Woman waited 11 hours at Wellington Hospital’s emergency department, was not seen by doctor

by Rachel Morgan News Editor

Health New Zealand has issued an apology to a woman who experienced an 11.5-hour wait at Wellington Hospital’s emergency department without being seen by a physician. The incident occurred on December 1st, a day the agency described as one of the busiest in recent years for the hospital.

Overwhelmed Emergency Department

The woman, who has asked to remain anonymous, sought treatment for severe abdominal pain and fever after receiving advice from Kenepuru Hospital to go to Wellington Hospital. Arriving at approximately 12:30 pm, she was initially assessed by a triage nurse. Throughout her extended wait, she repeatedly sought pain medication from the triage staff.

Did You Know? On December 1st, Wellington Hospital’s emergency department reached 256 percent occupancy at its peak.

After several hours, blood tests were taken, but her pain persisted. Becoming “visibly upset” and “frustrated” after ten hours, she inquired about her results. She ultimately left with her husband shortly after 2:00 am, after being informed that admission wasn’t immediately possible due to a lack of available space.

The woman’s condition worsened the following day during a work trip to Christchurch, leading to vomiting and a transfer via ambulance to Christchurch Hospital for further testing, including CT scans and additional blood work. She noted a difference in communication and efficiency between the two hospitals.

Hospital Acknowledges Strain

In a response to the woman’s formal complaint, Julia Mitchell, operations manager for the ED, apologized for the lengthy wait, stating it did not meet the hospital’s standards of care. Mitchell explained that the ED reached 145 percent occupancy upon the woman’s arrival, escalating to 256 percent later in the day. She added that a lack of available inpatient beds further contributed to the delays.

Expert Insight: Emergency department overcrowding is a complex issue, often stemming from a combination of factors including limited hospital beds, staffing shortages, and increasing patient demand. The situation described highlights the critical need for systemic solutions to improve patient flow and access to timely care.

Health New Zealand aims to have 95 percent of patients admitted, discharged, or transferred from emergency departments within six hours by 2030. However, Capital and Coast, which includes Wellington Hospital, currently achieves this target only 50 percent of the time, making it the second-worst performing ED in the country.

A Cabinet Paper from last year indicated that Wellington ED’s current layout is inadequate to meet demand, with one in ten patients foregoing a clinician’s assessment and one-third being treated in corridors. A major upgrade to the hospital, including a new emergency department and 126 additional beds, was announced last June.

Jamie Duncan, group director of operations for Capital Coast & Hutt Valley, stated that the hospital had not experienced the same levels of occupancy by mid-December. He confirmed the woman was triaged and given pain relief, and reiterated the hospital’s commitment to prioritizing patients based on clinical need.

Frequently Asked Questions

What was the patient’s triage code?

The patient was given a triage code of 3 due to pain, but her vital signs were normal, according to Health NZ.

What is Health New Zealand’s six-hour target?

Health New Zealand’s target is for 95 percent of patients to be admitted, discharged, or transferred from an emergency department within six hours by 2030.

What improvements are planned for Wellington Hospital?

The government announced last June that Wellington Hospital would receive a major upgrade, including a new emergency department and 126 additional beds and treatment spaces.

If conditions remain strained at Wellington Hospital, we could see continued delays in patient care and increased reliance on other regional hospitals. It is also possible that the planned upgrades may be expedited to address the ongoing challenges. Further investment in staffing and improved patient flow processes could also be considered.

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