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San Francisco Medical Respite: Defining a Successful Discharge Michelle Nance, RN, NP - Midlevel provider Michelle Schneidermann, MD - Medical Director Shannon Smith, RN,MS,CNL - Intake Coordinator Alice Y. Wong, RN,CNS - Nurse Manager Objectives Briefly describe the San Francisco Medical Respite Program Describe measures of success respite programs can use when evaluating discharges Describe the internal and external philosophies that influence discharge from medical respite Learn to identify and incorporate hospital and community needs into discharge planning Mission Statement The mission of the Medical Respite Program is to provide recuperative care, temporary shelter, and coordination of services for medically and psychiatrically complex, homeless adults in San Francisco. Values We believe that: Every person has the right to housing, health care, and food security. All people have the right to self-determination. Every person is valued and entitled to dignity and respect. Homelessness is the result of a complex set of circumstances and necessitates a multifaceted approach toward resolution. A dedicated team can have a positive impact on the life of individuals and the community. Vision Our vision is to: Encourage healing and stabilization by providing respite from homelessness; Provide individualized assessment of client needs and a comprehensive plan of care; Advocate a harm reduction model to decrease the negative impact of unsafe behaviors; Provide compassionate, nonjudgmental, interdisciplinary, and state-of-the-art care; Collaborate with local entities to coordinate provision of care, options for housing, and initiation of entitlement process; and Forge relationships with local, regional and national networks of those who serve homeless persons. The Vulnerable & Medically Complex Homeless in SF SF Homeless Demographics San Francisco Homeless Count 2007 Done by SF Human Services Agency, March 2007 African American/Black 47.6% Caucasian 43.4% Male 80.2% Female 19.4% Transgender 0.3% Sheltered Homeless Transitional Housing and Treatment Centers Resource Centers and Stabilization Jail Hospital Unsheltered count Total Count: n=6,377 Health and Homelessness The average life expectancy of a homeless person is 4252 yrs (average in US is 80 yrs) Homelessness magnifies poor health Exposes people to communicable illness and trauma Complicates management of chronic illness Makes health care harder to access Homeless patients are more likely to be seen in ED and admitted and have longer LOS than other patients Salit, S. et al (1998) The Hospitalized Homeless Treatment plans that make sense for housed patients don’t work for homeless patients No bed for bed rest Difficult to keep wounds clean Adherence to meds and appointments suffers Impossible to follow diet and exercise recommendations Often have no support system to help with treatment plan Hospitalized Homeless: The San Francisco Experience Around 20% - 30% of patients admitted to San Francisco General Hospital (SFGH) are homeless Most of those patients are chronically homeless Safe and effective discharge plans are difficult to construct What Respite Offers Successful resolution of acute conditions and stabilization of chronic conditions Linkages to additional services Development of plans focused on positive longterm changes Recuperation from not only physical illness, but also the emotional distress and isolation that accompany homelessness Demographics of SF Medical Respite Program Ethnicity (and Gender): Reflect homeless population of San Francisco Gender: 80% male/20% female Asian/PI 2% AI/Alaskan Native 2% Latino/a 12% African American 36% Other 2% Filipino/a 1% Multiple Ethnicity 0% Caucasian 45% San Francisco Hospitals The Medical Respite accepts clients from 10 area hospitals. San Francisco General Hospital and Trauma Center 300+ bed acute care public hospital including only Level 1 Trauma Center in San Francisco area. Nine other community hospitals Total: 2,200 Hospital Beds Referring Hospitals CPMC Davies 2% CPMC Pacific Campus 2% St. Luke's St. Mary's CPMC 1% 1% California 0% Kaiser 0% Other 1% St. Francis 2% VAMC 5% UCSF 5% SFGH 81% Note: Other clients came from outpatient surgery and DPH case management programs Discharge Venues in San Francisco Permanent Housing Direct Access to Housing (DAH) Supported (may include SW, CM, RN) Single Room Occupancies (SRO) Non-supported Supported (may include SW, CM, RN) Apartment/ House Discharge Venues Shelter System GA Shelter Bed: 30-90 days A Woman’s Place shelter: up to 6 months City shelter: Case management; up to 6 months City shelter: No case management; 1 week Discharge Venues Higher Level of Care Board and Care Long Term Care Facility Emergency Department/ Inpatient Services Residential Treatment Hospice Discharge in the Literature Zerger, S (2006): Discharge standard of practice is that a client’s primary admitting diagnosis has been stabilized prior to discharge RCPN practice models state a safe discharge from respite care entails follow-up services Program Measures of Success: Short Term Completion of treatment plan, including demonstrated independence with self-care and medication management Improved living situation after discharge from Respite Engagement with primary care and specialty care Linkages to social services, benefits Referrals to mental health and substance abuse services Medical Treatment Plan Completion Left or discharged prior to completing treatment 35% Completed Treatment 55% Discharged to a Higher Level of Care 10% Treatment Plan Treatment Plan Completed! Length of Stay by Days and Disposition Disposition Mean (Days) Median (Days) All Respite Clients 40 28 AWOL 14 5 AMA 17 11 Supported SRO 76 73 Non-supported SRO or Shelter 32 21 Completed Treatment Plan 55 47 Did Not Complete Treatment Plan 17 10 Discharge Disposition Violent Behavior 4% AMA 9% Inappropriate behavior 3% Police Custody 2% Self Care 51% AWOL 18% ED 10% Long Term Care 1% Medical Detox 1% Hospice 0% Residential Treatment 1% Linkages Made at Respite: Medical Services 80.0 70.0 73.7 67.7 All Clients (n=421) Percentage of Clients minus AMA/AWOL (n=308) 57.8 52.7 60.0 50.0 40.0 30.0 15.2 15.6 20.0 9.5 10.7 8.6 9.1 10.0 10.7 2.1 2.6 ia gn Ca os se tic s M C a om na m ge un m ity en t N M u rs en in ta g lH C Su ar ea e bs lth ta Tr nc ea e tm Ab en us t e Tr ea tm en t D ar e C Sp ec ia lty In te gr at ed Pr im ar y Ca re Pr ov id e r 0.0 11.4 Linkages Made at Respite: Social Services 80 71.7 67.2 70 Percentage of Clients 75.6 62.7 All Clients (n=421) minus AMA/AWOL (n=308) 60 50 40 30 32.8 25.9 23.3 23.7 20 10 0 Permanent Housing Identification card Income benefit Medical coverage benefit Internal and External Philosophies External Philosophies: Hospital “Enormous amounts of energy are spent restabilizing many of our homeless clients. Rather than successful long-term management we frequently are only treating acute exacerbations of the chronic conditions. Respite has been able to provide stability and management to many of our clients.” - SFGH Attending Physician External Philosophies: Hospital “We’d love to see people get into housing, especially the frequent flyers. However, we want to be able to refer more people and there is often a wait for a bed. So we can’t refer to you [Respite] if you do not discharge clients to shelter, as there are not enough beds.” “The perfect discharge would have them go into some type of housing, an SRO. Transition back into the community in some sort of living situation, rather than back into the streets. But I know we don’t live in a perfect world.” -SFGH Discharge Social Workers External Philosophies: Community “Our homeless clients, in general, use our ambulances and EDs much more frequently than the typical housed client. In addition to overburdening the emergency medical service, this care does not address their longterm needs. They need access to regular medical care and medications, stable housing, psychiatric and substance abuse services, case management…The ideal scenario would be to establish all of this prior to their discharge. To give them a solid network of support.” -San Francisco Paramedic Captain External Philosophies: Community “We have few expectations of what you do for clients because we assume they don’t have anything. What we like about Respite is at least their medical linkage is done.” -SF HOT (Homeless Outreach Team) Case Manager Referral Difficulty Inpatient teams often express the enormous pressure they are under to discharge their clients. “We need to discharge today” Referral Difficulties Inappropriate referrals lead to difficult discharges Need higher level of care than indicated Incontinence, dementia, not competent, not able to care for ADLs No acute medical need but a number of comorbidities needing longer-term management What is the end point for discharge? Internal Philosophies Multidisciplinary staff: Nursing, midlevel providers, MD Administration Social workers Paraprofessional staff (medical assistants, health workers) How do we define a “good” discharge? How do our internal philosophies match our stated mission? What Is a “Good” Discharge? “Our biggest discharge issue is the lack of available, affordable quality supportive housing.” – John Wiskind, LCSW “In reviewing “success,” we look at whether people are still housed a year later.” – Mark Hamilton, MSW “Individual housing is the gold standard” – Cindy Lee, RN What Is a “Good” Discharge? “Completing the acute medical need, but that’s balanced with the need to more permanently offload burden from the emergency services and hospitals.” – Michelle Nance, NP “Completion of acute medical condition without being readmitted into the hospital.” – Shannon Smith, RN What Is a “Good” Discharge? “A bad discharge is when we have to call the police. A good discharge is when we have done all we can do for someone.” – Jeanne Andaya, MEA “The acute medical need is done.” – Tae-Wol Stanley, NP, Program Director “The medical need is done, they are started with linkages, and discharged with reliable follow up” – Alice Wong, RN, Nurse Manager What Is a “Good” Discharge? “A good discharge means that while at respite, a patient has completed his/her treatment plan, engaged in primary care, learned self-care and medication management skills, and has begun the process of transitioning into permanent housing. There are some patients too vulnerable to be discharged from respite back to the shelter system and a successful discharge for those patients would include a move from respite directly into permanent housing. While in my fantasy world, all patients would discharge into permanent housing, the real world of limited resources forces us to triage.” -Michelle Schneidermann, Medical Director What Is a “Good” Discharge? “ At minimum: a resolution of a medical issue in an environment that is less costly and more normalized than the hospital. Even a short time (10-15 days) of recuperation that can be done at Respite rather than inpatient is cost saving. A good discharge is when a client leaves better equipped to find a next phase of a residential setting. I’d like to see direct uninterrupted access to a bed in the system, whether shelter, treatment, stabilization or permanent housing.” - Mark Trotz, Director, Dept of Housing and Urban Health Internal Philosophies Staff have different philosophies shaping their discharge decisions Can lead to confusion and conflict for both staff and clients Of note: no clients were asked for a definition of a successful discharge for this presentation Who Gets Prioritized for Housing? Older Medically frail COPD requiring oxygen Hemodialysis Terminal or severe cancer diagnosis Amputation, paralysis “Tired” In our population, 50 years old is old Done with the “player” lifestyle Willing to engage Most unstable/disruptive to system Heavy Emergency Services use Pre-Hospital Living Situation Permanently Housed 7% Homeless Transitional 10% Homeless 83% Living Situation at Respite Discharge Permanently Housed 28% Homeless 57% Homeless Transitional 15% Living Situation 51% of clients had a change in living situation for the better 44% of clients had no change in living situation Is Individual Housing the Gold Standard of a Discharge? “What a lot of clients need is a mom and that’s what they get at Respite: nagging, reminders, family and friends, increased social interactions, meals. They lose this in housing.” – Cindy Lee, RN “We tend to think of housing as the gold standard, but for many clients having an individual room doesn’t work – they decompensate in that situation.” – John Wiskind, LCSW Is Housing the Gold Standard? Supportive Housing (SH) programs become less willing to take our clients because the clients are too sick/disorganized SH asked to be “hospice lite;” staff gets overburdened and burned out Should we prioritize “less sick” clients for SH instead of the most fragile so there’s more success? Are there other options? Next Steps? Creating more communal living situations Foster creation of Medical Rest Beds in Shelters Smaller group homes with support services Encouraging community in SROs For clients who are awaiting housing Communal living Medical/social support Free up Respite beds for acute needs Get more data Who do we really house? Outcomes for housed Objective: 911 calls, hospital readmits, evictions Subjective: client’s perceived mood, substance use Next Steps? Re-examine our internal philosophies on discharge Create more objective measures for who we hold for housing Assessment tool “transplant waitlist” Formalize team discussions of referrals e.g., a “tumor board” for housing Respite Alumni Network Incorporating These Philosophies into Discharge Planning Identifying when housing IS the gold standard and appropriate Ex: Client is medically complex and ready to engage Triaging and creating individualized discharge plans based on medical and psycho-social need and willingness to engage Education and understanding that sometimes a successful discharge does not include a direct, uninterrupted discharge to housing Case Studies Mr. B 66 year-old man with a long history of asthma, COPD, asbestos exposure, tobacco and alcohol abuse, and depression, who was admitted to the hospital for pneumonia. X-ray and CT scan of the chest showed large masses in his lungs Confirmed to be extensive small cell lung cancer Started on chemotherapy and transferred to Medical Respite 6 days later… Mr. B: At Respite Admitted on January 31, 2008 for assistance with follow-up chemotherapy treatment and appointments Stayed at Respite for 78 days until discharge into Supportive Housing Stopped drinking Reconnected with his daughters in OK Mr. B: After Respite Came back to visit and showed us pictures of his granddaughters after a visit to see his family in OK Had last day of chemo and decided to celebrate Relapsed for 9 days when his case manager finally found him Was admitted to a detox facility Returned to supportive housing January 2009: entered hospice care March 2009: Mr. B died in hospice Mr. M 33 year-old man with a history of poorly controlled diabetes, polysubstance abuse, depression, posttraumatic stress disorder, schizoid personality disorder, admitted to the hospital for DKA. Immigrant from DRC History of being boy soldier, imprisonment, and torture Poor adherence to insulin regimen Admitted to Respite for stabilization of blood glucose levels while awaiting follow-up appointment with primary care provider Mr. M: At Respite Challenges Cultural Issues Complex psychiatric history Brittle diabetic Behavior at Respite Compliant with medication regimen and medical needs Patient split between professional and paraprofessional staff Threatened to kill a Respite Worker What Would You Do? What We Did No tolerance policy for violence Partnered with patient’s pre-existing case manager Behavioral contract until case manager could find alternative place Capitalized on respect for clinical staff to continue managing his medical need Case manager was able to secure a 28-day stabilization room 24 hours later Mr. C 52 year old man with history of CHF, CAD, CVA with L hemiparesis and slurred speech; w/c bound; hidradentitis suppurativa; microcytic anemia; HTN; Hep B; Hep C. 35 packyear tobacco history; denies ETOH or SA Left buttock wound with fistula Staying in shelters and had been unable to do wound care on own so presented to the Wound Care Clinic. Was hospitalized for a left buttock abscess and fistula Referred to Respite for ongoing wound care of the perirectal area and bilateral buttock and to f/u with PCP for his microcytic anemia. Also needed IHSS worker Mr. C: At Respite Respite cannot offer a hospital bed Was not independent with bathing: required two-person assist with bathing and wound care Not always compliant with wound care and hygiene recommendations Lost Section 8 housing and wait list was long for ADA room IHSS worker would be helpful, but needed housing first Wound began to worsen Was found with frank blood soaked through clothes and sheets on bed from the wounds What Would You Do? At Respite: Mr. C Engaged with Mr. C’s primary care provider Wound was to extent it needed surgical repair Even if Mr. C went to housing with IHSS, an IHSS worker could not offer the kind of care the wound needed Issues: To high level of care for Respite With the PCP we decided to discharge pt’s choice - shelter or hospital for FTT Agreed to admit to SFGH for FTT Respite Case Manager recently saw him at SFGH walking in the halls with a walker! Mr. A 62 year old male s/p R hip fracture, hx of ETOH Admitted first to Respite and went AWOL the same day After 48 hours a hospital search found he had fallen while acutely intoxicated and refractured his hip Readmitted to Respite 1 week later Mr. A: At Respite Engaged with FSA Case Manager Decreased ETOH intake Gained weight Expressed desire for treatment program Respite challenge: 290 status (sex offender) Mr. A: At Respite Realities of 290 status in San Francisco No inpatient treatment program in SF takes 290 status Shelters discharge someone with 290 status No inpatient treatment program in Alameda County will take 290 status, either What Would You Do? Mr. A Medical Treatment Plan completed Engaged with primary care provider who he sees when he doses Went to stabilization room through FSA case manager Detox and ETOH treatment plan left to primary care provider Ms. L 84 year old female with history of HTN, Afib, anemia, and CHF This was her only hospital admission on record at SFGH Admitted to Respite to finish antibiotics for BLE cellulitis No family involvement. Her only child and only sister have both died. Ms. L: At Respite Finished antibiotics Received wound care Engaged in primary care through Bridge Clinic Through ongoing primary care she became more medically complex and unable to self-manage her medications Accepted into supported senior housing in brand-new building Ms. L refused this housing stating, “it’s too new.” Found competent and not conservable What Would You Do? Ms. L Had 122-day length of stay Bridged primary care to Curry Senior Center that provides case management to low income seniors Discharged to shelter with case management through Curry Senior Center Respite received sad news: Ms. L died at St. Francis Hospital on May 1, 2009 So: What Is the Definition of a Successful Discharge? No single definition of a good discharge We have identified two different conceptions of a good discharge Client discharges to a specific place Client has received services and links to services during stay In your community you have to balance your external and internal philosophies Thank You Questions?