Beyond Average: New Benchmarks for Excellence in Pediatric Emergency Care

Child's forearm in a white cast resting on a pillow in a hospital bed, with the other hand holding a teddy bear, under the title Beyond Average: New benchmarks for pediatric emergency care

Article reviewed: Alpern ER, Ramgopal S, Olsen CS, et al. Achievable benchmarks of care in pediatric emergency departments. JAMA Netw Open. 2026;9(5):e2613391
DOI: 10.1001/jamanetworkopen.2026.13391  |  PubMed: PMID 42154467

Emergency departments routinely track quality measures: door-to-provider time, length of stay, return visits, medication administration, and dozens of others. However, knowing your performance is only half the equation. The harder question is what benchmark should you be aiming for?

Comparing with the national average may tell you where you stand, but “average” is not necessarily synonymous with good care. At the other extreme, setting every target at 100% adherence or zero failures may be unrealistic, and can direct substantial resources toward marginal gains.

A recent study by Alpern and colleagues in JAMA Network Open offers a different approach [1]. Using more than 5.3 million pediatric emergency department visits from the Pediatric Emergency Care Applied Research Network (PECARN) Registry, the investigators established Achievable Benchmarks of Care (ABCs) for common measures of pediatric emergency care. Rather than defining excellence theoretically, they asked a pragmatic question: What level of performance are the best-performing clinicians already achieving in real-world emergency departments?

The Study

The investigators performed a cross-sectional analysis of 5,302,587 visits from 2017 through 2024 across 12 emergency departments participating in the PECARN Registry: nine pediatric EDs and three affiliated community sites. The analysis included 925 clinicians. PECARN has also published a brief summary of the study [2].

The authors evaluated measures spanning several important domains of pediatric emergency care:

  • Initial assessment and vital-sign documentation
  • Timeliness and ED throughput
  • Return visits and other quality and safety measures
  • Asthma care
  • Pain assessment and treatment
  • Antibiotic stewardship

Many of these are familiar quality metrics already endorsed or prioritized by organizations involved in pediatric emergency care. The important innovation was not the measures themselves. It was how the target for each measure was established.

What Is an “Achievable Benchmark”?

Instead of using the mean or median as the standard, the investigators identified the highest-performing clinicians who collectively cared for approximately 10% of eligible visits. Performance among this high-achieving group was then used to calculate the benchmark.

For binary measures, the investigators used an adjusted performance fraction designed to prevent clinicians with small numbers of eligible encounters from disproportionately influencing the benchmark. Continuous measures were ranked using median performance. The result is a target grounded in achievable excellence. The distinction matters. Whereas the mean tells an ED what everyone else is doing, an ABC provides evidence of what high-performing clinicians are already capable of doing under real clinical conditions.

The table below shows selected measures from a condensed list provided by the study’s lead author, chosen as the most important or interesting targets for change.

Performance measure Achievable benchmark
ED flow (throughput)
Time to provider, all patients 20 min
ESI 2 13 min
ESI 3 19 min
ESI 4 22 min
ED length of stay, all patients 114 min
Discharged 110 min
Admitted or transferred 268 min
Clinical care
Systemic corticosteroids for asthma 97.8%
Time to first beta-agonist for asthma 29 min
≥2-point pain reduction with long-bone fracture 80.5%
After the visit
Return visit within 48 hours 1.6%

Where Is the Opportunity to Improve?

Performance was not uniform across sites. For example, the proportion of children with long-bone fractures achieving at least a 2-point reduction in pain ranged from 61.4% to 92.6% across sites. Systemic corticosteroid administration for asthma ranged from 93.1% to 99.2%. Vital-sign documentation also showed substantial variation. In contrast, return visits resulting in admission and antibiotic stewardship showed relatively little variation.

That pattern may offer important direction for quality improvement. Measures that are relatively close to the clinician’s locus of control, such as asthma treatment and fracture pain management, showed meaningful differences between average site performance and what the site’s best-performing clinicians could achieve. That changes the quality-improvement conversation. If clinicians in the same ED, caring for similar patients within the same system, are consistently achieving better performance, the question becomes less “Can we do this?” and more “What are they doing differently, and how can we make that the default?”

Throughput Is Different

Door-to-provider time and length of stay deserve more cautious consideration. The study found substantial variation in throughput benchmarks between sites and between pediatric EDs and affiliated community settings. Interestingly, throughput performance worsened over the study period.

Unlike giving corticosteroids for an asthma exacerbation, ED length of stay is only partly controlled by an individual clinician. Crowding, staffing, boarding, diagnostic resources, consultation availability, inpatient capacity, and patient volume all can influence throughput. The authors appropriately note that future benchmarks may need to account for volume and capacity.

For example, a 110-minute benchmark for a discharged pediatric patient should not automatically become an inflexible performance mandate for every ED. It is better interpreted as a reference point: this level of performance has been demonstrated, and a substantial gap from it should prompt examination of the systems contributing to that gap.

Why Benchmarking Against “Average” Isn’t Enough

Quality dashboards frequently compare a clinician or department with an institutional or national mean. That approach is intuitive but has an obvious weakness: the average describes current performance; it does not necessarily define desirable performance.

Imagine an ED with a median time to provider of 38 minutes. Learning that the network average is 36 minutes tells the department that it is slightly slower than its peers. Learning that high-performing clinicians and systems can achieve approximately 20 minutes asks a much more useful question: what would have to change to close that gap?

The same concept applies to clinical care. An asthma corticosteroid benchmark of 97.8% is not an aspirational number invented by a committee. It reflects performance that clinicians in actual emergency departments have demonstrated.

ABCs therefore occupy a useful space between two imperfect targets:

“Be average” ← Achievable excellence → “Be perfect.”

A Benchmark Is a Starting Point, not a Report Card

There are important limitations. The PECARN Registry sites are predominantly pediatric centers, along with affiliated community sites. They do not represent the general EDs that care for most children nationally. Differences in pediatric volume, staffing, resources, geography, and pediatric readiness may affect whether a particular benchmark is immediately attainable in another setting. The study also relies on electronic health record data. Documentation does not always represent care, and EHR-derived measures cannot capture every element of clinical judgment or patient outcome.

These benchmarks therefore should not be interpreted as universal thresholds separating “good” from “bad” EDs, or good from bad clinicians. They are something more useful: empirical targets showing what high-performing clinicians and systems have demonstrated is possible.

The Bottom Line

Emergency medicine has no shortage of quality measures. What has often been missing is a meaningful answer to the question, “What should our target be?” This article provides one approach. By deriving benchmarks from high performers across more than 5.3 million pediatric ED encounters, the study team moves the target away from both average performance and theoretical perfection and toward achievable excellence.

For clinicians and ED leaders, the most useful question may not be whether your department meets every benchmark tomorrow. Instead, look at the measures where your performance differs most from what high-performing clinicians have already demonstrated. Determine which gaps are driven by individual practice and which are driven by systems. Then ask: What is keeping excellent care from becoming our usual care?

References

  1. Alpern ER, Ramgopal S, Olsen CS, et al; PECARN Registry Study Group. Achievable benchmarks of care in pediatric emergency departments. JAMA Netw Open. 2026;9(5):e2613391. PMID: 42154467. doi:10.1001/jamanetworkopen.2026.13391
  2. Woods JM. What excellent care looks like: new benchmarks. Pediatric Emergency Care Applied Research Network (PECARN). Published June 23, 2026. https://pecarn.org/pecarn_news/what-excellent-care-looks-like-new-benchmarks/
By |2026-10-14T23:51:32-07:00Oct 15, 2026|Administrative, Pediatrics|

The Discharge Severity Index: Early Research on ED Readmission Risk Assessment

discharge severity index DSI

From Triage to Discharge: As an emergency medicine clinician, you’ve likely become comfortable using the Emergency Severity Index (ESI), a critical tool helping triage patients entering the ED. But what happens when these patients leave your care? How can we anticipate who might need extra support to avoid readmission?

Let’s discuss why ED discharge risk stratification matters, the landscape of existing tools, and introduce a new effort called the Discharge Severity Index (DSI), in the context of this evolving conversation.

History of Emergency Severity Index (ESI)

As emergency medicine clinicians, we’ve all become comfortable with using the ESI. It’s simple, intuitive, and has revolutionized triage since its introduction in the late 1990s. ESI stratifies our incoming patients quickly and reliably based on anticipated resource needs and hospitalization risks, making it easy to decide who gets seen first. Over the years, ESI has gone through multiple iterations to better reflect evolving clinical priorities, workflows, and patient populations [1–4]. It became a living tool that is as dynamic and adaptive as emergency care itself.

However, as powerful as ESI is, it addresses only half the equation: what happens when patients arrive. But what about when they leave?

Discharge: More than a Binary Decision

Currently, ED discharge is largely treated as a binary decision—admit or discharge. But think about admissions: we never treat admissions as simple “yes/no” decisions. Patients can go to observation, a floor bed, step-down units, or the ICU. Each has varying resource needs and follow-up intensities. So why don’t we apply this nuanced thinking to discharge?

ED discharges aren’t straightforward. Almost 14% of patients discharged from EDs return within 30 days, often due to issues that could be preventable with better follow-up [5]. Many face barriers like misunderstanding discharge instructions, inadequate social support, and difficulty accessing outpatient care. We have powerful new follow-up tools available (e.g., nursing callback programs, telehealth, remote patient monitoring) but we often lack a clear, systematic way of figuring out which patients truly need them.

Existing Tools and Their Limitations

Multiple scoring systems have attempted to predict post-discharge adverse outcomes. Some prominent examples include:

  • LACE Score:
    • Length of stay
    • Acuity of admission
    • Comorbidities
    • Emergency visits
  • HOSPITAL Score:
    • Hemoglobin level
    • Oncology diagnosis
    • Sodium level
    • Procedure during hospitalization
    • Index admission type
    • Admissions in previous year
    • Length of stay

Yet, many of these tools weren’t specifically designed for the ED population. Our recent scoping review highlighted significant variability, limited ED-specific validation, and complexity that can hinder practical use [6].

Introducing the Discharge Severity Index (DSI): An Early-Stage Tool

Recognizing this gap, our team developed the DSI, an initial attempt at ED-specific discharge risk stratification. The idea behind DSI is to use straightforward, quickly accessible ED data points to identify patients who might benefit from enhanced follow-up.

Our single-center retrospective study analyzed ED visits, dividing the data into the derivation (75%) and validation (25%) cohorts [7]. We attempted to stratify risk based on the DSI score and measuring their 7-day readmission rates.

Our DSI score was calculated using 5 key clinical factors (0=lowest risk, 7=highest risk):

  1. Age > 65 years = 1 point
  2. Heart rate at discharge > 100 bpm = 1 point
  3. Oxygen saturation at discharge < 96% = 1 point
  4. Length of ED stay > 3 hours = 2 points
  5. Active medications > 5 during hospital stay = 2 points

Here’s what we found:

DSI Level Score 7-day Approximate Readmission Risk
1 (highest risk) 6-7 5%
2 5 4%
3 3–4 3%
4 1–2 1%
5 (lowest risk) 0 <0.5%

A patient scoring a DSI 1 might benefit from immediate follow-up with telehealth, home health visits, and/or increased outpatient support. Conversely, a DSI 4 or 5 patient might safely manage standard outpatient care with minimal risk.

How is DSI Different Existing Scoring Systems?

Unlike the LACE or HOSPITAL scores, the DSI was built specifically for the ED context. It uses data readily available at discharge, allowing rapid identification of patients who may require more intensive post-discharge follow-up. It’s meant for nursing or automated tools to assign this to the patient, without requiring more provider resources.

But, let’s be clear: the DSI is not perfect. We intentionally started simple (similar to how ESI began) to get people thinking about stratifying discharge risks. For instance:

  • Length of Stay (LOS): Right now, LOS includes waiting room times, boarding delays, and other systems-level issues, making it an imperfect measure of medical complexity.
  • Vital Signs at Discharge Only: Using only discharge vitals doesn’t account for patients who had unstable earlier vitals during their ED stay.
  • Missing Comorbidities: The current DSI doesn’t explicitly factor in comorbidities or past medical history, which we know affect patient outcomes.

Why This Matters to You

It’s important to grasp the complexity behind discharge decisions just as clearly as they understand triage. Discharge isn’t simply sending patients home; it’s anticipating what happens next and appropriately preparing patients to succeed.

Implementing structured discharge risk stratification not only supports better clinical outcomes but also helps teach clinicians to think about care beyond the ED walls. With more accurate identification of high-risk patients, residents can be better prepared to integrate innovative follow-up resources into patient care.

Where do we go from here?

The DSI represents an early, evolving concept. We don’t expect it to be adopted widely and imminently. Rather, we hope it sparks a broader conversation similar to the early years of the ESI. ESI began as a simple triage tool and matured through iterative development, field testing, and adaptation across varied ED environments. It became more robust, nuanced, and integrated into daily clinical operations over time. We envision a similar trajectory for the DSI.

Future iterations of the DSI will undoubtedly incorporate additional clinical variables, operational data, and even social determinants of health. But before we get there, the next step is clear: we must operationalize the DSI and test it in multiple real-world settings. Its utility must be validated not just in theory or retrospective data, but in the dynamic, complex ecosystem of actual emergency departments.

We encourage EM educators and residency programs to join us in refining the conversation about ED discharge stratification.

Whether it’s integrating DSI into discharge planning discussions, piloting it during teaching rounds, or evaluating it in post-discharge follow-up workflows, there is now an opportunity to take this idea from concept to practice for the benefit of our patients.

Let’s build upon this first step, creating tools that are practical, teachable, and clinically meaningful. Together, we can ensure that the decision to discharge is just as thoughtful, nuanced, and patient-focused as the decision to admit.

References

  1. Wuerz RC, Milne LW, Eitel DR, Travers D, Gilboy N. Reliability and validity of a new five-level triage instrument. Acad Emerg Med 2000;7(3):236–42.
  2. Wuerz RC, Travers D, Gilboy N, Eitel DR, Rosenau A, Yazhari R. Implementation and refinement of the emergency severity index. Acad Emerg Med 2001;8(2):170–6.
  3. Eitel DR, Travers DA, Rosenau AM, Gilboy N, Wuerz RC. The emergency severity index triage algorithm version 2 is reliable and valid. Acad Emerg Med 2003;10(10):1070–80.
  4. Elshove-Bolk J, Mencl F, van Rijswijck BTF, Simons MP, van Vugt AB. Validation of the Emergency Severity Index (ESI) in self-referred patients in a European emergency department. Emerg Med J 2007;24(3):170–4.
  5. Characteristics of 30-Day All-Cause Hospital Readmissions, 2016-2020 [Internet]. [cited 2025 Jul 7].
  6. Jaffe TA, Wang D, Loveless B, et al. A Scoping Review of Emergency Department Discharge Risk Stratification. West J Emerg Med 2021;22(6):1218–26. PMID 34787544
  7. Kijpaisalratana N, El Ariss AB, Balk A, et al. Development and validation of the discharge severity index for post-emergency department hospital readmissions. Am J Emerg Med. 2025;94:125-132. doi:10.1016/j.ajem.2025.04.045. PMID 40288325
By |2025-08-09T13:19:36-07:00Aug 14, 2025|Administrative, Beyond the Abstract|

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