Bedside Assessment of the Necessity of Daily Lab Testing for Patients Nearing Discharge

As part of the Choosing Wisely^® campaign, the Society of Hospital Medicine recommends against performing “repetitive complete blood count [CBC] and chemistry testing in the face of clinical and lab stability.”¹ This recommendation stems from a body of research that shows that frequent or excessive phlebotomy can have negative consequences, including iatrogenic anemia (termed hospital-acquired anemia), which may necessitate blood transfusion.² The downstream effects of potentially unnecessary testing, including the evaluation of false-positive results, must also be considered. Additional important effects include patient discomfort and disruption of sleep and unproductive work by hospital staff, including nurses, phlebotomists, and laboratory technicians.

Though interventions to reduce unnecessary daily labs have been previously evaluated, there are no studies that focus on decreasing lab testing on patients deemed clinically stable and close to discharge. This is in part due to the absence of clear criteria or guidelines to define clinical stability in the context of lab utilization.

We therefore aimed to implement a multifaceted, patient-centered initiative—the Necessity of Labs Assessed Bedside (NO LABS)—that focused on reducing lab testing in patients at 24 to 48 hours before discharge. We targeted the 24 to 48-hour period before the anticipated date of discharge, as this may be a period of greater stability and provide an opportunity to identify and decrease unnecessary testing.

The study took place at Mount Sinai Hospital, which is an 1174-bed tertiary care teaching hospital in New York City. We targeted 2 inpatient medicine units where virtually all patients are assigned to a hospitalist rotating for a 2- to 4-week period, for the period of July 1, 2015, to July 31, 2016. These units employed bedside interdisciplinary rounds (IDR) attended by the hospitalist, social worker, case manager, nurse, nurse manager, and medical director. Bedside IDR focuses on the daily plan and patient safety by utilizing a scripted format.³ Our multifaceted intervention included prompting the hospitalist physician during bedside IDR, education of the clinicians, and regular data review for the hospitalists and unit staff.

As described by Dunn et al.,³ the IDR script included the following: a review of the plan of care by the hospitalist, identifying a patient’s personal goals for the day, a brief update of discharge planning (as appropriate), and a safety assessment performed by the nurse (identifying Foley catheters, falls risk, etc). We incorporated an inquiry into the daily IDR script identifying clinically stable patients for discharge in the next 24 to 48 hours (based on physician judgment), followed by a prompt to the hospitalist to discontinue labs when appropriate. The unit medical director and nurse manager were both tasked with prompting the hospitalist at the bedside. Our hospital utilizes computerized physician order entry. Lab orders were then discontinued by the clinician during rounds using a computer on wheels (or after rounds when one was not available). The hospitalist, unit medical director, and nurse manager were reminded about the project through weekly e-mails and in-person communication.

To assess whether the prompt was being incorporated consistently, an observer was added to rounds beginning in the second month of the project. The observer was present at least 3 times a week for the subsequent 3 months of the project. Our intervention also included education geared towards hospitalists, including a brief presentation on reducing unnecessary lab testing during a monthly hospitalist faculty meeting (the first and sixth month of the intervention). The group’s data on laboratory testing within the 24 to 48 hours prior to discharge were also presented at these monthly meetings (beginning 2 months into the intervention and monthly thereafter). Lastly, we provided the unit staff with unit-level metrics, biweekly for the first 3 months and every 2 to 3 months thereafter.

We extracted electronic medical record (EMR) data on lab utilization for patients on the 2 hospitalist units for the intervention period. Baseline data were obtained from July 1, 2014, to June 30, 2015. Patients with a length of stay (LOS) ≤7 days (75th percentile) were included; on these units, longer stays were considered more likely to have complex social issues delaying discharge and thus less likely to require laboratory testing. We tracked ordering for 4 common lab tests: basic metabolic panel, CBC, CBC with differential, and the comprehensive metabolic panel. The primary outcome was the monthly percentage of patients for whom testing was ordered in the 24 and 48 hours preceding discharge. A secondary outcome was testing at 72 hours preceding discharge to identify any potential compensatory (increased) testing the evening prior. We applied a quasi-experimental interrupted time series design with a segmented regression analysis to estimate changes before and after our intervention, expressed in acute changes (change in intercept) and over time (changes in trend) while adjusting for preintervention trends. All analyses were performed with SAS v9.4 statistical software (SAS Institute, Cary, NC). Our project was deemed a quality improvement project and thus an IRB submission was not required.