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. 2019 Nov 18;8(4):e000817.
doi: 10.1136/bmjoq-2019-000817. eCollection 2019.

Emergency department front-end split-flow experience: 'physician in intake'

Affiliations

Emergency department front-end split-flow experience: 'physician in intake'

Sean S Michael et al. BMJ Open Qual. .

Abstract

Background: Emergency department (ED) crowding is a critical problem in the delivery of acute unscheduled care. Many causes are external to the ED, but antiquated operational traditions like triage also contribute. A physician intake model has been shown to be beneficial in a single-centre study, but whether this solution is generalisable is not clear. We aimed to characterise the current state of front-end intake models in a national sample of EDs and quantify their effects on throughput measures.

Methods: We performed a descriptive mixed-method analysis of ED process changes implemented by a cross section of self-selecting institutions who reported 2 years of demographic/operational data and structured process descriptions of any 'new front-end processes to replace traditional nurse-based triage'.

Results: Among 25 participating institutions, 19 (76%) provided data. While geographically diverse, most were urban, academic adult level 1 trauma centres. Thirteen (68%) reported implementing a new intake process. All were run by attending emergency physicians, and six (46%) also included advanced practice providers. Daily operating hours ranged from 8 to 16 (median 12, IQR 10.25-15.85), and the majority performed labs, imaging and medication administration and directly discharged patients. Considering each site's before-and-after data as matched pairs, physician-driven intake was associated with mean decreases in arrival-to-provider time of 25 min (95% CI 13 to 37), ED length of stay 36 min (95% CI 12 to 59), and left before being seen rate 1.2% (95% CI 0.6% to 1.8%).

Conclusions: In this cross section of primarily academic EDs, implementing a physician-driven front-end intake process was feasible and associated with improvement in operational metrics.

Keywords: emergency department; healthcare quality improvement; implementation science; management; teamwork.

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Conflict of interest statement

Competing interests: None declared.

Figures

Figure 1
Figure 1
Geographical distribution of participating EDs. One ED was located in Singapore (not pictured). ED, emergency department.

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