The Butler Health System Experience
In August 2015, we set out to start the first hospital-based palliative care consultation service in the Butler Health System. The health system is a nonprofit, single-hospital system anchored by Butler Memorial Hospital, a 294-bed community hospital located within a rural Pennsylvania county of 186,000 residents, 35 miles north of Pittsburgh. Butler County consists of a predominantly white, non-Hispanic population with over 15% of the residents being older than 65 years of age. The median household income is $61,000 earned primarily through blue collar occupations [16]. Driven by 53 employed primary care physicians, the health system provides services for 75,000 patients at sites covering an area of 4000 square miles. The hospital provides general medical, critical, surgical and subspecialty care and behavior health services as a regional referral center for 4 surrounding rural counties, accepting 12,500 inpatient admissions annually. A hospitalist service admits the majority of oncology patients, and the intensive care unit (ICU) is an open unit, where patients are admitted to the hospitalist, primary care, or surgical service.
While no formal needs assessment was performed prior to program development, perceptions of inadequate pain control, overuse of naloxone, underutilization of hospice services, and lack of consistent quality in end-of-life care were identified. These concerns were voiced at the levels of direct patient care on the floors, and by nursing and physician hospital leadership. Prior to our program, the chief medical officer attended the national Center to Advance Palliative Care conference to better understand the field of palliative care and its impact on improving quality of care. Concurrently, our health system was expanding its inpatient capabilities (eg, advanced neurologic and cardiac services), resulting in admissions with increased disease severity and illness complexity. With the vision of improved patient care, prioritizing quality end-of-life care and symptom management, the hospital board and administration overwhelmingly supported the development of the palliative care program, philosophically and financially.
Laying a Foundation—Funding, Collaboration, and Team Building
Funding and staffing are 2 important factors when building any program. Sources of funding for palliative care programs may include hospital support, billing revenue, grants, and philanthropy. Program development was a priority for the hospital and community. To help offset costs, efforts to raise financial support focused on utilizing the health system’s annual fundraising events. Through the generosity of individuals in the community, the hospital’s annual gala event, and donations from the hospital’s auxiliary, a total of $230,000 was raised prior to program initiation. Funds budgeted through direct hospital support and fundraising were allocated towards hiring palliative care team members and community marketing projects.
The hospital’s surrounding community is fortunate to have 2 local inpatient hospice facilities, and these relationships were imperative to providing quality end-of-life care preceding our palliative care program. A formal partnership was previously established with one while the other remains an important referral facility due to its proximity to the hospital. These hospice services are encouraged to participate in our weekly palliative care interdisciplinary team meetings. Their incorporation has improved coordination, continuity, and translation of care upon patient discharge from the acute hospital setting. Additionally, the relationships have been beneficial in tracking patients’ outcomes and data collection.
The standard structure of a palliative care team described by the Joint Commission and National Consensus Panel for Palliative Care consists of a physician, registered nurse or advanced practice provider, chaplaincy, and social work. Despite this recommendation, less than 40% of surveyed hospitals met the criteria, and less than 25% have dedicated funding to cover these positions [17]. Upon inception of our palliative care program, 2.6 funded full-time equivalents (FTEs) were allocated. These positions included a physician (1.0 FTE), a physician assistant (1.0 FTE), and a part time palliative care social worker (0.6 FTE). The 2015 National Palliative Care Registry found that 3.2 funded FTEs per 10,000 admissions is the average for hospitals with 150 to 299 beds [17]. The uncertainty of the utilization and consult volume, and the limited amount of qualified palliative care trained practitioners, resulted in the palliative program starting below this mean at 2.1 funded FTEs per 10,000 admissions. All the funded positions were located on site at the hospital. The pre-existing volunteer hospital chaplain service was identified as the pastoral care component for the program.
Increased FTEs have been associated with increased palliative care service penetration and ultimately in decreased time to consult [18]. In response to increasing consult volumes, concerns for delays in time to consult, and in preparation for expansion to an outpatient service, the palliative care department acquired an additional funded physician FTE (1.0). Ultimately the service reached a total of 3.6 FTE for inpatient services during its first 12 months; proportionately this resulted in an increase to 2.9 FTE per 10,000 admissions based on the yearly admission rate of 12,500 patients.