COVID Lays Bare an Emergency Medicine Crisis

Terrence M. Mulligan, DO MPH FAAEM

Many people who are involved in emergency medicine got into it for the right reasons: wanting to help people, wanting to be able to take care of anyone, anything, anytime, being able to offer assistance when nobody else has been able to in the health care system. However, the emergency department has turned into something else. It has been turned into an overflow pressure valve on a mismanaged hospital system, like on a bathtub. If the hospital is getting full or if it’s too expensive to staff a hospital the way it should be, hospitals turn the emergency department into an extra catchment area. Hospitals should be run at 85% capacity with a lot of room for overage and surges, with a system for calling in extra staff and capabilities when necessary. Instead, hospitals often choose to run on very thin margin: 95% capacity, shutting down wards and wings of the hospital on a weekly or monthly basis because of the cost of staffing. Emergency departments then swell and become overcrowded.

One of the characteristics of the emergency department is an open front door. You cannot close the front door and we do not want to close the front door. We want to be open 24/7/365 for anyone, anything, anytime. The problem is, the back door of the ER is often closed, at least partially. Therefore, when people come in, they’re seen by emergency physicians and the emergency professionals and we do our emergency care and we make a decision of whether the patient We want to be needs to be admitted or whether they are able to be discharged. We intend to provide open 24/7/365 for definitive care or appropriate care with definianyone, anything, tive care to follow such as at referral clinics, et cetera. However, when we make the decianytime. sion to admit, we often cannot because the hospital is mismanaged or full because of mismanagement. We can’t make proper decisions of proper follow-up. Sending patients to other primary care doctors, specialists, social workers, behavioral health resources, or drug and substance abuse referral agencies is often dysfunctional because those agencies are not staffed well. After their initial acute, episodic treatment, patients come right back to us because of improper admission capability or improper follow up. We really are Jacks-Of-All-Trades, and we are being taken advantage of.

This is the situation I think that this pandemic has shined a giant spotlight on: the emergency department is taking care of much more than just sick people. The department takes care of hospital problems, staffing problems, hospital management problems, insurance problems, economic problems, social problems, and we’re really the catch all of the health care system. A lot of this contributes to the emergency system being run in the red for too long. Every now and then, a crisis such as this once in a hundred year viral pandemic comes on. However, the crisis of emergency medicine is not a one in a hundred-year crisis — it is ongoing. This pandemic is just pulling the curtain aside to show the real state of the emergency system: it is running on fumes. People are running to take care of too many This pademic is patients. I often think of the video of Lucille Ball and Ethel Mertz like a stress test from the I Love Lucy show, where they are standing at the conveyor for the whole belt trying to wrap up chocolate. I health care think that is a good analogy of us in the emergency department. We system. do incredible work. We see patient after patient. Fifty one percent of all hospital care in the U.S.A. is delivered in the emergency department, and one third of all the patients who come in the emergency department are sick enough to be admitted. Additionally, between 60-80% of all hospital income comes from emergency department admissions. Therefore, within the hospital, the emergency department is the economic engine, the admissions engine, and the patient safety engine. When we do things right in the emergency department, it makes the whole hospital run better.

When we run the emergency department well, we diagnose and stabilize patients as much as we can. That makes a hospital run better. We streamline systems hospital by hospital, it makes all the hospitals run better. In turn, the situation on the floor of the hospital becomes a slow simmering boil instead of a rolling boil flowing over the top of the pan. Emergency physicians provide tremendous value to our patients’ safety, and to hospitals’ stability. Despite this, emergency physicians do not own or control the value we create. Our created value has been usurped and taken away from emergency physicians, then dispersed to contact management groups, hospital management groups, insurance companies, and other administrative groups. Each of these parties is taking the value created by emergency physicians, profiting off of it, and sometimes mis-managing it. We are then asked to work harder: to pick up the slack and take care of more and more. Imagine a hospital with an emergency department on the first floor. The patients come in the front door of the hospital: the ER. They don’t go into the hospital correctly and they don’t

get out of the hospital directly. The emergency department is left getting medicine organizations to respond well to this crisis-- not just the panmore and more full. The patients only get sicker. It is like stepping on demic, but the underlying emergency medicine crisis. Then, if and when a hose. You step on the hose and it starts to swell, but there’s only so things re-normalize, we can move forward to a new normal: a better much swelling the system can handle. I think the emergency department normal. Somebody did a study of CPR and defibrillation depictions in almost every hospital is running at or very near the breaking point. on television and in the movies. The study showed that on television, The COVID-19 crisis has pushed us over the edge. It is a curse, but also something like eighty percent of people who undergo CPR wake up, start brings blessings by forcing everyone outside our environment to cast the walking, and are fine. Real statistics show CPR is usually not successful. curtain aside and see what is truly happening. The real survival rate is more like 15% than 80%. There is an analogy The pandemic has revealed how our health care systems lead to mishere for the emergency system. Right now, the emergency system is unmanaged emergency rooms, and exploited emergency physicians. dergoing CPR. The emergency system is failing its stress test. When you The people who are employing emergency departments are benefiting push the emergency system too far, not only does it threaten itself but it off the extreme value we offer. They are not reinvesting that value in poses a risk to the general health care system because of its crucial role. emergency departments, but instead taking advantage of it and asking So it’s like a stress test: a patient undergoing a stress test whose heart for more. That is part of what led to the burn out we see in emergency and system can’t handle running at their peak speed will sometimes physicians. Fifty years ago, the people who were working in emergency collapse and have a heart attack. Our community is on the brink of that departments were not trained in emergency medicine because there was happening. no formal training. After the first fifteen or so years of training, we found In the past, I’ve always said running an emergency patient through the burnout levels went down amongst emergency physicians because they health care system is like a stress test for the hospital. This pandemic is were trained. It makes sense that if you train people to work in a certain like a stress test for the whole health care system. The results are in, and stressful environment and show them how to manage some chaos, their we see the emergency system failing. Emergency care has been run at stress levels go down. Unfortunately, burnout rates have gone up again near capacity or overcapacity levels for decades. Now, this crisis is pulling in the last ten or so years, particularly for emergency physicians. the curtain aside and shining a spotlight on the long-term effects of this The reason for an increase in burnout is not because doctors have an chronic mismanagement. As a board member of the American Academy imbalance between work and home life, nor is it due to a lack of proper of Emergency Medicine, as a vice president of the International mindfulness. We are suffering from abuse. In a sense, burnout is not the Federation for emergency medicine, and as somebody who’s been helpproper term because it places all the blame on the ing build emergency medicine systems in over victim. It would be like blaming soldiers for the shell forty countries for the last twenty years, I’m very shock or post-traumatic stress disorder they have endured. Burnout is not the fault of the physician. The department takes concerned. I am concerned about building sustainable emergency systems in other countries, so they Burnout is abuse. Emergency health professionals care of hospital problems, don’t fall victim to their own success the same way of all titles are being abused. The department is staffing problems, hospital we have here in our country. suffering abuse by systems: corporations, insurance companies, hospitals. There is only so much management problems, Transcribed and edited by L. Esther Hibbs, Managing Editor, EPi Magazine. more abuse that we can take before the system will crack. In this way, though the underlying crisis has been made worse by the pandemic, we can now shine a big spotlight on the harsh realities of emerinsurance problems, economic problems, social problems, and we’re really This article was first published by Emergency Physicians International and is reprinted with permissions. ©2020 EPi www.epijournal.com/about gency medicine right now. the catch all of the health Dr. Mulligan also runs the the Global Emergency This crisis offers the opportunity to position ourselves as individuals and the greater emergency care system. Medicine Initiative blog. Learn more at www.gemi. health/blog. 