[3, 4] Although we are still some distance from being able to define exact boundaries between illness, severe illness, and critical illness, current EMRs permit much better definition of patient states, care processes, and short‐term outcomes.

Figure 1
Relationship between time, course of illness (solid line), risk of death or major disability (dashed line), and possible detection periods among patients who present in the emergency department or general medical–surgical ward. All axes employ hypothetical units, because empiric data are not currently available for all domains listed. Point C represents when unaided human cognition (ordinary clinical judgment) can first detect incipient deterioration. In theory, algorithmic approaches (point A) based on real‐time data from the electronic medical record (EMR) can provide earlier detection, and novel biomarkers (point B) could lead to even earlier detection.

Whereas our ability to quantify many processes and short‐term outcomes is expanding rapidly, quantification of the possible benefit of early detection is complicated by the fact that, even in the best of circumstances, not all patients can be rescued. For some patients, rescue may be temporary, raising the prospect of repeated episodes of critical illness and prolonged intensive care without any hope of leaving the hospital. Figure 2 shows that, for these patients, the problem is no longer simply one of preventing death and preserving function but, rather, preserving autonomy and dignity. In this context, early detection means earlier specification of patient preferences.[5, 6]

Figure 2
Progression to critical illness among patients near the end of life. Given that it may not be possible to prevent death, what matters most to patients and families is preservation of autonomy and ability to make choices concordant with their values and preferences. In theory, early detection combined with appropriate palliative care could maximize preservation of autonomy (upper arrow), whereas, in their absence, the health system enters the current default mode (lower arrow) in which intensive care is initiated despite low likelihood of preventing death or disability.

JUST WHAT CONSTITUTES EARLY DETECTION (AND HOW DO WE QUANTIFY IT)?

RRTs arose as the result of a number of studies showing thatin retrospectin‐hospital deteriorations should not have been unexpected. Given comprehensive inpatient EMRs, it is now possible to develop more rigorous definitions. A minimum set of parameters that one would need to specify for proper quantification of early detection is shown on Figure 3. The first is specifying a T0, that is, the moment when a prediction regarding event X (which needs to be defined) is issued. This is different from the (currently unmeasurable) biologic onset of illness as well as the first documented indication that critical illness was present. Further, it is important to be explicit about the event time frame (the time period during which a predicted event is expected to occur): we are predicting that X will occur within E hours of the T0. The time frame between the T0 and X, which we are referring to as lead time, is clinically very important, as it represents the time period during which the response arm (eg, RRT intervention) is to be instituted. Statistical approaches can be used to estimate it, but once an early detection system is in place, it can be quantified. Figure 3 is not restricted to electronic systems; all components shown can be and are used by unaided human cognition.

Figure 3
Characterizing early warning systems. At a T0, a detection system issues a probability estimate that an undesirable event, X (which must be defined explicitly) will occur within some elapsed time (point E) (EVENT TIME FRAME). Time required for a response arm to prepare an intervention is LEAD TIME. Development of detection systems is complicated by the fact that the time point when biological critical illness actually begins is currently unmeasurable, whereas system development is limited by how accurately X is documented. Probability estimates are based on data sources with different accumulation times. Some definitional data elements (eg, age, gender, diagnosis for this admission) are not recurrent (♦). Others, which could include streaming data, are recurrent, and the look‐back time frame must be clearly specified. For example, physiologic or biochemical data generally accumulate over a short time period (usually measured in hours); health services data (eg, elapsed length of stay in the hospital at T0; was this patient recently in the intensive care unit?) are typically measured in days, whereas chronic conditions can be measured in months to years.
Figure 4
Impact of patients with restricted resuscitation status (not full code, which includes partial code, do not resuscitate, and comfort care only) on unplanned transfers to the intensive care unit (ICU) and total 30‐day mortality. Data are from 21 Kaiser Permanente Northern California hospitals between May 1, 2012 and October 31, 2013. The left panels show patients with restricted resuscitation status (12.1% of patients; range across hospitals, 6.5% to 18.0%), who accounted for 53% of all deaths. Full code patients directly admitted to the ICU and all other hospital units are shown in the middle and right panels, respectively. Circles are drawn to scale (proportion of admissions in top panels, proportion of deaths in lower panels). Within each circle, the shaded area represents the proportion of patients who experienced unplanned transfer to intensive care (for direct ICU admits, this refers to return transfers to the ICU after discharge from the ICU).

It is essential to specify what data are used to generate probability estimates as well as the time frames used, which we refer to as the look‐back time frames. Several types of data could be employed, with some data elements (eg, age or gender) being discrete data with a 1:1 fixed correspondence between the patient and the data. Other data have a many‐to‐1 relationship, and an exact look‐back time frame must be specified for each data type. For example, it seems reasonable to specify a short (1224 hours) look‐back period for some types of data (eg, vital signs, lactate, admission diagnosis or chief complaint), an intermediate time period (13 days) for information on the current encounter, and a longer (months to years) time period for preexisting illness or comorbidity burden.

Because many events are rare, traditional measures used to assess model performance, such as the area under the receiver operator characteristic curve (C statistic), are not as helpful.[7] Consequently, much more emphasis needs to be given to 2 key metrics: number needed to evaluate (or workup to detection ratio) and threshold‐specific sensitivity (ability of the alert to detect X at a given threshold). With these, one can answer 3 questions that will be asked by the physicians and nurses who are not likely to be researchers, and who will have little interest in the statistics: How many patients do I need to work up each day? How many patients will I need to work up for each possible outcome identified? For this amount of work, how many of the possible outcomes will we catch?

Data availability for the study of severe and critical illness continues to expand. Practically, this means that future research will require more nuanced ontologies for the classification of physiologic derangement. Current approaches to severity scoring (collapsing data into composite scores) need to be replaced by dynamic approaches that consider differential effects on organ systems as well as what can be measured. Severity scoring will also need to incorporate the rate of change of a score (or probability derived from a score) in predicting the occurrence of an event of interest as well as judging response to treatment. Thus, instead of at time of ICU admission, the patient had a severity score of 76, we may have although this patient's severity score at the time of admission was decreasing by 4 points per hour per 10 mL/kg fluid given, the probability for respiratory instability was increasing by 2.3% per hour given 3 L/min supplemental oxygen. This approach is concordant with work done in other clinical settings (eg, in addition to an absolute value of maximal negative inspiratory pressure or vital capacity, the rate of deterioration of neuromuscular weakness in Guillain‐Barr syndrome is also important in predicting respiratory failure[8]).

Electronic data also could permit better definition of patient preferences regarding escalation of care. At present, available electronic data are limited (primarily, orders such as do not resuscitate).[9] However, this EMR domain is gradually expanding.[10, 11] Entities such as the National Institutes of Health could develop sophisticated and rapid questionnaires around patient preferences that are similar to those developed for the Patient Reported Outcomes Measurement Information System.[12] Such tools could have a significant effect on our ability to quantify the benefits of early detection as it relates to a patient's preferences (including better delineation of what treatments they would and would not want).

ACTIVATING A RESPONSE ARM

Early identification, antibiotic administration, fluid resuscitation, and source control are now widely felt to constitute low‐hanging fruit for decreasing morbidity and mortality in severe sepsis. All these measures are included in quality improvement programs and sepsis bundles.[13, 14, 15] However, before early interventions can be instituted, sepsis must at least be suspected, hence the need for early detection. The situation with respect to patient deterioration (for reasons other than sepsis) in general medical surgical wards is less clear‐cut. Reasons for deterioration are much more heterogenous and, consequently, early detection is likely necessary but not sufficient for outcomes improvement.

The 2 projects described in this issue describe nonspecific (indicating elevated risk but not specifying what led to the elevation of risk) and sepsis‐specific alerting systems. In the case of the nonspecific system, detection may not lead to an immediate deployment of a response arm. Instead, a secondary evaluation process must be triggered first. Following this evaluation component, a response arm may or may not be required. In contrast, the sepsis‐specific project essentially transforms the general medicalsurgical ward into a screening system. This screening system then also triggers specific bundle components.

Neither of these systems relies on unaided human cognition. In the case of the nonspecific system, a complex equation generates a probability that is displayed in the EMR, with protocols specifying what actions are to be taken when that probability exceeds a prespecified threshold. With respect to the sepsis screening system, clinicians are supported by EMR alerts as well as protocols that increase nursing autonomy when sepsis is suspected.

The distinction between nonspecific (eg, acute respiratory failure or hemodynamic deterioration) and specific (eg, severe sepsis) alerting systems is likely to disappear as advances in the field occur. For example, incorporation of natural language processing would permit inclusion of semantic data, which could be processed so as to prebucket an alert into one that not just gave a probability, but also a likely cause for the elevated probability.

In addition, both types of systems suffer from the limitation of working off a limited database because, in general, current textbooks and training programs primary focus remains that of treatment of full‐blown clinical syndromes. For example, little is known about how one should manage patients with intermediate lactate values, despite evidence showing that a significant percentage of patients who die from sepsis will initially have such values, with 1 study showing 63% as many deaths with initial lactate of 2.5 to 4.0 mmol/L as occurred with an initial lactate of >4.0 mmol/L.[16] Lastly, as is discussed below, both systems will encounter similar problems when it comes to quantifying benefit.

QUANTIFYING BENEFIT

Whereas the notion of deploying RRTs has clearly been successful, success in demonstrating unequivocal benefit remains elusive.[17, 18, 19] Outcome measures vary dramatically across studies and have included the number of RRT calls, decreases in code blue events on the ward, and decreases in inpatient mortality.[20] We suspect that other reasons are behind this problem. First is the lack of adequate risk adjustment and ignoring the impact of patients near the end of life on the denominator. Figure 4 shows recent data from 21 Kaiser Permanente Northern California (KPNC) hospitals, which can now capture care directive orders electronically,[21] illustrates this problem. The majority (53%) of hospital deaths occur among a highly variable proportion (range across hospitals, 6.5%18.0%) of patients who arrive at the hospital with a restricted resuscitation preference (do not resuscitate, partial code, and comfort care only). These patients do not want to die or crash and burn but, were they to trigger an alert, they would not necessarily want to be rescued by being transferred to the ICU either; moreover, internal KPNC analyses show that large numbers of these patients have sepsis and refuse aggressive treatment. The second major confounder is that ICUs save lives. Consequently, although early detection could lead to fewer transfers to the ICU, using the end point of ICU admission is very problematic, because in many cases the goal of alerting systems should be to get patients to the ICU sooner, which would not affect the outcome of transfer to the ICU in a downward direction; in fact, such systems might increase transfer to the ICU.

The complexities summarized in Figure 4 mean that it is likely that formal quantification of benefit will require examination of multiple measures, including balancing measures as described below. It is also evident that, in this respectlack of agreement as to what constitutes a good outcomethe issues being faced here are a reflection of a broader area of disagreement within our profession and society at large that extends to medical conditions other than critical illness.

POTENTIAL HARMS OF EARLY DETECTION

Implementation of early detection and rapid response systems are not inherently free of harm. If these systems are not shown to have benefit, then the cost of operating them is moving resources away from other, possibly evidence‐based, interventions.[22] At the individual level, alerts could frighten patients and their families (for example, some people are very uncomfortable with the idea that one can predict events). Physicians and nurses who work in the hospital are already quite busy, so every time an alert is issued, it adds to the demand on their already limited time, hence, the critical importance of strategies to minimize false alarms and alert fatigue. Moreover, altering existing workflows can be disruptive and unpopular.

A potentially more quantifiable problem is the impact of early detection systems on ICU operations. For example, if an RRT decides to transfer a patient from the ward to the ICU as a preventive measure (soft landing) and this in turn ties up an ICU bed, that bed is then unavailable for a new patient in the emergency department. Similarly, early detection systems coupled with structured protocols for promoting soft landings could result in a change in ICU case mix, with greater patient flow due to increased numbers of patients with lower severity and lower ICU length of stay. These considerations suggest the need to couple early detection with other supportive data systems and workflows (eg, systems that monitor bed capacity proactively).

Lastly, if documentation protocols are not established and followed, early detection systems could expose both individual clinicians as well as healthcare institutions to medicallegal risk. This consideration could be particularly important in those instances where an alert is issued and, for whatever reasons, clinicians do not take action and do not document that decision. At present, early detection systems are relatively uncommon, but they may gradually become standard of care. This means that in‐house out of ICU deteriorations, which are generally considered to be bad luck or due to a specific error or oversight, may then be considered to be preventable. Another possible scenario that could arise is that of plaintiffs invoking enterprise liability, where a hospital's not having an early detection system becomes considered negligent.

ARTICLES IN THIS ISSUE

In this issue of the Journal of Hospital Medicine, we examine early detection from various perspectives but around a common theme that usually gets less attention in the academic literature: implementation. The article by Schorr et al.[23] describes a disease‐specific approach that can be instantiated using either electronic or paper tools. Escobar et al.[24] describe the quantitative as well as the electronic architecture of an early warning system (EWS) pilot at 2 hospitals that are part of an integrated healthcare delivery system. Dummett et al.[25] then show how a clinical rescue component was developed to take advantage of the EWS, whereas Granich et al.[26] describe the complementary component (integration of supportive care and ensuring that patient preferences are respected). The paper by Liu et al.[27] concludes by placing all of this work in a much broader context, that of the learning healthcare system.

FUTURE DIRECTIONS: KEY GAPS IN THE FIELD

Important gaps remain with respect to early detection and response systems. Future research will need to focus on a number of areas. First and foremost, better approaches to quantifying the costbenefit relationships of these systems are needed; somehow, we need to move beyond a purely intuitive sense that they are good things. Related to this is the need to establish metrics that would permit rigorous comparisons between different approaches; this work needs to go beyond simple comparisons of the statistical characteristics of different predictive models. Ideally, it should include comparisons of different approaches for the response arms as well. We also need to characterize clinician understanding about detection systems, what constitutes impending or incipient critical illness, and the optimum way to provide early detection. Finally, better approaches to integrating health services research with basic science work must be developed; for example, how should one test new biomarkers in settings with early detection and response systems?

The most important frontier, however, is how one can make early detection and response systems more patient centered and how one can enhance their ability to respect patient preferences. Developing systems to improve clinical management is laudable, but somehow we need to also find ways to have these systems make a better connection to what patients want most and what matters most to them, something that may need to include new ways that sometimes suspend use of these systems. At the end of the day, after early detection, patients must have a care experience that they see as an unequivocal improvement.

Acknowledgements

The authors thank our 2 foundation program officers, Dr. Marybeth Sharpe and Ms. Kate Weiland, for their administrative support and encouragement. The authors also thank Dr. Tracy Lieu, Dr. Michelle Caughey, Dr. Philip Madvig, and Ms. Barbara Crawford for their administrative assistance, Dr. Vincent Liu for comments on the manuscript, and Ms. Rachel Lesser for her help with formatting the manuscript and figures.

Disclosures

This work was supported by the Gordon and Betty Moore Foundation, The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. As part of our agreement with the Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Gordon and Betty Moore Foundation and its staff played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component. None of the authors has any conflicts of interest to declare of relevance to this work.

This issue of the Journal of Hospital Medicine describes 2 research and quality improvement demonstration projects funded by the Gordon and Betty Moore Foundation. Early detection is central to both projects. This introductory article does not provide a global review of the now voluminous literature on rapid response teams (RRTs), sepsis detection systems, or treatment protocols. Rather, it takes a step back and reassesses just what early detection and quantification of critical illness are. It then examines the implications of early detection and its quantification.

CONCEPTUAL FRAMEWORK

We define severe illness as the presence of acute disease such that a person can no longer expect to improve without dedicated hospital treatment but which is not inevitably associated with mortality, postdischarge morbidity, or major loss of autonomy. In contrast, we define critical illness as acute disease with high a priori risk of mortality, postdischarge morbidity, and major (possibly total) loss of autonomy. We accept that the boundaries between ordinary illness, severe illness, and critical illness are blurred. The basic assumption behind all efforts at early detection is that these edges can be made sharp, and that the knowledge base required to do so can also lead to improvements in treatment protocols and patient outcomes. Further, it is assumed that at least some forms of critical illness can be prevented or mitigated by earlier detection, identification, and treatment.

Research over the last 2 decades has provided important support for this intuitive view as well as making it more nuanced. With respect to epidemiology, the big news is that sepsis is the biggest culprit, and that it accounts for a substantial proportion of all hospital deaths, including many previously considered unexpected hospital deaths due to in‐hospital deterioration.[1] With respect to treatment, a number of studies have demonstrated that crucial therapies previously considered to be intensive care unit (ICU) therapies can be initiated in the emergency department or general medicalsurgical ward.[2]

Figure 1 shows an idealized framework for illness presenting in the emergency department or general medicalsurgical wards. It illustrates the notion that a transition period exists when patients may be rescued with less intense therapy than will be required when condition progression occurs. Once a certain threshold is crossed, the risk of death or major postdischarge morbidity rises exponentially. Unaided human cognition's ability to determine where a given patient is in this continuum is dangerously variable and is highly dependent on the individuals training and experience. Consequently, as described in several of the articles in this issue as well as multiple other publications, health systems are employing comprehensive electronic medical records (EMRs) and are migrating to algorithmic approaches that combine multiple types of patient data.[3, 4] Although we are still some distance from being able to define exact boundaries between illness, severe illness, and critical illness, current EMRs permit much better definition of patient states, care processes, and short‐term outcomes.

Figure 1
Relationship between time, course of illness (solid line), risk of death or major disability (dashed line), and possible detection periods among patients who present in the emergency department or general medical–surgical ward. All axes employ hypothetical units, because empiric data are not currently available for all domains listed. Point C represents when unaided human cognition (ordinary clinical judgment) can first detect incipient deterioration. In theory, algorithmic approaches (point A) based on real‐time data from the electronic medical record (EMR) can provide earlier detection, and novel biomarkers (point B) could lead to even earlier detection.

Whereas our ability to quantify many processes and short‐term outcomes is expanding rapidly, quantification of the possible benefit of early detection is complicated by the fact that, even in the best of circumstances, not all patients can be rescued. For some patients, rescue may be temporary, raising the prospect of repeated episodes of critical illness and prolonged intensive care without any hope of leaving the hospital. Figure 2 shows that, for these patients, the problem is no longer simply one of preventing death and preserving function but, rather, preserving autonomy and dignity. In this context, early detection means earlier specification of patient preferences.[5, 6]

Figure 2
Progression to critical illness among patients near the end of life. Given that it may not be possible to prevent death, what matters most to patients and families is preservation of autonomy and ability to make choices concordant with their values and preferences. In theory, early detection combined with appropriate palliative care could maximize preservation of autonomy (upper arrow), whereas, in their absence, the health system enters the current default mode (lower arrow) in which intensive care is initiated despite low likelihood of preventing death or disability.

JUST WHAT CONSTITUTES EARLY DETECTION (AND HOW DO WE QUANTIFY IT)?

RRTs arose as the result of a number of studies showing thatin retrospectin‐hospital deteriorations should not have been unexpected. Given comprehensive inpatient EMRs, it is now possible to develop more rigorous definitions. A minimum set of parameters that one would need to specify for proper quantification of early detection is shown on Figure 3. The first is specifying a T0, that is, the moment when a prediction regarding event X (which needs to be defined) is issued. This is different from the (currently unmeasurable) biologic onset of illness as well as the first documented indication that critical illness was present. Further, it is important to be explicit about the event time frame (the time period during which a predicted event is expected to occur): we are predicting that X will occur within E hours of the T0. The time frame between the T0 and X, which we are referring to as lead time, is clinically very important, as it represents the time period during which the response arm (eg, RRT intervention) is to be instituted. Statistical approaches can be used to estimate it, but once an early detection system is in place, it can be quantified. Figure 3 is not restricted to electronic systems; all components shown can be and are used by unaided human cognition.

Figure 3
Characterizing early warning systems. At a T0, a detection system issues a probability estimate that an undesirable event, X (which must be defined explicitly) will occur within some elapsed time (point E) (EVENT TIME FRAME). Time required for a response arm to prepare an intervention is LEAD TIME. Development of detection systems is complicated by the fact that the time point when biological critical illness actually begins is currently unmeasurable, whereas system development is limited by how accurately X is documented. Probability estimates are based on data sources with different accumulation times. Some definitional data elements (eg, age, gender, diagnosis for this admission) are not recurrent (♦). Others, which could include streaming data, are recurrent, and the look‐back time frame must be clearly specified. For example, physiologic or biochemical data generally accumulate over a short time period (usually measured in hours); health services data (eg, elapsed length of stay in the hospital at T0; was this patient recently in the intensive care unit?) are typically measured in days, whereas chronic conditions can be measured in months to years.
Figure 4
Impact of patients with restricted resuscitation status (not full code, which includes partial code, do not resuscitate, and comfort care only) on unplanned transfers to the intensive care unit (ICU) and total 30‐day mortality. Data are from 21 Kaiser Permanente Northern California hospitals between May 1, 2012 and October 31, 2013. The left panels show patients with restricted resuscitation status (12.1% of patients; range across hospitals, 6.5% to 18.0%), who accounted for 53% of all deaths. Full code patients directly admitted to the ICU and all other hospital units are shown in the middle and right panels, respectively. Circles are drawn to scale (proportion of admissions in top panels, proportion of deaths in lower panels). Within each circle, the shaded area represents the proportion of patients who experienced unplanned transfer to intensive care (for direct ICU admits, this refers to return transfers to the ICU after discharge from the ICU).

It is essential to specify what data are used to generate probability estimates as well as the time frames used, which we refer to as the look‐back time frames. Several types of data could be employed, with some data elements (eg, age or gender) being discrete data with a 1:1 fixed correspondence between the patient and the data. Other data have a many‐to‐1 relationship, and an exact look‐back time frame must be specified for each data type. For example, it seems reasonable to specify a short (1224 hours) look‐back period for some types of data (eg, vital signs, lactate, admission diagnosis or chief complaint), an intermediate time period (13 days) for information on the current encounter, and a longer (months to years) time period for preexisting illness or comorbidity burden.

Because many events are rare, traditional measures used to assess model performance, such as the area under the receiver operator characteristic curve (C statistic), are not as helpful.[7] Consequently, much more emphasis needs to be given to 2 key metrics: number needed to evaluate (or workup to detection ratio) and threshold‐specific sensitivity (ability of the alert to detect X at a given threshold). With these, one can answer 3 questions that will be asked by the physicians and nurses who are not likely to be researchers, and who will have little interest in the statistics: How many patients do I need to work up each day? How many patients will I need to work up for each possible outcome identified? For this amount of work, how many of the possible outcomes will we catch?

Data availability for the study of severe and critical illness continues to expand. Practically, this means that future research will require more nuanced ontologies for the classification of physiologic derangement. Current approaches to severity scoring (collapsing data into composite scores) need to be replaced by dynamic approaches that consider differential effects on organ systems as well as what can be measured. Severity scoring will also need to incorporate the rate of change of a score (or probability derived from a score) in predicting the occurrence of an event of interest as well as judging response to treatment. Thus, instead of at time of ICU admission, the patient had a severity score of 76, we may have although this patient's severity score at the time of admission was decreasing by 4 points per hour per 10 mL/kg fluid given, the probability for respiratory instability was increasing by 2.3% per hour given 3 L/min supplemental oxygen. This approach is concordant with work done in other clinical settings (eg, in addition to an absolute value of maximal negative inspiratory pressure or vital capacity, the rate of deterioration of neuromuscular weakness in Guillain‐Barr syndrome is also important in predicting respiratory failure[8]).

Electronic data also could permit better definition of patient preferences regarding escalation of care. At present, available electronic data are limited (primarily, orders such as do not resuscitate).[9] However, this EMR domain is gradually expanding.[10, 11] Entities such as the National Institutes of Health could develop sophisticated and rapid questionnaires around patient preferences that are similar to those developed for the Patient Reported Outcomes Measurement Information System.[12] Such tools could have a significant effect on our ability to quantify the benefits of early detection as it relates to a patient's preferences (including better delineation of what treatments they would and would not want).

ACTIVATING A RESPONSE ARM

Early identification, antibiotic administration, fluid resuscitation, and source control are now widely felt to constitute low‐hanging fruit for decreasing morbidity and mortality in severe sepsis. All these measures are included in quality improvement programs and sepsis bundles.[13, 14, 15] However, before early interventions can be instituted, sepsis must at least be suspected, hence the need for early detection. The situation with respect to patient deterioration (for reasons other than sepsis) in general medical surgical wards is less clear‐cut. Reasons for deterioration are much more heterogenous and, consequently, early detection is likely necessary but not sufficient for outcomes improvement.

The 2 projects described in this issue describe nonspecific (indicating elevated risk but not specifying what led to the elevation of risk) and sepsis‐specific alerting systems. In the case of the nonspecific system, detection may not lead to an immediate deployment of a response arm. Instead, a secondary evaluation process must be triggered first. Following this evaluation component, a response arm may or may not be required. In contrast, the sepsis‐specific project essentially transforms the general medicalsurgical ward into a screening system. This screening system then also triggers specific bundle components.

Neither of these systems relies on unaided human cognition. In the case of the nonspecific system, a complex equation generates a probability that is displayed in the EMR, with protocols specifying what actions are to be taken when that probability exceeds a prespecified threshold. With respect to the sepsis screening system, clinicians are supported by EMR alerts as well as protocols that increase nursing autonomy when sepsis is suspected.

The distinction between nonspecific (eg, acute respiratory failure or hemodynamic deterioration) and specific (eg, severe sepsis) alerting systems is likely to disappear as advances in the field occur. For example, incorporation of natural language processing would permit inclusion of semantic data, which could be processed so as to prebucket an alert into one that not just gave a probability, but also a likely cause for the elevated probability.

In addition, both types of systems suffer from the limitation of working off a limited database because, in general, current textbooks and training programs primary focus remains that of treatment of full‐blown clinical syndromes. For example, little is known about how one should manage patients with intermediate lactate values, despite evidence showing that a significant percentage of patients who die from sepsis will initially have such values, with 1 study showing 63% as many deaths with initial lactate of 2.5 to 4.0 mmol/L as occurred with an initial lactate of >4.0 mmol/L.[16] Lastly, as is discussed below, both systems will encounter similar problems when it comes to quantifying benefit.

QUANTIFYING BENEFIT

Whereas the notion of deploying RRTs has clearly been successful, success in demonstrating unequivocal benefit remains elusive.[17, 18, 19] Outcome measures vary dramatically across studies and have included the number of RRT calls, decreases in code blue events on the ward, and decreases in inpatient mortality.[20] We suspect that other reasons are behind this problem. First is the lack of adequate risk adjustment and ignoring the impact of patients near the end of life on the denominator. Figure 4 shows recent data from 21 Kaiser Permanente Northern California (KPNC) hospitals, which can now capture care directive orders electronically,[21] illustrates this problem. The majority (53%) of hospital deaths occur among a highly variable proportion (range across hospitals, 6.5%18.0%) of patients who arrive at the hospital with a restricted resuscitation preference (do not resuscitate, partial code, and comfort care only). These patients do not want to die or crash and burn but, were they to trigger an alert, they would not necessarily want to be rescued by being transferred to the ICU either; moreover, internal KPNC analyses show that large numbers of these patients have sepsis and refuse aggressive treatment. The second major confounder is that ICUs save lives. Consequently, although early detection could lead to fewer transfers to the ICU, using the end point of ICU admission is very problematic, because in many cases the goal of alerting systems should be to get patients to the ICU sooner, which would not affect the outcome of transfer to the ICU in a downward direction; in fact, such systems might increase transfer to the ICU.

The complexities summarized in Figure 4 mean that it is likely that formal quantification of benefit will require examination of multiple measures, including balancing measures as described below. It is also evident that, in this respectlack of agreement as to what constitutes a good outcomethe issues being faced here are a reflection of a broader area of disagreement within our profession and society at large that extends to medical conditions other than critical illness.

POTENTIAL HARMS OF EARLY DETECTION

Implementation of early detection and rapid response systems are not inherently free of harm. If these systems are not shown to have benefit, then the cost of operating them is moving resources away from other, possibly evidence‐based, interventions.[22] At the individual level, alerts could frighten patients and their families (for example, some people are very uncomfortable with the idea that one can predict events). Physicians and nurses who work in the hospital are already quite busy, so every time an alert is issued, it adds to the demand on their already limited time, hence, the critical importance of strategies to minimize false alarms and alert fatigue. Moreover, altering existing workflows can be disruptive and unpopular.

A potentially more quantifiable problem is the impact of early detection systems on ICU operations. For example, if an RRT decides to transfer a patient from the ward to the ICU as a preventive measure (soft landing) and this in turn ties up an ICU bed, that bed is then unavailable for a new patient in the emergency department. Similarly, early detection systems coupled with structured protocols for promoting soft landings could result in a change in ICU case mix, with greater patient flow due to increased numbers of patients with lower severity and lower ICU length of stay. These considerations suggest the need to couple early detection with other supportive data systems and workflows (eg, systems that monitor bed capacity proactively).

Lastly, if documentation protocols are not established and followed, early detection systems could expose both individual clinicians as well as healthcare institutions to medicallegal risk. This consideration could be particularly important in those instances where an alert is issued and, for whatever reasons, clinicians do not take action and do not document that decision. At present, early detection systems are relatively uncommon, but they may gradually become standard of care. This means that in‐house out of ICU deteriorations, which are generally considered to be bad luck or due to a specific error or oversight, may then be considered to be preventable. Another possible scenario that could arise is that of plaintiffs invoking enterprise liability, where a hospital's not having an early detection system becomes considered negligent.

ARTICLES IN THIS ISSUE

In this issue of the Journal of Hospital Medicine, we examine early detection from various perspectives but around a common theme that usually gets less attention in the academic literature: implementation. The article by Schorr et al.[23] describes a disease‐specific approach that can be instantiated using either electronic or paper tools. Escobar et al.[24] describe the quantitative as well as the electronic architecture of an early warning system (EWS) pilot at 2 hospitals that are part of an integrated healthcare delivery system. Dummett et al.[25] then show how a clinical rescue component was developed to take advantage of the EWS, whereas Granich et al.[26] describe the complementary component (integration of supportive care and ensuring that patient preferences are respected). The paper by Liu et al.[27] concludes by placing all of this work in a much broader context, that of the learning healthcare system.

FUTURE DIRECTIONS: KEY GAPS IN THE FIELD

Important gaps remain with respect to early detection and response systems. Future research will need to focus on a number of areas. First and foremost, better approaches to quantifying the costbenefit relationships of these systems are needed; somehow, we need to move beyond a purely intuitive sense that they are good things. Related to this is the need to establish metrics that would permit rigorous comparisons between different approaches; this work needs to go beyond simple comparisons of the statistical characteristics of different predictive models. Ideally, it should include comparisons of different approaches for the response arms as well. We also need to characterize clinician understanding about detection systems, what constitutes impending or incipient critical illness, and the optimum way to provide early detection. Finally, better approaches to integrating health services research with basic science work must be developed; for example, how should one test new biomarkers in settings with early detection and response systems?

The most important frontier, however, is how one can make early detection and response systems more patient centered and how one can enhance their ability to respect patient preferences. Developing systems to improve clinical management is laudable, but somehow we need to also find ways to have these systems make a better connection to what patients want most and what matters most to them, something that may need to include new ways that sometimes suspend use of these systems. At the end of the day, after early detection, patients must have a care experience that they see as an unequivocal improvement.

Acknowledgements

The authors thank our 2 foundation program officers, Dr. Marybeth Sharpe and Ms. Kate Weiland, for their administrative support and encouragement. The authors also thank Dr. Tracy Lieu, Dr. Michelle Caughey, Dr. Philip Madvig, and Ms. Barbara Crawford for their administrative assistance, Dr. Vincent Liu for comments on the manuscript, and Ms. Rachel Lesser for her help with formatting the manuscript and figures.

Disclosures

This work was supported by the Gordon and Betty Moore Foundation, The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. As part of our agreement with the Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Gordon and Betty Moore Foundation and its staff played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component. None of the authors has any conflicts of interest to declare of relevance to this work.

References
  1. Hall MJ, Williams SN, DeFrances CJ, Golosinskiy A. Inpatient care for septicemia or sepsis: a challenge for patients and hospitals. NCHS Data Brief. 2011(62):18.
  2. Levy MM, Rhodes A, Phillips GS, et al. Surviving sepsis campaign: association between performance metrics and outcomes in a 7.5‐year study. Crit Care Med. 2015;43(1):312.
  3. Escobar GJ, LaGuardia J, Turk BJ, Ragins A, Kipnis P, Draper D. Early detection of impending physiologic deterioration among patients who are not in intensive care: development of predictive models using data from an automated electronic medical record. J Hosp Med. 2012;7(5):388395.
  4. Kollef MH, Chen Y, Heard K, et al. A randomized trial of real‐time automated clinical deterioration alerts sent to a rapid response team. J Hosp Med. 2014;9(7):424429.
  5. Vazquez R, Gheorghe C, Grigoriyan A, Palvinskaya T, Amoateng‐Adjepong Y, Manthous CA. Enhanced end‐of‐life care associated with deploying a rapid response team: a pilot study. J Hosp Med. 2009;4(7):449452.
  6. Smith RL, Hayashi VN, Lee YI, Navarro‐Mariazeta L, Felner K. The medical emergency team call: a sentinel event that triggers goals of care discussion. Crit Care Med. 2014;42(2):322327.
  7. Romero‐Brufau S, Huddleston JM, Escobar GJ, Liebow M. Why the C‐statistic is not informative to evaluate early warning scores and what metrics to use. Crit Care. 2015;19:285.
  8. Lawn ND, Fletcher DD, Henderson RD, Wolter TD, Wijdicks EF. Anticipating mechanical ventilation in Guillain‐Barre syndrome. Arch Neurol. 2001;58(6):893898.
  9. Kim YS, Escobar GJ, Halpern SD, Greene JD, Kipnis P, Liu V. The natural history of changes in preferences for life‐sustaining treatments and implications for inpatient mortality in younger and older hospitalized adults. J Am Geriatr Soc. 2016;64(5):981989.
  10. Sargious A, Lee SJ. Remote collection of questionnaires. Clin Exp Rheumatol. 2014;32(5 suppl 85):S168S172.
  11. Be prepared to make your health care wishes known. Health care directives. Allina Health website. Available at: http://www.allinahealth.org/Customer-Service/Be-prepared/Be-prepared-to-make-your-health-care-wishes-known. Accessed January 1, 2015.
  12. Patient Reported Outcomes Measurement Information System. Dynamic tools to measure health outcomes from the patient perspective. Available at: http://www.nihpromis.org. Accessed January 15, 2015.
  13. Schorr C, Cinel I, Townsend S, Ramsay G, Levy M, Dellinger RP. Methodology of the surviving sepsis campaign global initiative for improving care of the patient with severe sepsis. Minerva Anestesiol. 2009;75(suppl 1):2327.
  14. Marshall JC, Dellinger RP, Levy M. The Surviving Sepsis Campaign: a history and a perspective. Surg Infect (Larchmt). 2010;11(3):275281.
  15. Schorr CA, Dellinger RP. The Surviving Sepsis Campaign: past, present and future. Trends Mol Med. 2014;20(4):192194.
  16. Shapiro NI, Howell MD, Talmor D, et al. Serum lactate as a predictor of mortality in emergency department patients with infection. Ann Emerg Med. 2005;45(5):524528.
  17. Sharek PJ, Parast LM, Leong K, et al. Effect of a rapid response team on hospital‐wide mortality and code rates outside the ICU in a Children's Hospital. JAMA. 2007;298(19):22672274.
  18. Buist MD, Moore GE, Bernard SA, Waxman BP, Anderson JN, Nguyen TV. Effects of a medical emergency team on reduction of incidence of and mortality from unexpected cardiac arrests in hospital: preliminary study. BMJ. 2002;324(7334):387390.
  19. Leach LS, Mayo AM. Rapid response teams: qualitative analysis of their effectiveness. Am J Crit Care. 2013;22(3):198210.
  20. Chan PS, Khalid A, Longmore LS, Berg RA, Kosiborod M, Spertus JA. Hospital‐wide code rates and mortality before and after implementation of a rapid response team. JAMA. 2008;300(21):25062513.
  21. Escobar GJ, Gardner M, Greene JG, Draper D, Kipnis P. Risk‐adjusting hospital mortality using a comprehensive electronic record in an integrated healthcare delivery system. Med Care. 2013;51(5):446453.
  22. Winters BD, Pham J, Pronovost PJ. Rapid response teams—walk, don't run. JAMA. 2006;296(13):16451647.
  23. Schorr et al. J Hosp Med. 2016;11:000000.
  24. Escobar GJ, Turk BJ, Ragins A, et al. Piloting electronic medical record–based early detection of inpatient deterioration in community hospitals. J Hosp Med. 2016;11:000000.
  25. Dummett et al. J Hosp Med. 2016;11:000000.
  26. Granich et al. J Hosp Med. 2016;11:000000.
  27. Liu et al. Liu VX, Morehouse JW, Baker JM, Greene JD, Kipnis P, Gabriel J. Escobar GJ. Data that drive: closing the loop in the learning hospital system. J Hosp Med. 2016;11:000000.
References
  1. Hall MJ, Williams SN, DeFrances CJ, Golosinskiy A. Inpatient care for septicemia or sepsis: a challenge for patients and hospitals. NCHS Data Brief. 2011(62):18.
  2. Levy MM, Rhodes A, Phillips GS, et al. Surviving sepsis campaign: association between performance metrics and outcomes in a 7.5‐year study. Crit Care Med. 2015;43(1):312.
  3. Escobar GJ, LaGuardia J, Turk BJ, Ragins A, Kipnis P, Draper D. Early detection of impending physiologic deterioration among patients who are not in intensive care: development of predictive models using data from an automated electronic medical record. J Hosp Med. 2012;7(5):388395.
  4. Kollef MH, Chen Y, Heard K, et al. A randomized trial of real‐time automated clinical deterioration alerts sent to a rapid response team. J Hosp Med. 2014;9(7):424429.
  5. Vazquez R, Gheorghe C, Grigoriyan A, Palvinskaya T, Amoateng‐Adjepong Y, Manthous CA. Enhanced end‐of‐life care associated with deploying a rapid response team: a pilot study. J Hosp Med. 2009;4(7):449452.
  6. Smith RL, Hayashi VN, Lee YI, Navarro‐Mariazeta L, Felner K. The medical emergency team call: a sentinel event that triggers goals of care discussion. Crit Care Med. 2014;42(2):322327.
  7. Romero‐Brufau S, Huddleston JM, Escobar GJ, Liebow M. Why the C‐statistic is not informative to evaluate early warning scores and what metrics to use. Crit Care. 2015;19:285.
  8. Lawn ND, Fletcher DD, Henderson RD, Wolter TD, Wijdicks EF. Anticipating mechanical ventilation in Guillain‐Barre syndrome. Arch Neurol. 2001;58(6):893898.
  9. Kim YS, Escobar GJ, Halpern SD, Greene JD, Kipnis P, Liu V. The natural history of changes in preferences for life‐sustaining treatments and implications for inpatient mortality in younger and older hospitalized adults. J Am Geriatr Soc. 2016;64(5):981989.
  10. Sargious A, Lee SJ. Remote collection of questionnaires. Clin Exp Rheumatol. 2014;32(5 suppl 85):S168S172.
  11. Be prepared to make your health care wishes known. Health care directives. Allina Health website. Available at: http://www.allinahealth.org/Customer-Service/Be-prepared/Be-prepared-to-make-your-health-care-wishes-known. Accessed January 1, 2015.
  12. Patient Reported Outcomes Measurement Information System. Dynamic tools to measure health outcomes from the patient perspective. Available at: http://www.nihpromis.org. Accessed January 15, 2015.
  13. Schorr C, Cinel I, Townsend S, Ramsay G, Levy M, Dellinger RP. Methodology of the surviving sepsis campaign global initiative for improving care of the patient with severe sepsis. Minerva Anestesiol. 2009;75(suppl 1):2327.
  14. Marshall JC, Dellinger RP, Levy M. The Surviving Sepsis Campaign: a history and a perspective. Surg Infect (Larchmt). 2010;11(3):275281.
  15. Schorr CA, Dellinger RP. The Surviving Sepsis Campaign: past, present and future. Trends Mol Med. 2014;20(4):192194.
  16. Shapiro NI, Howell MD, Talmor D, et al. Serum lactate as a predictor of mortality in emergency department patients with infection. Ann Emerg Med. 2005;45(5):524528.
  17. Sharek PJ, Parast LM, Leong K, et al. Effect of a rapid response team on hospital‐wide mortality and code rates outside the ICU in a Children's Hospital. JAMA. 2007;298(19):22672274.
  18. Buist MD, Moore GE, Bernard SA, Waxman BP, Anderson JN, Nguyen TV. Effects of a medical emergency team on reduction of incidence of and mortality from unexpected cardiac arrests in hospital: preliminary study. BMJ. 2002;324(7334):387390.
  19. Leach LS, Mayo AM. Rapid response teams: qualitative analysis of their effectiveness. Am J Crit Care. 2013;22(3):198210.
  20. Chan PS, Khalid A, Longmore LS, Berg RA, Kosiborod M, Spertus JA. Hospital‐wide code rates and mortality before and after implementation of a rapid response team. JAMA. 2008;300(21):25062513.
  21. Escobar GJ, Gardner M, Greene JG, Draper D, Kipnis P. Risk‐adjusting hospital mortality using a comprehensive electronic record in an integrated healthcare delivery system. Med Care. 2013;51(5):446453.
  22. Winters BD, Pham J, Pronovost PJ. Rapid response teams—walk, don't run. JAMA. 2006;296(13):16451647.
  23. Schorr et al. J Hosp Med. 2016;11:000000.
  24. Escobar GJ, Turk BJ, Ragins A, et al. Piloting electronic medical record–based early detection of inpatient deterioration in community hospitals. J Hosp Med. 2016;11:000000.
  25. Dummett et al. J Hosp Med. 2016;11:000000.
  26. Granich et al. J Hosp Med. 2016;11:000000.
  27. Liu et al. Liu VX, Morehouse JW, Baker JM, Greene JD, Kipnis P, Gabriel J. Escobar GJ. Data that drive: closing the loop in the learning hospital system. J Hosp Med. 2016;11:000000.
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Early detection, prevention, and mitigation of critical illness outside intensive care settings
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Address for correspondence and reprint requests: Gabriel J. Escobar, MD, Systems Research Initiative, Kaiser Permanente Division of Research, Kaiser Permanente, 2000 Broadway Avenue, 032 R01, Oakland, CA 94612‐2304; Telephone: 510‐891‐5929; Fax: 510‐891‐3606; E‐mail: [email protected]
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Incorporating an EWS Into Practice

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Incorporating an Early Detection System Into Routine Clinical Practice in Two Community Hospitals

Patients who deteriorate outside highly monitored settings and who require unplanned transfer to the intensive care unit (ICU) are known to have high mortality and morbidity.[1, 2, 3, 4, 5] The notion that early detection of a deteriorating patient improves outcomes has intuitive appeal and is discussed in a large number of publications.[6, 7, 8, 9, 10] However, much less information is available on what should be done after early detection is made.[11] Existing literature on early warning systems (EWSs) does not provide enough detail to serve as a map for implementation. This lack of transparency is complicated by the fact that, although the comprehensive inpatient electronic medical record (EMR) now constitutes the central locus for clinical practice, much of the existing literature comes from research institutions that may employ home‐grown EMRs, not community hospitals that employ commercially available systems.

In this issue of the Journal of Hospital Medicine, we describe our efforts to bridge that gap by implementing an EWS in a pair of community hospitals. The EWS's development and its basic statistical and electronic infrastructure are described in the articles by Escobar and Dellinger and Escobar et al.[2, 12, 13] In this report, we focus on how we addressed clinicians' primary concern: What do we do when we get an alert? Because it is described in detail by Granich et al.[14] elsewhere in this issue of the Journal of Hospital Medicine, a critical component of our implementation process (ensuring that patient preferences with respect to supportive care are honored) is not discussed.

Our article is divided into the following sections: rationale, preimplementation preparatory work, workflow development, response protocols, challenges and key learnings, and concluding reflections.

RATIONALE

Much of the previous work on the implementation of alarm systems has focused on the statistics behind detection or on the quantification of processes (eg, how many rapid response calls were triggered) or on outcomes such as mortality. The conceptual underpinnings and practical steps necessary for successful integration of an alarm system into the clinicians' workflow have not been articulated. Our theoretical framework was based on (1) improving situational awareness[15] (knowing what is going on around you and what is likely to happen next) and (2) mitigating cognitive errors.

An EWS enhances situational awareness most directly by earlier identification of a problem with a particular patient. As is detailed by Escobar et al.[16] in this issue of the Journal of Hospital Medicine, our EWS extracts EMR data every 6 hours, performs multiple calculations, and then displays 3 scores in real time in the inpatient dashboard (known as the Patient Lists activity in the Epic EMR). The first of these scores is the Laboratory‐Based Acute Physiologic Score, version 2 (LAPS2), an objective severity score whose retrospective version is already in use in Kaiser Permanente Northern California (KPNC) for internal benchmarking.[13] This score captures a patient's overall degree of physiologic instability within the preceding 72 hours. The second is the Comorbidity Point Score, version 2 (COPS2), a longitudinal comorbidity score based on the patient's diagnoses over the preceding 12 months.[13] This score captures a patient's overall comorbidity burden. Thus, it is possible for a patient to be very ill (high COPS2) while also being stable (low LAPS2) or vice versa. Both of these scores have other uses, including prediction of rehospitalization risk in real time,[17] which is also being piloted at KPNC. Finally, the Advanced Alert Monitoring (AAM) score, which integrates the LAPS2 and COPS2 with other variables, provides a 12‐hour deterioration risk, with a threshold value of 8% triggering response protocols. At or above this threshold, which was agreed to prior to implementation, the system achieves 25% sensitivity, 98% specificity, with a number needed to evaluate of 10 to 12, a level of workload that was felt to be acceptable by clinicians. Actions triggered by the EWS may be quite different from those one would take when being notified of a code blue, which is called at the time an event occurs. The EWS focuses attention on patients who might be missed because they do not yet appear critically ill. It also provides a shared, quantifiable measure of a patient's risk that can trigger a standardized plan of action to follow in evaluating and treating a patient.[15]

In addition to enhancing situational awareness, we intended the alarms to produce cognitive change in practitioners. Our goal was to replace medical intuition with analytic, evidence‐based judgment of future illness. We proceeded with the understanding that replacing quick intuition with slower analytic response is an essential skill in developing sound clinical reasoning.[18, 19, 20] The alert encourages physicians to reassess high‐risk patients facilitating a cognitive shift from automatic, error‐prone processing to slower, deliberate processing. Given the busy pace of ward work, slowing down permits clinicians to reassess previously overlooked details. Related to this process of inducing cognitive change is a secondary effect: we uncovered and discussed physician biases. Physicians are subject to potential biases that allow patients to deteriorate.[18, 19, 20] Therefore, we addressed bias through education. By reviewing particular cases of unanticipated deterioration at each hospital facility, we provided evidence for the problem of in‐hospital deterioration. This framed the new tool as an opportunity for improving treatment and encouraged physicians to act on the alert using a structured process.

INTERVENTIONS

Preimplementation Preparatory Work

Initial KPNC data provided strong support for the generally accepted notion that unplanned transfer patients have poor outcomes.[2, 4, 5] However, published reports failed to provide the granular detail clinicians need to implement a response arm at the unit and patient level. In preparation for going live, we conducted a retrospective chart review. This included data from patients hospitalized from January 1, 2011 through December 31, 2012 (additional detail is provided in the Supporting Information, Appendix, in the online version of this article). The key findings from our internal review of subjective documentation preceding deterioration are similar to those described in the literature and summarized in Figure 1, which displays the 5 most common clinical presentations associated with unplanned transfers.

Figure 1
Results of and internal chart review summary of the most common clinical presentations among patients who experienced unplanned transfer to the intensive care unit (left panel) or who died on the ward or transitional care unit with a full code care directive. Numbers do not add up to 100% because some patients had more than 1 problem. See text and online appendix for additional details.

The chart review served several major roles. First, it facilitated cognitive change by eliminating the notion that it can't happen here. Second, it provided considerable guidance on key clinical components that had to be incorporated into the workflow. Third, it engaged the rapid response team (RRT) in reviewing our work retrospectively to identify future opportunities. Finally, the review provided considerable guidance with respect to structuring documentation requirements.

As a result of the above efforts, other processes detailed below, and knowledge described in several of the companion articles in this issue of the Journal of Hospital Medicine, 3 critical elements, which had been explicitly required by our leadership, were in place prior to the go‐live date: a general consensus among hospitalists and nurses that this would be worth testing, a basic clinical response workflow, and an automated checklist for documentation. We refined these in a 2‐week shadowing phase preceding the start date. In this phase, the alerts were not displayed in the EMR. Instead, programmers working on the project notified selected physician leaders by phone. This permitted them to understand exactly what sort of patients were reaching the physiologic threshold so that they could better prepare both RRT registered nurses (RNs) and hospitalists for the go‐live date. This also provided an opportunity to begin refining the documentation process using actual patients.

The original name for our project was Early Detection of Impending Physiologic Deterioration. However, during the preparatory phase, consultation with our public relations staff led to a concern that the name could be frightening to some patients. This highlights the need to consider patient perceptions and how words used in 1 way by physicians can have different connotations to nonclinicians. Consequently, the system was renamed, and it is now referred to as Advance Alert Monitoring (AAM).

Workflow Development

We carefully examined the space where electronic data, graphical user interfaces, and clinical practice blend, a nexus now commonly referred to as workflow or user experience.[21] To promote situational awareness and effect cognitive change, we utilized the Institute for Health Care Improvement's Plan‐Do‐Study‐Act model.[22, 23] We then facilitated the iterative development of a clinician‐endorsed workflow.[22, 23, 24, 25] By adjusting the workflow based on ongoing experience and giving clinicians multiple opportunities to revise (a process that continues to date), we ensured clinicians would approach and endorse the alarm system as a useful tool for decision support.

Table 1 summarizes the work groups assembled for our implementation, and Table 2 provides a system‐oriented checklist indicating key components that need to be in place prior to having an early warning system go live in a hospital. Figure 2 summarizes the alert response protocols we developed through an iterative process at the 2 pilot sites. The care path shown in Figure 2 is the result of considerable revision, mostly due to actual experience acquired following the go live date. The diagram also includes a component that is still work in progress. This is how an emergency department probability estimate (triage support) will be integrated into both the ward as well as the ICU workflows. Although this is beyond the scope of this article, other hospitals may be experimenting with triage support (eg, for sepsis patients), so it is important to consider how one would incorporate such support into workflows.

Workgroups Established for Early Warning System Rollout
Workgroup Goals
  • NOTE: Abbreviations: POLST, physician orders for life‐sustaining treatment.

Clinical checklist Perform structured chart review of selected unplanned transfer patients and near misses
Develop a checklist for mitigation strategies given an alert
Develop documentation standards given an alert
Develop escalation protocol given an alert
Workload and threshold Determine threshold for sensitivity of alerts and resulting impact on clinician workload
Patient preferences Prepare background information to be presented to providers regarding end‐of‐life care and POLST orders
Coordinate with clinical checklist workgroup to generate documentation templates that provide guidance for appropriate management of patients regarding preferences on escalation of care and end‐of‐life care
Electronic medical record coordination Review proposed electronic medical record changes
Make recommendation for further changes as needed
Develop plan for rollout of new and/or revised electronic record tools
Designate contact list for questions/emssues that may arise regarding electronic record changes during the pilot
Determine alert display choices and mode of alert notification
Nursing committee Review staffing needs in anticipation of alert
Coordinate with workload and threshold group
Develop training calendar to ensure skills necessary for successful implementation of alerts
Make recommendations for potential modification of rapid response team's role in development of a clinical checklist for nurses responding to an alert
Design educational materials for clinicians
Local communication strategy Develop internal communication plan (for clinical staff not directly involved with pilot)
Develop external communication plan (for nonclinicians who may hear about the project)
Hospital System‐Wide Go Live Checklist
Level Tasks
Administration Obtain executive committee approval
Establish communication protocols with quality assurance and quality improvement committees
Review protocols with medicallegal department
Communication Write media material for patients and families
Develop and disseminate scripts for front‐line staff
Develop communication and meet with all relevant front‐line staff on merits of project
Educate all staff on workflow changes and impacts
Clinical preparation Conduct internal review of unplanned transfers and present results to all clinicians
Determine service level agreements, ownership of at‐risk patients, who will access alerts
Conduct staff meetings to educate staff
Perform debriefs on relevant cases
Determine desired outcomes, process measures, balancing measures
Determine acceptable clinician burden (alerts/day)
Technology Establish documentation templates
Ensure access to new data fields (electronic medical record security process must be followed for access rights)
Workflows Workflows (clinical response, patient preferences, supportive care, communication, documentation) must be in place prior to actual go live
Shadowing Testing period (alerts communicated to selected clinicians prior to going live) should occur
Figure 2
Clinical response workflow at pilot sites integration of clinical teams with automated deterioration probability estimates generated every 6 hours. Note that, because they are calibrated to 12‐hour lead time, AAM alerts are given third priority (code blue gets first priority, regular RRT call gets second priority). *Where the SSF and SAC workflows are different. Abbreviations: AAM, advance alert monitor; ATN, action team nurse; COPS, Comorbidity Point Score; ED, emergency department; EHR, electronic health record; EMR, electronic medical record; HC, Health Connect, Kaiser Permanente implementation of EPIC Electronic Health Record; HBS, hospitalist; ICU, intensive care unit; LAPS, Laboratory‐Based Acute Physiology Score; LCP, life care plan (patient preferences regarding life sustaining treatments); MD, medical doctor; MSW, medical social worker; PC, palliative care; RN, registered nurse; RRT, rapid response nurse; SAC, Sacramento Kaiser; SCT, supportive care team (includes palliative care); SSF, South San Francisco; SW, social worker.

RESPONSE PROTOCOLS

At South San Francisco, the RRT consists of an ICU nurse, a respiratory care therapist, and a designated hospitalist; at Sacramento, the team is also augmented by an additional nurse (the house supervisor). In addition to responding to the AAM alerts, RRT nurses respond to other emergency calls such as code blues, stroke alerts, and patient or patient‐familyinitiated rapid response calls. They also expedite time sensitive workups and treatments. They check up on recent transfers from the ICU to ensure continued improvement justifying staying on the ward. Serving as peer educators, they assist with processes such as chest tube or central line insertions, troubleshoot high‐risk medication administration, and ensure that treatment bundles (eg, for sepsis) occur expeditiously.

The RRT reviews EWS scores every 6 hours. The AAM score is seen as soon as providers open the chart, which helps triage patients for evaluation. Because patients can still be at risk even without an elevated AAM score, all normal escalation pathways remain in place. Once an alert is noted in the inpatient dashboard, the RRT nurse obtains a fresh set of vital signs, assesses the patient's clinical status, and informs the physician, social worker, and primary nurse (Figure 2). Team members work with the bedside nurse, providing support with assessment, interventions, plans, and follow‐up. Once advised of the alert, the hospitalist performs a second chart review and evaluates the patient at the bedside to identify factors that could underlie potential deterioration. After this evaluation, the hospitalist documents concerns, orders appropriate interventions (which can include escalation), and determines appropriate follow‐up. We made sure the team knew that respiratory distress, arrhythmias, mental status changes, or worsening infection were responsible for over 80% of in‐hospital deterioration cases. We also involved palliative care earlier in patient care, streamlining the process so the RRT makes just 1 phone call to the social worker, who contacts the palliative care physician and nurse to ensure patients have a designated surrogate in the event of further deterioration.

Our initial documentation template consisted of a comprehensive organ system‐based physician checklist. However, although this was of use to covering physicians unfamiliar with a given patient, it was redundant and annoying to attending providers already familiar with the patient. After more than 30 iterations, we settled on a succinct note that only documented the clinicians' clinical judgment as to what constituted the major risk for deterioration and what the mitigation strategies would be. Both of these judgments are in a checklist format (see Supporting Information, Appendix, in the online version of this article for the components of the physician and nurse notes).

Prior to the implementation of the system, RRT nurses performed proactive rounding by manually checking patient labs and vital signs, an inefficient process due to the poor sensitivity and specificity of individual values. Following implementation of the system, RRT RNs and clinicians switched to sorting patients by the 3 scores (COPS2, LAPS2, AAM). For example, patients may be stable at admission (as evidenced by their AAM score) but be at high risk due to their comorbidities. One approach that has been employed is to proactively check such patients to ensure they have a care directive in place, as is described in the article by Granich et al.[14] The Supportive Care Team (detailed in Granich et al.) assesses needs for palliative care and provides in‐hospital consultation as needed. Social services staff perform chart reviews to ensure a patient surrogate has been defined and also works with patients and their families to clarify goals of care.

CHALLENGES AND KEY LEARNINGS

One challenge that arose was reconciling the periodic nature of the alert (every 6 hours) with physicians' availability, which varied due to different rounding workflows at the 2 sites. Consequently, the alert cycle was changed; at the first site, the cycle was set to 1000‐1600‐2200‐0400, whereas the second site chose 0800‐1400‐2000‐0200.

One essential but problematic component of the clinical response is the issue of documentation. Inadequate documentation could lead to adverse outcomes, clinician malpractice exposure, and placing the entire hospital at risk for enterprise liability when clinical responses are not documented. This issue is complicated by the fact that overzealous efforts could lead to less or no documentation by making it too onerous for busy clinicians. We found that the ease with which data can populate progress notes in the EMR can lead to note bloat. Clearly, no documentation is not enough, and a complete history and physical is too much. Paradoxically, 1 of the issues underlying our problems with documentation was the proactive nature of the alerts themselves; because they are based on an outcome prediction in the next 12 hours, documenting the response to them may lack (perceived) urgency.

Shortly after the system went live, a patient who had been recently transferred out to the ward from the ICU triggered an alert. As a response was mounted, the team realized that existing ward protocols did not specify which physician service (intensivist or hospitalist) was responsible for patients who were transitioning from 1 unit to another. We also had to perform multiple revisions of the protocols specifying how alerts were handled when they occurred at times of change of shift. Eventually, we settled on having the combination of a hospitalist and an RRT nurse as the cornerstone of the response, with the hospitalist service as the primary owner of the entire process, but this arrangement might need to be varied in different settings. As a result of the experience with the pilot, the business case for deployment in the remaining 19 hospitals includes a formal budget request so that all have properly staffed RRTs, although the issue of primary ownership of the alert process for different patient types (eg, surgical patients) will be decided on a hospital‐by‐hospital basis. These experiences raise the intriguing possibility that implementation of alert systems can lead to the identification of systemic gaps in existing protocols. These gaps can include specific components of the hospital service agreements between multiple departments (emergency, hospital medicine, ICU, palliative care, surgery) as well as problems with existing workflows.

In addition to ongoing tweaking of care protocols, 3 issues remain unresolved. First is the issue of documentation. The current documentation notes are not completely satisfactory, and we are working with the KPNC EMR administrators to refine the tool. Desirable refinements include (1) having the system scores populate in more accessible sectors of the EMR where their retrieval will facilitate increased automation of the note writing process, (2) changing the note type to a note that will facilitate process audits, and (3) linking the note to other EMR tools so that the response arm can be tracked more formally. The second issue is the need to develop strategies to address staff turnover; for example, newer staff may not have received the same degree of exposure to the system as those who were there when it was started. Finally, due to limited resources, we have done very limited work on more mechanistic analyses of the clinical response itself. For example, it would be desirable to perform a formal quantitative, risk‐adjusted process‐outcome analysis of why some patients' outcomes are better than others following an alert.

Finally, it is also the case that we have had some unexpected occurrences that hint at new uses and benefits of alert systems. One of these is the phenomenon of chasing the alert. Some clinicians, on their own, have taken a more proactive stance in the care of patients in whom the AAM score is rising or near the alert threshold. This has 2 potential consequences. Some patients are stabilized and thus do not reach threshold instability levels. In other cases, patients reach threshold but the response team is informed that things are already under control. A second unexpected result is increased requests for COPS2 scores by clinicians who have heard about the system, particularly surgeons who would like to use the comorbidity scores as a screening tool in the outpatient setting. Because KPNC is an integrated system, it is not likely that such alternatives will be implemented immediately without considerable analysis, but it is clear that the system's deployment has captured the clinicians' imagination.

CONCLUSIONS AND FUTURE DIRECTIONS

Our preparatory efforts have been successful. We have found that embedding an EWS in a commercially available EMR is acceptable to hospital physicians and nurses. We have developed a coordinated workflow for mitigation and escalation that is tightly linked to the availability of probabilistic alerts in real time. Although resource limitations have precluded us from conducting formal clinician surveys, the EWS has been discussed at multiple hospital‐wide as well as department‐specific meetings. Although there have been requests for clarification, refinements, and modifications in workflows, no one has suggested that the system be discontinued. Further, many of the other KPNC hospitals have requested that the EWS be deployed at their site. We have examined KPNC databases that track patient complaints and have not found any complaints that could be linked to the EWS. Most importantly, the existence of the workflows we have developed has played a major role in KPNC's decision to deploy the system in its remaining hospitals.

Although alert fatigue is the number 1 reason that clinicians do not utilize embedded clinical decision support,[26] simply calibrating statistical models is insufficient. Careful consideration of clinicians' needs and responsibilities, particularly around ownership of patients and documentation, is essential. Such consideration needs to include planning time and socializing the system (providing multiple venues for clinicians to learn about the system as well as participate in the process for using it).

We anticipate that, as the system leaves the pilot stage and becomes a routine component of hospital care, additional enhancements (eg, sending notifications to smart phones, providing an alert response tracking system) will be added. Our organization is also implementing real‐time concurrent review of inpatient EMRs (eg, for proactive detection of an expanded range of potential process failures), and work is underway on how to link the workflows we describe here with this effort. As has been the case with other systems,[27] it is likely that we will eventually move to continuous scanning of patient data rather than only every 6 hours. Given that the basic workflow is quite robust and amenable to local modifications, we are confident that our clinicians and hospitals will adapt to future system enhancements.

Lastly, we intend to conduct additional research on the clinical response itself. In particular, we consider it extremely important to conduct formal quantitative analyses on why some patients' outcomes are better than others following an alert. A key component of this effort will be to develop tools that can permit an automatedor nearly automatedassessment of the clinical response. For example, we are considering automated approaches that would scan the EMR for the presence of specific orders, notes, vital signs patterns, and laboratory tests following an alert. Whereas it may not be possible to dispense with manual chart review, even partial automation of a feedback process could lead to significant enhancement of our quality improvement efforts.

Acknowledgements

The authors thank Dr. Michelle Caughey, Dr. Philip Madvig, Dr. Brian Hoberman, Dr. Patricia Conolly, and Ms. Barbara Crawford for their administrative support; Dr. Tracy Lieu for reviewing the manuscript; and Ms. Rachel Lesser for formatting the manuscript. The authors also thank Drs. Jason Anderson, John Fitzgibbon, Elena M. Nishimura, and Najm Haq for their support of the project. We are particularly grateful to our nurses, Theresa A. Villorente, Zoe Sutton, Doanh Ly, Catherine Burger, and Hillary R. Mitchell, for their critical assistance. Last but not least, we also thank all the hospitalists and nurses at the Kaiser Permanente Sacramento and South San Francisco hospitals.

Disclosures: This work was supported by a grant from the Gordon and Betty Moore Foundation (Early Detection, Prevention, and Mitigation of Impending Physiologic Deterioration in Hospitalized Patients Outside Intensive Care: Phase 3, pilot), The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. Dr. Liu was supported by the National Institute for General Medical Sciences award K23GM112018. As part of our agreement with the Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Gordon and Betty Moore Foundation played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component; the same was the case with the other sponsors. None of the authors has any conflicts of interest to declare of relevance to this work

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Patients who deteriorate outside highly monitored settings and who require unplanned transfer to the intensive care unit (ICU) are known to have high mortality and morbidity.[1, 2, 3, 4, 5] The notion that early detection of a deteriorating patient improves outcomes has intuitive appeal and is discussed in a large number of publications.[6, 7, 8, 9, 10] However, much less information is available on what should be done after early detection is made.[11] Existing literature on early warning systems (EWSs) does not provide enough detail to serve as a map for implementation. This lack of transparency is complicated by the fact that, although the comprehensive inpatient electronic medical record (EMR) now constitutes the central locus for clinical practice, much of the existing literature comes from research institutions that may employ home‐grown EMRs, not community hospitals that employ commercially available systems.

In this issue of the Journal of Hospital Medicine, we describe our efforts to bridge that gap by implementing an EWS in a pair of community hospitals. The EWS's development and its basic statistical and electronic infrastructure are described in the articles by Escobar and Dellinger and Escobar et al.[2, 12, 13] In this report, we focus on how we addressed clinicians' primary concern: What do we do when we get an alert? Because it is described in detail by Granich et al.[14] elsewhere in this issue of the Journal of Hospital Medicine, a critical component of our implementation process (ensuring that patient preferences with respect to supportive care are honored) is not discussed.

Our article is divided into the following sections: rationale, preimplementation preparatory work, workflow development, response protocols, challenges and key learnings, and concluding reflections.

RATIONALE

Much of the previous work on the implementation of alarm systems has focused on the statistics behind detection or on the quantification of processes (eg, how many rapid response calls were triggered) or on outcomes such as mortality. The conceptual underpinnings and practical steps necessary for successful integration of an alarm system into the clinicians' workflow have not been articulated. Our theoretical framework was based on (1) improving situational awareness[15] (knowing what is going on around you and what is likely to happen next) and (2) mitigating cognitive errors.

An EWS enhances situational awareness most directly by earlier identification of a problem with a particular patient. As is detailed by Escobar et al.[16] in this issue of the Journal of Hospital Medicine, our EWS extracts EMR data every 6 hours, performs multiple calculations, and then displays 3 scores in real time in the inpatient dashboard (known as the Patient Lists activity in the Epic EMR). The first of these scores is the Laboratory‐Based Acute Physiologic Score, version 2 (LAPS2), an objective severity score whose retrospective version is already in use in Kaiser Permanente Northern California (KPNC) for internal benchmarking.[13] This score captures a patient's overall degree of physiologic instability within the preceding 72 hours. The second is the Comorbidity Point Score, version 2 (COPS2), a longitudinal comorbidity score based on the patient's diagnoses over the preceding 12 months.[13] This score captures a patient's overall comorbidity burden. Thus, it is possible for a patient to be very ill (high COPS2) while also being stable (low LAPS2) or vice versa. Both of these scores have other uses, including prediction of rehospitalization risk in real time,[17] which is also being piloted at KPNC. Finally, the Advanced Alert Monitoring (AAM) score, which integrates the LAPS2 and COPS2 with other variables, provides a 12‐hour deterioration risk, with a threshold value of 8% triggering response protocols. At or above this threshold, which was agreed to prior to implementation, the system achieves 25% sensitivity, 98% specificity, with a number needed to evaluate of 10 to 12, a level of workload that was felt to be acceptable by clinicians. Actions triggered by the EWS may be quite different from those one would take when being notified of a code blue, which is called at the time an event occurs. The EWS focuses attention on patients who might be missed because they do not yet appear critically ill. It also provides a shared, quantifiable measure of a patient's risk that can trigger a standardized plan of action to follow in evaluating and treating a patient.[15]

In addition to enhancing situational awareness, we intended the alarms to produce cognitive change in practitioners. Our goal was to replace medical intuition with analytic, evidence‐based judgment of future illness. We proceeded with the understanding that replacing quick intuition with slower analytic response is an essential skill in developing sound clinical reasoning.[18, 19, 20] The alert encourages physicians to reassess high‐risk patients facilitating a cognitive shift from automatic, error‐prone processing to slower, deliberate processing. Given the busy pace of ward work, slowing down permits clinicians to reassess previously overlooked details. Related to this process of inducing cognitive change is a secondary effect: we uncovered and discussed physician biases. Physicians are subject to potential biases that allow patients to deteriorate.[18, 19, 20] Therefore, we addressed bias through education. By reviewing particular cases of unanticipated deterioration at each hospital facility, we provided evidence for the problem of in‐hospital deterioration. This framed the new tool as an opportunity for improving treatment and encouraged physicians to act on the alert using a structured process.

INTERVENTIONS

Preimplementation Preparatory Work

Initial KPNC data provided strong support for the generally accepted notion that unplanned transfer patients have poor outcomes.[2, 4, 5] However, published reports failed to provide the granular detail clinicians need to implement a response arm at the unit and patient level. In preparation for going live, we conducted a retrospective chart review. This included data from patients hospitalized from January 1, 2011 through December 31, 2012 (additional detail is provided in the Supporting Information, Appendix, in the online version of this article). The key findings from our internal review of subjective documentation preceding deterioration are similar to those described in the literature and summarized in Figure 1, which displays the 5 most common clinical presentations associated with unplanned transfers.

Figure 1
Results of and internal chart review summary of the most common clinical presentations among patients who experienced unplanned transfer to the intensive care unit (left panel) or who died on the ward or transitional care unit with a full code care directive. Numbers do not add up to 100% because some patients had more than 1 problem. See text and online appendix for additional details.

The chart review served several major roles. First, it facilitated cognitive change by eliminating the notion that it can't happen here. Second, it provided considerable guidance on key clinical components that had to be incorporated into the workflow. Third, it engaged the rapid response team (RRT) in reviewing our work retrospectively to identify future opportunities. Finally, the review provided considerable guidance with respect to structuring documentation requirements.

As a result of the above efforts, other processes detailed below, and knowledge described in several of the companion articles in this issue of the Journal of Hospital Medicine, 3 critical elements, which had been explicitly required by our leadership, were in place prior to the go‐live date: a general consensus among hospitalists and nurses that this would be worth testing, a basic clinical response workflow, and an automated checklist for documentation. We refined these in a 2‐week shadowing phase preceding the start date. In this phase, the alerts were not displayed in the EMR. Instead, programmers working on the project notified selected physician leaders by phone. This permitted them to understand exactly what sort of patients were reaching the physiologic threshold so that they could better prepare both RRT registered nurses (RNs) and hospitalists for the go‐live date. This also provided an opportunity to begin refining the documentation process using actual patients.

The original name for our project was Early Detection of Impending Physiologic Deterioration. However, during the preparatory phase, consultation with our public relations staff led to a concern that the name could be frightening to some patients. This highlights the need to consider patient perceptions and how words used in 1 way by physicians can have different connotations to nonclinicians. Consequently, the system was renamed, and it is now referred to as Advance Alert Monitoring (AAM).

Workflow Development

We carefully examined the space where electronic data, graphical user interfaces, and clinical practice blend, a nexus now commonly referred to as workflow or user experience.[21] To promote situational awareness and effect cognitive change, we utilized the Institute for Health Care Improvement's Plan‐Do‐Study‐Act model.[22, 23] We then facilitated the iterative development of a clinician‐endorsed workflow.[22, 23, 24, 25] By adjusting the workflow based on ongoing experience and giving clinicians multiple opportunities to revise (a process that continues to date), we ensured clinicians would approach and endorse the alarm system as a useful tool for decision support.

Table 1 summarizes the work groups assembled for our implementation, and Table 2 provides a system‐oriented checklist indicating key components that need to be in place prior to having an early warning system go live in a hospital. Figure 2 summarizes the alert response protocols we developed through an iterative process at the 2 pilot sites. The care path shown in Figure 2 is the result of considerable revision, mostly due to actual experience acquired following the go live date. The diagram also includes a component that is still work in progress. This is how an emergency department probability estimate (triage support) will be integrated into both the ward as well as the ICU workflows. Although this is beyond the scope of this article, other hospitals may be experimenting with triage support (eg, for sepsis patients), so it is important to consider how one would incorporate such support into workflows.

Workgroups Established for Early Warning System Rollout
Workgroup Goals
  • NOTE: Abbreviations: POLST, physician orders for life‐sustaining treatment.

Clinical checklist Perform structured chart review of selected unplanned transfer patients and near misses
Develop a checklist for mitigation strategies given an alert
Develop documentation standards given an alert
Develop escalation protocol given an alert
Workload and threshold Determine threshold for sensitivity of alerts and resulting impact on clinician workload
Patient preferences Prepare background information to be presented to providers regarding end‐of‐life care and POLST orders
Coordinate with clinical checklist workgroup to generate documentation templates that provide guidance for appropriate management of patients regarding preferences on escalation of care and end‐of‐life care
Electronic medical record coordination Review proposed electronic medical record changes
Make recommendation for further changes as needed
Develop plan for rollout of new and/or revised electronic record tools
Designate contact list for questions/emssues that may arise regarding electronic record changes during the pilot
Determine alert display choices and mode of alert notification
Nursing committee Review staffing needs in anticipation of alert
Coordinate with workload and threshold group
Develop training calendar to ensure skills necessary for successful implementation of alerts
Make recommendations for potential modification of rapid response team's role in development of a clinical checklist for nurses responding to an alert
Design educational materials for clinicians
Local communication strategy Develop internal communication plan (for clinical staff not directly involved with pilot)
Develop external communication plan (for nonclinicians who may hear about the project)
Hospital System‐Wide Go Live Checklist
Level Tasks
Administration Obtain executive committee approval
Establish communication protocols with quality assurance and quality improvement committees
Review protocols with medicallegal department
Communication Write media material for patients and families
Develop and disseminate scripts for front‐line staff
Develop communication and meet with all relevant front‐line staff on merits of project
Educate all staff on workflow changes and impacts
Clinical preparation Conduct internal review of unplanned transfers and present results to all clinicians
Determine service level agreements, ownership of at‐risk patients, who will access alerts
Conduct staff meetings to educate staff
Perform debriefs on relevant cases
Determine desired outcomes, process measures, balancing measures
Determine acceptable clinician burden (alerts/day)
Technology Establish documentation templates
Ensure access to new data fields (electronic medical record security process must be followed for access rights)
Workflows Workflows (clinical response, patient preferences, supportive care, communication, documentation) must be in place prior to actual go live
Shadowing Testing period (alerts communicated to selected clinicians prior to going live) should occur
Figure 2
Clinical response workflow at pilot sites integration of clinical teams with automated deterioration probability estimates generated every 6 hours. Note that, because they are calibrated to 12‐hour lead time, AAM alerts are given third priority (code blue gets first priority, regular RRT call gets second priority). *Where the SSF and SAC workflows are different. Abbreviations: AAM, advance alert monitor; ATN, action team nurse; COPS, Comorbidity Point Score; ED, emergency department; EHR, electronic health record; EMR, electronic medical record; HC, Health Connect, Kaiser Permanente implementation of EPIC Electronic Health Record; HBS, hospitalist; ICU, intensive care unit; LAPS, Laboratory‐Based Acute Physiology Score; LCP, life care plan (patient preferences regarding life sustaining treatments); MD, medical doctor; MSW, medical social worker; PC, palliative care; RN, registered nurse; RRT, rapid response nurse; SAC, Sacramento Kaiser; SCT, supportive care team (includes palliative care); SSF, South San Francisco; SW, social worker.

RESPONSE PROTOCOLS

At South San Francisco, the RRT consists of an ICU nurse, a respiratory care therapist, and a designated hospitalist; at Sacramento, the team is also augmented by an additional nurse (the house supervisor). In addition to responding to the AAM alerts, RRT nurses respond to other emergency calls such as code blues, stroke alerts, and patient or patient‐familyinitiated rapid response calls. They also expedite time sensitive workups and treatments. They check up on recent transfers from the ICU to ensure continued improvement justifying staying on the ward. Serving as peer educators, they assist with processes such as chest tube or central line insertions, troubleshoot high‐risk medication administration, and ensure that treatment bundles (eg, for sepsis) occur expeditiously.

The RRT reviews EWS scores every 6 hours. The AAM score is seen as soon as providers open the chart, which helps triage patients for evaluation. Because patients can still be at risk even without an elevated AAM score, all normal escalation pathways remain in place. Once an alert is noted in the inpatient dashboard, the RRT nurse obtains a fresh set of vital signs, assesses the patient's clinical status, and informs the physician, social worker, and primary nurse (Figure 2). Team members work with the bedside nurse, providing support with assessment, interventions, plans, and follow‐up. Once advised of the alert, the hospitalist performs a second chart review and evaluates the patient at the bedside to identify factors that could underlie potential deterioration. After this evaluation, the hospitalist documents concerns, orders appropriate interventions (which can include escalation), and determines appropriate follow‐up. We made sure the team knew that respiratory distress, arrhythmias, mental status changes, or worsening infection were responsible for over 80% of in‐hospital deterioration cases. We also involved palliative care earlier in patient care, streamlining the process so the RRT makes just 1 phone call to the social worker, who contacts the palliative care physician and nurse to ensure patients have a designated surrogate in the event of further deterioration.

Our initial documentation template consisted of a comprehensive organ system‐based physician checklist. However, although this was of use to covering physicians unfamiliar with a given patient, it was redundant and annoying to attending providers already familiar with the patient. After more than 30 iterations, we settled on a succinct note that only documented the clinicians' clinical judgment as to what constituted the major risk for deterioration and what the mitigation strategies would be. Both of these judgments are in a checklist format (see Supporting Information, Appendix, in the online version of this article for the components of the physician and nurse notes).

Prior to the implementation of the system, RRT nurses performed proactive rounding by manually checking patient labs and vital signs, an inefficient process due to the poor sensitivity and specificity of individual values. Following implementation of the system, RRT RNs and clinicians switched to sorting patients by the 3 scores (COPS2, LAPS2, AAM). For example, patients may be stable at admission (as evidenced by their AAM score) but be at high risk due to their comorbidities. One approach that has been employed is to proactively check such patients to ensure they have a care directive in place, as is described in the article by Granich et al.[14] The Supportive Care Team (detailed in Granich et al.) assesses needs for palliative care and provides in‐hospital consultation as needed. Social services staff perform chart reviews to ensure a patient surrogate has been defined and also works with patients and their families to clarify goals of care.

CHALLENGES AND KEY LEARNINGS

One challenge that arose was reconciling the periodic nature of the alert (every 6 hours) with physicians' availability, which varied due to different rounding workflows at the 2 sites. Consequently, the alert cycle was changed; at the first site, the cycle was set to 1000‐1600‐2200‐0400, whereas the second site chose 0800‐1400‐2000‐0200.

One essential but problematic component of the clinical response is the issue of documentation. Inadequate documentation could lead to adverse outcomes, clinician malpractice exposure, and placing the entire hospital at risk for enterprise liability when clinical responses are not documented. This issue is complicated by the fact that overzealous efforts could lead to less or no documentation by making it too onerous for busy clinicians. We found that the ease with which data can populate progress notes in the EMR can lead to note bloat. Clearly, no documentation is not enough, and a complete history and physical is too much. Paradoxically, 1 of the issues underlying our problems with documentation was the proactive nature of the alerts themselves; because they are based on an outcome prediction in the next 12 hours, documenting the response to them may lack (perceived) urgency.

Shortly after the system went live, a patient who had been recently transferred out to the ward from the ICU triggered an alert. As a response was mounted, the team realized that existing ward protocols did not specify which physician service (intensivist or hospitalist) was responsible for patients who were transitioning from 1 unit to another. We also had to perform multiple revisions of the protocols specifying how alerts were handled when they occurred at times of change of shift. Eventually, we settled on having the combination of a hospitalist and an RRT nurse as the cornerstone of the response, with the hospitalist service as the primary owner of the entire process, but this arrangement might need to be varied in different settings. As a result of the experience with the pilot, the business case for deployment in the remaining 19 hospitals includes a formal budget request so that all have properly staffed RRTs, although the issue of primary ownership of the alert process for different patient types (eg, surgical patients) will be decided on a hospital‐by‐hospital basis. These experiences raise the intriguing possibility that implementation of alert systems can lead to the identification of systemic gaps in existing protocols. These gaps can include specific components of the hospital service agreements between multiple departments (emergency, hospital medicine, ICU, palliative care, surgery) as well as problems with existing workflows.

In addition to ongoing tweaking of care protocols, 3 issues remain unresolved. First is the issue of documentation. The current documentation notes are not completely satisfactory, and we are working with the KPNC EMR administrators to refine the tool. Desirable refinements include (1) having the system scores populate in more accessible sectors of the EMR where their retrieval will facilitate increased automation of the note writing process, (2) changing the note type to a note that will facilitate process audits, and (3) linking the note to other EMR tools so that the response arm can be tracked more formally. The second issue is the need to develop strategies to address staff turnover; for example, newer staff may not have received the same degree of exposure to the system as those who were there when it was started. Finally, due to limited resources, we have done very limited work on more mechanistic analyses of the clinical response itself. For example, it would be desirable to perform a formal quantitative, risk‐adjusted process‐outcome analysis of why some patients' outcomes are better than others following an alert.

Finally, it is also the case that we have had some unexpected occurrences that hint at new uses and benefits of alert systems. One of these is the phenomenon of chasing the alert. Some clinicians, on their own, have taken a more proactive stance in the care of patients in whom the AAM score is rising or near the alert threshold. This has 2 potential consequences. Some patients are stabilized and thus do not reach threshold instability levels. In other cases, patients reach threshold but the response team is informed that things are already under control. A second unexpected result is increased requests for COPS2 scores by clinicians who have heard about the system, particularly surgeons who would like to use the comorbidity scores as a screening tool in the outpatient setting. Because KPNC is an integrated system, it is not likely that such alternatives will be implemented immediately without considerable analysis, but it is clear that the system's deployment has captured the clinicians' imagination.

CONCLUSIONS AND FUTURE DIRECTIONS

Our preparatory efforts have been successful. We have found that embedding an EWS in a commercially available EMR is acceptable to hospital physicians and nurses. We have developed a coordinated workflow for mitigation and escalation that is tightly linked to the availability of probabilistic alerts in real time. Although resource limitations have precluded us from conducting formal clinician surveys, the EWS has been discussed at multiple hospital‐wide as well as department‐specific meetings. Although there have been requests for clarification, refinements, and modifications in workflows, no one has suggested that the system be discontinued. Further, many of the other KPNC hospitals have requested that the EWS be deployed at their site. We have examined KPNC databases that track patient complaints and have not found any complaints that could be linked to the EWS. Most importantly, the existence of the workflows we have developed has played a major role in KPNC's decision to deploy the system in its remaining hospitals.

Although alert fatigue is the number 1 reason that clinicians do not utilize embedded clinical decision support,[26] simply calibrating statistical models is insufficient. Careful consideration of clinicians' needs and responsibilities, particularly around ownership of patients and documentation, is essential. Such consideration needs to include planning time and socializing the system (providing multiple venues for clinicians to learn about the system as well as participate in the process for using it).

We anticipate that, as the system leaves the pilot stage and becomes a routine component of hospital care, additional enhancements (eg, sending notifications to smart phones, providing an alert response tracking system) will be added. Our organization is also implementing real‐time concurrent review of inpatient EMRs (eg, for proactive detection of an expanded range of potential process failures), and work is underway on how to link the workflows we describe here with this effort. As has been the case with other systems,[27] it is likely that we will eventually move to continuous scanning of patient data rather than only every 6 hours. Given that the basic workflow is quite robust and amenable to local modifications, we are confident that our clinicians and hospitals will adapt to future system enhancements.

Lastly, we intend to conduct additional research on the clinical response itself. In particular, we consider it extremely important to conduct formal quantitative analyses on why some patients' outcomes are better than others following an alert. A key component of this effort will be to develop tools that can permit an automatedor nearly automatedassessment of the clinical response. For example, we are considering automated approaches that would scan the EMR for the presence of specific orders, notes, vital signs patterns, and laboratory tests following an alert. Whereas it may not be possible to dispense with manual chart review, even partial automation of a feedback process could lead to significant enhancement of our quality improvement efforts.

Acknowledgements

The authors thank Dr. Michelle Caughey, Dr. Philip Madvig, Dr. Brian Hoberman, Dr. Patricia Conolly, and Ms. Barbara Crawford for their administrative support; Dr. Tracy Lieu for reviewing the manuscript; and Ms. Rachel Lesser for formatting the manuscript. The authors also thank Drs. Jason Anderson, John Fitzgibbon, Elena M. Nishimura, and Najm Haq for their support of the project. We are particularly grateful to our nurses, Theresa A. Villorente, Zoe Sutton, Doanh Ly, Catherine Burger, and Hillary R. Mitchell, for their critical assistance. Last but not least, we also thank all the hospitalists and nurses at the Kaiser Permanente Sacramento and South San Francisco hospitals.

Disclosures: This work was supported by a grant from the Gordon and Betty Moore Foundation (Early Detection, Prevention, and Mitigation of Impending Physiologic Deterioration in Hospitalized Patients Outside Intensive Care: Phase 3, pilot), The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. Dr. Liu was supported by the National Institute for General Medical Sciences award K23GM112018. As part of our agreement with the Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Gordon and Betty Moore Foundation played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component; the same was the case with the other sponsors. None of the authors has any conflicts of interest to declare of relevance to this work

Patients who deteriorate outside highly monitored settings and who require unplanned transfer to the intensive care unit (ICU) are known to have high mortality and morbidity.[1, 2, 3, 4, 5] The notion that early detection of a deteriorating patient improves outcomes has intuitive appeal and is discussed in a large number of publications.[6, 7, 8, 9, 10] However, much less information is available on what should be done after early detection is made.[11] Existing literature on early warning systems (EWSs) does not provide enough detail to serve as a map for implementation. This lack of transparency is complicated by the fact that, although the comprehensive inpatient electronic medical record (EMR) now constitutes the central locus for clinical practice, much of the existing literature comes from research institutions that may employ home‐grown EMRs, not community hospitals that employ commercially available systems.

In this issue of the Journal of Hospital Medicine, we describe our efforts to bridge that gap by implementing an EWS in a pair of community hospitals. The EWS's development and its basic statistical and electronic infrastructure are described in the articles by Escobar and Dellinger and Escobar et al.[2, 12, 13] In this report, we focus on how we addressed clinicians' primary concern: What do we do when we get an alert? Because it is described in detail by Granich et al.[14] elsewhere in this issue of the Journal of Hospital Medicine, a critical component of our implementation process (ensuring that patient preferences with respect to supportive care are honored) is not discussed.

Our article is divided into the following sections: rationale, preimplementation preparatory work, workflow development, response protocols, challenges and key learnings, and concluding reflections.

RATIONALE

Much of the previous work on the implementation of alarm systems has focused on the statistics behind detection or on the quantification of processes (eg, how many rapid response calls were triggered) or on outcomes such as mortality. The conceptual underpinnings and practical steps necessary for successful integration of an alarm system into the clinicians' workflow have not been articulated. Our theoretical framework was based on (1) improving situational awareness[15] (knowing what is going on around you and what is likely to happen next) and (2) mitigating cognitive errors.

An EWS enhances situational awareness most directly by earlier identification of a problem with a particular patient. As is detailed by Escobar et al.[16] in this issue of the Journal of Hospital Medicine, our EWS extracts EMR data every 6 hours, performs multiple calculations, and then displays 3 scores in real time in the inpatient dashboard (known as the Patient Lists activity in the Epic EMR). The first of these scores is the Laboratory‐Based Acute Physiologic Score, version 2 (LAPS2), an objective severity score whose retrospective version is already in use in Kaiser Permanente Northern California (KPNC) for internal benchmarking.[13] This score captures a patient's overall degree of physiologic instability within the preceding 72 hours. The second is the Comorbidity Point Score, version 2 (COPS2), a longitudinal comorbidity score based on the patient's diagnoses over the preceding 12 months.[13] This score captures a patient's overall comorbidity burden. Thus, it is possible for a patient to be very ill (high COPS2) while also being stable (low LAPS2) or vice versa. Both of these scores have other uses, including prediction of rehospitalization risk in real time,[17] which is also being piloted at KPNC. Finally, the Advanced Alert Monitoring (AAM) score, which integrates the LAPS2 and COPS2 with other variables, provides a 12‐hour deterioration risk, with a threshold value of 8% triggering response protocols. At or above this threshold, which was agreed to prior to implementation, the system achieves 25% sensitivity, 98% specificity, with a number needed to evaluate of 10 to 12, a level of workload that was felt to be acceptable by clinicians. Actions triggered by the EWS may be quite different from those one would take when being notified of a code blue, which is called at the time an event occurs. The EWS focuses attention on patients who might be missed because they do not yet appear critically ill. It also provides a shared, quantifiable measure of a patient's risk that can trigger a standardized plan of action to follow in evaluating and treating a patient.[15]

In addition to enhancing situational awareness, we intended the alarms to produce cognitive change in practitioners. Our goal was to replace medical intuition with analytic, evidence‐based judgment of future illness. We proceeded with the understanding that replacing quick intuition with slower analytic response is an essential skill in developing sound clinical reasoning.[18, 19, 20] The alert encourages physicians to reassess high‐risk patients facilitating a cognitive shift from automatic, error‐prone processing to slower, deliberate processing. Given the busy pace of ward work, slowing down permits clinicians to reassess previously overlooked details. Related to this process of inducing cognitive change is a secondary effect: we uncovered and discussed physician biases. Physicians are subject to potential biases that allow patients to deteriorate.[18, 19, 20] Therefore, we addressed bias through education. By reviewing particular cases of unanticipated deterioration at each hospital facility, we provided evidence for the problem of in‐hospital deterioration. This framed the new tool as an opportunity for improving treatment and encouraged physicians to act on the alert using a structured process.

INTERVENTIONS

Preimplementation Preparatory Work

Initial KPNC data provided strong support for the generally accepted notion that unplanned transfer patients have poor outcomes.[2, 4, 5] However, published reports failed to provide the granular detail clinicians need to implement a response arm at the unit and patient level. In preparation for going live, we conducted a retrospective chart review. This included data from patients hospitalized from January 1, 2011 through December 31, 2012 (additional detail is provided in the Supporting Information, Appendix, in the online version of this article). The key findings from our internal review of subjective documentation preceding deterioration are similar to those described in the literature and summarized in Figure 1, which displays the 5 most common clinical presentations associated with unplanned transfers.

Figure 1
Results of and internal chart review summary of the most common clinical presentations among patients who experienced unplanned transfer to the intensive care unit (left panel) or who died on the ward or transitional care unit with a full code care directive. Numbers do not add up to 100% because some patients had more than 1 problem. See text and online appendix for additional details.

The chart review served several major roles. First, it facilitated cognitive change by eliminating the notion that it can't happen here. Second, it provided considerable guidance on key clinical components that had to be incorporated into the workflow. Third, it engaged the rapid response team (RRT) in reviewing our work retrospectively to identify future opportunities. Finally, the review provided considerable guidance with respect to structuring documentation requirements.

As a result of the above efforts, other processes detailed below, and knowledge described in several of the companion articles in this issue of the Journal of Hospital Medicine, 3 critical elements, which had been explicitly required by our leadership, were in place prior to the go‐live date: a general consensus among hospitalists and nurses that this would be worth testing, a basic clinical response workflow, and an automated checklist for documentation. We refined these in a 2‐week shadowing phase preceding the start date. In this phase, the alerts were not displayed in the EMR. Instead, programmers working on the project notified selected physician leaders by phone. This permitted them to understand exactly what sort of patients were reaching the physiologic threshold so that they could better prepare both RRT registered nurses (RNs) and hospitalists for the go‐live date. This also provided an opportunity to begin refining the documentation process using actual patients.

The original name for our project was Early Detection of Impending Physiologic Deterioration. However, during the preparatory phase, consultation with our public relations staff led to a concern that the name could be frightening to some patients. This highlights the need to consider patient perceptions and how words used in 1 way by physicians can have different connotations to nonclinicians. Consequently, the system was renamed, and it is now referred to as Advance Alert Monitoring (AAM).

Workflow Development

We carefully examined the space where electronic data, graphical user interfaces, and clinical practice blend, a nexus now commonly referred to as workflow or user experience.[21] To promote situational awareness and effect cognitive change, we utilized the Institute for Health Care Improvement's Plan‐Do‐Study‐Act model.[22, 23] We then facilitated the iterative development of a clinician‐endorsed workflow.[22, 23, 24, 25] By adjusting the workflow based on ongoing experience and giving clinicians multiple opportunities to revise (a process that continues to date), we ensured clinicians would approach and endorse the alarm system as a useful tool for decision support.

Table 1 summarizes the work groups assembled for our implementation, and Table 2 provides a system‐oriented checklist indicating key components that need to be in place prior to having an early warning system go live in a hospital. Figure 2 summarizes the alert response protocols we developed through an iterative process at the 2 pilot sites. The care path shown in Figure 2 is the result of considerable revision, mostly due to actual experience acquired following the go live date. The diagram also includes a component that is still work in progress. This is how an emergency department probability estimate (triage support) will be integrated into both the ward as well as the ICU workflows. Although this is beyond the scope of this article, other hospitals may be experimenting with triage support (eg, for sepsis patients), so it is important to consider how one would incorporate such support into workflows.

Workgroups Established for Early Warning System Rollout
Workgroup Goals
  • NOTE: Abbreviations: POLST, physician orders for life‐sustaining treatment.

Clinical checklist Perform structured chart review of selected unplanned transfer patients and near misses
Develop a checklist for mitigation strategies given an alert
Develop documentation standards given an alert
Develop escalation protocol given an alert
Workload and threshold Determine threshold for sensitivity of alerts and resulting impact on clinician workload
Patient preferences Prepare background information to be presented to providers regarding end‐of‐life care and POLST orders
Coordinate with clinical checklist workgroup to generate documentation templates that provide guidance for appropriate management of patients regarding preferences on escalation of care and end‐of‐life care
Electronic medical record coordination Review proposed electronic medical record changes
Make recommendation for further changes as needed
Develop plan for rollout of new and/or revised electronic record tools
Designate contact list for questions/emssues that may arise regarding electronic record changes during the pilot
Determine alert display choices and mode of alert notification
Nursing committee Review staffing needs in anticipation of alert
Coordinate with workload and threshold group
Develop training calendar to ensure skills necessary for successful implementation of alerts
Make recommendations for potential modification of rapid response team's role in development of a clinical checklist for nurses responding to an alert
Design educational materials for clinicians
Local communication strategy Develop internal communication plan (for clinical staff not directly involved with pilot)
Develop external communication plan (for nonclinicians who may hear about the project)
Hospital System‐Wide Go Live Checklist
Level Tasks
Administration Obtain executive committee approval
Establish communication protocols with quality assurance and quality improvement committees
Review protocols with medicallegal department
Communication Write media material for patients and families
Develop and disseminate scripts for front‐line staff
Develop communication and meet with all relevant front‐line staff on merits of project
Educate all staff on workflow changes and impacts
Clinical preparation Conduct internal review of unplanned transfers and present results to all clinicians
Determine service level agreements, ownership of at‐risk patients, who will access alerts
Conduct staff meetings to educate staff
Perform debriefs on relevant cases
Determine desired outcomes, process measures, balancing measures
Determine acceptable clinician burden (alerts/day)
Technology Establish documentation templates
Ensure access to new data fields (electronic medical record security process must be followed for access rights)
Workflows Workflows (clinical response, patient preferences, supportive care, communication, documentation) must be in place prior to actual go live
Shadowing Testing period (alerts communicated to selected clinicians prior to going live) should occur
Figure 2
Clinical response workflow at pilot sites integration of clinical teams with automated deterioration probability estimates generated every 6 hours. Note that, because they are calibrated to 12‐hour lead time, AAM alerts are given third priority (code blue gets first priority, regular RRT call gets second priority). *Where the SSF and SAC workflows are different. Abbreviations: AAM, advance alert monitor; ATN, action team nurse; COPS, Comorbidity Point Score; ED, emergency department; EHR, electronic health record; EMR, electronic medical record; HC, Health Connect, Kaiser Permanente implementation of EPIC Electronic Health Record; HBS, hospitalist; ICU, intensive care unit; LAPS, Laboratory‐Based Acute Physiology Score; LCP, life care plan (patient preferences regarding life sustaining treatments); MD, medical doctor; MSW, medical social worker; PC, palliative care; RN, registered nurse; RRT, rapid response nurse; SAC, Sacramento Kaiser; SCT, supportive care team (includes palliative care); SSF, South San Francisco; SW, social worker.

RESPONSE PROTOCOLS

At South San Francisco, the RRT consists of an ICU nurse, a respiratory care therapist, and a designated hospitalist; at Sacramento, the team is also augmented by an additional nurse (the house supervisor). In addition to responding to the AAM alerts, RRT nurses respond to other emergency calls such as code blues, stroke alerts, and patient or patient‐familyinitiated rapid response calls. They also expedite time sensitive workups and treatments. They check up on recent transfers from the ICU to ensure continued improvement justifying staying on the ward. Serving as peer educators, they assist with processes such as chest tube or central line insertions, troubleshoot high‐risk medication administration, and ensure that treatment bundles (eg, for sepsis) occur expeditiously.

The RRT reviews EWS scores every 6 hours. The AAM score is seen as soon as providers open the chart, which helps triage patients for evaluation. Because patients can still be at risk even without an elevated AAM score, all normal escalation pathways remain in place. Once an alert is noted in the inpatient dashboard, the RRT nurse obtains a fresh set of vital signs, assesses the patient's clinical status, and informs the physician, social worker, and primary nurse (Figure 2). Team members work with the bedside nurse, providing support with assessment, interventions, plans, and follow‐up. Once advised of the alert, the hospitalist performs a second chart review and evaluates the patient at the bedside to identify factors that could underlie potential deterioration. After this evaluation, the hospitalist documents concerns, orders appropriate interventions (which can include escalation), and determines appropriate follow‐up. We made sure the team knew that respiratory distress, arrhythmias, mental status changes, or worsening infection were responsible for over 80% of in‐hospital deterioration cases. We also involved palliative care earlier in patient care, streamlining the process so the RRT makes just 1 phone call to the social worker, who contacts the palliative care physician and nurse to ensure patients have a designated surrogate in the event of further deterioration.

Our initial documentation template consisted of a comprehensive organ system‐based physician checklist. However, although this was of use to covering physicians unfamiliar with a given patient, it was redundant and annoying to attending providers already familiar with the patient. After more than 30 iterations, we settled on a succinct note that only documented the clinicians' clinical judgment as to what constituted the major risk for deterioration and what the mitigation strategies would be. Both of these judgments are in a checklist format (see Supporting Information, Appendix, in the online version of this article for the components of the physician and nurse notes).

Prior to the implementation of the system, RRT nurses performed proactive rounding by manually checking patient labs and vital signs, an inefficient process due to the poor sensitivity and specificity of individual values. Following implementation of the system, RRT RNs and clinicians switched to sorting patients by the 3 scores (COPS2, LAPS2, AAM). For example, patients may be stable at admission (as evidenced by their AAM score) but be at high risk due to their comorbidities. One approach that has been employed is to proactively check such patients to ensure they have a care directive in place, as is described in the article by Granich et al.[14] The Supportive Care Team (detailed in Granich et al.) assesses needs for palliative care and provides in‐hospital consultation as needed. Social services staff perform chart reviews to ensure a patient surrogate has been defined and also works with patients and their families to clarify goals of care.

CHALLENGES AND KEY LEARNINGS

One challenge that arose was reconciling the periodic nature of the alert (every 6 hours) with physicians' availability, which varied due to different rounding workflows at the 2 sites. Consequently, the alert cycle was changed; at the first site, the cycle was set to 1000‐1600‐2200‐0400, whereas the second site chose 0800‐1400‐2000‐0200.

One essential but problematic component of the clinical response is the issue of documentation. Inadequate documentation could lead to adverse outcomes, clinician malpractice exposure, and placing the entire hospital at risk for enterprise liability when clinical responses are not documented. This issue is complicated by the fact that overzealous efforts could lead to less or no documentation by making it too onerous for busy clinicians. We found that the ease with which data can populate progress notes in the EMR can lead to note bloat. Clearly, no documentation is not enough, and a complete history and physical is too much. Paradoxically, 1 of the issues underlying our problems with documentation was the proactive nature of the alerts themselves; because they are based on an outcome prediction in the next 12 hours, documenting the response to them may lack (perceived) urgency.

Shortly after the system went live, a patient who had been recently transferred out to the ward from the ICU triggered an alert. As a response was mounted, the team realized that existing ward protocols did not specify which physician service (intensivist or hospitalist) was responsible for patients who were transitioning from 1 unit to another. We also had to perform multiple revisions of the protocols specifying how alerts were handled when they occurred at times of change of shift. Eventually, we settled on having the combination of a hospitalist and an RRT nurse as the cornerstone of the response, with the hospitalist service as the primary owner of the entire process, but this arrangement might need to be varied in different settings. As a result of the experience with the pilot, the business case for deployment in the remaining 19 hospitals includes a formal budget request so that all have properly staffed RRTs, although the issue of primary ownership of the alert process for different patient types (eg, surgical patients) will be decided on a hospital‐by‐hospital basis. These experiences raise the intriguing possibility that implementation of alert systems can lead to the identification of systemic gaps in existing protocols. These gaps can include specific components of the hospital service agreements between multiple departments (emergency, hospital medicine, ICU, palliative care, surgery) as well as problems with existing workflows.

In addition to ongoing tweaking of care protocols, 3 issues remain unresolved. First is the issue of documentation. The current documentation notes are not completely satisfactory, and we are working with the KPNC EMR administrators to refine the tool. Desirable refinements include (1) having the system scores populate in more accessible sectors of the EMR where their retrieval will facilitate increased automation of the note writing process, (2) changing the note type to a note that will facilitate process audits, and (3) linking the note to other EMR tools so that the response arm can be tracked more formally. The second issue is the need to develop strategies to address staff turnover; for example, newer staff may not have received the same degree of exposure to the system as those who were there when it was started. Finally, due to limited resources, we have done very limited work on more mechanistic analyses of the clinical response itself. For example, it would be desirable to perform a formal quantitative, risk‐adjusted process‐outcome analysis of why some patients' outcomes are better than others following an alert.

Finally, it is also the case that we have had some unexpected occurrences that hint at new uses and benefits of alert systems. One of these is the phenomenon of chasing the alert. Some clinicians, on their own, have taken a more proactive stance in the care of patients in whom the AAM score is rising or near the alert threshold. This has 2 potential consequences. Some patients are stabilized and thus do not reach threshold instability levels. In other cases, patients reach threshold but the response team is informed that things are already under control. A second unexpected result is increased requests for COPS2 scores by clinicians who have heard about the system, particularly surgeons who would like to use the comorbidity scores as a screening tool in the outpatient setting. Because KPNC is an integrated system, it is not likely that such alternatives will be implemented immediately without considerable analysis, but it is clear that the system's deployment has captured the clinicians' imagination.

CONCLUSIONS AND FUTURE DIRECTIONS

Our preparatory efforts have been successful. We have found that embedding an EWS in a commercially available EMR is acceptable to hospital physicians and nurses. We have developed a coordinated workflow for mitigation and escalation that is tightly linked to the availability of probabilistic alerts in real time. Although resource limitations have precluded us from conducting formal clinician surveys, the EWS has been discussed at multiple hospital‐wide as well as department‐specific meetings. Although there have been requests for clarification, refinements, and modifications in workflows, no one has suggested that the system be discontinued. Further, many of the other KPNC hospitals have requested that the EWS be deployed at their site. We have examined KPNC databases that track patient complaints and have not found any complaints that could be linked to the EWS. Most importantly, the existence of the workflows we have developed has played a major role in KPNC's decision to deploy the system in its remaining hospitals.

Although alert fatigue is the number 1 reason that clinicians do not utilize embedded clinical decision support,[26] simply calibrating statistical models is insufficient. Careful consideration of clinicians' needs and responsibilities, particularly around ownership of patients and documentation, is essential. Such consideration needs to include planning time and socializing the system (providing multiple venues for clinicians to learn about the system as well as participate in the process for using it).

We anticipate that, as the system leaves the pilot stage and becomes a routine component of hospital care, additional enhancements (eg, sending notifications to smart phones, providing an alert response tracking system) will be added. Our organization is also implementing real‐time concurrent review of inpatient EMRs (eg, for proactive detection of an expanded range of potential process failures), and work is underway on how to link the workflows we describe here with this effort. As has been the case with other systems,[27] it is likely that we will eventually move to continuous scanning of patient data rather than only every 6 hours. Given that the basic workflow is quite robust and amenable to local modifications, we are confident that our clinicians and hospitals will adapt to future system enhancements.

Lastly, we intend to conduct additional research on the clinical response itself. In particular, we consider it extremely important to conduct formal quantitative analyses on why some patients' outcomes are better than others following an alert. A key component of this effort will be to develop tools that can permit an automatedor nearly automatedassessment of the clinical response. For example, we are considering automated approaches that would scan the EMR for the presence of specific orders, notes, vital signs patterns, and laboratory tests following an alert. Whereas it may not be possible to dispense with manual chart review, even partial automation of a feedback process could lead to significant enhancement of our quality improvement efforts.

Acknowledgements

The authors thank Dr. Michelle Caughey, Dr. Philip Madvig, Dr. Brian Hoberman, Dr. Patricia Conolly, and Ms. Barbara Crawford for their administrative support; Dr. Tracy Lieu for reviewing the manuscript; and Ms. Rachel Lesser for formatting the manuscript. The authors also thank Drs. Jason Anderson, John Fitzgibbon, Elena M. Nishimura, and Najm Haq for their support of the project. We are particularly grateful to our nurses, Theresa A. Villorente, Zoe Sutton, Doanh Ly, Catherine Burger, and Hillary R. Mitchell, for their critical assistance. Last but not least, we also thank all the hospitalists and nurses at the Kaiser Permanente Sacramento and South San Francisco hospitals.

Disclosures: This work was supported by a grant from the Gordon and Betty Moore Foundation (Early Detection, Prevention, and Mitigation of Impending Physiologic Deterioration in Hospitalized Patients Outside Intensive Care: Phase 3, pilot), The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. Dr. Liu was supported by the National Institute for General Medical Sciences award K23GM112018. As part of our agreement with the Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Gordon and Betty Moore Foundation played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component; the same was the case with the other sponsors. None of the authors has any conflicts of interest to declare of relevance to this work

References
  1. Gerber DR, Schorr C, Ahmed I, Dellinger RP, Parrillo J. Location of patients before transfer to a tertiary care intensive care unit: impact on outcome. J Crit Care. 2009;24(1):108113.
  2. Escobar GJ, Greene JD, Gardner MN, Marelich GP, Quick B, Kipnis P. Intra‐hospital transfers to a higher level of care: contribution to total hospital and intensive care unit (ICU) mortality and length of stay (LOS). J Hosp Med. 2011;6(2):7480.
  3. Bapoje SR, Gaudiani JL, Narayanan V, Albert RK. Unplanned transfers to a medical intensive care unit: causes and relationship to preventable errors in care. J Hosp Med. 2011;6(2):6872.
  4. Liu V, Kipnis P, Rizk NW, Escobar GJ. Adverse outcomes associated with delayed intensive care unit transfers in an integrated healthcare system. J Hosp Med. 2012;7(3):224230.
  5. Delgado MK, Liu V, Pines JM, Kipnis P, Gardner MN, Escobar GJ. Risk factors for unplanned transfer to intensive care within 24 hours of admission from the emergency department in an integrated healthcare system. J Hosp Med. 2013;8(1):1319.
  6. Mailey J, Digiovine B, Baillod D, Gnam G, Jordan J, Rubinfeld I. Reducing hospital standardized mortality rate with early interventions. J Trauma Nursing. 2006;13(4):178182.
  7. Tarassenko L, Clifton DA, Pinsky MR, Hravnak MT, Woods JR, Watkinson PJ. Centile‐based early warning scores derived from statistical distributions of vital signs. Resuscitation. 2011;82(8):10131018.
  8. Hooper MH, Weavind L, Wheeler AP, et al. Randomized trial of automated, electronic monitoring to facilitate early detection of sepsis in the intensive care unit. Crit Care Med. 2012;40(7):20962101.
  9. Zimlichman E, Szyper‐Kravitz M, Shinar Z, et al. Early recognition of acutely deteriorating patients in non‐intensive care units: assessment of an innovative monitoring technology. J Hosp Med. 2012;7(8):628633.
  10. Kollef MH, Chen Y, Heard K, et al. A randomized trial of real‐time automated clinical deterioration alerts sent to a rapid response team. J Hosp Med. 2014;9(7):424429.
  11. Brady PW, Muething S, Kotagal U, et al. Improving situation awareness to reduce unrecognized clinical deterioration and serious safety events. Pediatrics. 2013;131(1):e298e308.
  12. Escobar GJ, LaGuardia J, Turk BJ, Ragins A, Kipnis P, Draper D. Early detection of impending physiologic deterioration among patients who are not in intensive care: development of predictive models using data from an automated electronic medical record. J Hosp Med. 2012;7(5):388395.
  13. Escobar GJ, Gardner M, Greene JG, Draper D, Kipnis P. Risk‐adjusting hospital mortality using a comprehensive electronic record in an integrated healthcare delivery system. Med Care. 2013;51(5):446453.
  14. Granich R, Sutton Z, Kim Y. et al. Early detection of critical illness outside the intensive care unit: clarifying treatment plans and honoring goals of care using a supportive care team. J Hosp Med. 2016;11:000000.
  15. Brady PW, Goldenhar LM. A qualitative study examining the influences on situation awareness and the identification, mitigation and escalation of recognised patient risk. BMJ Qual Saf. 2014;23(2):153161.
  16. Escobar G, Turk B, Ragins A, et al. Piloting electronic medical record‐based early detection of inpatient deterioration in community hospitals. J Hosp Med. 2016;11:000000.
  17. Escobar GJ, Ragins A, Scheirer P, Liu V, Robles J, Kipnis P. Nonelective rehospitalizations and postdischarge mortality: predictive models suitable for use in real time. Med Care. 2015;53(11):916923.
  18. Croskerry P. The importance of cognitive errors in diagnosis and strategies to minimize them. Acad Med. 2003;78(8):775780.
  19. Croskerry P, Singhal G, Mamede S. Cognitive debiasing 1: origins of bias and theory of debiasing. BMJ Qual Saf. 2013;22(suppl 2):ii58ii64.
  20. Croskerry P, Singhal G, Mamede S. Cognitive debiasing 2: impediments to and strategies for change. BMJ Qual Saf. 2013;22(suppl 2):ii65ii72.
  21. El‐Kareh R, Hasan O, Schiff GD. Use of health information technology to reduce diagnostic errors. BMJ Qual Saf. 2013;22(suppl 2):ii40ii51.
  22. Langley GL, Moen R, Nolan KM, Nolan TW, Norman CL, Provost LP. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. 2nd ed. San Francisco, CA: Jossey‐Bass; 2009.
  23. Nadeem E, Olin SS, Hill LC, Hoagwood KE, Horwitz SM. Understanding the components of quality improvement collaboratives: a systematic literature review. Milbank Q. 2013;91(2):354394.
  24. Graber M, Gordon R, Franklin N. Reducing diagnostic errors in medicine: what's the goal? Acad Med. 2002;77(10):981992.
  25. Goldenhar LM, Brady PW, Sutcliffe KM, Muething SE. Huddling for high reliability and situation awareness. BMJ Qual Saf. 2013;22(11):899906.
  26. Top 10 patient safety concerns for healthcare organizations. ECRI Institute website. Available at: https://www.ecri.org/Pages/Top‐10‐Patient‐Safety‐Concerns.aspx. Accessed February 18, 2016.
  27. Evans RS, Kuttler KG, Simpson KJ, et al. Automated detection of physiologic deterioration in hospitalized patients. J Am Med Inform Assoc. 2015;22(2):350360.
References
  1. Gerber DR, Schorr C, Ahmed I, Dellinger RP, Parrillo J. Location of patients before transfer to a tertiary care intensive care unit: impact on outcome. J Crit Care. 2009;24(1):108113.
  2. Escobar GJ, Greene JD, Gardner MN, Marelich GP, Quick B, Kipnis P. Intra‐hospital transfers to a higher level of care: contribution to total hospital and intensive care unit (ICU) mortality and length of stay (LOS). J Hosp Med. 2011;6(2):7480.
  3. Bapoje SR, Gaudiani JL, Narayanan V, Albert RK. Unplanned transfers to a medical intensive care unit: causes and relationship to preventable errors in care. J Hosp Med. 2011;6(2):6872.
  4. Liu V, Kipnis P, Rizk NW, Escobar GJ. Adverse outcomes associated with delayed intensive care unit transfers in an integrated healthcare system. J Hosp Med. 2012;7(3):224230.
  5. Delgado MK, Liu V, Pines JM, Kipnis P, Gardner MN, Escobar GJ. Risk factors for unplanned transfer to intensive care within 24 hours of admission from the emergency department in an integrated healthcare system. J Hosp Med. 2013;8(1):1319.
  6. Mailey J, Digiovine B, Baillod D, Gnam G, Jordan J, Rubinfeld I. Reducing hospital standardized mortality rate with early interventions. J Trauma Nursing. 2006;13(4):178182.
  7. Tarassenko L, Clifton DA, Pinsky MR, Hravnak MT, Woods JR, Watkinson PJ. Centile‐based early warning scores derived from statistical distributions of vital signs. Resuscitation. 2011;82(8):10131018.
  8. Hooper MH, Weavind L, Wheeler AP, et al. Randomized trial of automated, electronic monitoring to facilitate early detection of sepsis in the intensive care unit. Crit Care Med. 2012;40(7):20962101.
  9. Zimlichman E, Szyper‐Kravitz M, Shinar Z, et al. Early recognition of acutely deteriorating patients in non‐intensive care units: assessment of an innovative monitoring technology. J Hosp Med. 2012;7(8):628633.
  10. Kollef MH, Chen Y, Heard K, et al. A randomized trial of real‐time automated clinical deterioration alerts sent to a rapid response team. J Hosp Med. 2014;9(7):424429.
  11. Brady PW, Muething S, Kotagal U, et al. Improving situation awareness to reduce unrecognized clinical deterioration and serious safety events. Pediatrics. 2013;131(1):e298e308.
  12. Escobar GJ, LaGuardia J, Turk BJ, Ragins A, Kipnis P, Draper D. Early detection of impending physiologic deterioration among patients who are not in intensive care: development of predictive models using data from an automated electronic medical record. J Hosp Med. 2012;7(5):388395.
  13. Escobar GJ, Gardner M, Greene JG, Draper D, Kipnis P. Risk‐adjusting hospital mortality using a comprehensive electronic record in an integrated healthcare delivery system. Med Care. 2013;51(5):446453.
  14. Granich R, Sutton Z, Kim Y. et al. Early detection of critical illness outside the intensive care unit: clarifying treatment plans and honoring goals of care using a supportive care team. J Hosp Med. 2016;11:000000.
  15. Brady PW, Goldenhar LM. A qualitative study examining the influences on situation awareness and the identification, mitigation and escalation of recognised patient risk. BMJ Qual Saf. 2014;23(2):153161.
  16. Escobar G, Turk B, Ragins A, et al. Piloting electronic medical record‐based early detection of inpatient deterioration in community hospitals. J Hosp Med. 2016;11:000000.
  17. Escobar GJ, Ragins A, Scheirer P, Liu V, Robles J, Kipnis P. Nonelective rehospitalizations and postdischarge mortality: predictive models suitable for use in real time. Med Care. 2015;53(11):916923.
  18. Croskerry P. The importance of cognitive errors in diagnosis and strategies to minimize them. Acad Med. 2003;78(8):775780.
  19. Croskerry P, Singhal G, Mamede S. Cognitive debiasing 1: origins of bias and theory of debiasing. BMJ Qual Saf. 2013;22(suppl 2):ii58ii64.
  20. Croskerry P, Singhal G, Mamede S. Cognitive debiasing 2: impediments to and strategies for change. BMJ Qual Saf. 2013;22(suppl 2):ii65ii72.
  21. El‐Kareh R, Hasan O, Schiff GD. Use of health information technology to reduce diagnostic errors. BMJ Qual Saf. 2013;22(suppl 2):ii40ii51.
  22. Langley GL, Moen R, Nolan KM, Nolan TW, Norman CL, Provost LP. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. 2nd ed. San Francisco, CA: Jossey‐Bass; 2009.
  23. Nadeem E, Olin SS, Hill LC, Hoagwood KE, Horwitz SM. Understanding the components of quality improvement collaboratives: a systematic literature review. Milbank Q. 2013;91(2):354394.
  24. Graber M, Gordon R, Franklin N. Reducing diagnostic errors in medicine: what's the goal? Acad Med. 2002;77(10):981992.
  25. Goldenhar LM, Brady PW, Sutcliffe KM, Muething SE. Huddling for high reliability and situation awareness. BMJ Qual Saf. 2013;22(11):899906.
  26. Top 10 patient safety concerns for healthcare organizations. ECRI Institute website. Available at: https://www.ecri.org/Pages/Top‐10‐Patient‐Safety‐Concerns.aspx. Accessed February 18, 2016.
  27. Evans RS, Kuttler KG, Simpson KJ, et al. Automated detection of physiologic deterioration in hospitalized patients. J Am Med Inform Assoc. 2015;22(2):350360.
Issue
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Incorporating an Early Detection System Into Routine Clinical Practice in Two Community Hospitals
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Incorporating an Early Detection System Into Routine Clinical Practice in Two Community Hospitals
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Address for correspondence and reprint requests: B. Alex Dummett, MD, Advance Alert Monitor Clinical Lead, Kaiser Permanente Medical Center, 5th Floor HBS Office, 1200 El Camino Real, South San Francisco, CA 94080; Telephone: 415‐650‐6748; Fax: 888‐372‐8398; E‐mail: [email protected]
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EMR‐Based Detection of Deterioration

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Piloting electronic medical record–based early detection of inpatient deterioration in community hospitals

Patients who deteriorate in the hospital and are transferred to the intensive care unit (ICU) have higher mortality and greater morbidity than those directly admitted from the emergency department.[1, 2, 3] Rapid response teams (RRTs) were created to address this problem.[4, 5] Quantitative tools, such as the Modified Early Warning Score (MEWS),[6] have been used to support RRTs almost since their inception. Nonetheless, work on developing scores that can serve as triggers for RRT evaluation or intervention continues. The notion that comprehensive inpatient electronic medical records (EMRs) could support RRTs (both as a source of patient data and a platform for providing alerts) has intuitive appeal. Not surprisingly, in addition to newer versions of manual scores,[7] electronic scores are now entering clinical practice. These newer systems are being tested in research institutions,[8] hospitals with advanced capabilities,[9] and as part of proprietary systems.[10] Although a fair amount of statistical information (eg, area under the receiver operator characteristic curve of a given predictive model) on the performance of various trigger systems has been published, existing reports have not described details of how the electronic architecture is integrated with clinical practice.

Electronic alert systems generated from physiology‐based predictive models do not yet constitute mature technologies. No consensus or legal mandate regarding their role yet exists. Given this situation, studying different implementation approaches and their outcomes has value. It is instructive to consider how a given institutional solution addresses common contingenciesoperational constraints that are likely to be present, albeit in different forms, in most placesto help others understand the limitations and issues they may present. In this article we describe the structure of an EMR‐based early warning system in 2 pilot hospitals at Kaiser Permanente Northern California (KPNC). In this pilot, we embedded an updated version of a previously described early warning score[11] into the EMR. We will emphasize how its components address institutional, operational, and technological constraints. Finally, we will also describe unfinished businesschanges we would like to see in a future dissemination phase. Two important aspects of the pilot (development of a clinical response arm and addressing patient preferences with respect to supportive care) are being described elsewhere in this issue of the Journal of Hospital Medicine. Analyses of the actual impact on patient outcomes will be reported elsewhere; initial results appear favorable.[12]

INITIAL CONSTRAINTS

The ability to actually prevent inpatient deteriorations may be limited,[13] and doubts regarding the value of RRTs persist.[14, 15, 16] Consequently, work that led to the pilot occurred in stages. In the first stage (prior to 2010), our team presented data to internal audiences documenting the rates and outcomes of unplanned transfers from the ward to the ICU. Concurrently, our team developed a first generation risk adjustment methodology that was published in 2008.[17] We used this methodology to show that unplanned transfers did, in fact, have elevated mortality, and that this persisted after risk adjustment.[1, 2, 3] This phase of our work coincided with KPNC's deployment of the Epic inpatient EMR (www.epicsystems.com), known internally as KP HealthConnect [KPHC]), which was completed in 2010. Through both internal and external funding sources, we were able to create infrastructure to acquire clinical data, develop a prototype predictive model, and demonstrate superiority over manually assigned scores such as the MEWS.[11] Shortly thereafter, we developed a new risk adjustment capability.[18] This new capability includes a generic severity of illness score (Laboratory‐based Acute Physiology Score, version 2 [LAPS2]) and a longitudinal comorbidity score (Comorbidity Point Score, version 2 [COPS2]). Both of these scores have multiple uses (eg, for prediction of rehospitalization[19]) and are used for internal benchmarking at KPNC.

Once we demonstrated that we could, in fact, predict inpatient deteriorations, we still had to address medicallegal considerations, the need for a clinical response arm, and how to address patient preferences with respect to supportive or palliative care. To address these concerns and ensure that the implementation would be seamlessly integrated with routine clinical practice, our team worked for 1 year with hospitalists and other clinicians at the pilot sites prior to the go‐live date.

The primary concern from a medicallegal perspective is that once results from a predictive model (which could be an alert, severity score, comorbidity score, or other probability estimate) are displayed in the chart, relevant clinical information has been changed. Thus, failure to address such an EMR item could lead to malpractice risk for individuals and/or enterprise liability for an organization. After discussing this with senior leadership, they specified that it would be permissible to go forward so long as we could document that an educational intervention was in place to make sure that clinicians understood the system and that it was linked to specific protocols approved by hospitalists.

Current predictive models, including ours, generate a probability estimate. They do not necessarily identify the etiology of a problem or what solutions ought to be considered. Consequently, our senior leadership insisted that we be able to answer clinicians' basic question: What do we do when we get an alert? The article by Dummett et al.[20] in this issue of the Journal of Hospital Medicine describes how we addressed this constraint. Lastly, not all patients can be rescued. The article by Granich et al.[21] describes how we handled the need to respect patient choices.

PROCEDURAL COMPONENTS

The Gordon and Betty Moore Foundation, which funded the pilot, only had 1 restriction (inclusion of a hospital in the Sacramento, California area). The other site was selected based on 2 initial criteria: (1) the chosen site had to be 1 of the smaller KPNC hospitals, and (2) the chosen site had to be easily accessible for the lead author (G.J.E.). The KPNC South San Francisco hospital was selected as the alpha site and the KPNC Sacramento hospital as the beta site. One of the major drivers for these decisions was that both had robust palliative care services. The Sacramento hospital is a larger hospital with a more complex caseload.

Prior to the go‐live dates (November 19, 2013 for South San Francisco and April 16, 2014 for Sacramento), the executive committees at both hospitals reviewed preliminary data and the implementation plans for the early warning system. Following these reviews, the executive committees approved the deployment. Also during this phase, in consultation with our communications departments, we adopted the name Advance Alert Monitoring (AAM) as the outward facing name for the system. We also developed recommended scripts for clinical staff to employ when approaching a patient in whom an alert had been issued (this is because the alert is calibrated so as to predict increased risk of deterioration within the next 12 hours, which means that a patient might be surprised as to why clinicians were suddenly evaluating them). Facility approvals occurred approximately 1 month prior to the go‐live date at each hospital, permitting a shadowing phase. In this phase, selected physicians were provided with probability estimates and severity scores, but these were not displayed in the EMR front end. This shadowing phase permitted clinicians to finalize the response arms' protocols that are described in the articles by Dummett et al.[20] and Granich et al.[21] We obtained approval from the KPNC Institutional Review Board for the Protection of Human Subjects for the evaluation component that is described below.

EARLY DETECTION ALGORITHMS

The early detection algorithms we employed, which are being updated periodically, were based on our previously published work.[11, 18] Even though admitting diagnoses were found to be predictive in our original model, during actual development of the real‐time data extraction algorithms, we found that diagnoses could not be obtained reliably, so we made the decision to use a single predictive equation for all patients. The core components of the AAM score equation are the above‐mentioned LAPS2 and COPS2; these are combined with other data elements (Table 1). None of the scores are proprietary, and our equations could be replicated by any entity with a comprehensive inpatient EMR. Our early detection system is calibrated using outcomes that occurred 12 hours from when the alert is issued. For prediction, it uses data from the preceding 12 months for the COPS2 and the preceding 24 to 72 hours for physiologic data.

Variables Employed in Predictive Equation
CategoryElements IncludedComment
DemographicsAge, sex 
Patient locationUnit indicators (eg, 3 West); also known as bed history indicatorsOnly patients in general medicalsurgical ward, transitional care unit, and telemetry unit are eligible. Patients in the operating room, postanesthesia recovery room, labor and delivery service, and pediatrics are ineligible.
Health servicesAdmission venueEmergency department admission or not.
Elapsed length of stay in hospital up to the point when data are scannedInterhospital transport is common in our integrated delivery system; this data element requires linking both unit stays as well as stays involving different hospitals.
StatusCare directive ordersPatients with a comfort careonly order are not eligible; all other patients (full code, partial code, and do not resuscitate) are.
Admission statusInpatients and patients admitted for observation status are eligible.
PhysiologicVital signs, laboratory tests, neurological status checksSee online Appendices and references [6] and [15] for details on how we extract, format, and transform these variables.
Composite indicesGeneric severity of illness scoreSee text and description in reference [15] for details on the Laboratory‐based Acute Physiology score, version 2 and the Comorbidity Point Score, version 2.
Longitudinal comorbidity score 

During the course of developing the real‐time extraction algorithms, we encountered a number of delays in real‐time data acquisition. These fall into 2 categories: charting delay and server delay. Charting delay is due to nonautomated charting of vital signs by nurses (eg, a nurse obtains vital signs on a patient, writes them down on paper, and then enters them later). In general, this delay was in the 15‐ to 30‐minute range, but occasionally was as high as 2 hours. Server delay, which was variable and ranged from a few minutes to (occasionally) 1 to 2 hours, is due to 2 factors. The first is that certain point of care tests were not always uploaded into the EMR immediately. This is because the testing units, which can display results to clinicians within minutes, must be physically connected to a computer for uploading results. The second is the processing time required for the system to cycle through hundreds of patient records in the context of a very large EMR system (the KPNC Epic build runs in 6 separate geographic instances, and our system runs in 2 of these). Figure 1 shows that each probability estimate thus has what we called an uncertainty period of 2 hours (the +2 hours addresses the fact that we needed to give clinicians a minimum time to respond to an alert). Given limited resources and the need to balance accuracy of the alerts, adequate lead time, the presence of an uncertainty period, and alert fatigue, we elected to issue alerts every 6 hours (with the exact timing based on facility preferences).

Figure 1
Time intervals involved in real‐time capture and reporting of data from an inpatient electronic medical record. T0 refers to the time when data extraction occurs and the system's Java application issues a probability estimate. The figure shows that, because of charting and server delays, data may be delayed up to 2 hours. Similarly, because ∼2 hours may be required to mount a coherent clinical response, a total time period of ∼4 hours (uncertainty window) exists for a given probability estimate.

A summary of the components of our equation is provided in the Supporting Information, Appendices, in the online version of this article. The statistical performance characteristics of our final equation, which are based on approximately 262 million individual data points from 650,684 hospitalizations in which patients experienced 20,471 deteriorations, is being reported elsewhere. Between November 19, 2013 and November 30, 2015 (the most recent data currently available to us for analysis), a total of 26,386 patients admitted to the ward or transitional care unit at the 2 pilot sites were scored by the AAM system, and these patients generated 3,881 alerts involving a total of 1,413 patients, which meant an average of 2 alerts per day at South San Francisco and 4 alerts per day in Sacramento. Resource limitations have precluded us from conducting formal surveys to assess clinician acceptance. However, repeated meetings with both hospitalists as well as RRT nurses indicated that favorable departmental consensus exists.

INSTANTIATION OF ALGORITHMS IN THE EMR

Given the complexity of the calculations involving many variables (Table 1), we elected to employ Web services to extract data for processing using a Java application outside the EMR, which then pushed results into the EMR front end (Figure 2). Additional details on this decision are provided in the Supporting Information, Appendices, in the online version of this article. Our team had to expend considerable resources and time to map all necessary data elements in the real time environment, whose identifying characteristics are not the same as those employed by the KPHC data warehouse. Considerable debugging was required during the first 7 months of the pilot. Troubleshooting for the application was often required on very short notice (eg, when the system unexpectedly stopped issuing alerts during a weekend, or when 1 class of patients suddenly stopped receiving scores). It is likely that future efforts to embed algorithms in EMRs will experience similar difficulties, and it is wise to budget so as maximize available analytic and application programmer resources.

Figure 2
Overall system architecture. Raw data are extracted directly from the inpatient electronic medical record (EMR) as well as other servers. In our case, the longitudinal comorbidity score is generated monthly outside the EMR by a department known as Decision Support (DS) which then stores the data in the Integrated Data Repository (IDR). Abbreviations: COPS2, Comorbidity Point Score, version 2; KPNC, Kaiser Permanente Northern California.

Figure 3 shows the final appearance of the graphical user interface at KPHC, which provides clinicians with 3 numbers: ADV ALERT SCORE (AAM score) is the probability of experiencing unplanned transfer within the next 12 hours, COPS is the COPS2, and LAPS is the LAPS2 assigned at the time a patient is placed in a hospital room. The current protocol in place is that the clinical response arm is triggered when the AAM score is 8.

Figure 3
Screen shot showing how early warning system outputs are displayed in clinicians' inpatient dashboard. ADV ALERT SCORE (AAM score) indicates the probability that a patient will require unplanned transfer to intensive care within the next 12 hours. COPS shows the Comorbidity Point Score, version 2 (see Escobar et al.[18] for details). LAPS shows the Laboratory‐based Acute Physiology Score, version 2 (see Escobar et al.[18] for details).

LIMITATIONS

One of the limitations of working with a commercial EMR in a large system, such as KPNC, is that of scalability. Understandably, the organization is reluctant to make changes in the EMR that will not ultimately be deployed across all hospitals in the system. Thus, any significant modification of the EMR or its associated workflows must, from the outset, be structured for subsequent spread to the remaining hospitals (19 in our case). Because we had not deployed a system like this before, we did not know what to expect and, had we known then what experience has taught us, our initial requests would have been different. Table 2 summarizes the major changes we would have made to our implementation strategy had we known then what we know now.

Desirable Modifications to Early Warning System Based on Experience During the Pilot
ComponentStatus in Pilot ApplicationDesirable Changes
  • NOTE: Abbreviations: COPS2, Comorbidity Point Score, version 2; ICU, intensive care unit; KP, Kaiser Permanente; LAPS2, Laboratory‐based Acute Physiology score, version 2; TCU, transitional care unit.

Degree of disaster recovery supportSystem outages are handled on an ad hoc basis.Same level of support as is seen in regular clinical systems (24/7 technical support).
Laboratory data feedWeb service.It would be extremely valuable to have a definite answer about whether alternative data feeds would be faster and more reliable.
LAPS2 scoreScore appears only on ward or TCU patients.Display for all hospitalized adults (include anyone 18 years and include ICU patients).
Score appears only on inpatient physician dashboard.Display scores in multiple dashboards (eg, emergency department dashboard).
COPS2 scoreScore appears only on ward or TCU patients.Display for all hospitalized adults (include anyone 18 years and include ICU patients).
Score appears only on inpatient physician dashboard.Display scores in multiple dashboards (eg, emergency department dashboard).
Alert response trackingNone is available.Functionality that permits tracking what the status is of patients in whom an alert was issued (who responded, where it is charted, etc.)could be structured as a workbench report in KP HealthConnectvery important because of medical legal reasons.
Trending capability for scoresNone is available.Trending display available in same location where vital signs and laboratory test results are displayed.
Messaging capabilityNot currently available.Transmission of scores to rapid response team (or other designated first responder) via a smartphone, thus obviating the need for staff to check the inpatient dashboard manually every 6 hours.

EVALUATION STRATEGY

Due to institutional constraints, it is not possible for us to conduct a gold standard pilot using patient‐level randomization, as described by Kollef et al.[8] Consequently, in addition to using the pilot to surface specific implementation issues, we had to develop a parallel scoring system for capturing key data points (scores, outcomes) not just at the 2 pilot sites, but also at the remaining 19 KPNC hospitals. This required that we develop electronic tools that would permit us to capture these data elements continuously, both prospectively as well as retrospectively. Thus, to give an example, we developed a macro that we call LAPS2 any time that permits us to assign a retrospective severity score given any T0. Our ultimate goal is to evaluate the system's deployment using a stepped wedge design[22] in which geographically contiguous clusters of 2 to 4 hospitals go live periodically. The silver standard (a cluster trial involving randomization at the individual hospital level[23]) is not feasible because KPNC hospitals span a very broad geographic area, and it is more resource intensive in a shorter time span. In this context, the most important output from a pilot such as this is to generate an estimate of likely impact; this estimate then becomes a critical component for power calculations for the stepped wedge.

Our ongoing evaluation has all the limitations inherent in the analysis of nonrandomized interventions. Because it only involves 2 hospitals, it is difficult to assess variation due to facility‐specific factors. Finally, because our priority was to avoid alert fatigue, the total number of patients who experience an alert is small, limiting available sample size. Given these constraints, we will employ a counterfactual method, multivariate matching,[24, 25, 26] so as to come as close as possible to simulating a randomized trial. To control for hospital‐specific factors, matching will be combined with difference‐in‐differences[27, 28] methodology. Our basic approach takes advantage of the fact that, although our alert system is currently running in 2 hospitals, it is possible for us to assign a retrospective alert to patients at all KPNC hospitals. Using multivariate matching techniques, we will then create a cohort in which each patient who received an alert is matched to 2 patients who are given a retrospective virtual alert during the same time period in control facilities. The pre‐ and postimplementation outcomes of pilot and matched controls are compared. The matching algorithms specify exact matches on membership status, whether or not the patient had been admitted to the ICU prior to the first alert, and whether or not the patient was full code at the time of an alert. Once potential matches are found using the above procedures, our algorithms seek the closest match for the following variables: age, alert probability, COPS2, and admission LAPS2. Membership status is important, because many individuals who are not covered by the Kaiser Foundation Health Plan, Inc., are hospitalized at KPNC hospitals. Because these nonmembers' postdischarge outcomes cannot be tracked, it is important to control for this variable in our analyses.

Our electronic evaluation strategy also can be used to quantify pilot effects on length of stay (total, after an alert, and ICU), rehospitalization, use of hospice, mortality, and cost. However, it is not adequate for the evaluation of whether or not patient preferences are respected. Consequently, we have also developed manual review instruments for structured electronic chart review (the coding form and manual are provided in the online Appendix of the article in this issue of Journal of Hospital Medicine by Granich et al.[21]). This review will focus on issues such as whether or not patients' surrogates were identified, whether goals of care were discussed, and so forth. In those cases where patients died in the hospital, we will also review whether death occurred after resuscitation, whether family members were present, and so forth.

As noted above and in Figure 1, charting delays can result in uncertainty periods. We have found that these delays can also result in discrepancies in which data extracted from the real time system do not match those extracted from the data warehouse. These discrepancies can complicate creation of analysis datasets, which in turn can lead to delays in completing analyses. Such delays can cause significant problems with stakeholders. In retrospect, we should have devoted more resources to ongoing electronic audits and to the development of algorithms that formally address charting delays.

LESSONS LEARNED AND THOUGHTS ON FUTURE DISSEMINATION

We believe that embedding predictive models in the EMR will become an essential component of clinical care. Despite resource limitations and having to work in a frontier area, we did 3 things well. We were able to embed a complex set of equations and display their outputs in a commercial EMR outside the research setting. In a setting where hospitalists could have requested discontinuation of the system, we achieved consensus that it should remain the standard of care. Lastly, as a result of this work, KPNC will be deploying this early warning system in all its hospitals, so our overall implementation and communication strategy has been sound.

Nonetheless, our road to implementation has been a bumpy one, and we have learned a number of valuable lessons that are being incorporated into our future work. They merit sharing with the broader medical community. Using the title of a song by Ricky SkaggsIf I Had It All Again to Dowe can summarize what we learned with 3 phrases: engage leadership early, provide simpler explanations, and embed the evaluation in the solution.

Although our research on risk adjustment and the epidemiology was known to many KPNC leaders and clinicians, our initial engagement focus was on connecting with hospital physicians and operational leaders who worked in quality improvement. In retrospect, the research team should have engaged with 2 different communities much soonerthe information technology community and that component of leadership that focused on the EMR and information technology issues. Although these 2 broad communities interact with operations all the time, they do not necessarily have regular contact with research developments that might affect both EMR as well as quality improvement operations simultaneously. Not seeking this early engagement probably slowed our work by 9 to 15 months, because of repeated delays resulting from our assumption that the information technology teams understood things that were clear to us but not to them. One major result of this at KPNC is that we now have a regular quarterly meeting between researchers and the EMR leadership. The goal of this regular meeting is to make sure that operational leaders and researchers contemplating projects with an informatics component communicate early, long before any consideration of implementation occurs.

Whereas the notion of providing early warning seems intuitive and simple, translating this into a set of equations is challenging. However, we have found that developing equations is much easier than developing communication strategies suitable for people who are not interested in statistics, a group that probably constitutes the majority of clinicians. One major result of this learning now guiding our work is that our team devotes more time to considering existing and possible workflows. This process includes spending more time engaging with clinicians around how they use information. We are also experimenting with different ways of illustrating statistical concepts (eg, probabilities, likelihood ratios).

As is discussed in the article by Dummett et al.,[20] 1 workflow component that remains unresolved is that of documentation. It is not clear what the documentation standard should be for a deterioration probability. Solving this particular conundrum is not something that can be done by electronic or statistical means. However, also with the benefit of hindsight, we now know that we should have put more energy into automated electronic tools that provide support for documentation after an alert. In addition to being requested by clinicians, having tools that automatically generate tracers as part of both the alerting and documentation process would also make evaluation easier. For example, it would permit a better delineation of the causal path between the intervention (providing a deterioration probability) and patient outcomes. In future projects, incorporation of such tools will get much more prominence.

Acknowledgements

The authors thank Dr. Michelle Caughey, Dr. Philip Madvig, Dr. Patricia Conolly, and Ms. Barbara Crawford for their administrative support, Dr. Tracy Lieu for reviewing the manuscript, and Ms. Rachel Lesser for formatting the manuscript.

Disclosures: This work was supported by a grant from the Gordon and Betty Moore Foundation (Early Detection, Prevention, and Mitigation of Impending Physiologic Deterioration in Hospitalized Patients Outside Intensive Care: Phase 3, pilot), The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. As part of our agreement with the Gordon and Betty Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Foundation and its staff played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component. Dr. Liu was supported by the National Institute for General Medical Sciences award K23GM112018. None of the sponsors had any involvement in our decision to submit this manuscript or in the determination of its contents. None of the authors has any conflicts of interest to declare of relevance to this work

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Patients who deteriorate in the hospital and are transferred to the intensive care unit (ICU) have higher mortality and greater morbidity than those directly admitted from the emergency department.[1, 2, 3] Rapid response teams (RRTs) were created to address this problem.[4, 5] Quantitative tools, such as the Modified Early Warning Score (MEWS),[6] have been used to support RRTs almost since their inception. Nonetheless, work on developing scores that can serve as triggers for RRT evaluation or intervention continues. The notion that comprehensive inpatient electronic medical records (EMRs) could support RRTs (both as a source of patient data and a platform for providing alerts) has intuitive appeal. Not surprisingly, in addition to newer versions of manual scores,[7] electronic scores are now entering clinical practice. These newer systems are being tested in research institutions,[8] hospitals with advanced capabilities,[9] and as part of proprietary systems.[10] Although a fair amount of statistical information (eg, area under the receiver operator characteristic curve of a given predictive model) on the performance of various trigger systems has been published, existing reports have not described details of how the electronic architecture is integrated with clinical practice.

Electronic alert systems generated from physiology‐based predictive models do not yet constitute mature technologies. No consensus or legal mandate regarding their role yet exists. Given this situation, studying different implementation approaches and their outcomes has value. It is instructive to consider how a given institutional solution addresses common contingenciesoperational constraints that are likely to be present, albeit in different forms, in most placesto help others understand the limitations and issues they may present. In this article we describe the structure of an EMR‐based early warning system in 2 pilot hospitals at Kaiser Permanente Northern California (KPNC). In this pilot, we embedded an updated version of a previously described early warning score[11] into the EMR. We will emphasize how its components address institutional, operational, and technological constraints. Finally, we will also describe unfinished businesschanges we would like to see in a future dissemination phase. Two important aspects of the pilot (development of a clinical response arm and addressing patient preferences with respect to supportive care) are being described elsewhere in this issue of the Journal of Hospital Medicine. Analyses of the actual impact on patient outcomes will be reported elsewhere; initial results appear favorable.[12]

INITIAL CONSTRAINTS

The ability to actually prevent inpatient deteriorations may be limited,[13] and doubts regarding the value of RRTs persist.[14, 15, 16] Consequently, work that led to the pilot occurred in stages. In the first stage (prior to 2010), our team presented data to internal audiences documenting the rates and outcomes of unplanned transfers from the ward to the ICU. Concurrently, our team developed a first generation risk adjustment methodology that was published in 2008.[17] We used this methodology to show that unplanned transfers did, in fact, have elevated mortality, and that this persisted after risk adjustment.[1, 2, 3] This phase of our work coincided with KPNC's deployment of the Epic inpatient EMR (www.epicsystems.com), known internally as KP HealthConnect [KPHC]), which was completed in 2010. Through both internal and external funding sources, we were able to create infrastructure to acquire clinical data, develop a prototype predictive model, and demonstrate superiority over manually assigned scores such as the MEWS.[11] Shortly thereafter, we developed a new risk adjustment capability.[18] This new capability includes a generic severity of illness score (Laboratory‐based Acute Physiology Score, version 2 [LAPS2]) and a longitudinal comorbidity score (Comorbidity Point Score, version 2 [COPS2]). Both of these scores have multiple uses (eg, for prediction of rehospitalization[19]) and are used for internal benchmarking at KPNC.

Once we demonstrated that we could, in fact, predict inpatient deteriorations, we still had to address medicallegal considerations, the need for a clinical response arm, and how to address patient preferences with respect to supportive or palliative care. To address these concerns and ensure that the implementation would be seamlessly integrated with routine clinical practice, our team worked for 1 year with hospitalists and other clinicians at the pilot sites prior to the go‐live date.

The primary concern from a medicallegal perspective is that once results from a predictive model (which could be an alert, severity score, comorbidity score, or other probability estimate) are displayed in the chart, relevant clinical information has been changed. Thus, failure to address such an EMR item could lead to malpractice risk for individuals and/or enterprise liability for an organization. After discussing this with senior leadership, they specified that it would be permissible to go forward so long as we could document that an educational intervention was in place to make sure that clinicians understood the system and that it was linked to specific protocols approved by hospitalists.

Current predictive models, including ours, generate a probability estimate. They do not necessarily identify the etiology of a problem or what solutions ought to be considered. Consequently, our senior leadership insisted that we be able to answer clinicians' basic question: What do we do when we get an alert? The article by Dummett et al.[20] in this issue of the Journal of Hospital Medicine describes how we addressed this constraint. Lastly, not all patients can be rescued. The article by Granich et al.[21] describes how we handled the need to respect patient choices.

PROCEDURAL COMPONENTS

The Gordon and Betty Moore Foundation, which funded the pilot, only had 1 restriction (inclusion of a hospital in the Sacramento, California area). The other site was selected based on 2 initial criteria: (1) the chosen site had to be 1 of the smaller KPNC hospitals, and (2) the chosen site had to be easily accessible for the lead author (G.J.E.). The KPNC South San Francisco hospital was selected as the alpha site and the KPNC Sacramento hospital as the beta site. One of the major drivers for these decisions was that both had robust palliative care services. The Sacramento hospital is a larger hospital with a more complex caseload.

Prior to the go‐live dates (November 19, 2013 for South San Francisco and April 16, 2014 for Sacramento), the executive committees at both hospitals reviewed preliminary data and the implementation plans for the early warning system. Following these reviews, the executive committees approved the deployment. Also during this phase, in consultation with our communications departments, we adopted the name Advance Alert Monitoring (AAM) as the outward facing name for the system. We also developed recommended scripts for clinical staff to employ when approaching a patient in whom an alert had been issued (this is because the alert is calibrated so as to predict increased risk of deterioration within the next 12 hours, which means that a patient might be surprised as to why clinicians were suddenly evaluating them). Facility approvals occurred approximately 1 month prior to the go‐live date at each hospital, permitting a shadowing phase. In this phase, selected physicians were provided with probability estimates and severity scores, but these were not displayed in the EMR front end. This shadowing phase permitted clinicians to finalize the response arms' protocols that are described in the articles by Dummett et al.[20] and Granich et al.[21] We obtained approval from the KPNC Institutional Review Board for the Protection of Human Subjects for the evaluation component that is described below.

EARLY DETECTION ALGORITHMS

The early detection algorithms we employed, which are being updated periodically, were based on our previously published work.[11, 18] Even though admitting diagnoses were found to be predictive in our original model, during actual development of the real‐time data extraction algorithms, we found that diagnoses could not be obtained reliably, so we made the decision to use a single predictive equation for all patients. The core components of the AAM score equation are the above‐mentioned LAPS2 and COPS2; these are combined with other data elements (Table 1). None of the scores are proprietary, and our equations could be replicated by any entity with a comprehensive inpatient EMR. Our early detection system is calibrated using outcomes that occurred 12 hours from when the alert is issued. For prediction, it uses data from the preceding 12 months for the COPS2 and the preceding 24 to 72 hours for physiologic data.

Variables Employed in Predictive Equation
CategoryElements IncludedComment
DemographicsAge, sex 
Patient locationUnit indicators (eg, 3 West); also known as bed history indicatorsOnly patients in general medicalsurgical ward, transitional care unit, and telemetry unit are eligible. Patients in the operating room, postanesthesia recovery room, labor and delivery service, and pediatrics are ineligible.
Health servicesAdmission venueEmergency department admission or not.
Elapsed length of stay in hospital up to the point when data are scannedInterhospital transport is common in our integrated delivery system; this data element requires linking both unit stays as well as stays involving different hospitals.
StatusCare directive ordersPatients with a comfort careonly order are not eligible; all other patients (full code, partial code, and do not resuscitate) are.
Admission statusInpatients and patients admitted for observation status are eligible.
PhysiologicVital signs, laboratory tests, neurological status checksSee online Appendices and references [6] and [15] for details on how we extract, format, and transform these variables.
Composite indicesGeneric severity of illness scoreSee text and description in reference [15] for details on the Laboratory‐based Acute Physiology score, version 2 and the Comorbidity Point Score, version 2.
Longitudinal comorbidity score 

During the course of developing the real‐time extraction algorithms, we encountered a number of delays in real‐time data acquisition. These fall into 2 categories: charting delay and server delay. Charting delay is due to nonautomated charting of vital signs by nurses (eg, a nurse obtains vital signs on a patient, writes them down on paper, and then enters them later). In general, this delay was in the 15‐ to 30‐minute range, but occasionally was as high as 2 hours. Server delay, which was variable and ranged from a few minutes to (occasionally) 1 to 2 hours, is due to 2 factors. The first is that certain point of care tests were not always uploaded into the EMR immediately. This is because the testing units, which can display results to clinicians within minutes, must be physically connected to a computer for uploading results. The second is the processing time required for the system to cycle through hundreds of patient records in the context of a very large EMR system (the KPNC Epic build runs in 6 separate geographic instances, and our system runs in 2 of these). Figure 1 shows that each probability estimate thus has what we called an uncertainty period of 2 hours (the +2 hours addresses the fact that we needed to give clinicians a minimum time to respond to an alert). Given limited resources and the need to balance accuracy of the alerts, adequate lead time, the presence of an uncertainty period, and alert fatigue, we elected to issue alerts every 6 hours (with the exact timing based on facility preferences).

Figure 1
Time intervals involved in real‐time capture and reporting of data from an inpatient electronic medical record. T0 refers to the time when data extraction occurs and the system's Java application issues a probability estimate. The figure shows that, because of charting and server delays, data may be delayed up to 2 hours. Similarly, because ∼2 hours may be required to mount a coherent clinical response, a total time period of ∼4 hours (uncertainty window) exists for a given probability estimate.

A summary of the components of our equation is provided in the Supporting Information, Appendices, in the online version of this article. The statistical performance characteristics of our final equation, which are based on approximately 262 million individual data points from 650,684 hospitalizations in which patients experienced 20,471 deteriorations, is being reported elsewhere. Between November 19, 2013 and November 30, 2015 (the most recent data currently available to us for analysis), a total of 26,386 patients admitted to the ward or transitional care unit at the 2 pilot sites were scored by the AAM system, and these patients generated 3,881 alerts involving a total of 1,413 patients, which meant an average of 2 alerts per day at South San Francisco and 4 alerts per day in Sacramento. Resource limitations have precluded us from conducting formal surveys to assess clinician acceptance. However, repeated meetings with both hospitalists as well as RRT nurses indicated that favorable departmental consensus exists.

INSTANTIATION OF ALGORITHMS IN THE EMR

Given the complexity of the calculations involving many variables (Table 1), we elected to employ Web services to extract data for processing using a Java application outside the EMR, which then pushed results into the EMR front end (Figure 2). Additional details on this decision are provided in the Supporting Information, Appendices, in the online version of this article. Our team had to expend considerable resources and time to map all necessary data elements in the real time environment, whose identifying characteristics are not the same as those employed by the KPHC data warehouse. Considerable debugging was required during the first 7 months of the pilot. Troubleshooting for the application was often required on very short notice (eg, when the system unexpectedly stopped issuing alerts during a weekend, or when 1 class of patients suddenly stopped receiving scores). It is likely that future efforts to embed algorithms in EMRs will experience similar difficulties, and it is wise to budget so as maximize available analytic and application programmer resources.

Figure 2
Overall system architecture. Raw data are extracted directly from the inpatient electronic medical record (EMR) as well as other servers. In our case, the longitudinal comorbidity score is generated monthly outside the EMR by a department known as Decision Support (DS) which then stores the data in the Integrated Data Repository (IDR). Abbreviations: COPS2, Comorbidity Point Score, version 2; KPNC, Kaiser Permanente Northern California.

Figure 3 shows the final appearance of the graphical user interface at KPHC, which provides clinicians with 3 numbers: ADV ALERT SCORE (AAM score) is the probability of experiencing unplanned transfer within the next 12 hours, COPS is the COPS2, and LAPS is the LAPS2 assigned at the time a patient is placed in a hospital room. The current protocol in place is that the clinical response arm is triggered when the AAM score is 8.

Figure 3
Screen shot showing how early warning system outputs are displayed in clinicians' inpatient dashboard. ADV ALERT SCORE (AAM score) indicates the probability that a patient will require unplanned transfer to intensive care within the next 12 hours. COPS shows the Comorbidity Point Score, version 2 (see Escobar et al.[18] for details). LAPS shows the Laboratory‐based Acute Physiology Score, version 2 (see Escobar et al.[18] for details).

LIMITATIONS

One of the limitations of working with a commercial EMR in a large system, such as KPNC, is that of scalability. Understandably, the organization is reluctant to make changes in the EMR that will not ultimately be deployed across all hospitals in the system. Thus, any significant modification of the EMR or its associated workflows must, from the outset, be structured for subsequent spread to the remaining hospitals (19 in our case). Because we had not deployed a system like this before, we did not know what to expect and, had we known then what experience has taught us, our initial requests would have been different. Table 2 summarizes the major changes we would have made to our implementation strategy had we known then what we know now.

Desirable Modifications to Early Warning System Based on Experience During the Pilot
ComponentStatus in Pilot ApplicationDesirable Changes
  • NOTE: Abbreviations: COPS2, Comorbidity Point Score, version 2; ICU, intensive care unit; KP, Kaiser Permanente; LAPS2, Laboratory‐based Acute Physiology score, version 2; TCU, transitional care unit.

Degree of disaster recovery supportSystem outages are handled on an ad hoc basis.Same level of support as is seen in regular clinical systems (24/7 technical support).
Laboratory data feedWeb service.It would be extremely valuable to have a definite answer about whether alternative data feeds would be faster and more reliable.
LAPS2 scoreScore appears only on ward or TCU patients.Display for all hospitalized adults (include anyone 18 years and include ICU patients).
Score appears only on inpatient physician dashboard.Display scores in multiple dashboards (eg, emergency department dashboard).
COPS2 scoreScore appears only on ward or TCU patients.Display for all hospitalized adults (include anyone 18 years and include ICU patients).
Score appears only on inpatient physician dashboard.Display scores in multiple dashboards (eg, emergency department dashboard).
Alert response trackingNone is available.Functionality that permits tracking what the status is of patients in whom an alert was issued (who responded, where it is charted, etc.)could be structured as a workbench report in KP HealthConnectvery important because of medical legal reasons.
Trending capability for scoresNone is available.Trending display available in same location where vital signs and laboratory test results are displayed.
Messaging capabilityNot currently available.Transmission of scores to rapid response team (or other designated first responder) via a smartphone, thus obviating the need for staff to check the inpatient dashboard manually every 6 hours.

EVALUATION STRATEGY

Due to institutional constraints, it is not possible for us to conduct a gold standard pilot using patient‐level randomization, as described by Kollef et al.[8] Consequently, in addition to using the pilot to surface specific implementation issues, we had to develop a parallel scoring system for capturing key data points (scores, outcomes) not just at the 2 pilot sites, but also at the remaining 19 KPNC hospitals. This required that we develop electronic tools that would permit us to capture these data elements continuously, both prospectively as well as retrospectively. Thus, to give an example, we developed a macro that we call LAPS2 any time that permits us to assign a retrospective severity score given any T0. Our ultimate goal is to evaluate the system's deployment using a stepped wedge design[22] in which geographically contiguous clusters of 2 to 4 hospitals go live periodically. The silver standard (a cluster trial involving randomization at the individual hospital level[23]) is not feasible because KPNC hospitals span a very broad geographic area, and it is more resource intensive in a shorter time span. In this context, the most important output from a pilot such as this is to generate an estimate of likely impact; this estimate then becomes a critical component for power calculations for the stepped wedge.

Our ongoing evaluation has all the limitations inherent in the analysis of nonrandomized interventions. Because it only involves 2 hospitals, it is difficult to assess variation due to facility‐specific factors. Finally, because our priority was to avoid alert fatigue, the total number of patients who experience an alert is small, limiting available sample size. Given these constraints, we will employ a counterfactual method, multivariate matching,[24, 25, 26] so as to come as close as possible to simulating a randomized trial. To control for hospital‐specific factors, matching will be combined with difference‐in‐differences[27, 28] methodology. Our basic approach takes advantage of the fact that, although our alert system is currently running in 2 hospitals, it is possible for us to assign a retrospective alert to patients at all KPNC hospitals. Using multivariate matching techniques, we will then create a cohort in which each patient who received an alert is matched to 2 patients who are given a retrospective virtual alert during the same time period in control facilities. The pre‐ and postimplementation outcomes of pilot and matched controls are compared. The matching algorithms specify exact matches on membership status, whether or not the patient had been admitted to the ICU prior to the first alert, and whether or not the patient was full code at the time of an alert. Once potential matches are found using the above procedures, our algorithms seek the closest match for the following variables: age, alert probability, COPS2, and admission LAPS2. Membership status is important, because many individuals who are not covered by the Kaiser Foundation Health Plan, Inc., are hospitalized at KPNC hospitals. Because these nonmembers' postdischarge outcomes cannot be tracked, it is important to control for this variable in our analyses.

Our electronic evaluation strategy also can be used to quantify pilot effects on length of stay (total, after an alert, and ICU), rehospitalization, use of hospice, mortality, and cost. However, it is not adequate for the evaluation of whether or not patient preferences are respected. Consequently, we have also developed manual review instruments for structured electronic chart review (the coding form and manual are provided in the online Appendix of the article in this issue of Journal of Hospital Medicine by Granich et al.[21]). This review will focus on issues such as whether or not patients' surrogates were identified, whether goals of care were discussed, and so forth. In those cases where patients died in the hospital, we will also review whether death occurred after resuscitation, whether family members were present, and so forth.

As noted above and in Figure 1, charting delays can result in uncertainty periods. We have found that these delays can also result in discrepancies in which data extracted from the real time system do not match those extracted from the data warehouse. These discrepancies can complicate creation of analysis datasets, which in turn can lead to delays in completing analyses. Such delays can cause significant problems with stakeholders. In retrospect, we should have devoted more resources to ongoing electronic audits and to the development of algorithms that formally address charting delays.

LESSONS LEARNED AND THOUGHTS ON FUTURE DISSEMINATION

We believe that embedding predictive models in the EMR will become an essential component of clinical care. Despite resource limitations and having to work in a frontier area, we did 3 things well. We were able to embed a complex set of equations and display their outputs in a commercial EMR outside the research setting. In a setting where hospitalists could have requested discontinuation of the system, we achieved consensus that it should remain the standard of care. Lastly, as a result of this work, KPNC will be deploying this early warning system in all its hospitals, so our overall implementation and communication strategy has been sound.

Nonetheless, our road to implementation has been a bumpy one, and we have learned a number of valuable lessons that are being incorporated into our future work. They merit sharing with the broader medical community. Using the title of a song by Ricky SkaggsIf I Had It All Again to Dowe can summarize what we learned with 3 phrases: engage leadership early, provide simpler explanations, and embed the evaluation in the solution.

Although our research on risk adjustment and the epidemiology was known to many KPNC leaders and clinicians, our initial engagement focus was on connecting with hospital physicians and operational leaders who worked in quality improvement. In retrospect, the research team should have engaged with 2 different communities much soonerthe information technology community and that component of leadership that focused on the EMR and information technology issues. Although these 2 broad communities interact with operations all the time, they do not necessarily have regular contact with research developments that might affect both EMR as well as quality improvement operations simultaneously. Not seeking this early engagement probably slowed our work by 9 to 15 months, because of repeated delays resulting from our assumption that the information technology teams understood things that were clear to us but not to them. One major result of this at KPNC is that we now have a regular quarterly meeting between researchers and the EMR leadership. The goal of this regular meeting is to make sure that operational leaders and researchers contemplating projects with an informatics component communicate early, long before any consideration of implementation occurs.

Whereas the notion of providing early warning seems intuitive and simple, translating this into a set of equations is challenging. However, we have found that developing equations is much easier than developing communication strategies suitable for people who are not interested in statistics, a group that probably constitutes the majority of clinicians. One major result of this learning now guiding our work is that our team devotes more time to considering existing and possible workflows. This process includes spending more time engaging with clinicians around how they use information. We are also experimenting with different ways of illustrating statistical concepts (eg, probabilities, likelihood ratios).

As is discussed in the article by Dummett et al.,[20] 1 workflow component that remains unresolved is that of documentation. It is not clear what the documentation standard should be for a deterioration probability. Solving this particular conundrum is not something that can be done by electronic or statistical means. However, also with the benefit of hindsight, we now know that we should have put more energy into automated electronic tools that provide support for documentation after an alert. In addition to being requested by clinicians, having tools that automatically generate tracers as part of both the alerting and documentation process would also make evaluation easier. For example, it would permit a better delineation of the causal path between the intervention (providing a deterioration probability) and patient outcomes. In future projects, incorporation of such tools will get much more prominence.

Acknowledgements

The authors thank Dr. Michelle Caughey, Dr. Philip Madvig, Dr. Patricia Conolly, and Ms. Barbara Crawford for their administrative support, Dr. Tracy Lieu for reviewing the manuscript, and Ms. Rachel Lesser for formatting the manuscript.

Disclosures: This work was supported by a grant from the Gordon and Betty Moore Foundation (Early Detection, Prevention, and Mitigation of Impending Physiologic Deterioration in Hospitalized Patients Outside Intensive Care: Phase 3, pilot), The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. As part of our agreement with the Gordon and Betty Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Foundation and its staff played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component. Dr. Liu was supported by the National Institute for General Medical Sciences award K23GM112018. None of the sponsors had any involvement in our decision to submit this manuscript or in the determination of its contents. None of the authors has any conflicts of interest to declare of relevance to this work

Patients who deteriorate in the hospital and are transferred to the intensive care unit (ICU) have higher mortality and greater morbidity than those directly admitted from the emergency department.[1, 2, 3] Rapid response teams (RRTs) were created to address this problem.[4, 5] Quantitative tools, such as the Modified Early Warning Score (MEWS),[6] have been used to support RRTs almost since their inception. Nonetheless, work on developing scores that can serve as triggers for RRT evaluation or intervention continues. The notion that comprehensive inpatient electronic medical records (EMRs) could support RRTs (both as a source of patient data and a platform for providing alerts) has intuitive appeal. Not surprisingly, in addition to newer versions of manual scores,[7] electronic scores are now entering clinical practice. These newer systems are being tested in research institutions,[8] hospitals with advanced capabilities,[9] and as part of proprietary systems.[10] Although a fair amount of statistical information (eg, area under the receiver operator characteristic curve of a given predictive model) on the performance of various trigger systems has been published, existing reports have not described details of how the electronic architecture is integrated with clinical practice.

Electronic alert systems generated from physiology‐based predictive models do not yet constitute mature technologies. No consensus or legal mandate regarding their role yet exists. Given this situation, studying different implementation approaches and their outcomes has value. It is instructive to consider how a given institutional solution addresses common contingenciesoperational constraints that are likely to be present, albeit in different forms, in most placesto help others understand the limitations and issues they may present. In this article we describe the structure of an EMR‐based early warning system in 2 pilot hospitals at Kaiser Permanente Northern California (KPNC). In this pilot, we embedded an updated version of a previously described early warning score[11] into the EMR. We will emphasize how its components address institutional, operational, and technological constraints. Finally, we will also describe unfinished businesschanges we would like to see in a future dissemination phase. Two important aspects of the pilot (development of a clinical response arm and addressing patient preferences with respect to supportive care) are being described elsewhere in this issue of the Journal of Hospital Medicine. Analyses of the actual impact on patient outcomes will be reported elsewhere; initial results appear favorable.[12]

INITIAL CONSTRAINTS

The ability to actually prevent inpatient deteriorations may be limited,[13] and doubts regarding the value of RRTs persist.[14, 15, 16] Consequently, work that led to the pilot occurred in stages. In the first stage (prior to 2010), our team presented data to internal audiences documenting the rates and outcomes of unplanned transfers from the ward to the ICU. Concurrently, our team developed a first generation risk adjustment methodology that was published in 2008.[17] We used this methodology to show that unplanned transfers did, in fact, have elevated mortality, and that this persisted after risk adjustment.[1, 2, 3] This phase of our work coincided with KPNC's deployment of the Epic inpatient EMR (www.epicsystems.com), known internally as KP HealthConnect [KPHC]), which was completed in 2010. Through both internal and external funding sources, we were able to create infrastructure to acquire clinical data, develop a prototype predictive model, and demonstrate superiority over manually assigned scores such as the MEWS.[11] Shortly thereafter, we developed a new risk adjustment capability.[18] This new capability includes a generic severity of illness score (Laboratory‐based Acute Physiology Score, version 2 [LAPS2]) and a longitudinal comorbidity score (Comorbidity Point Score, version 2 [COPS2]). Both of these scores have multiple uses (eg, for prediction of rehospitalization[19]) and are used for internal benchmarking at KPNC.

Once we demonstrated that we could, in fact, predict inpatient deteriorations, we still had to address medicallegal considerations, the need for a clinical response arm, and how to address patient preferences with respect to supportive or palliative care. To address these concerns and ensure that the implementation would be seamlessly integrated with routine clinical practice, our team worked for 1 year with hospitalists and other clinicians at the pilot sites prior to the go‐live date.

The primary concern from a medicallegal perspective is that once results from a predictive model (which could be an alert, severity score, comorbidity score, or other probability estimate) are displayed in the chart, relevant clinical information has been changed. Thus, failure to address such an EMR item could lead to malpractice risk for individuals and/or enterprise liability for an organization. After discussing this with senior leadership, they specified that it would be permissible to go forward so long as we could document that an educational intervention was in place to make sure that clinicians understood the system and that it was linked to specific protocols approved by hospitalists.

Current predictive models, including ours, generate a probability estimate. They do not necessarily identify the etiology of a problem or what solutions ought to be considered. Consequently, our senior leadership insisted that we be able to answer clinicians' basic question: What do we do when we get an alert? The article by Dummett et al.[20] in this issue of the Journal of Hospital Medicine describes how we addressed this constraint. Lastly, not all patients can be rescued. The article by Granich et al.[21] describes how we handled the need to respect patient choices.

PROCEDURAL COMPONENTS

The Gordon and Betty Moore Foundation, which funded the pilot, only had 1 restriction (inclusion of a hospital in the Sacramento, California area). The other site was selected based on 2 initial criteria: (1) the chosen site had to be 1 of the smaller KPNC hospitals, and (2) the chosen site had to be easily accessible for the lead author (G.J.E.). The KPNC South San Francisco hospital was selected as the alpha site and the KPNC Sacramento hospital as the beta site. One of the major drivers for these decisions was that both had robust palliative care services. The Sacramento hospital is a larger hospital with a more complex caseload.

Prior to the go‐live dates (November 19, 2013 for South San Francisco and April 16, 2014 for Sacramento), the executive committees at both hospitals reviewed preliminary data and the implementation plans for the early warning system. Following these reviews, the executive committees approved the deployment. Also during this phase, in consultation with our communications departments, we adopted the name Advance Alert Monitoring (AAM) as the outward facing name for the system. We also developed recommended scripts for clinical staff to employ when approaching a patient in whom an alert had been issued (this is because the alert is calibrated so as to predict increased risk of deterioration within the next 12 hours, which means that a patient might be surprised as to why clinicians were suddenly evaluating them). Facility approvals occurred approximately 1 month prior to the go‐live date at each hospital, permitting a shadowing phase. In this phase, selected physicians were provided with probability estimates and severity scores, but these were not displayed in the EMR front end. This shadowing phase permitted clinicians to finalize the response arms' protocols that are described in the articles by Dummett et al.[20] and Granich et al.[21] We obtained approval from the KPNC Institutional Review Board for the Protection of Human Subjects for the evaluation component that is described below.

EARLY DETECTION ALGORITHMS

The early detection algorithms we employed, which are being updated periodically, were based on our previously published work.[11, 18] Even though admitting diagnoses were found to be predictive in our original model, during actual development of the real‐time data extraction algorithms, we found that diagnoses could not be obtained reliably, so we made the decision to use a single predictive equation for all patients. The core components of the AAM score equation are the above‐mentioned LAPS2 and COPS2; these are combined with other data elements (Table 1). None of the scores are proprietary, and our equations could be replicated by any entity with a comprehensive inpatient EMR. Our early detection system is calibrated using outcomes that occurred 12 hours from when the alert is issued. For prediction, it uses data from the preceding 12 months for the COPS2 and the preceding 24 to 72 hours for physiologic data.

Variables Employed in Predictive Equation
CategoryElements IncludedComment
DemographicsAge, sex 
Patient locationUnit indicators (eg, 3 West); also known as bed history indicatorsOnly patients in general medicalsurgical ward, transitional care unit, and telemetry unit are eligible. Patients in the operating room, postanesthesia recovery room, labor and delivery service, and pediatrics are ineligible.
Health servicesAdmission venueEmergency department admission or not.
Elapsed length of stay in hospital up to the point when data are scannedInterhospital transport is common in our integrated delivery system; this data element requires linking both unit stays as well as stays involving different hospitals.
StatusCare directive ordersPatients with a comfort careonly order are not eligible; all other patients (full code, partial code, and do not resuscitate) are.
Admission statusInpatients and patients admitted for observation status are eligible.
PhysiologicVital signs, laboratory tests, neurological status checksSee online Appendices and references [6] and [15] for details on how we extract, format, and transform these variables.
Composite indicesGeneric severity of illness scoreSee text and description in reference [15] for details on the Laboratory‐based Acute Physiology score, version 2 and the Comorbidity Point Score, version 2.
Longitudinal comorbidity score 

During the course of developing the real‐time extraction algorithms, we encountered a number of delays in real‐time data acquisition. These fall into 2 categories: charting delay and server delay. Charting delay is due to nonautomated charting of vital signs by nurses (eg, a nurse obtains vital signs on a patient, writes them down on paper, and then enters them later). In general, this delay was in the 15‐ to 30‐minute range, but occasionally was as high as 2 hours. Server delay, which was variable and ranged from a few minutes to (occasionally) 1 to 2 hours, is due to 2 factors. The first is that certain point of care tests were not always uploaded into the EMR immediately. This is because the testing units, which can display results to clinicians within minutes, must be physically connected to a computer for uploading results. The second is the processing time required for the system to cycle through hundreds of patient records in the context of a very large EMR system (the KPNC Epic build runs in 6 separate geographic instances, and our system runs in 2 of these). Figure 1 shows that each probability estimate thus has what we called an uncertainty period of 2 hours (the +2 hours addresses the fact that we needed to give clinicians a minimum time to respond to an alert). Given limited resources and the need to balance accuracy of the alerts, adequate lead time, the presence of an uncertainty period, and alert fatigue, we elected to issue alerts every 6 hours (with the exact timing based on facility preferences).

Figure 1
Time intervals involved in real‐time capture and reporting of data from an inpatient electronic medical record. T0 refers to the time when data extraction occurs and the system's Java application issues a probability estimate. The figure shows that, because of charting and server delays, data may be delayed up to 2 hours. Similarly, because ∼2 hours may be required to mount a coherent clinical response, a total time period of ∼4 hours (uncertainty window) exists for a given probability estimate.

A summary of the components of our equation is provided in the Supporting Information, Appendices, in the online version of this article. The statistical performance characteristics of our final equation, which are based on approximately 262 million individual data points from 650,684 hospitalizations in which patients experienced 20,471 deteriorations, is being reported elsewhere. Between November 19, 2013 and November 30, 2015 (the most recent data currently available to us for analysis), a total of 26,386 patients admitted to the ward or transitional care unit at the 2 pilot sites were scored by the AAM system, and these patients generated 3,881 alerts involving a total of 1,413 patients, which meant an average of 2 alerts per day at South San Francisco and 4 alerts per day in Sacramento. Resource limitations have precluded us from conducting formal surveys to assess clinician acceptance. However, repeated meetings with both hospitalists as well as RRT nurses indicated that favorable departmental consensus exists.

INSTANTIATION OF ALGORITHMS IN THE EMR

Given the complexity of the calculations involving many variables (Table 1), we elected to employ Web services to extract data for processing using a Java application outside the EMR, which then pushed results into the EMR front end (Figure 2). Additional details on this decision are provided in the Supporting Information, Appendices, in the online version of this article. Our team had to expend considerable resources and time to map all necessary data elements in the real time environment, whose identifying characteristics are not the same as those employed by the KPHC data warehouse. Considerable debugging was required during the first 7 months of the pilot. Troubleshooting for the application was often required on very short notice (eg, when the system unexpectedly stopped issuing alerts during a weekend, or when 1 class of patients suddenly stopped receiving scores). It is likely that future efforts to embed algorithms in EMRs will experience similar difficulties, and it is wise to budget so as maximize available analytic and application programmer resources.

Figure 2
Overall system architecture. Raw data are extracted directly from the inpatient electronic medical record (EMR) as well as other servers. In our case, the longitudinal comorbidity score is generated monthly outside the EMR by a department known as Decision Support (DS) which then stores the data in the Integrated Data Repository (IDR). Abbreviations: COPS2, Comorbidity Point Score, version 2; KPNC, Kaiser Permanente Northern California.

Figure 3 shows the final appearance of the graphical user interface at KPHC, which provides clinicians with 3 numbers: ADV ALERT SCORE (AAM score) is the probability of experiencing unplanned transfer within the next 12 hours, COPS is the COPS2, and LAPS is the LAPS2 assigned at the time a patient is placed in a hospital room. The current protocol in place is that the clinical response arm is triggered when the AAM score is 8.

Figure 3
Screen shot showing how early warning system outputs are displayed in clinicians' inpatient dashboard. ADV ALERT SCORE (AAM score) indicates the probability that a patient will require unplanned transfer to intensive care within the next 12 hours. COPS shows the Comorbidity Point Score, version 2 (see Escobar et al.[18] for details). LAPS shows the Laboratory‐based Acute Physiology Score, version 2 (see Escobar et al.[18] for details).

LIMITATIONS

One of the limitations of working with a commercial EMR in a large system, such as KPNC, is that of scalability. Understandably, the organization is reluctant to make changes in the EMR that will not ultimately be deployed across all hospitals in the system. Thus, any significant modification of the EMR or its associated workflows must, from the outset, be structured for subsequent spread to the remaining hospitals (19 in our case). Because we had not deployed a system like this before, we did not know what to expect and, had we known then what experience has taught us, our initial requests would have been different. Table 2 summarizes the major changes we would have made to our implementation strategy had we known then what we know now.

Desirable Modifications to Early Warning System Based on Experience During the Pilot
ComponentStatus in Pilot ApplicationDesirable Changes
  • NOTE: Abbreviations: COPS2, Comorbidity Point Score, version 2; ICU, intensive care unit; KP, Kaiser Permanente; LAPS2, Laboratory‐based Acute Physiology score, version 2; TCU, transitional care unit.

Degree of disaster recovery supportSystem outages are handled on an ad hoc basis.Same level of support as is seen in regular clinical systems (24/7 technical support).
Laboratory data feedWeb service.It would be extremely valuable to have a definite answer about whether alternative data feeds would be faster and more reliable.
LAPS2 scoreScore appears only on ward or TCU patients.Display for all hospitalized adults (include anyone 18 years and include ICU patients).
Score appears only on inpatient physician dashboard.Display scores in multiple dashboards (eg, emergency department dashboard).
COPS2 scoreScore appears only on ward or TCU patients.Display for all hospitalized adults (include anyone 18 years and include ICU patients).
Score appears only on inpatient physician dashboard.Display scores in multiple dashboards (eg, emergency department dashboard).
Alert response trackingNone is available.Functionality that permits tracking what the status is of patients in whom an alert was issued (who responded, where it is charted, etc.)could be structured as a workbench report in KP HealthConnectvery important because of medical legal reasons.
Trending capability for scoresNone is available.Trending display available in same location where vital signs and laboratory test results are displayed.
Messaging capabilityNot currently available.Transmission of scores to rapid response team (or other designated first responder) via a smartphone, thus obviating the need for staff to check the inpatient dashboard manually every 6 hours.

EVALUATION STRATEGY

Due to institutional constraints, it is not possible for us to conduct a gold standard pilot using patient‐level randomization, as described by Kollef et al.[8] Consequently, in addition to using the pilot to surface specific implementation issues, we had to develop a parallel scoring system for capturing key data points (scores, outcomes) not just at the 2 pilot sites, but also at the remaining 19 KPNC hospitals. This required that we develop electronic tools that would permit us to capture these data elements continuously, both prospectively as well as retrospectively. Thus, to give an example, we developed a macro that we call LAPS2 any time that permits us to assign a retrospective severity score given any T0. Our ultimate goal is to evaluate the system's deployment using a stepped wedge design[22] in which geographically contiguous clusters of 2 to 4 hospitals go live periodically. The silver standard (a cluster trial involving randomization at the individual hospital level[23]) is not feasible because KPNC hospitals span a very broad geographic area, and it is more resource intensive in a shorter time span. In this context, the most important output from a pilot such as this is to generate an estimate of likely impact; this estimate then becomes a critical component for power calculations for the stepped wedge.

Our ongoing evaluation has all the limitations inherent in the analysis of nonrandomized interventions. Because it only involves 2 hospitals, it is difficult to assess variation due to facility‐specific factors. Finally, because our priority was to avoid alert fatigue, the total number of patients who experience an alert is small, limiting available sample size. Given these constraints, we will employ a counterfactual method, multivariate matching,[24, 25, 26] so as to come as close as possible to simulating a randomized trial. To control for hospital‐specific factors, matching will be combined with difference‐in‐differences[27, 28] methodology. Our basic approach takes advantage of the fact that, although our alert system is currently running in 2 hospitals, it is possible for us to assign a retrospective alert to patients at all KPNC hospitals. Using multivariate matching techniques, we will then create a cohort in which each patient who received an alert is matched to 2 patients who are given a retrospective virtual alert during the same time period in control facilities. The pre‐ and postimplementation outcomes of pilot and matched controls are compared. The matching algorithms specify exact matches on membership status, whether or not the patient had been admitted to the ICU prior to the first alert, and whether or not the patient was full code at the time of an alert. Once potential matches are found using the above procedures, our algorithms seek the closest match for the following variables: age, alert probability, COPS2, and admission LAPS2. Membership status is important, because many individuals who are not covered by the Kaiser Foundation Health Plan, Inc., are hospitalized at KPNC hospitals. Because these nonmembers' postdischarge outcomes cannot be tracked, it is important to control for this variable in our analyses.

Our electronic evaluation strategy also can be used to quantify pilot effects on length of stay (total, after an alert, and ICU), rehospitalization, use of hospice, mortality, and cost. However, it is not adequate for the evaluation of whether or not patient preferences are respected. Consequently, we have also developed manual review instruments for structured electronic chart review (the coding form and manual are provided in the online Appendix of the article in this issue of Journal of Hospital Medicine by Granich et al.[21]). This review will focus on issues such as whether or not patients' surrogates were identified, whether goals of care were discussed, and so forth. In those cases where patients died in the hospital, we will also review whether death occurred after resuscitation, whether family members were present, and so forth.

As noted above and in Figure 1, charting delays can result in uncertainty periods. We have found that these delays can also result in discrepancies in which data extracted from the real time system do not match those extracted from the data warehouse. These discrepancies can complicate creation of analysis datasets, which in turn can lead to delays in completing analyses. Such delays can cause significant problems with stakeholders. In retrospect, we should have devoted more resources to ongoing electronic audits and to the development of algorithms that formally address charting delays.

LESSONS LEARNED AND THOUGHTS ON FUTURE DISSEMINATION

We believe that embedding predictive models in the EMR will become an essential component of clinical care. Despite resource limitations and having to work in a frontier area, we did 3 things well. We were able to embed a complex set of equations and display their outputs in a commercial EMR outside the research setting. In a setting where hospitalists could have requested discontinuation of the system, we achieved consensus that it should remain the standard of care. Lastly, as a result of this work, KPNC will be deploying this early warning system in all its hospitals, so our overall implementation and communication strategy has been sound.

Nonetheless, our road to implementation has been a bumpy one, and we have learned a number of valuable lessons that are being incorporated into our future work. They merit sharing with the broader medical community. Using the title of a song by Ricky SkaggsIf I Had It All Again to Dowe can summarize what we learned with 3 phrases: engage leadership early, provide simpler explanations, and embed the evaluation in the solution.

Although our research on risk adjustment and the epidemiology was known to many KPNC leaders and clinicians, our initial engagement focus was on connecting with hospital physicians and operational leaders who worked in quality improvement. In retrospect, the research team should have engaged with 2 different communities much soonerthe information technology community and that component of leadership that focused on the EMR and information technology issues. Although these 2 broad communities interact with operations all the time, they do not necessarily have regular contact with research developments that might affect both EMR as well as quality improvement operations simultaneously. Not seeking this early engagement probably slowed our work by 9 to 15 months, because of repeated delays resulting from our assumption that the information technology teams understood things that were clear to us but not to them. One major result of this at KPNC is that we now have a regular quarterly meeting between researchers and the EMR leadership. The goal of this regular meeting is to make sure that operational leaders and researchers contemplating projects with an informatics component communicate early, long before any consideration of implementation occurs.

Whereas the notion of providing early warning seems intuitive and simple, translating this into a set of equations is challenging. However, we have found that developing equations is much easier than developing communication strategies suitable for people who are not interested in statistics, a group that probably constitutes the majority of clinicians. One major result of this learning now guiding our work is that our team devotes more time to considering existing and possible workflows. This process includes spending more time engaging with clinicians around how they use information. We are also experimenting with different ways of illustrating statistical concepts (eg, probabilities, likelihood ratios).

As is discussed in the article by Dummett et al.,[20] 1 workflow component that remains unresolved is that of documentation. It is not clear what the documentation standard should be for a deterioration probability. Solving this particular conundrum is not something that can be done by electronic or statistical means. However, also with the benefit of hindsight, we now know that we should have put more energy into automated electronic tools that provide support for documentation after an alert. In addition to being requested by clinicians, having tools that automatically generate tracers as part of both the alerting and documentation process would also make evaluation easier. For example, it would permit a better delineation of the causal path between the intervention (providing a deterioration probability) and patient outcomes. In future projects, incorporation of such tools will get much more prominence.

Acknowledgements

The authors thank Dr. Michelle Caughey, Dr. Philip Madvig, Dr. Patricia Conolly, and Ms. Barbara Crawford for their administrative support, Dr. Tracy Lieu for reviewing the manuscript, and Ms. Rachel Lesser for formatting the manuscript.

Disclosures: This work was supported by a grant from the Gordon and Betty Moore Foundation (Early Detection, Prevention, and Mitigation of Impending Physiologic Deterioration in Hospitalized Patients Outside Intensive Care: Phase 3, pilot), The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. As part of our agreement with the Gordon and Betty Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Foundation and its staff played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component. Dr. Liu was supported by the National Institute for General Medical Sciences award K23GM112018. None of the sponsors had any involvement in our decision to submit this manuscript or in the determination of its contents. None of the authors has any conflicts of interest to declare of relevance to this work

References
  1. Escobar GJ, Greene JD, Gardner MN, Marelich GP, Quick B, Kipnis P. Intra‐hospital transfers to a higher level of care: contribution to total hospital and intensive care unit (ICU) mortality and length of stay (LOS). J Hosp Med. 2011;6(2):7480.
  2. Liu V, Kipnis P, Rizk NW, Escobar GJ. Adverse outcomes associated with delayed intensive care unit transfers in an integrated healthcare system. J Hosp Med. 2012;7(3):224230.
  3. Delgado MK, Liu V, Pines JM, Kipnis P, Gardner MN, Escobar GJ. Risk factors for unplanned transfer to intensive care within 24 hours of admission from the emergency department in an integrated healthcare system. J Hosp Med. 2012;8(1):1319.
  4. Hournihan F, Bishop G., Hillman KM, Dauffurn K, Lee A. The medical emergency team: a new strategy to identify and intervene in high‐risk surgical patients. Clin Intensive Care. 1995;6:269272.
  5. Lee A, Bishop G, Hillman KM, Daffurn K. The medical emergency team. Anaesth Intensive Care. 1995;23(2):183186.
  6. Goldhill DR. The critically ill: following your MEWS. QJM. 2001;94(10):507510.
  7. National Health Service. National Early Warning Score (NEWS). Standardising the Assessment Of Acute‐Illness Severity in the NHS. Report of a Working Party. London, United Kingdom: Royal College of Physicians; 2012.
  8. Kollef MH, Chen Y, Heard K, et al. A randomized trial of real‐time automated clinical deterioration alerts sent to a rapid response team. J Hosp Med. 2014;9(7):424429.
  9. Evans RS, Kuttler KG, Simpson KJ, et al. Automated detection of physiologic deterioration in hospitalized patients. J Am Med Inform Assoc. 2015;22(2):350360.
  10. Bradley EH, Yakusheva O, Horwitz LI, Sipsma H, Fletcher J. Identifying patients at increased risk for unplanned readmission. Med Care. 2013;51(9):761766.
  11. Escobar GJ, LaGuardia J, Turk BJ, Ragins A, Kipnis P, Draper D. Early detection of impending physiologic deterioration among patients who are not in intensive care: development of predictive models using data from an automated electronic medical record. J Hosp Med. 2012;7(5):388395.
  12. Escobar G, Liu V, Kim YS, et al. Early detection of impending deterioration outside the ICU: a difference‐in‐differences (DiD) study. Presented at: American Thoracic Society International Conference, San Francisco, California; May 13–18, 2016; A7614.
  13. Bapoje SR, Gaudiani JL, Narayanan V, Albert RK. Unplanned transfers to a medical intensive care unit: causes and relationship to preventable errors in care. J Hosp Med. 2011;6(2):6872.
  14. Winters BD, Pham J, Pronovost PJ. Rapid response teams—walk, don't run. JAMA. 2006;296(13):16451647.
  15. Winters BD, Pham JC, Hunt EA, Guallar E, Berenholtz S, Pronovost PJ. Rapid response systems: a systematic review. Crit Care Med. 2007;35(5):12381243.
  16. Litvak E, Pronovost PJ. Rethinking rapid response teams. JAMA. 2010;304(12):13751376.
  17. Escobar G, Greene J, Scheirer P, Gardner M, Draper D, Kipnis P. Risk adjusting hospital inpatient mortality using automated inpatient, outpatient, and laboratory databases. Med Care. 2008;46(3):232239.
  18. Escobar GJ, Gardner M, Greene JG, Draper D, Kipnis P. Risk‐adjusting hospital mortality using a comprehensive electronic record in an integrated healthcare delivery system. Med Care. 2013;51(5):446453.
  19. Escobar G, Ragins A, Scheirer P, Liu V, Robles J, Kipnis P. Nonelective rehospitalizations and post‐discharge mortality: predictive models suitable for use in real time. Med Care. 2015;53(11):916923.
  20. Dummett et al. J Hosp Med. 2016;11:000000.
  21. Granich et al. J Hosp Med. 2016;11:000000.
  22. Hussey MA, Hughes JP. Design and analysis of stepped wedge cluster randomized trials. Contemp Clin Trials. 2007;28(2):182191.
  23. Meurer WJ, Lewis RJ. Cluster randomized trials: evaluating treatments applied to groups. JAMA. 2015;313(20):20682069.
  24. Gu XS, Rosenbaum PR. Comparison of multivariate matching methods: structures, distances, and algorithms. J Comput Graph Stat. 1993;2(4):405420.
  25. Feng WW, Jun Y, Xu R. A method/macro based on propensity score and Mahalanobis distance to reduce bias in treatment comparison in observational study. Eli Lilly working paper available at: http://www.lexjansen.com/pharmasug/2006/publichealthresearch/pr05.pdf.
  26. Stuart EA. Matching methods for causal inference: a review and a look forward. Stat Sci. 2010;25(1):121.
  27. Dimick JB, Ryan AM. Methods for evaluating changes in health care policy: the difference‐in‐differences approach. JAMA. 2014;312(22):24012402.
  28. Ryan AM, Burgess JF, Dimick JB. Why we should not be indifferent to specification choices for difference‐in‐differences. Health Serv Res. 2015;50(4):12111235.
References
  1. Escobar GJ, Greene JD, Gardner MN, Marelich GP, Quick B, Kipnis P. Intra‐hospital transfers to a higher level of care: contribution to total hospital and intensive care unit (ICU) mortality and length of stay (LOS). J Hosp Med. 2011;6(2):7480.
  2. Liu V, Kipnis P, Rizk NW, Escobar GJ. Adverse outcomes associated with delayed intensive care unit transfers in an integrated healthcare system. J Hosp Med. 2012;7(3):224230.
  3. Delgado MK, Liu V, Pines JM, Kipnis P, Gardner MN, Escobar GJ. Risk factors for unplanned transfer to intensive care within 24 hours of admission from the emergency department in an integrated healthcare system. J Hosp Med. 2012;8(1):1319.
  4. Hournihan F, Bishop G., Hillman KM, Dauffurn K, Lee A. The medical emergency team: a new strategy to identify and intervene in high‐risk surgical patients. Clin Intensive Care. 1995;6:269272.
  5. Lee A, Bishop G, Hillman KM, Daffurn K. The medical emergency team. Anaesth Intensive Care. 1995;23(2):183186.
  6. Goldhill DR. The critically ill: following your MEWS. QJM. 2001;94(10):507510.
  7. National Health Service. National Early Warning Score (NEWS). Standardising the Assessment Of Acute‐Illness Severity in the NHS. Report of a Working Party. London, United Kingdom: Royal College of Physicians; 2012.
  8. Kollef MH, Chen Y, Heard K, et al. A randomized trial of real‐time automated clinical deterioration alerts sent to a rapid response team. J Hosp Med. 2014;9(7):424429.
  9. Evans RS, Kuttler KG, Simpson KJ, et al. Automated detection of physiologic deterioration in hospitalized patients. J Am Med Inform Assoc. 2015;22(2):350360.
  10. Bradley EH, Yakusheva O, Horwitz LI, Sipsma H, Fletcher J. Identifying patients at increased risk for unplanned readmission. Med Care. 2013;51(9):761766.
  11. Escobar GJ, LaGuardia J, Turk BJ, Ragins A, Kipnis P, Draper D. Early detection of impending physiologic deterioration among patients who are not in intensive care: development of predictive models using data from an automated electronic medical record. J Hosp Med. 2012;7(5):388395.
  12. Escobar G, Liu V, Kim YS, et al. Early detection of impending deterioration outside the ICU: a difference‐in‐differences (DiD) study. Presented at: American Thoracic Society International Conference, San Francisco, California; May 13–18, 2016; A7614.
  13. Bapoje SR, Gaudiani JL, Narayanan V, Albert RK. Unplanned transfers to a medical intensive care unit: causes and relationship to preventable errors in care. J Hosp Med. 2011;6(2):6872.
  14. Winters BD, Pham J, Pronovost PJ. Rapid response teams—walk, don't run. JAMA. 2006;296(13):16451647.
  15. Winters BD, Pham JC, Hunt EA, Guallar E, Berenholtz S, Pronovost PJ. Rapid response systems: a systematic review. Crit Care Med. 2007;35(5):12381243.
  16. Litvak E, Pronovost PJ. Rethinking rapid response teams. JAMA. 2010;304(12):13751376.
  17. Escobar G, Greene J, Scheirer P, Gardner M, Draper D, Kipnis P. Risk adjusting hospital inpatient mortality using automated inpatient, outpatient, and laboratory databases. Med Care. 2008;46(3):232239.
  18. Escobar GJ, Gardner M, Greene JG, Draper D, Kipnis P. Risk‐adjusting hospital mortality using a comprehensive electronic record in an integrated healthcare delivery system. Med Care. 2013;51(5):446453.
  19. Escobar G, Ragins A, Scheirer P, Liu V, Robles J, Kipnis P. Nonelective rehospitalizations and post‐discharge mortality: predictive models suitable for use in real time. Med Care. 2015;53(11):916923.
  20. Dummett et al. J Hosp Med. 2016;11:000000.
  21. Granich et al. J Hosp Med. 2016;11:000000.
  22. Hussey MA, Hughes JP. Design and analysis of stepped wedge cluster randomized trials. Contemp Clin Trials. 2007;28(2):182191.
  23. Meurer WJ, Lewis RJ. Cluster randomized trials: evaluating treatments applied to groups. JAMA. 2015;313(20):20682069.
  24. Gu XS, Rosenbaum PR. Comparison of multivariate matching methods: structures, distances, and algorithms. J Comput Graph Stat. 1993;2(4):405420.
  25. Feng WW, Jun Y, Xu R. A method/macro based on propensity score and Mahalanobis distance to reduce bias in treatment comparison in observational study. Eli Lilly working paper available at: http://www.lexjansen.com/pharmasug/2006/publichealthresearch/pr05.pdf.
  26. Stuart EA. Matching methods for causal inference: a review and a look forward. Stat Sci. 2010;25(1):121.
  27. Dimick JB, Ryan AM. Methods for evaluating changes in health care policy: the difference‐in‐differences approach. JAMA. 2014;312(22):24012402.
  28. Ryan AM, Burgess JF, Dimick JB. Why we should not be indifferent to specification choices for difference‐in‐differences. Health Serv Res. 2015;50(4):12111235.
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Piloting electronic medical record–based early detection of inpatient deterioration in community hospitals
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Address for correspondence and reprint requests: Gabriel J. Escobar, MD, Regional Director for Hospital Operations Research, Division of Research, Kaiser Permanente Northern California, 2000 Broadway Avenue, 032 R01, Oakland, CA 94612; Telephone: 510‐891‐3502; Fax: 510‐891‐3508; E‐mail: [email protected]
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Data that drive: Closing the loop in the learning hospital system

In the landmark Best Care at Lower Cost report, the Institute of Medicine presents a compelling vision of a US healthcare system where science, information technology, incentives, and care culture are brought together seamlessly to produce high‐quality healthcare.[1] At the center of this transformation is the learning healthcare system, a system characterized by its ability to leverage data arising from care provision to drive rapid improvements in care delivery.[2] When steeped within the right organizational milieu, these data help to close the virtuous cycle of continuous learning moving from science to evidence to care and back to new science. The anticipated end result is a healthcare system that can provide Americans with superior care at lower cost.

Hospital‐based practitioners will recognize the inpatient setting as an ideal demonstration opportunity for continuous learning. Hospital care is costly, accounting for more than 30% of all US healthcare costs[3]; intensive care alone accounts for a notable proportion of the US gross domestic product.[4] Inpatient care is associated with significant mortality and morbidity, and its use is often greatly increased in patients' last days.[5, 6] Fortunately, the inpatient setting also offers an ideal opportunity to leverage high‐quality data to help inform and improve care. The digitization of medicine means that far more data are now available through electronic health records, medical devices, and tests.[7] This is particularly true for inpatients, for whom a large volume of data are produced even over relatively short hospital stays.

Whereas the challenge to improve hospital care is daunting, there is an incredible opportunity to advance the quality of inpatient care through realizing the vision of the learning hospital system. In the sections that follow, we use an object lessonsepsis care within hospitals of the Kaiser Permanente Northern California (KPNC) integrated healthcare delivery systemto evaluate the challenges and insights gleaned from working toward building a learning hospital system. Then, we describe further steps that could enhance the use of inpatient data to drive improved care.

THE FRAMEWORK OF A LEARNING HEALTHCARE SYSTEM

Best Care at Lower Cost notes a fundamental paradox in US healthcare: although we have witnessed a dramatic expansion in biomedical knowledge, innovative therapies and surgical procedures, and clinical treatments to extend survival, US healthcare persistently falls short on the basic dimensions of quality, outcomes, cost, and equity.[1] The proposed path forward lies in building the learning healthcare system, a system characterized by continuous knowledge development, improvement, and application. Figure 1 shows the critical nodes in the framework for continuous learning, which include: (1) the development of new scientific knowledge (science), (2) the translation of science into clinical evidence of efficacy (evidence), and (3) the application of efficacious interventions through effective care delivery (care). In healthcare today, transitions between these nodes are rife with missed or wasted opportunities like delays in applying high‐quality evidence or poorly managed insights arising from scientific discovery. If such opportunities could be recovered, however, the quality of healthcare could be improved dramatically.[8]

Figure 1
Schematic of a continuously learning healthcare system, adapted from the Institute of Medicine's Best Care at Lower Cost report.

The pursuit of continuous learning is aided by rapid changes in the quality and quantity of biomedical data available over the past decade, especially through the use of electronic health records, novel biomolecular tools, and digital sensors.[2, 7, 9] The Internet has ushered in a new era of data connectivity, for example, allowing for highly engaged communication between patients and providers as well as collaboration between professional or citizen scientists on data of unprecedented scale.[10] New methodologic approaches, including data mining and machine learning, increasingly leverage commodity hardware to conduct previously computationally intractable analyses.[9] Moreover, the development of domain ontologies fosters the discovery of meaningful insights from data of heterogeneous types.[11]

Ultimately, however, improvements in data alone are inadequate to achieve continuous learning. As shown in Figure 1, whereas data form the channels that allow for transitions from science to evidence to care, novel insights need to be steeped within the right culture, motivated by the right incentives, and supported by the right leaders.[1, 12] Within the sustainable learning healthcare system, knowledge generation feeds practice change with the support and guidance of system leadership; improved practice, in turn, generates new knowledge and completes the virtuous cycle of learning.

THE PROMISE OF CONTINUOUS LEARNING IN HOSPITAL SETTINGS

The hospital is an ideal setting in which to foster continuous learning because advances in inpatient care have the potential to substantially improve healthcare quality and value.[8] Americans were hospitalized roughly 37 million times in 2012; in total, these episodes cost $378 billion.[3] Over 700,000 patients die in US hospitals annually, with reports showing that many patients utilize greatly increased inpatient and critical care services near the end of their lives in a manner that appears misaligned with their preferences.[11, 13] Hospital care is also highly variable in quality and cost; this heterogeneity is not closely associated with improved outcomes.[14, 15] Preventable harm and medical injury occur commonly in hospitals and are now recognized to be a leading cause of inpatient death.[16] Finally, emerging research illuminates the substantial toll that acute care has on patients and families resulting in new comorbidity, functional or neuropsychiatric impairment, rehospitalization, and financial burden that persist long after patients are discharged.[17]

Fortunately, inpatient care also exhibits several qualities that improve the likelihood that continuous learning can be achieved. Although it is clear that hospitalizations occur within the arc of a patient's larger health trajectory, these distinct episodes offer the potential to observe patient trajectories and treatments evolving within relatively compressed time intervals; over that same interval, a large volume of data are produced. Stored within comprehensive electronic health records, these granular data now allow inpatient episodes to be digitally recapitulated with high fidelity, bolstering their use in driving care improvements.[18]

AN OBJECT LESSON IN THE LEARNING FRAMEWORK: SEPSIS CARE

Translating Science to Evidence in Sepsis

Although sepsis has attracted great attention in modern hospital care, sepsis was described long ago by Hippocrates to describe the process by which wounds fester.[19] Recast after the confirmation of germ theory, sepsis came to be known primarily as the blood poisoning resulting from pathogenic organisms.[20] However, with the advent of antibiotics, numerous scientific studies now recognize that sepsis actually results from the dysregulated host immune response to systemic infection, which can also cause organ dysfunction.[21] Based on this knowledge, landmark translational and clinical studies in the 2000s provided strong evidence that early identification of sepsis patients and aggressive infection control and resuscitation were associated with improved mortality (Figure 2, step 1).[22]

Figure 2
Closing the continuous learning loop in sepsis care. Schematic representation of the continuous learning hospital system generating new discovery in sepsis care.

Translating Evidence to Care in Sepsis at KPNC

In 2007, the leadership of KPNC initiated a regional effort to improve the quality of care and reduce the variability in performance at its medical centers (Table 1).[23] Reviewing data from nearly 1000 inpatientsthe last 50 consecutive hospital deaths from each of 19 medical centersa mortality diagnostic based on Institute for Healthcare Improvement recommendations[24] revealed that sepsis had a major impact on hospital outcomes. For example, even though sepsis patients were still relatively under‐recognized at the time, accounting for fewer than 3% of hospitalizations, they contributed to one‐quarter of hospital deaths. In light of these compelling data, senior regional leadership identified reducing sepsis mortality as a key performance improvement goal (Figure 2, step 2).

Timeline of Elements in the Kaiser Permanente Northern California Sepsis Performance Improvement Effort
Time Period Event Summary
  • NOTE: Specific elements related to data infrastructure and analysis are indicated in italics. Abbreviations: ARISE, Australasian Resuscitation in Sepsis Evaluation; CMS SEP‐1, Centers for Medicare and Medicaide Services Severe Sepsis and Septic Shock: Management Bundle; ED, emergency department; EGDT, early goal‐directed therapy; KP, Kaiser Permanente; ProCESS, Protocolized Care for Early Septic Shock; ProMISe, Protocolized Care for Early Septic Shock.

2007 Variability in hospital standardized mortality ratio observed, indicating an opportunity to drive improved outcomes.
Initiation of staggered implementation of unified electronic medical record across all KP sites (starting in 2006 and ending in 2009).
Spring 2008 Mortality diagnostic chart review completed identifying sepsis and infection‐related causes as key factors in hospital outcomes.
May 2008 Regional Mortality Summit held with a focus on patient safety and mortality reduction efforts through performance improvement. Executive regional and local leadership alignment to focus on sepsis performance improvement.
Summer 2008 Sepsis Steering Committee evaluates best available evidence, develops treatment algorithms, and plans for medical center pilots.
Fall 2008 Pilot intervention deployed at 2 medical centers.
November 2008 First Regional Sepsis Summit: development of sepsis performance improvement playbook, training materials, implementation plans, and measurement strategy.
November 2008 All medical centers begin to form multidisciplinary sepsis teams and performance improvement committees, obtain equipment and supplies including assembly of a sepsis cart. Multidisciplinary teams included ED physician champion, ED nurse champion, improvement advisor, hospitalists, intensivists, quality improvement personnel, nurse educators, and even resident physicians.
January 2009 Performance data collection begins on EGDT processes and outcomes. Initiation of 2 key elements to enhance screening for and detection of sepsis: (1) concomitant ordering of serum lactic acid along with blood cultures, and (2) definition of lactate >2.0 as a critical lab value.
Use of manual chart review for case finding and central database entry because of ongoing implementation of electronic medical record and limited sepsis‐specific data infrastructure.
March 2009 Regional train the trainer sessions occur and local educational spread efforts begin including: collaborative calls, in‐person training events, and medical center site visits.
August 2009 Grant funding from the Gordon and Betty Moore Foundation begins with a planned 2‐year duration providing funding for improvement advisors with performance improvement expertise and data infrastructure development.
November 2009 Second Regional Sepsis Summit. Identification of intermediate lactate sepsis patients having significant mortality.
January 2010 Initiate measurement of performance for intermediate lactate sepsis patients with a focus on lactate clearance as an outcome measure of interest.
2010 Development of an intranet Web‐based data abstraction tool to identify cases and auto‐populate specific fields for review. Facilities were responsible for review of cases at the local level to foster rapid feedback cycles for local performance improvement. Standardized data query tools were deployed to foster local medical center engagement and system‐level evaluation.
Accompanying development of a sepsis performance improvement scorecard allowing for comparison of longitudinal performance metrics across all facilities. Scorecard elements included: proportion of lactates drawn following ED blood culture, EGDT‐specific bundle elements (ie, number of EGDT cases, antibiotics within 1 hour, first central venous pressure within 2 hours of EGDT start, target mean arterial pressure achievement), repeat lactate elements, balancing measures for central line placement (ie, pneumothorax, central line infection), and overall sepsis statistics.
April 2011 Third Regional Sepsis Summit. Refinement of EGDT bundle and further development of intermediate lactate bundle approach, including piloting specific treatment bundles targeting this population. Collaborative performance improvement environment in which successful strategies at 1 site were rapidly disseminated to other sites including the Sepsis Alert and the Sepsis Clock.
May 2012 Research analysis of fluid volume and lactate clearance in intermediate lactate sepsis population begins.
February 2013 Fourth Regional Sepsis Summit. Regional spread of intermediate lactate bundle including the use of fluids, antibiotics, and repeat lactate measurements.
May 2013 Research analysis of the contribution of sepsis to hospital deaths (within KP and in national sample) as well as post‐sepsis resource utilization and mortality
March 2014 Publication of ProCESS randomized clinical trial, requiring systemic reevaluation of EGDT‐based sepsis strategy. Subsequent publications of ARISE and ProMISe trials confirming findings from ProCESS. Updated approach under consideration and informally disseminated to practitioners.
October 2014 Updated sepsis treatment guidelines and data capture strategy fully implemented moving away from a catheter‐based strategy for all EGDT‐eligible patients.
October 2015 Sixth Regional Sepsis Summit held to adjust sepsis treatment and data measurement strategy to align more closely with CMS SEP‐1 guidelines.

Based on the principles of performance improvement methodology, clinical and operational leaders established an environment with aligned culture, incentives, and leadership around sepsis care. The effort was launched in late 2008 at a Sepsis Summit, bringing together a multidisciplinary group of stakeholders (eg, hospitalist, emergency department, and intensive care chiefs of staff and nursing managers; medical center and nursing executive and operational leadership) and providing sepsis care pathways based on the best available evidence.[23] Regional investments in the digital infrastructure to support implementation resulted in the provision of granular data within monthly sepsis scorecards quantifying each medical center's performance and trends for a diverse set of sepsis bundle metrics.

The resulting changes in sepsis care were substantial. For example, improved early recognition of infected patients meeting the criteria for sepsis resulted in large changes in the standardized diagnostic criteria used to label patients (Figure 3A). Implementing screening strategies using serum lactate testing for any patient receiving blood cultures resulted in a roughly 10‐fold increase in the use of lactate testing in the emergency department (Figure 3B). Earlier recognition of sepsis also increased the number of patients receiving early antibiotics and receiving central venous catheters for quantitative resuscitation.[23]

Figure 3
(A) Changes in the diagnosis patterns among infected patients following program‐wide implementation of a sepsis performance improvement project at 21 hospitals in the Kaiser Permanente Northern California system. The lower portion of the figure displays the proportion of infection diagnosis codes among all hospital admissions, grouped into mutually exclusive and hierarchical categories (sorted in order as sepsis, respiratory, genitourinary, abdominal, other, skin/soft tissue, device‐related, vascular, or CNS). For example, patients with a diagnosis code of sepsis and respiratory infection would be coded exclusively within the sepsis category; the proportion of all infected patients coded as having sepsis increased rapidly after the sepsis program implementation. The upper portion of the figure shows the overall proportion of all hospital admissions that had at least 1 infection diagnosis codes (red solid line); the dotted grey line at 30% shows that, over the same period, there was only a modest increase in the proportion of all hospitalized patients with infection. (B) Changes in the number and mean values of serum lactate laboratory testing conducted in Kaiser Permanente Northern California emergency departments before and after sepsis performance improvement program implementation. Each point indicates a half‐year total. The blue line shows the total number of emergency department lactate values drawn following sepsis program implementation; there was a rapid rise in the number of lactate values checked, which plateaued after 2010. The black line shows the mean value of lactates and confidence limits (dotted lines show 95% confidence intervals) over time; the mean value of lactates decreased significantly as the volume of lactate testing increased. Abbreviations: CI, confidence interval; CNS, central nervous system; ED, emergency department.

CLOSING THE LOOP TOWARD CONTINUOUS LEARNING IN SEPSIS

Leveraging timely and actionable data steeped within an aligned organizational milieu resulted in large‐scale changes across a heterogeneous set of hospitals. However, to realize the true vision of a learning hospital system, a looming question remained: Could the data generated as the byproduct of routine care now be used to complete the virtuous cycle and drive new scientific discovery (Figure 2, step 3)?

Confirming Concordance in the Impact of Sepsis Nationally

The heightened identification of sepsis patients through program implementation revealed that the impact of sepsis on hospital mortality was greater than originally estimated; based on improved patient identification, sepsis now accounted for upward of 1 in 2 hospital deaths.[25] This sobering statistic confirmed that the investments in standardizing best sepsis care following the mortality diagnostic were critical. However, were similar estimates of sepsis‐attributable mortality consistent outside of the KPNC system? To study this, we examined US hospitalizations occurring across >1000 hospitals and involving >6 million hospital stays to estimate corresponding prevalence.[25] In this national sample, sepsis contributed to as many as half of hospital deaths in the United States in 2010, lending strong support to ongoing international and state‐based efforts to improve sepsis care. These studies also paved the way to use these data drawn from our large sepsis population to inform updated international consensus definitions for sepsis and septic shock.[26, 27, 28]

Identifying New Avenues for Reducing the Toll of Sepsis

A major concern of sepsis program leaders was the prior findings that sepsis hospitalizations among Medicare beneficiaries were associated with substantial new cognitive and functional disability.[29] This lingering toll of sepsis had been termed a hidden public health disaster.[30] To further understand the posthospital impact of sepsis and to begin investigating new avenues to reduce this impact, a cohort of patients was followed for 1 year following sepsis hospitalization.[31] Over that period, nearly half of sepsis survivors were rehospitalized. When compared with their presepsis levels of healthcare utilization, middle‐aged and elderly sepsis patients experienced a 3‐fold increase in their days using facility‐based care. Subsequent studies in other populations outside of KPNC have confirmed these concerning findings, resulting in new efforts to address postsepsis survivorship care.[32, 33]

Phenotyping New Targets for Standardized Sepsis Care

At its outset, the sepsis improvement program applied the best available evidence to treat patients with the most severe forms of sepsisseptic shock. However, once the initial implementation phase had succeeded, clinicians and operational leaders quickly realized from the emerging data that there was a far larger group of sepsis patients for whom treatment guidelines were poorly defined.[25, 34, 35] These were severe sepsis patients with so‐called intermediate lactate values between 2 mmol/L and 4 mmol/L; they comprised a substantial proportion of all sepsis patients dying in the hospital. Using data generated from the routine care of sepsis patients treated across 21 hospitals, the sepsis leadership group was able to rapidly assemble a cohort of intermediate lactate sepsis patients up to 20‐ to 100‐fold larger than that reported in prior studies and evaluate their outcomes.[34, 35]

The data used to evaluate these intermediate lactate sepsis patients now spurred a new implementation program in 2013 for a group of patients in whom there was essentially no existing evidence to guide care. Rapidly implemented within a mature sepsis performance improvement program, evaluations at the 6‐month and 1‐year intervals demonstrated significant decreases in mortality.[36] Importantly, to allay the justified concerns of clinicians, these evaluations also clearly showed no evidence of harm from more aggressive fluid resuscitation (eg, increased transfer to intensive care, increased rates of mechanical ventilation). Again, driven by clinician input, subgroup analyses further revealed that the implementation program was only associated with reduced mortality in patients who could be at risk for iatrogenic fluid overload (ie, those with a history of congestive heart failure or chronic kidney disease).[36] Spurred by these provocative findings, operational and clinical leaders are currently considering how to guide future care in these patients, especially with the emerging use of noninvasive methods to quantify patients' fluid responsiveness.

PRINCIPLES FOR LEVERAGING DATA IN THE LEARNING HOSPITAL SYSTEM

The object lesson of using data to drive improved sepsis care and further new scientific discovery offers some important insights for continuous learning.

Building a Digital Infrastructure for Utilizing Granular Hospital Data

As described above, current transitions between the nodes of the learning framework are rife with missed opportunities. Perhaps one of the most glaring is the inability to use highly granular data already collected within the electronic health record (eg, trajectories and trends across vital signs or laboratory results, large‐scale medication administration records to evaluate multidrug interactions). An essential starting point for continuous learning is investing in the digital infrastructure to improve the use of data beyond traditional claims (administrative dataadmission source codes, disposition codes, diagnoses, and procedures). As shown in Table 2, the first key step is incorporating laboratory data into the quality assessment/emmprovement process. In addition, using these data to automate severity of illness and risk adjustment metrics fosters use of similar comparison cohorts across time or disease types.[18, 37, 38, 39, 40]

Data Types Necessary to Actualize the Learning Hospital System Graded by Contents and the Degree of Difficulty Necessary to Access and Analyze the Data
Data Type Contents Degree of Difficulty in Accessing Degree of Difficulty in Analyzing
Administrative Traditional claims data, diagnostic or procedural codes Low Low to moderate
Standard cohort profiling Limited instances of vitals signs, laboratory, diagnostic testing, or treatment data Low to moderate Low to moderate
Metrics reporting for care improvement Standard cohort identification, aggregated achievement of treatment targets, scorecard dissemination Moderate Moderate
Advanced cohort profiling Time series of physiologic data, inpatient triage and treatment data within short temporal intervals Moderate to high High
Research‐grade discovery Data with breadth (representative sample size) and depth (highly granular physiologic and treatment data) High Very high
Patient‐reported outcomes Quality of life, functional and cognitive disability Very high High

Employing Novel Methods to Address the Limitations of Using Real‐World Data

The rapid digitization of medicine through the use of electronic medical records offers tremendous opportunities to facilitate continuous learning. However, these opportunities are accompanied by important limitations.[41] Data collected as a byproduct of real‐world care can be vulnerable to many forms of bias and confounding, potentially clouding the validity and robustness of corresponding analytic results. Fortunately, advanced methods including causal inference are now used routinely to address some limitations.[42] In the context of a learning healthcare system, other opportunities for improved study design including cluster randomized trials or stepped wedge implementation can also be employed to preserve the statistical rigor of subsequent analyses.[43] Finally, emerging methods employing randomization through the electronic medical record alongside adaptive trial design offer great potential to increase the efficiency of continuous learning.[44]

Evaluating the Hospital as a Single System

Advances in contemporary hospital care require seamless transitions of patient care, screening strategies, and therapeutic approaches across multiple hospital domains and with diverse providers; these interventions also need to happen rapidly. Many traditional approaches to inpatient care have taken a bottom‐up approach (eg, studying a specific disease within a specific hospital ward like the intensive care unit) that have proven useful but may limit generalizability when applied to a real‐world hospital operating with Pareto optimality (ie, the trade‐off scenario where new resource allocation to 1 area also requires resource withdrawal from another area). In certain cases, an empiric approach, without initial preference for any specific ward or disease, can aid decision making by hospital operational and clinical leaders by providing a global picture of impact and value.

Focusing on Early Detection in Hospital Settings as Secondary Prevention

Once patients have been admitted to the hospital, a race against the clock begins. Each additional hour of hospitalization increases the risks of iatrogenic injury or medical harm manifested by immobility, disorientation and delirium, nosocomial infections, or medication errors, among others. In this context, detection systems that use granular hospital data to focus on the earliest detection of risk can aid critical approaches to secondary prevention (Although the hospitalization for sepsis cannot be avoided, careful attention to mobility can limit the risk of developing delirium. In turn, preventing delirium can limit the risk of new functional disability).

Contextualizing Hospital Care Within a Longitudinal Trajectory

Although we described the benefit of hospital episodes having well‐demarcated beginning and ending points, it remains essential to recognize that the harms associated with hospitalization extend well beyond discharge. In this context, hospitalizations can serve as waypoints in patients' health trajectories as well as an opportunity to achieve patient‐centered care including discussing and aligning goals of care with actual care provision. Furthermore, although we have seen steady declines in hospital mortality over time, it is highly likely that we will reach a nadir in mortality where additional metrics of hospital outcomes will need to include postdischarge events like readmission, long‐term mortality, quality of life, and the prevention of disability or decline.

CONCLUSION

Hospitalizations in the United States are costly and associated with high mortality and morbidity; the toll of hospitalization also extends well beyond hospital discharge. The promise of the learning hospital system has marked improvements in the quality of hospital care, especially where healthcare systems can steep critical investments in data and digital infrastructure within the right culture, incentives, and leadership. Where continuous learning is achieved, data generated during routine care offer the potential to yield new scientific discovery and drive further improvements in hospital care.

Disclosures

As part of our agreement with the Gordon and Betty Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Foundation and its staff played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component. None of the authors has any conflicts of interest to declare of relevance to this work, which was funded by a combination of funding from the Gordon and Betty Moore Foundation, The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. VXL was supported by NIH K23GM112018.

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References
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In the landmark Best Care at Lower Cost report, the Institute of Medicine presents a compelling vision of a US healthcare system where science, information technology, incentives, and care culture are brought together seamlessly to produce high‐quality healthcare.[1] At the center of this transformation is the learning healthcare system, a system characterized by its ability to leverage data arising from care provision to drive rapid improvements in care delivery.[2] When steeped within the right organizational milieu, these data help to close the virtuous cycle of continuous learning moving from science to evidence to care and back to new science. The anticipated end result is a healthcare system that can provide Americans with superior care at lower cost.

Hospital‐based practitioners will recognize the inpatient setting as an ideal demonstration opportunity for continuous learning. Hospital care is costly, accounting for more than 30% of all US healthcare costs[3]; intensive care alone accounts for a notable proportion of the US gross domestic product.[4] Inpatient care is associated with significant mortality and morbidity, and its use is often greatly increased in patients' last days.[5, 6] Fortunately, the inpatient setting also offers an ideal opportunity to leverage high‐quality data to help inform and improve care. The digitization of medicine means that far more data are now available through electronic health records, medical devices, and tests.[7] This is particularly true for inpatients, for whom a large volume of data are produced even over relatively short hospital stays.

Whereas the challenge to improve hospital care is daunting, there is an incredible opportunity to advance the quality of inpatient care through realizing the vision of the learning hospital system. In the sections that follow, we use an object lessonsepsis care within hospitals of the Kaiser Permanente Northern California (KPNC) integrated healthcare delivery systemto evaluate the challenges and insights gleaned from working toward building a learning hospital system. Then, we describe further steps that could enhance the use of inpatient data to drive improved care.

THE FRAMEWORK OF A LEARNING HEALTHCARE SYSTEM

Best Care at Lower Cost notes a fundamental paradox in US healthcare: although we have witnessed a dramatic expansion in biomedical knowledge, innovative therapies and surgical procedures, and clinical treatments to extend survival, US healthcare persistently falls short on the basic dimensions of quality, outcomes, cost, and equity.[1] The proposed path forward lies in building the learning healthcare system, a system characterized by continuous knowledge development, improvement, and application. Figure 1 shows the critical nodes in the framework for continuous learning, which include: (1) the development of new scientific knowledge (science), (2) the translation of science into clinical evidence of efficacy (evidence), and (3) the application of efficacious interventions through effective care delivery (care). In healthcare today, transitions between these nodes are rife with missed or wasted opportunities like delays in applying high‐quality evidence or poorly managed insights arising from scientific discovery. If such opportunities could be recovered, however, the quality of healthcare could be improved dramatically.[8]

Figure 1
Schematic of a continuously learning healthcare system, adapted from the Institute of Medicine's Best Care at Lower Cost report.

The pursuit of continuous learning is aided by rapid changes in the quality and quantity of biomedical data available over the past decade, especially through the use of electronic health records, novel biomolecular tools, and digital sensors.[2, 7, 9] The Internet has ushered in a new era of data connectivity, for example, allowing for highly engaged communication between patients and providers as well as collaboration between professional or citizen scientists on data of unprecedented scale.[10] New methodologic approaches, including data mining and machine learning, increasingly leverage commodity hardware to conduct previously computationally intractable analyses.[9] Moreover, the development of domain ontologies fosters the discovery of meaningful insights from data of heterogeneous types.[11]

Ultimately, however, improvements in data alone are inadequate to achieve continuous learning. As shown in Figure 1, whereas data form the channels that allow for transitions from science to evidence to care, novel insights need to be steeped within the right culture, motivated by the right incentives, and supported by the right leaders.[1, 12] Within the sustainable learning healthcare system, knowledge generation feeds practice change with the support and guidance of system leadership; improved practice, in turn, generates new knowledge and completes the virtuous cycle of learning.

THE PROMISE OF CONTINUOUS LEARNING IN HOSPITAL SETTINGS

The hospital is an ideal setting in which to foster continuous learning because advances in inpatient care have the potential to substantially improve healthcare quality and value.[8] Americans were hospitalized roughly 37 million times in 2012; in total, these episodes cost $378 billion.[3] Over 700,000 patients die in US hospitals annually, with reports showing that many patients utilize greatly increased inpatient and critical care services near the end of their lives in a manner that appears misaligned with their preferences.[11, 13] Hospital care is also highly variable in quality and cost; this heterogeneity is not closely associated with improved outcomes.[14, 15] Preventable harm and medical injury occur commonly in hospitals and are now recognized to be a leading cause of inpatient death.[16] Finally, emerging research illuminates the substantial toll that acute care has on patients and families resulting in new comorbidity, functional or neuropsychiatric impairment, rehospitalization, and financial burden that persist long after patients are discharged.[17]

Fortunately, inpatient care also exhibits several qualities that improve the likelihood that continuous learning can be achieved. Although it is clear that hospitalizations occur within the arc of a patient's larger health trajectory, these distinct episodes offer the potential to observe patient trajectories and treatments evolving within relatively compressed time intervals; over that same interval, a large volume of data are produced. Stored within comprehensive electronic health records, these granular data now allow inpatient episodes to be digitally recapitulated with high fidelity, bolstering their use in driving care improvements.[18]

AN OBJECT LESSON IN THE LEARNING FRAMEWORK: SEPSIS CARE

Translating Science to Evidence in Sepsis

Although sepsis has attracted great attention in modern hospital care, sepsis was described long ago by Hippocrates to describe the process by which wounds fester.[19] Recast after the confirmation of germ theory, sepsis came to be known primarily as the blood poisoning resulting from pathogenic organisms.[20] However, with the advent of antibiotics, numerous scientific studies now recognize that sepsis actually results from the dysregulated host immune response to systemic infection, which can also cause organ dysfunction.[21] Based on this knowledge, landmark translational and clinical studies in the 2000s provided strong evidence that early identification of sepsis patients and aggressive infection control and resuscitation were associated with improved mortality (Figure 2, step 1).[22]

Figure 2
Closing the continuous learning loop in sepsis care. Schematic representation of the continuous learning hospital system generating new discovery in sepsis care.

Translating Evidence to Care in Sepsis at KPNC

In 2007, the leadership of KPNC initiated a regional effort to improve the quality of care and reduce the variability in performance at its medical centers (Table 1).[23] Reviewing data from nearly 1000 inpatientsthe last 50 consecutive hospital deaths from each of 19 medical centersa mortality diagnostic based on Institute for Healthcare Improvement recommendations[24] revealed that sepsis had a major impact on hospital outcomes. For example, even though sepsis patients were still relatively under‐recognized at the time, accounting for fewer than 3% of hospitalizations, they contributed to one‐quarter of hospital deaths. In light of these compelling data, senior regional leadership identified reducing sepsis mortality as a key performance improvement goal (Figure 2, step 2).

Timeline of Elements in the Kaiser Permanente Northern California Sepsis Performance Improvement Effort
Time Period Event Summary
  • NOTE: Specific elements related to data infrastructure and analysis are indicated in italics. Abbreviations: ARISE, Australasian Resuscitation in Sepsis Evaluation; CMS SEP‐1, Centers for Medicare and Medicaide Services Severe Sepsis and Septic Shock: Management Bundle; ED, emergency department; EGDT, early goal‐directed therapy; KP, Kaiser Permanente; ProCESS, Protocolized Care for Early Septic Shock; ProMISe, Protocolized Care for Early Septic Shock.

2007 Variability in hospital standardized mortality ratio observed, indicating an opportunity to drive improved outcomes.
Initiation of staggered implementation of unified electronic medical record across all KP sites (starting in 2006 and ending in 2009).
Spring 2008 Mortality diagnostic chart review completed identifying sepsis and infection‐related causes as key factors in hospital outcomes.
May 2008 Regional Mortality Summit held with a focus on patient safety and mortality reduction efforts through performance improvement. Executive regional and local leadership alignment to focus on sepsis performance improvement.
Summer 2008 Sepsis Steering Committee evaluates best available evidence, develops treatment algorithms, and plans for medical center pilots.
Fall 2008 Pilot intervention deployed at 2 medical centers.
November 2008 First Regional Sepsis Summit: development of sepsis performance improvement playbook, training materials, implementation plans, and measurement strategy.
November 2008 All medical centers begin to form multidisciplinary sepsis teams and performance improvement committees, obtain equipment and supplies including assembly of a sepsis cart. Multidisciplinary teams included ED physician champion, ED nurse champion, improvement advisor, hospitalists, intensivists, quality improvement personnel, nurse educators, and even resident physicians.
January 2009 Performance data collection begins on EGDT processes and outcomes. Initiation of 2 key elements to enhance screening for and detection of sepsis: (1) concomitant ordering of serum lactic acid along with blood cultures, and (2) definition of lactate >2.0 as a critical lab value.
Use of manual chart review for case finding and central database entry because of ongoing implementation of electronic medical record and limited sepsis‐specific data infrastructure.
March 2009 Regional train the trainer sessions occur and local educational spread efforts begin including: collaborative calls, in‐person training events, and medical center site visits.
August 2009 Grant funding from the Gordon and Betty Moore Foundation begins with a planned 2‐year duration providing funding for improvement advisors with performance improvement expertise and data infrastructure development.
November 2009 Second Regional Sepsis Summit. Identification of intermediate lactate sepsis patients having significant mortality.
January 2010 Initiate measurement of performance for intermediate lactate sepsis patients with a focus on lactate clearance as an outcome measure of interest.
2010 Development of an intranet Web‐based data abstraction tool to identify cases and auto‐populate specific fields for review. Facilities were responsible for review of cases at the local level to foster rapid feedback cycles for local performance improvement. Standardized data query tools were deployed to foster local medical center engagement and system‐level evaluation.
Accompanying development of a sepsis performance improvement scorecard allowing for comparison of longitudinal performance metrics across all facilities. Scorecard elements included: proportion of lactates drawn following ED blood culture, EGDT‐specific bundle elements (ie, number of EGDT cases, antibiotics within 1 hour, first central venous pressure within 2 hours of EGDT start, target mean arterial pressure achievement), repeat lactate elements, balancing measures for central line placement (ie, pneumothorax, central line infection), and overall sepsis statistics.
April 2011 Third Regional Sepsis Summit. Refinement of EGDT bundle and further development of intermediate lactate bundle approach, including piloting specific treatment bundles targeting this population. Collaborative performance improvement environment in which successful strategies at 1 site were rapidly disseminated to other sites including the Sepsis Alert and the Sepsis Clock.
May 2012 Research analysis of fluid volume and lactate clearance in intermediate lactate sepsis population begins.
February 2013 Fourth Regional Sepsis Summit. Regional spread of intermediate lactate bundle including the use of fluids, antibiotics, and repeat lactate measurements.
May 2013 Research analysis of the contribution of sepsis to hospital deaths (within KP and in national sample) as well as post‐sepsis resource utilization and mortality
March 2014 Publication of ProCESS randomized clinical trial, requiring systemic reevaluation of EGDT‐based sepsis strategy. Subsequent publications of ARISE and ProMISe trials confirming findings from ProCESS. Updated approach under consideration and informally disseminated to practitioners.
October 2014 Updated sepsis treatment guidelines and data capture strategy fully implemented moving away from a catheter‐based strategy for all EGDT‐eligible patients.
October 2015 Sixth Regional Sepsis Summit held to adjust sepsis treatment and data measurement strategy to align more closely with CMS SEP‐1 guidelines.

Based on the principles of performance improvement methodology, clinical and operational leaders established an environment with aligned culture, incentives, and leadership around sepsis care. The effort was launched in late 2008 at a Sepsis Summit, bringing together a multidisciplinary group of stakeholders (eg, hospitalist, emergency department, and intensive care chiefs of staff and nursing managers; medical center and nursing executive and operational leadership) and providing sepsis care pathways based on the best available evidence.[23] Regional investments in the digital infrastructure to support implementation resulted in the provision of granular data within monthly sepsis scorecards quantifying each medical center's performance and trends for a diverse set of sepsis bundle metrics.

The resulting changes in sepsis care were substantial. For example, improved early recognition of infected patients meeting the criteria for sepsis resulted in large changes in the standardized diagnostic criteria used to label patients (Figure 3A). Implementing screening strategies using serum lactate testing for any patient receiving blood cultures resulted in a roughly 10‐fold increase in the use of lactate testing in the emergency department (Figure 3B). Earlier recognition of sepsis also increased the number of patients receiving early antibiotics and receiving central venous catheters for quantitative resuscitation.[23]

Figure 3
(A) Changes in the diagnosis patterns among infected patients following program‐wide implementation of a sepsis performance improvement project at 21 hospitals in the Kaiser Permanente Northern California system. The lower portion of the figure displays the proportion of infection diagnosis codes among all hospital admissions, grouped into mutually exclusive and hierarchical categories (sorted in order as sepsis, respiratory, genitourinary, abdominal, other, skin/soft tissue, device‐related, vascular, or CNS). For example, patients with a diagnosis code of sepsis and respiratory infection would be coded exclusively within the sepsis category; the proportion of all infected patients coded as having sepsis increased rapidly after the sepsis program implementation. The upper portion of the figure shows the overall proportion of all hospital admissions that had at least 1 infection diagnosis codes (red solid line); the dotted grey line at 30% shows that, over the same period, there was only a modest increase in the proportion of all hospitalized patients with infection. (B) Changes in the number and mean values of serum lactate laboratory testing conducted in Kaiser Permanente Northern California emergency departments before and after sepsis performance improvement program implementation. Each point indicates a half‐year total. The blue line shows the total number of emergency department lactate values drawn following sepsis program implementation; there was a rapid rise in the number of lactate values checked, which plateaued after 2010. The black line shows the mean value of lactates and confidence limits (dotted lines show 95% confidence intervals) over time; the mean value of lactates decreased significantly as the volume of lactate testing increased. Abbreviations: CI, confidence interval; CNS, central nervous system; ED, emergency department.

CLOSING THE LOOP TOWARD CONTINUOUS LEARNING IN SEPSIS

Leveraging timely and actionable data steeped within an aligned organizational milieu resulted in large‐scale changes across a heterogeneous set of hospitals. However, to realize the true vision of a learning hospital system, a looming question remained: Could the data generated as the byproduct of routine care now be used to complete the virtuous cycle and drive new scientific discovery (Figure 2, step 3)?

Confirming Concordance in the Impact of Sepsis Nationally

The heightened identification of sepsis patients through program implementation revealed that the impact of sepsis on hospital mortality was greater than originally estimated; based on improved patient identification, sepsis now accounted for upward of 1 in 2 hospital deaths.[25] This sobering statistic confirmed that the investments in standardizing best sepsis care following the mortality diagnostic were critical. However, were similar estimates of sepsis‐attributable mortality consistent outside of the KPNC system? To study this, we examined US hospitalizations occurring across >1000 hospitals and involving >6 million hospital stays to estimate corresponding prevalence.[25] In this national sample, sepsis contributed to as many as half of hospital deaths in the United States in 2010, lending strong support to ongoing international and state‐based efforts to improve sepsis care. These studies also paved the way to use these data drawn from our large sepsis population to inform updated international consensus definitions for sepsis and septic shock.[26, 27, 28]

Identifying New Avenues for Reducing the Toll of Sepsis

A major concern of sepsis program leaders was the prior findings that sepsis hospitalizations among Medicare beneficiaries were associated with substantial new cognitive and functional disability.[29] This lingering toll of sepsis had been termed a hidden public health disaster.[30] To further understand the posthospital impact of sepsis and to begin investigating new avenues to reduce this impact, a cohort of patients was followed for 1 year following sepsis hospitalization.[31] Over that period, nearly half of sepsis survivors were rehospitalized. When compared with their presepsis levels of healthcare utilization, middle‐aged and elderly sepsis patients experienced a 3‐fold increase in their days using facility‐based care. Subsequent studies in other populations outside of KPNC have confirmed these concerning findings, resulting in new efforts to address postsepsis survivorship care.[32, 33]

Phenotyping New Targets for Standardized Sepsis Care

At its outset, the sepsis improvement program applied the best available evidence to treat patients with the most severe forms of sepsisseptic shock. However, once the initial implementation phase had succeeded, clinicians and operational leaders quickly realized from the emerging data that there was a far larger group of sepsis patients for whom treatment guidelines were poorly defined.[25, 34, 35] These were severe sepsis patients with so‐called intermediate lactate values between 2 mmol/L and 4 mmol/L; they comprised a substantial proportion of all sepsis patients dying in the hospital. Using data generated from the routine care of sepsis patients treated across 21 hospitals, the sepsis leadership group was able to rapidly assemble a cohort of intermediate lactate sepsis patients up to 20‐ to 100‐fold larger than that reported in prior studies and evaluate their outcomes.[34, 35]

The data used to evaluate these intermediate lactate sepsis patients now spurred a new implementation program in 2013 for a group of patients in whom there was essentially no existing evidence to guide care. Rapidly implemented within a mature sepsis performance improvement program, evaluations at the 6‐month and 1‐year intervals demonstrated significant decreases in mortality.[36] Importantly, to allay the justified concerns of clinicians, these evaluations also clearly showed no evidence of harm from more aggressive fluid resuscitation (eg, increased transfer to intensive care, increased rates of mechanical ventilation). Again, driven by clinician input, subgroup analyses further revealed that the implementation program was only associated with reduced mortality in patients who could be at risk for iatrogenic fluid overload (ie, those with a history of congestive heart failure or chronic kidney disease).[36] Spurred by these provocative findings, operational and clinical leaders are currently considering how to guide future care in these patients, especially with the emerging use of noninvasive methods to quantify patients' fluid responsiveness.

PRINCIPLES FOR LEVERAGING DATA IN THE LEARNING HOSPITAL SYSTEM

The object lesson of using data to drive improved sepsis care and further new scientific discovery offers some important insights for continuous learning.

Building a Digital Infrastructure for Utilizing Granular Hospital Data

As described above, current transitions between the nodes of the learning framework are rife with missed opportunities. Perhaps one of the most glaring is the inability to use highly granular data already collected within the electronic health record (eg, trajectories and trends across vital signs or laboratory results, large‐scale medication administration records to evaluate multidrug interactions). An essential starting point for continuous learning is investing in the digital infrastructure to improve the use of data beyond traditional claims (administrative dataadmission source codes, disposition codes, diagnoses, and procedures). As shown in Table 2, the first key step is incorporating laboratory data into the quality assessment/emmprovement process. In addition, using these data to automate severity of illness and risk adjustment metrics fosters use of similar comparison cohorts across time or disease types.[18, 37, 38, 39, 40]

Data Types Necessary to Actualize the Learning Hospital System Graded by Contents and the Degree of Difficulty Necessary to Access and Analyze the Data
Data Type Contents Degree of Difficulty in Accessing Degree of Difficulty in Analyzing
Administrative Traditional claims data, diagnostic or procedural codes Low Low to moderate
Standard cohort profiling Limited instances of vitals signs, laboratory, diagnostic testing, or treatment data Low to moderate Low to moderate
Metrics reporting for care improvement Standard cohort identification, aggregated achievement of treatment targets, scorecard dissemination Moderate Moderate
Advanced cohort profiling Time series of physiologic data, inpatient triage and treatment data within short temporal intervals Moderate to high High
Research‐grade discovery Data with breadth (representative sample size) and depth (highly granular physiologic and treatment data) High Very high
Patient‐reported outcomes Quality of life, functional and cognitive disability Very high High

Employing Novel Methods to Address the Limitations of Using Real‐World Data

The rapid digitization of medicine through the use of electronic medical records offers tremendous opportunities to facilitate continuous learning. However, these opportunities are accompanied by important limitations.[41] Data collected as a byproduct of real‐world care can be vulnerable to many forms of bias and confounding, potentially clouding the validity and robustness of corresponding analytic results. Fortunately, advanced methods including causal inference are now used routinely to address some limitations.[42] In the context of a learning healthcare system, other opportunities for improved study design including cluster randomized trials or stepped wedge implementation can also be employed to preserve the statistical rigor of subsequent analyses.[43] Finally, emerging methods employing randomization through the electronic medical record alongside adaptive trial design offer great potential to increase the efficiency of continuous learning.[44]

Evaluating the Hospital as a Single System

Advances in contemporary hospital care require seamless transitions of patient care, screening strategies, and therapeutic approaches across multiple hospital domains and with diverse providers; these interventions also need to happen rapidly. Many traditional approaches to inpatient care have taken a bottom‐up approach (eg, studying a specific disease within a specific hospital ward like the intensive care unit) that have proven useful but may limit generalizability when applied to a real‐world hospital operating with Pareto optimality (ie, the trade‐off scenario where new resource allocation to 1 area also requires resource withdrawal from another area). In certain cases, an empiric approach, without initial preference for any specific ward or disease, can aid decision making by hospital operational and clinical leaders by providing a global picture of impact and value.

Focusing on Early Detection in Hospital Settings as Secondary Prevention

Once patients have been admitted to the hospital, a race against the clock begins. Each additional hour of hospitalization increases the risks of iatrogenic injury or medical harm manifested by immobility, disorientation and delirium, nosocomial infections, or medication errors, among others. In this context, detection systems that use granular hospital data to focus on the earliest detection of risk can aid critical approaches to secondary prevention (Although the hospitalization for sepsis cannot be avoided, careful attention to mobility can limit the risk of developing delirium. In turn, preventing delirium can limit the risk of new functional disability).

Contextualizing Hospital Care Within a Longitudinal Trajectory

Although we described the benefit of hospital episodes having well‐demarcated beginning and ending points, it remains essential to recognize that the harms associated with hospitalization extend well beyond discharge. In this context, hospitalizations can serve as waypoints in patients' health trajectories as well as an opportunity to achieve patient‐centered care including discussing and aligning goals of care with actual care provision. Furthermore, although we have seen steady declines in hospital mortality over time, it is highly likely that we will reach a nadir in mortality where additional metrics of hospital outcomes will need to include postdischarge events like readmission, long‐term mortality, quality of life, and the prevention of disability or decline.

CONCLUSION

Hospitalizations in the United States are costly and associated with high mortality and morbidity; the toll of hospitalization also extends well beyond hospital discharge. The promise of the learning hospital system has marked improvements in the quality of hospital care, especially where healthcare systems can steep critical investments in data and digital infrastructure within the right culture, incentives, and leadership. Where continuous learning is achieved, data generated during routine care offer the potential to yield new scientific discovery and drive further improvements in hospital care.

Disclosures

As part of our agreement with the Gordon and Betty Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Foundation and its staff played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component. None of the authors has any conflicts of interest to declare of relevance to this work, which was funded by a combination of funding from the Gordon and Betty Moore Foundation, The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. VXL was supported by NIH K23GM112018.

In the landmark Best Care at Lower Cost report, the Institute of Medicine presents a compelling vision of a US healthcare system where science, information technology, incentives, and care culture are brought together seamlessly to produce high‐quality healthcare.[1] At the center of this transformation is the learning healthcare system, a system characterized by its ability to leverage data arising from care provision to drive rapid improvements in care delivery.[2] When steeped within the right organizational milieu, these data help to close the virtuous cycle of continuous learning moving from science to evidence to care and back to new science. The anticipated end result is a healthcare system that can provide Americans with superior care at lower cost.

Hospital‐based practitioners will recognize the inpatient setting as an ideal demonstration opportunity for continuous learning. Hospital care is costly, accounting for more than 30% of all US healthcare costs[3]; intensive care alone accounts for a notable proportion of the US gross domestic product.[4] Inpatient care is associated with significant mortality and morbidity, and its use is often greatly increased in patients' last days.[5, 6] Fortunately, the inpatient setting also offers an ideal opportunity to leverage high‐quality data to help inform and improve care. The digitization of medicine means that far more data are now available through electronic health records, medical devices, and tests.[7] This is particularly true for inpatients, for whom a large volume of data are produced even over relatively short hospital stays.

Whereas the challenge to improve hospital care is daunting, there is an incredible opportunity to advance the quality of inpatient care through realizing the vision of the learning hospital system. In the sections that follow, we use an object lessonsepsis care within hospitals of the Kaiser Permanente Northern California (KPNC) integrated healthcare delivery systemto evaluate the challenges and insights gleaned from working toward building a learning hospital system. Then, we describe further steps that could enhance the use of inpatient data to drive improved care.

THE FRAMEWORK OF A LEARNING HEALTHCARE SYSTEM

Best Care at Lower Cost notes a fundamental paradox in US healthcare: although we have witnessed a dramatic expansion in biomedical knowledge, innovative therapies and surgical procedures, and clinical treatments to extend survival, US healthcare persistently falls short on the basic dimensions of quality, outcomes, cost, and equity.[1] The proposed path forward lies in building the learning healthcare system, a system characterized by continuous knowledge development, improvement, and application. Figure 1 shows the critical nodes in the framework for continuous learning, which include: (1) the development of new scientific knowledge (science), (2) the translation of science into clinical evidence of efficacy (evidence), and (3) the application of efficacious interventions through effective care delivery (care). In healthcare today, transitions between these nodes are rife with missed or wasted opportunities like delays in applying high‐quality evidence or poorly managed insights arising from scientific discovery. If such opportunities could be recovered, however, the quality of healthcare could be improved dramatically.[8]

Figure 1
Schematic of a continuously learning healthcare system, adapted from the Institute of Medicine's Best Care at Lower Cost report.

The pursuit of continuous learning is aided by rapid changes in the quality and quantity of biomedical data available over the past decade, especially through the use of electronic health records, novel biomolecular tools, and digital sensors.[2, 7, 9] The Internet has ushered in a new era of data connectivity, for example, allowing for highly engaged communication between patients and providers as well as collaboration between professional or citizen scientists on data of unprecedented scale.[10] New methodologic approaches, including data mining and machine learning, increasingly leverage commodity hardware to conduct previously computationally intractable analyses.[9] Moreover, the development of domain ontologies fosters the discovery of meaningful insights from data of heterogeneous types.[11]

Ultimately, however, improvements in data alone are inadequate to achieve continuous learning. As shown in Figure 1, whereas data form the channels that allow for transitions from science to evidence to care, novel insights need to be steeped within the right culture, motivated by the right incentives, and supported by the right leaders.[1, 12] Within the sustainable learning healthcare system, knowledge generation feeds practice change with the support and guidance of system leadership; improved practice, in turn, generates new knowledge and completes the virtuous cycle of learning.

THE PROMISE OF CONTINUOUS LEARNING IN HOSPITAL SETTINGS

The hospital is an ideal setting in which to foster continuous learning because advances in inpatient care have the potential to substantially improve healthcare quality and value.[8] Americans were hospitalized roughly 37 million times in 2012; in total, these episodes cost $378 billion.[3] Over 700,000 patients die in US hospitals annually, with reports showing that many patients utilize greatly increased inpatient and critical care services near the end of their lives in a manner that appears misaligned with their preferences.[11, 13] Hospital care is also highly variable in quality and cost; this heterogeneity is not closely associated with improved outcomes.[14, 15] Preventable harm and medical injury occur commonly in hospitals and are now recognized to be a leading cause of inpatient death.[16] Finally, emerging research illuminates the substantial toll that acute care has on patients and families resulting in new comorbidity, functional or neuropsychiatric impairment, rehospitalization, and financial burden that persist long after patients are discharged.[17]

Fortunately, inpatient care also exhibits several qualities that improve the likelihood that continuous learning can be achieved. Although it is clear that hospitalizations occur within the arc of a patient's larger health trajectory, these distinct episodes offer the potential to observe patient trajectories and treatments evolving within relatively compressed time intervals; over that same interval, a large volume of data are produced. Stored within comprehensive electronic health records, these granular data now allow inpatient episodes to be digitally recapitulated with high fidelity, bolstering their use in driving care improvements.[18]

AN OBJECT LESSON IN THE LEARNING FRAMEWORK: SEPSIS CARE

Translating Science to Evidence in Sepsis

Although sepsis has attracted great attention in modern hospital care, sepsis was described long ago by Hippocrates to describe the process by which wounds fester.[19] Recast after the confirmation of germ theory, sepsis came to be known primarily as the blood poisoning resulting from pathogenic organisms.[20] However, with the advent of antibiotics, numerous scientific studies now recognize that sepsis actually results from the dysregulated host immune response to systemic infection, which can also cause organ dysfunction.[21] Based on this knowledge, landmark translational and clinical studies in the 2000s provided strong evidence that early identification of sepsis patients and aggressive infection control and resuscitation were associated with improved mortality (Figure 2, step 1).[22]

Figure 2
Closing the continuous learning loop in sepsis care. Schematic representation of the continuous learning hospital system generating new discovery in sepsis care.

Translating Evidence to Care in Sepsis at KPNC

In 2007, the leadership of KPNC initiated a regional effort to improve the quality of care and reduce the variability in performance at its medical centers (Table 1).[23] Reviewing data from nearly 1000 inpatientsthe last 50 consecutive hospital deaths from each of 19 medical centersa mortality diagnostic based on Institute for Healthcare Improvement recommendations[24] revealed that sepsis had a major impact on hospital outcomes. For example, even though sepsis patients were still relatively under‐recognized at the time, accounting for fewer than 3% of hospitalizations, they contributed to one‐quarter of hospital deaths. In light of these compelling data, senior regional leadership identified reducing sepsis mortality as a key performance improvement goal (Figure 2, step 2).

Timeline of Elements in the Kaiser Permanente Northern California Sepsis Performance Improvement Effort
Time Period Event Summary
  • NOTE: Specific elements related to data infrastructure and analysis are indicated in italics. Abbreviations: ARISE, Australasian Resuscitation in Sepsis Evaluation; CMS SEP‐1, Centers for Medicare and Medicaide Services Severe Sepsis and Septic Shock: Management Bundle; ED, emergency department; EGDT, early goal‐directed therapy; KP, Kaiser Permanente; ProCESS, Protocolized Care for Early Septic Shock; ProMISe, Protocolized Care for Early Septic Shock.

2007 Variability in hospital standardized mortality ratio observed, indicating an opportunity to drive improved outcomes.
Initiation of staggered implementation of unified electronic medical record across all KP sites (starting in 2006 and ending in 2009).
Spring 2008 Mortality diagnostic chart review completed identifying sepsis and infection‐related causes as key factors in hospital outcomes.
May 2008 Regional Mortality Summit held with a focus on patient safety and mortality reduction efforts through performance improvement. Executive regional and local leadership alignment to focus on sepsis performance improvement.
Summer 2008 Sepsis Steering Committee evaluates best available evidence, develops treatment algorithms, and plans for medical center pilots.
Fall 2008 Pilot intervention deployed at 2 medical centers.
November 2008 First Regional Sepsis Summit: development of sepsis performance improvement playbook, training materials, implementation plans, and measurement strategy.
November 2008 All medical centers begin to form multidisciplinary sepsis teams and performance improvement committees, obtain equipment and supplies including assembly of a sepsis cart. Multidisciplinary teams included ED physician champion, ED nurse champion, improvement advisor, hospitalists, intensivists, quality improvement personnel, nurse educators, and even resident physicians.
January 2009 Performance data collection begins on EGDT processes and outcomes. Initiation of 2 key elements to enhance screening for and detection of sepsis: (1) concomitant ordering of serum lactic acid along with blood cultures, and (2) definition of lactate >2.0 as a critical lab value.
Use of manual chart review for case finding and central database entry because of ongoing implementation of electronic medical record and limited sepsis‐specific data infrastructure.
March 2009 Regional train the trainer sessions occur and local educational spread efforts begin including: collaborative calls, in‐person training events, and medical center site visits.
August 2009 Grant funding from the Gordon and Betty Moore Foundation begins with a planned 2‐year duration providing funding for improvement advisors with performance improvement expertise and data infrastructure development.
November 2009 Second Regional Sepsis Summit. Identification of intermediate lactate sepsis patients having significant mortality.
January 2010 Initiate measurement of performance for intermediate lactate sepsis patients with a focus on lactate clearance as an outcome measure of interest.
2010 Development of an intranet Web‐based data abstraction tool to identify cases and auto‐populate specific fields for review. Facilities were responsible for review of cases at the local level to foster rapid feedback cycles for local performance improvement. Standardized data query tools were deployed to foster local medical center engagement and system‐level evaluation.
Accompanying development of a sepsis performance improvement scorecard allowing for comparison of longitudinal performance metrics across all facilities. Scorecard elements included: proportion of lactates drawn following ED blood culture, EGDT‐specific bundle elements (ie, number of EGDT cases, antibiotics within 1 hour, first central venous pressure within 2 hours of EGDT start, target mean arterial pressure achievement), repeat lactate elements, balancing measures for central line placement (ie, pneumothorax, central line infection), and overall sepsis statistics.
April 2011 Third Regional Sepsis Summit. Refinement of EGDT bundle and further development of intermediate lactate bundle approach, including piloting specific treatment bundles targeting this population. Collaborative performance improvement environment in which successful strategies at 1 site were rapidly disseminated to other sites including the Sepsis Alert and the Sepsis Clock.
May 2012 Research analysis of fluid volume and lactate clearance in intermediate lactate sepsis population begins.
February 2013 Fourth Regional Sepsis Summit. Regional spread of intermediate lactate bundle including the use of fluids, antibiotics, and repeat lactate measurements.
May 2013 Research analysis of the contribution of sepsis to hospital deaths (within KP and in national sample) as well as post‐sepsis resource utilization and mortality
March 2014 Publication of ProCESS randomized clinical trial, requiring systemic reevaluation of EGDT‐based sepsis strategy. Subsequent publications of ARISE and ProMISe trials confirming findings from ProCESS. Updated approach under consideration and informally disseminated to practitioners.
October 2014 Updated sepsis treatment guidelines and data capture strategy fully implemented moving away from a catheter‐based strategy for all EGDT‐eligible patients.
October 2015 Sixth Regional Sepsis Summit held to adjust sepsis treatment and data measurement strategy to align more closely with CMS SEP‐1 guidelines.

Based on the principles of performance improvement methodology, clinical and operational leaders established an environment with aligned culture, incentives, and leadership around sepsis care. The effort was launched in late 2008 at a Sepsis Summit, bringing together a multidisciplinary group of stakeholders (eg, hospitalist, emergency department, and intensive care chiefs of staff and nursing managers; medical center and nursing executive and operational leadership) and providing sepsis care pathways based on the best available evidence.[23] Regional investments in the digital infrastructure to support implementation resulted in the provision of granular data within monthly sepsis scorecards quantifying each medical center's performance and trends for a diverse set of sepsis bundle metrics.

The resulting changes in sepsis care were substantial. For example, improved early recognition of infected patients meeting the criteria for sepsis resulted in large changes in the standardized diagnostic criteria used to label patients (Figure 3A). Implementing screening strategies using serum lactate testing for any patient receiving blood cultures resulted in a roughly 10‐fold increase in the use of lactate testing in the emergency department (Figure 3B). Earlier recognition of sepsis also increased the number of patients receiving early antibiotics and receiving central venous catheters for quantitative resuscitation.[23]

Figure 3
(A) Changes in the diagnosis patterns among infected patients following program‐wide implementation of a sepsis performance improvement project at 21 hospitals in the Kaiser Permanente Northern California system. The lower portion of the figure displays the proportion of infection diagnosis codes among all hospital admissions, grouped into mutually exclusive and hierarchical categories (sorted in order as sepsis, respiratory, genitourinary, abdominal, other, skin/soft tissue, device‐related, vascular, or CNS). For example, patients with a diagnosis code of sepsis and respiratory infection would be coded exclusively within the sepsis category; the proportion of all infected patients coded as having sepsis increased rapidly after the sepsis program implementation. The upper portion of the figure shows the overall proportion of all hospital admissions that had at least 1 infection diagnosis codes (red solid line); the dotted grey line at 30% shows that, over the same period, there was only a modest increase in the proportion of all hospitalized patients with infection. (B) Changes in the number and mean values of serum lactate laboratory testing conducted in Kaiser Permanente Northern California emergency departments before and after sepsis performance improvement program implementation. Each point indicates a half‐year total. The blue line shows the total number of emergency department lactate values drawn following sepsis program implementation; there was a rapid rise in the number of lactate values checked, which plateaued after 2010. The black line shows the mean value of lactates and confidence limits (dotted lines show 95% confidence intervals) over time; the mean value of lactates decreased significantly as the volume of lactate testing increased. Abbreviations: CI, confidence interval; CNS, central nervous system; ED, emergency department.

CLOSING THE LOOP TOWARD CONTINUOUS LEARNING IN SEPSIS

Leveraging timely and actionable data steeped within an aligned organizational milieu resulted in large‐scale changes across a heterogeneous set of hospitals. However, to realize the true vision of a learning hospital system, a looming question remained: Could the data generated as the byproduct of routine care now be used to complete the virtuous cycle and drive new scientific discovery (Figure 2, step 3)?

Confirming Concordance in the Impact of Sepsis Nationally

The heightened identification of sepsis patients through program implementation revealed that the impact of sepsis on hospital mortality was greater than originally estimated; based on improved patient identification, sepsis now accounted for upward of 1 in 2 hospital deaths.[25] This sobering statistic confirmed that the investments in standardizing best sepsis care following the mortality diagnostic were critical. However, were similar estimates of sepsis‐attributable mortality consistent outside of the KPNC system? To study this, we examined US hospitalizations occurring across >1000 hospitals and involving >6 million hospital stays to estimate corresponding prevalence.[25] In this national sample, sepsis contributed to as many as half of hospital deaths in the United States in 2010, lending strong support to ongoing international and state‐based efforts to improve sepsis care. These studies also paved the way to use these data drawn from our large sepsis population to inform updated international consensus definitions for sepsis and septic shock.[26, 27, 28]

Identifying New Avenues for Reducing the Toll of Sepsis

A major concern of sepsis program leaders was the prior findings that sepsis hospitalizations among Medicare beneficiaries were associated with substantial new cognitive and functional disability.[29] This lingering toll of sepsis had been termed a hidden public health disaster.[30] To further understand the posthospital impact of sepsis and to begin investigating new avenues to reduce this impact, a cohort of patients was followed for 1 year following sepsis hospitalization.[31] Over that period, nearly half of sepsis survivors were rehospitalized. When compared with their presepsis levels of healthcare utilization, middle‐aged and elderly sepsis patients experienced a 3‐fold increase in their days using facility‐based care. Subsequent studies in other populations outside of KPNC have confirmed these concerning findings, resulting in new efforts to address postsepsis survivorship care.[32, 33]

Phenotyping New Targets for Standardized Sepsis Care

At its outset, the sepsis improvement program applied the best available evidence to treat patients with the most severe forms of sepsisseptic shock. However, once the initial implementation phase had succeeded, clinicians and operational leaders quickly realized from the emerging data that there was a far larger group of sepsis patients for whom treatment guidelines were poorly defined.[25, 34, 35] These were severe sepsis patients with so‐called intermediate lactate values between 2 mmol/L and 4 mmol/L; they comprised a substantial proportion of all sepsis patients dying in the hospital. Using data generated from the routine care of sepsis patients treated across 21 hospitals, the sepsis leadership group was able to rapidly assemble a cohort of intermediate lactate sepsis patients up to 20‐ to 100‐fold larger than that reported in prior studies and evaluate their outcomes.[34, 35]

The data used to evaluate these intermediate lactate sepsis patients now spurred a new implementation program in 2013 for a group of patients in whom there was essentially no existing evidence to guide care. Rapidly implemented within a mature sepsis performance improvement program, evaluations at the 6‐month and 1‐year intervals demonstrated significant decreases in mortality.[36] Importantly, to allay the justified concerns of clinicians, these evaluations also clearly showed no evidence of harm from more aggressive fluid resuscitation (eg, increased transfer to intensive care, increased rates of mechanical ventilation). Again, driven by clinician input, subgroup analyses further revealed that the implementation program was only associated with reduced mortality in patients who could be at risk for iatrogenic fluid overload (ie, those with a history of congestive heart failure or chronic kidney disease).[36] Spurred by these provocative findings, operational and clinical leaders are currently considering how to guide future care in these patients, especially with the emerging use of noninvasive methods to quantify patients' fluid responsiveness.

PRINCIPLES FOR LEVERAGING DATA IN THE LEARNING HOSPITAL SYSTEM

The object lesson of using data to drive improved sepsis care and further new scientific discovery offers some important insights for continuous learning.

Building a Digital Infrastructure for Utilizing Granular Hospital Data

As described above, current transitions between the nodes of the learning framework are rife with missed opportunities. Perhaps one of the most glaring is the inability to use highly granular data already collected within the electronic health record (eg, trajectories and trends across vital signs or laboratory results, large‐scale medication administration records to evaluate multidrug interactions). An essential starting point for continuous learning is investing in the digital infrastructure to improve the use of data beyond traditional claims (administrative dataadmission source codes, disposition codes, diagnoses, and procedures). As shown in Table 2, the first key step is incorporating laboratory data into the quality assessment/emmprovement process. In addition, using these data to automate severity of illness and risk adjustment metrics fosters use of similar comparison cohorts across time or disease types.[18, 37, 38, 39, 40]

Data Types Necessary to Actualize the Learning Hospital System Graded by Contents and the Degree of Difficulty Necessary to Access and Analyze the Data
Data Type Contents Degree of Difficulty in Accessing Degree of Difficulty in Analyzing
Administrative Traditional claims data, diagnostic or procedural codes Low Low to moderate
Standard cohort profiling Limited instances of vitals signs, laboratory, diagnostic testing, or treatment data Low to moderate Low to moderate
Metrics reporting for care improvement Standard cohort identification, aggregated achievement of treatment targets, scorecard dissemination Moderate Moderate
Advanced cohort profiling Time series of physiologic data, inpatient triage and treatment data within short temporal intervals Moderate to high High
Research‐grade discovery Data with breadth (representative sample size) and depth (highly granular physiologic and treatment data) High Very high
Patient‐reported outcomes Quality of life, functional and cognitive disability Very high High

Employing Novel Methods to Address the Limitations of Using Real‐World Data

The rapid digitization of medicine through the use of electronic medical records offers tremendous opportunities to facilitate continuous learning. However, these opportunities are accompanied by important limitations.[41] Data collected as a byproduct of real‐world care can be vulnerable to many forms of bias and confounding, potentially clouding the validity and robustness of corresponding analytic results. Fortunately, advanced methods including causal inference are now used routinely to address some limitations.[42] In the context of a learning healthcare system, other opportunities for improved study design including cluster randomized trials or stepped wedge implementation can also be employed to preserve the statistical rigor of subsequent analyses.[43] Finally, emerging methods employing randomization through the electronic medical record alongside adaptive trial design offer great potential to increase the efficiency of continuous learning.[44]

Evaluating the Hospital as a Single System

Advances in contemporary hospital care require seamless transitions of patient care, screening strategies, and therapeutic approaches across multiple hospital domains and with diverse providers; these interventions also need to happen rapidly. Many traditional approaches to inpatient care have taken a bottom‐up approach (eg, studying a specific disease within a specific hospital ward like the intensive care unit) that have proven useful but may limit generalizability when applied to a real‐world hospital operating with Pareto optimality (ie, the trade‐off scenario where new resource allocation to 1 area also requires resource withdrawal from another area). In certain cases, an empiric approach, without initial preference for any specific ward or disease, can aid decision making by hospital operational and clinical leaders by providing a global picture of impact and value.

Focusing on Early Detection in Hospital Settings as Secondary Prevention

Once patients have been admitted to the hospital, a race against the clock begins. Each additional hour of hospitalization increases the risks of iatrogenic injury or medical harm manifested by immobility, disorientation and delirium, nosocomial infections, or medication errors, among others. In this context, detection systems that use granular hospital data to focus on the earliest detection of risk can aid critical approaches to secondary prevention (Although the hospitalization for sepsis cannot be avoided, careful attention to mobility can limit the risk of developing delirium. In turn, preventing delirium can limit the risk of new functional disability).

Contextualizing Hospital Care Within a Longitudinal Trajectory

Although we described the benefit of hospital episodes having well‐demarcated beginning and ending points, it remains essential to recognize that the harms associated with hospitalization extend well beyond discharge. In this context, hospitalizations can serve as waypoints in patients' health trajectories as well as an opportunity to achieve patient‐centered care including discussing and aligning goals of care with actual care provision. Furthermore, although we have seen steady declines in hospital mortality over time, it is highly likely that we will reach a nadir in mortality where additional metrics of hospital outcomes will need to include postdischarge events like readmission, long‐term mortality, quality of life, and the prevention of disability or decline.

CONCLUSION

Hospitalizations in the United States are costly and associated with high mortality and morbidity; the toll of hospitalization also extends well beyond hospital discharge. The promise of the learning hospital system has marked improvements in the quality of hospital care, especially where healthcare systems can steep critical investments in data and digital infrastructure within the right culture, incentives, and leadership. Where continuous learning is achieved, data generated during routine care offer the potential to yield new scientific discovery and drive further improvements in hospital care.

Disclosures

As part of our agreement with the Gordon and Betty Moore Foundation, we made a commitment to disseminate our findings in articles such as this one. However, the Foundation and its staff played no role in how we actually structured our articles, nor did they review or preapprove any of the manuscripts submitted as part of the dissemination component. None of the authors has any conflicts of interest to declare of relevance to this work, which was funded by a combination of funding from the Gordon and Betty Moore Foundation, The Permanente Medical Group, Inc., and Kaiser Foundation Hospitals, Inc. VXL was supported by NIH K23GM112018.

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References
  1. Institute of Medicine. Best Care at Lower Cost: The Path to Continuously Learning Health Care in America. Washington, DC: The National Academies Press; 2012.
  2. Friedman C, Rubin J, Brown J, et al. Toward a science of learning systems: a research agenda for the high‐functioning Learning Health System. J Am Med Inform Assoc. 2015;22(1):4350.
  3. National Center for Health Statistics. Health, United States, 2014: With Special Feature on Adults Aged 55–64. Hyattsville, MD; 2015.
  4. Halpern NA, Pastores SM. Critical care medicine in the United States 2000‐2005: an analysis of bed numbers, occupancy rates, payer mix, and costs. Crit Care Med. 2010;38(1):6571.
  5. Goodman DC., Esty AR, Fisher ES, Chang C‐H. Trends and variation in end‐of‐life care for medicare beneficiaries with severe chronic illness. A report of the Dartmouth Atlas Project. Lebanon, NH: The Dartmouth Institute for Health Policy and Clinical Practice; 2011.
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Issue
Journal of Hospital Medicine - 11(1)
Issue
Journal of Hospital Medicine - 11(1)
Page Number
S11-S17
Page Number
S11-S17
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Data that drive: Closing the loop in the learning hospital system
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Data that drive: Closing the loop in the learning hospital system
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© 2016 Society of Hospital Medicine
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Address for correspondence and reprint requests: Vincent X. Liu, MD, 2000 Broadway, Oakland, CA 94612; Telephone: 510‐891‐5933; Fax: 510-627-2573; E‐mail: [email protected]
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