VA hospital admission wait times across the US in 2014

Abstract: VA hospital admitting waiting times have become a political issue in the U.S., as the number of veteran patients experiencing delays has increased over time. The data show that overall VA admission waiting times are not actually that different from other non-VA hospitals.   The data also show that VA wait time problems with delays tend to be concentrated in a fraction of the main hospitals across the US are worrisome. The data also suggest that while VA hospitals have been adjusting their supply of health services to local conditions (mainly related to the age and economic profile of patients), the influx of a large veteran population requiring treatment in primary care or mental health treatment is creating delays.

A preliminary review of the data by Dwight Steward, Ph.D. and Peter Cleary, Ph.D.  is discussed below.

Extent of the problem

VA hospital waiting times for admission across the US are under fierce discussion. Overall, waiting times are not alarmingly high: out of six million appointments scheduled in May 2014, 96% of patients could visit a doctor within 30 days. That is slightly less than a quarter million of patients had to wait for more than a month to get an appointment at a hospital. Performance is not evenly distributed across hospitals. The wait time problem tends to be concentrated in 15 out of the 141 VA hospitals, where more than eight per cent of patients have to wait more than 30 days (Figure 1).

Waiting times

The major issue for VA patients is getting enrolled into the health system. Waiting times are significantly higher for new patients in primary, specialty or mental health care.  In specialty care, new patients have to wait a full 45 days more than the established patients. The difference is 40 days for primary care, and a bit less (32 days) for mental health care.

A few hospitals have extremely long waiting times. For primary or speciality care, an appointment could take up to 5 months. The worst VA hospital performer in mental health care required a little more than 3 months to schedule an appointment. The bulk of established patients would be treated in 4 to 5 days for primary health or specialty care, and even within as little as 2 days in mental health care. For newly enrolled patients, the situation is more dramatic, as the bulk of patients is getting an appointment in just a bit less than 2 months in primary health or specialty care, and in 38 days for mental health care.

External factors

The data indicate that VA hospital waiting times depend on a number of factors. There is no evidence that waiting times depend much on the total number of appointments taken by patients. Hence, hospitals that are receiving many requests are not more inclined to put patients on longer waiting lists. Instead, it seems that a couple of external factors can explain the length of average waiting times.

Some VA hospitals may be faced with more patients than others due to the composition of the population to which they cater health services. For instance, an older population with few economic resources might be prone to illness, and require more care. US states with many military bases might also impact the number of veterans a hospital might need to prepare care for.

VA hospital waiting times for established patients are significantly lower in states with a larger presence of older and poorer people. VA hospitals in those states appear to be able to cope with the larger demand for health services. States with a larger fraction of the labor force employed in the armed forces also have significantly lower waiting times, suggesting that hospital capacity is better built out in those states with more of a military presences. By contrast, a larger fraction of the population with low education is associated with longer waiting times. The findings are quite similar for all three types of health care.

For newly enrolled VA patients, the external factor that is related to their waiting times is the fraction of veterans on the population.. That is the more veterans there are, the longer waiting times for primary or mental health care new patients. VA hospitals appear to adjust their staffing to population characteristics, but less so to the new influx of veterans requiring treatment.

The STATA programs and data used in this preliminary analysis are accessible from the directorybelow.

http://www.employstats.com/project_data/VA/

STATA code:

This file does the analysis for Elance14
* last update: 14/7/2014 17h00

 
*----------------------------------------------------------------------------------------------------------------
*log close
log using /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/results140714d.log, replace
use "/Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/Elance14.dta", clear
set more off

*----------------------------------------------------------------------------------------------------------------
* DATA

*
* creation of categories
*tabstat vet, stats(mean max min sd variance semean)
summarize appoint
gen dumapp = 0
replace dumapp = 1 if appoint>r(mean)

summarize vet
gen dumvet = 0
replace dumvet = 1 if vet>r(mean)

summarize disab
gen dumdisab = 0
replace dumdisab = 1 if disab>r(mean)

summarize medage
gen dummedage = 0
replace dummedage = 1 if medage>r(mean) 

summarize loweduc
gen dumloweduc = 0
replace dumloweduc = 1 if loweduc>r(mean) 

summarize higheduc
gen dumhigheduc = 0
replace dumhigheduc = 1 if higheduc>r(mean)

summarize white
gen dumwhite = 0
replace dumwhite = 1 if white>r(mean)

summarize foreign
gen dumforeign = 0
replace dumforeign = 1 if foreign>r(mean)

summarize labforce
gen dumlabforce = 0
replace dumlabforce = 1 if labforce>r(mean)

summarize unempl
gen dumunempl = 0
replace dumunempl = 1 if unempl>r(mean)

summarize armed
gen dumarmed = 0
replace dumarmed = 1 if armed>r(mean)

summarize meanwage
gen dummeanwage = 0
replace dummeanwage = 1 if meanwage>r(mean)

summarize ssincome
gen dumssincome = 0
replace dumssincome = 1 if ssincome>r(mean)

summarize poverty
gen dumpoverty = 0
replace dumpoverty = 1 if poverty>r(mean)

summarize age60
gen dumage60 = 0
replace dumage60 = 1 if age60>r(mean)

/*
* statistics of time (overall)
tabstat avgnewp, stats(mean max min sd variance semean)
tabstat avgnews, stats(mean max min sd variance semean)
tabstat avgnewm, stats(mean max min sd variance semean)

tabstat avgestp, stats(mean max min sd variance semean)
tabstat avgests, stats(mean max min sd variance semean)
tabstat avgestm, stats(mean max min sd variance semean)

* t test

ttest avgnewp == avgestp
ttest avgnews == avgests
ttest avgnewm == avgestm

*----------------------------------------------------------------------------------------------------------------
* BASIC STATISTICS

* histogram of average waiting times
foreach nser in avgnewp avgnews avgnewm avgestp avgests avgestm {
histogram `nser', start(0) frac addl mlabsize(minuscule) mlabangle(90) normal
graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/hist_`nser'.pdf, replace
}



* histogram of average waiting times, overlay with fraction of different categories
foreach ser in avgnewp avgnews avgnewm avgestp avgests avgestm {
twoway (histogram appoint, start(0) frac color(blue)) ///
       (histogram `ser', frac start(0) ///
	   fcolor(none) lcolor(black)), legend(order(1 "appoint" 2 "avg" ))
	   graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/H_appoint_`ser'.pdf, replace
}

/*
* histogram of Adjudication Active Time, plot for different categories
graph bar (sum) avgnews , over(appoint) asyvars stack legend(order(1 "AA time with denial=0" 2 "AA time with denial=1" 3 "AA time with denial=2" 4 "AA time with denial=3" 5 "AA time with denial=4"))
graph export /Users/peterclaeys/Documents/FORUM/EMTAN/Files/Elance/Elance8/B_aat1_rfe_denial.pdf, replace
*/

* ANOVA test for difference in mean of aat1 by different characteristics

foreach ser in avgnewp avgnews avgnewm avgestp avgests avgestm {
anova `ser' appoint 
anova `ser' dumvet
anova `ser' dumdisab
anova `ser' dummedage
anova `ser' dumwhite
anova `ser' dumloweduc
anova `ser' dumhigheduc
anova `ser' dumforeign
anova `ser' dumlabforce
anova `ser' dumunempl
anova `ser' dumarmed
anova `ser' dummeanwage
anova `ser' dumssincome
anova `ser' dumpoverty
anova `ser' dumage60
}
*/
*----------------------------------------------------------------------------------------------------------------
* Regression analysis
		
		*** DURATION MODEL
		
		foreach ser in `ser' avgnewp avgnews avgnewm avgestp avgests avgestm {
		di " ----------------------------------------------- " `ser' 
		stset `ser'
		stdes
		
		sts graph
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'.pdf, replace
		sts test dumapp, logrank
		streg appoint vet medage loweduc armed ssincome poverty, dist(exp) nohr
		/*
		sts graph
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'.pdf, replace
		
		sts graph, by(dumvet)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_vet.pdf, replace
		
		sts graph, by(dumdisab)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_disab.pdf, replace
		
		sts graph, by(dummedage)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_medage.pdf, replace
		
		sts graph, by(dumwhite)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_white.pdf, replace
		
		sts graph, by(dumloweduc)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_loweduc.pdf, replace
		
		sts graph, by(dumhigheduc)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_higheduc.pdf, replace
		
		sts graph, by(dumforeign)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_foreign.pdf, replace
		
		sts graph, by(dumlabforce)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_labforce.pdf, replace
		
		sts graph, by(dumunempl)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_unempl.pdf, replace
		
		sts graph, by(dumarmed)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_armed.pdf, replace
		
		sts graph, by(dummeanwage)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_meanwage.pdf, replace
		
		sts graph, by(dumssincome)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_ssincome.pdf, replace
		
		sts graph, by(dumpoverty)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_poverty.pdf, replace
		
		sts graph, by(dumage60)
		graph export /Users/peterclaeys/Documents/FORUM/PROJECTS/2014/Elance14/STS_`ser'_age60.pdf, replace
		
		* test
		sts test dumvet, logrank
		sts test dumdisab, logrank
		sts test dummedage, logrank
		sts test dumwhite, logrank
		sts test dumloweduc, logrank
		sts test dumhigheduc, logrank
		sts test dumforeign, logrank
		sts test dumlabforce, logrank
		sts test dumunempl, logrank
		sts test dumarmed, logrank
		sts test dummeanwage, logrank
		sts test dumssincome, logrank
		sts test dumpoverty, logrank
		sts test dumage60, logrank
		*/
		* regression
		*streg vet disab medage white loweduc higheduc foreign labforce unempl armed meanwage ssincome poverty age60, dist(exp) nohr
		streg vet medage loweduc armed ssincome poverty, dist(exp) nohr
		*streg vet disab, dist(exp) nohr
		}
		/*
		di " %saving estimates in: ...FORUM/PROJECTS/2014/Elance14/results_project_xx0714.xls"
		xml_tab aat01 aat02 aat03 aat04 ///
		using "/Users/peterclaeys/Documents/FORUM/EMTAN/Files/Elance/Elance8/results_project_260514b.xls", tstat below append sheet("results") stats(N r2_a F)
		estimates drop *
		*/
*----------------------------------------------------------------------------------------------------------------
log close

 

4 largest California MSAs see decrease in job openings for September

All 4 of the largest MSAs (metropolitan statistical areas) in California experienced a decrease in job openings for the month of August.

Los Angeles-Long Beach-Santa Ana

The Los Angeles-Long Beach-Santa Ana MSA experienced a decrease of 24,282 job openings in September 2014, a -17.73% change from August 2014.

Month Total Openings Percent Monthly Change Percent Yearly Change
Oct-13 116,232 7.74 -3.08
Nov-13 99,534 -14.37 -3.08
Dec-13 94,076 -5.48 -3.08
Jan-14 113,912 21.09 -3.08
Feb-14 108,563 -4.7 -3.08
Mar-14 110,825 2.08 -3.08
Apr-14 137,352 23.94 -3.08
May-14 129,540 -5.69 -3.08
Jun-14 129,782 0.19 -3.08
Jul-14 137,333 5.82 -3.08
Aug-14 136,939 -0.29 -3.08
Sep-14 112,657 -17.73 -3.08

San Francisco-Oakland-Fremont

The San Francisco-Oakland-Fremont MSA experienced a decrease of 10,642 job openings in September 2014, a -15.38% change from August 2014.

Month Total Openings Percent Monthly Change Percent Yearly Change
Oct-13 58,926 8.92 -0.61
Nov-13 50,552 -14.21 -0.61
Dec-13 47,699 -5.64 -0.61
Jan-14 57,523 20.59 -0.61
Feb-14 55,345 -3.79 -0.61
Mar-14 56,460 2.01 -0.61
Apr-14 69,647 23.36 -0.61
May-14 65,783 -5.55 -0.61
Jun-14 66,213 0.65 -0.61
Jul-14 69,790 5.4 -0.61
Aug-14 69,209 -0.83 -0.61
Sep-14 58,567 -15.38 -0.61

Riverside-San Bernardino-Ontario

The Riverside-San Bernardino-Ontario MSA experienced a decrease of 11,906 job openings in September 2014, a -22.93% change from August 2014.

Month Total Openings Percent Monthly Change Percent Yearly Change
Oct-13 43,869 6.87 -8.78
Nov-13 37,771 -13.9 -8.78
Dec-13 35,578 -5.81 -8.78
Jan-14 42,940 20.69 -8.78
Feb-14 40,977 -4.57 -8.78
Mar-14 41,811 2.03 -8.78
Apr-14 51,583 23.37 -8.78
May-14 48,935 -5.13 -8.78
Jun-14 49,141 0.42 -8.78
Jul-14 52,360 6.55 -8.78
Aug-14 51,924 -0.83 -8.78
Sep-14 40,018 -22.93 -8.78

 San Diego-Carlsbad-San Marcos

The San Diego-Carlsbad-San Marcos MSA experienced a decrease of 7,664 job openings in September 2014, a -15.64% change from August 2014.

Month Total Openings Percent Monthly Change Percent Yearly Change
Oct-13 41,147 8.09 0.48
Nov-13 35,358 -14.07 0.48
Dec-13 33,336 -5.72 0.48
Jan-14 40,242 20.72 0.48
Feb-14 38,895 -3.35 0.48
Mar-14 39,795 2.31 0.48
Apr-14 48,989 23.1 0.48
May-14 46,354 -5.38 0.48
Jun-14 46,681 0.71 0.48
Jul-14 49,258 5.52 0.48
Aug-14 49,007 -0.51 0.48
Sep-14 41,343 -15.64 0.48

Source: BLS

All major MSAs experienced decrease of job openings from August to September

Each major MSA (metropolitan statistical area) in the United States experienced a decrease in the number of total job openings from August 2014 to September 2014. Of all the major MSAs during this span, the New York-Northern New Jersey-Long Island MSA had the largest number of total openings for September, while the Ocean City MSA had the smallest decrease in job openings.

Month MSA Total Openings New Openings
Sep-14 New York-Northern New Jersey-Long Island, NY-NJ-PA 164,748 -32,386
Sep-14 Ocean City, NJ 1,978 -425

Source: BLS

Texas and Eagle Ford Shale rig counts rise while US’ falls from September to October

The U.S. rig count was 1,929 in October 2014, down from 1,931 in September 2014; Texas rig count was 901 in October 2014, up from 896 in September 2014; The Eagle Ford Shale rig count was 211 in October 2014, up from 207 in September 2014.

us_rig_2014_010

texas_rig_2014_010eagle_rig_2014_010

Source:Baker Hughes

California RN’s, PA’s, and therapists see decrease in job openings from August to September

healthcare

The number of job openings in California for nurses, therapists, and physician assistants decreased from 16,994 in August 2014 to 16,537 in September 2014. The searcher-to-job opening ratio also decreased from 1.90 to 1.24 in the same span.

nurse_2014_09

Source: BLS

Image source: http://pediatric-nurse-practitioners.blogspot.com/2012/12/top-5-cardiac-care-nursing-jobs-for-we.html

Household services for males and females living in Mexico

Everyone knows that people do more than work for pay.  In an injury or death case, it is common for plaintiffs to assert that they have been economically harmed because the  injured or deceased person can no longer provide household services.  Household services include activities such as mowing the lawn, taking care of the household, etc.

Below are some rough tabulations for the number of households services (in hours) performed for males and females residing in Mexico. The data is obtained from the Mexican Time Use Survey.  Generally females spend substantially more time on household production activities.

For males:

inside_hwork 1.27
foodprep 2.95
petandhome 1.58
hhmanagement 1.08
shopping 1.18
obtain_services 0.05
travel_hhactivity 0.05

For females:

 

inside_hwork 12.91
foodprep 14.68
petandhome 1.55
hhmanagement 1.2
shopping 2.12
obtain_services 0.09
travel_hhactivity 0.17

 

Texas innovation job openings decreased from August to September

innovation

The number of job openings in Texas for “Innovation Type Jobs” decreased from 12,762 in August 2014 to 12,534 in September 2014. The searcher-to-job opening ratio also decreased from 0.94 to 0.75 in the same span.

Innovation jobs definition: http://www.employstats.com/blog/2014/09/26/1233/

innovation_2014_09

 

Source: BLS

Image source: http://www.americas.gecapital.com/insight-and-ideas/capital-perspectives/innovation-secrets-of-steve-jobs

Time clock rounding analysis in wage and hour/FLSA case example

 

(Work in progress…)

An example of a time clock rounding analysis in a wage and hour case.  In this case, we describe a case example involving a large mid western employer.  The data utilized in this analysis is the time data received for the February 28, 2003 to December 18, 2011 time period.  The data contained 66,452 records.

In this wage and hour time rounding case the defendant and plaintiff disagree on a number of key data issues.  One party states, that in his analysis “all 66,452 shifts described in the data set were considered.”  The other party states that this statement is completely incorrect use of the data in this case.  First and foremost, they argue that there are 13,877 records which do not have any rounded time entries or punch time entries.  It appears as though one party utilized these records in his calculations of percentage

In those records where there are no time entries, the record would appear to have neutral rounding (that is, blank compared to blank).  Including these records in the data artificially increases the number of neutral rounding.  One party argues that this is especially problematic because the opposing expert includes the neutral rounding in with the rounding in one party’s favor, which distorts the results.

Second, parties argue that there are an additional 7,089 records with inappropriate pay code names that should not be included in the meal or rounding analyses. These codes have duplicate entries of the time data, no hours paid, or have $0 associated with them in the pay data.

Third, further analysis showed that there are an additional 8,245 records that have duplicate entries for the start time, end time, and punch times from other records on the same days. These records also contain paid hours that would need to be included in determining the total number of hours paid in a particular day.  For these records, the number of hours paid should be included in the total number of hours paid for that day.  However, the parties argue the rounded time and actual time worked should not include the duplicated time records for these days.

After the three cuts described above, one side argues that the remaining 35,000 or so records are the appropriate starting point for the analysis. The parties argue that utilizing the data cuts results in drastically different results in the time clock rounding analysis.

  1.  Definitions:
    1. Total rounded time is calculated from the start and end times in the data. Total actual time is calculated from the punch in and out times in the data.  The amount of time that was rounded is calculated by comparing the rounded time to the actual time worked.
    2. The percent of punch sets with time gained is the number of instances where the punch set showed a rounding in the employees’ favor, divided by the total number of punch sets. Whereas the percent of punch sets with time lost is the number of instances where the punch set showed a rounding in the employers’ favor, divided by the total number of punch sets.
    1. Time gained due to rounding is the total amount of time rounded in instances where the punch set showed a rounding in the employees’ favor. Time lost due to rounding is the total amount of time rounded in instances where the punch set showed a rounding in the employers’ favor.  Net time gained / lost due to rounding is the sum of time gained and time lost.

Calculating FLSA overtime (OT) and total compensation owed

Calculating OT correctly for non-exempt employees can be complicated.  The complication often revolves around the fact that there is one definition of a overtime rate but there are multiple ways to calculate the total overtime and straight time compensation owed to an employee.  If the underlying components of the OT computation are correctly calculated then the different methodologies should yield equivalent total compensation amounts .

Background

Under FLSA, non-exempt employees are paid OT at a rate of one and half times the regular rate.  The regular rate of pay is based on the individuals total compensation, which includes the employee’s base rate of pay and certain bonuses and  total hours worked in the work week.  Generally, under FLSA OT is paid on all hours above 40 in a work week.

The FLSA does not explicitly define a work week(http://biznik.com/articles/department-of-labor-approves-9-day-work-schedule-w-o-overtime.)  For some employees a work week is typically defined as a 7-day Sunday to Saturday time period.  For some job positions, like fire fighters and employees on alternative week schedules the employers overtime rate calculation is based on a different work week schedule.   The 9-80 work week is an example of a compressed work week schedule. ( http://www.wage-hour.net/post/2012/05/26/What-Is-A-980-Pay-Plan.aspx)  Under the compressed work week the employee works 9 days in a two week period but not more than 40 hours in either workweek. According to Fisher Phillips:

Under a typical 9/80 arrangement, the non-exempt employee works four 9-hour days, followed by an 8-hour workday day that is split into 4-hour portions by the mid-day ending of the first workweek, and then works four more 9-hour days in the second workweek.  The key is that the employee’s workweek ends during the 8-hour workday, causing the first four hours worked that day to fall into one workweek and the remaining four hours worked that day to fall into the next workweek.  In this way, the employee’s hours worked in each workweek do not exceed 40.

There are certain conditions that the employer must meet to be able to switch to a compressed work week.

Law enforcement and fire protection employees also typically have a different work week.  (http://www.dol.gov/whd/regs/compliance/whdfs8.pdf).  For these employees,

A “work period” may be from 7 consecutive days to 28 consecutive days in
length. For work periods of at least 7 but less than 28 days, overtime pay is required when the number of hours worked exceeds the number of hours that bears the same relationship to 212 (fire) or 171 (police) as the number of days in the work period bears to 28.

In certain states, like California, individuals are paid OT on the hours above 8 worked in a day.  In California, individuals are generally paid double time or 2 times their regular rate of pay, on hours worked in excess of 12 in a day. There is no provision for double time under the FLSA.

In California, employers may adopt what are known as Alternative Work Week Schedules that define a workweek differently from the standard 7 day time period or 5 day, 40 hour week from Monday to Friday.  Before adopting an alternative work week schedule the employer must meet certain criteria and the alternative work week must be approved by the employees in an election.  Alternative work week schedules include 4/40, 8/80 and 9/80.  (http://www.calhr.ca.gov/employees/pages/alternate-work-week-policy.aspx)

This site provides a database of the Alternative Work Week adoptions for the State of California. http://www.dir.ca.gov/databases/oprl/DLSR-AWE.html.  See also http://www.calpeculiarities.com/2013/05/29/tired-of-the-9-5-grind-consider-an-alternative-workweek-schedule/