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Acute Medical Unit: Experience from a Tertiary Healthcare Institution in Singapore

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Acute Medical Unit: Experience from a Tertiary Healthcare Institution in Singapore Singapore Med J 2018; 59(10): 510-513 Commentary https://doi.org/10.11622/smedj.2018124 Acute medical unit: experience from a tertiary healthcare institution in Singapore Wei-Ping Goh1, MBBS, MBA, Hui Fen Han2, BSc(Hons), Uma Chandra Segara3, BSc, Geraldine Baird1, MSN, Aisha Lateef1,4, MRCP, FAMS ABSTRACT Singapore’s healthcare system is under strain from the rising demands of an increasing and ageing population, resulting in delayed specialist care for patients presenting to the emergency department and requiring admission. Acute assessment units have been developed elsewhere but are not well established in local healthcare. Our institution extended our acute medical team to form an acute medical unit (AMU), in which focused internist-led teams are stationed on site to rapidly assess and re-triage patients. All patients (excluding those with very complex conditions) are admitted to the AMU and managed by internists who provide holistic, patient-centric care with better ownership, improved efficiency and less fragmentation. Patients can receive timely access to medical interventions and stable patients can benefit from early supported discharge, anchored by the nursing, allied health and transitional care teams. Given the ageing patient population with multiple comorbidities, this integrated model with exceptional outcomes is highly suitable for Singapore. Keywords: acute medical unit, internist-led, Singapore INTRODUCTION and shorter length of stay were noted in the AMT patients, who Healthcare systems worldwide are seeing an increasing number were also more likely to be admitted into a ward specialising in of patients who require hospitalisation, largely due to ageing their condition and have a smaller bill size compared to non- populations with multiple comorbidities as well as rising AMT patients. expectations of care. Modern medicine has progressed rapidly, We were encouraged by the outcomes from the AMT leading to the development of highly specialised fields, but a model, which were not just similar but better than those from large majority of patients today suffer from multiple diseases and the traditional model of care provided in the physical wards. We complex conditions that extend beyond the scope of individual hypothesised that rapid assessment, investigations and treatment medical specialties. As such, patients are often seen by multiple offered by the AMT within the critical first few hours of admission specialists and/or need to wait to see a specific specialist. This were crucial for better outcomes. Hence, it was decided to expand contributes to the fragmentation of care, diffusion of responsibility, the model to all medical patients being admitted through the ED longer waiting times for an ‘appropriate’ hospital bed in an at our institution and convert the AMT to an AMU. In this paper, ‘appropriate’ specialty ward and, generally, higher costs for we describe the process, outcomes and learning points from the patients and hospitals. AMU development initiative at our institution. Globally, multiple strategies have been employed to deal with the acute care of admitted patients and to improve system OPPORTUNITY TO ESTABLISH ACUTE efficiency.(1) Development of acute medical units (AMUs) for rapid MEDICAL UNIT assessment and care has shown great benefits in some healthcare In early 2015, our institution was faced with a challenge when systems.(2-4) However, this care stratum is not well established in a neighbouring hospital needed to scale down its services in the Singapore healthcare model. As the local context is important, preparation to move to a new campus.(8) As our institution was solutions should be tailored to meet local needs.(5,6) in close proximity to this hospital and shared the same patient We have previously described an intervention undertaken catchment area, we expected an unprecedented increase in at our institution in the form of a virtual inpatient ward in the patient load during the period of transition. This presented an emergency department (ED), termed the acute medical team opportunity as well as an urgent need for the hospital to scale (AMT).(7) In brief, a collaborative project between the Division up the working model of the AMT. The team had extensive of General Medicine, National University Hospital (NUH), discussions with all stakeholders, including hospital leaders, Singapore, and the ED provided early definitive care to boarders clinical departments and allied health teams. Together, they waiting for beds at the division. Our earlier study showed reviewed and restructured workflows to address the expected improved patient outcomes and resource utilisation via this model higher patient load by improving efficiency. of care from April 2013 to January 2015. Higher rates of early In March 2015, the AMT was transformed from a virtual discharge (without significant differences in the readmission rates) ward to a dedicated physical area in close proximity to the ED, 1University Medicine Cluster, National University Hospital, 2Clinical Operations, Woodlands Health Campus, 3Emergency Medicine Department, National University Hospital, 4Department of Medicine, NUS Yong Loo Lin School of Medicine, National University of Singapore, Singapore Correspondence: Dr Goh Wei-Ping, Principal Resident Physician, University Medicine Cluster, National University Hospital, 1E Kent Ridge Road, Singapore 119074. [email protected] 510 Commentary refurbished to become an AMU. We developed a new care INTERNIST-LED MODEL OF CARE delivery system: all patients that the ED assigned for admission The AMU continued to use an internist-led model of care, to the Department of Medicine were admitted to this dedicated which differs from the existing specialist-led care model (Fig. 2). internist-led unit (Fig. 1). The AMU allowed delivery of Historically, after initial review and stabilisation at the ED, acute medical care in a single location with integration and patients were admitted to the various inpatient wards under concentration of rapid diagnostic and therapeutic interventions different specialties. However, with the ageing population and that could impact patient care. During the initial rollout, the increasing multi-morbidity in Singapore, many patients suffer AMU had a functional capacity of 40 patients to allow testing from multiple and complex conditions that extend beyond and refining of the new workflows. During the period when the the scope of individual medical specialties. Furthermore, a other hospital closed down and our patient numbers rose, the large group of medical patients present with undifferentiated AMU was expanded to care for up to 75 patients. The steady state complaints, and an initial assessment by an internist would current capacity of the unit is 40 patients. be beneficial to further streamline their management. In the AMU model, all medical patients were admitted to a single location for further assessment before they were discharged or ED presentation further triaged for subspecialty transfer to an appropriate inpatient bed. While the maximum permitted stay in AMU was not dictated, clinicians generally did not keep patients in the AMU Stable, non-critically Contraindications to ill Medicine patients AMU admission for more than 48 hours. Patients who were identified as suitable requiring admission (including critical illness) for fast-track discharge were kept in the AMU for investigations and observation, while the rest were admitted to the wards for further management by the specialty teams after an initial period Admission to AMU of rapid assessment and evaluation. Resource planning Rapid assessment and evaluation When the AMU was first rolled out, both the medical and nursing teams needed to be reinforced to meet increased demands from both the larger volume and a wider case mix. Additional Early supported Admission to medical teams were deployed to the AMU, each comprising one discharge inpatient unit consultant, 1–2 senior residents and 1–2 residents. Consultants from other subspecialties with an interest in holistic, integrated, Fig. 1 Flowchart shows patient selection from presentation to the emergency department (ED). AMU: acute medical unit; Medicine: patient-centric care were invited to join the team as internists. Department of Medicine These internists were readily supported and advised by teams Conventional specialist-led Current internist-led care delivery care delivery ED decision to admit ED decision to admit 1. Long waiting time for 1. Shorter waiting time specialty beds for centralised beds 2. Diffusion of responsibility 3. Delayed inpatient treatment 4. Fragmented care Admit to acute medical unit 1. Early internist-led Admit to specialty wards assessment and 1. Increased cost management 2. Prolonged hospitalisation 2. Holistic management due to suboptimal outcomes 3. Active re-triaging of patient 4. Inpatient treatment triggered Discharge Early supported discharge Transfer to specialty wards Discharge 1. Shorter hospital stay 2. Decreased cost Fig. 2 Comparison of the conventional specialist-led and internist-led models of care. ED: emergency department 511 Commentary 3,500 Admission Discharge % Discharged 3,000 2,916 2,467 2,500 2,365 2,244 2,085 1,979 1,967 2,006 2,000 1,857 1,525 1,500 No. of patients 981 1,027 1,000 891 802 771 670 716 698 592 500 406 27 34 34 30 37 34 36 38 40 42 0 Q1 2015 Q2 2015 Q3 2015 Q4 2015 Q1 2016 Q2 2016 Q3 2016 Q4 2016 Q1 2017 Q2 2017 Time period Fig. 3 Bar chart shows admissions and discharges from the acute medical unit.
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