Emergency Department - Hospital Compare Data as of October 2017

Emergency Department - Hospital Compare Data as of October 2017

More recent data is also available reporting discharges from October 2016 through September 2017.


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Created
new Rapid Assessment Team for faster triage;  team educated on visual metrics (Computer Tracking System) with emphasis on patient status changes. Implementation of
hospital-wide throughput committee with key departments working on reducing turnaround times to improve overall throughput. When at capacity, the hospital ensures that ED or Inpatient
Nurses are responsible for providing care for all patients that are boarding in the ER (waiting for an Inpatient bed).  NBH
has begun construction on a brand new ED providing 28 beds; which will be completed in December 2017. Phase 2 will provide an
additional 15 bed observation unit that will provide more flexibility to Inpatient admissions. A throughput committee has been developed to reduce ED times. Also, a ZIP process has been newly implemented to move patients with specific symptoms from the ED to the hospital floors and reduce waiting times. A team is also being led by the Director of Nursing to improve hospital-wide turnaround times. Created admission units to move patients out of the ED to
increase patient flow Implementation of bridge orders by ED physicians.
Teletracking monitoring and updating attribute forms in a timely manner. Initiation of admission orders within one hour of
status change to inpatient The ED team has been
educated on Visual Metrics (Computer Tracking System);patient status changes are reviewed to optimize patient throughput. When at capacity, the hospital ensures that ED or Inpatient Nurses are responsible for providing care for all patients that are boarding in the ER (waiting for an Inpatient bed).  NBH is currently under construction building a brand new ED providing 28 beds; which will be completed in December 2017. Phase 2 will provide an additional 15 bed observation unit that will provide more flexibility to Inpatient admissions; which is planned for completion in May 2018. Created admission units to move patients out of the ED to
increase patient flow. Teletracking monitoring and updating
attribute forms in a timely manner. Hospital wide plan to implement an admission holding unit for
patients waiting for a bed. The Rapid
Assessment Team addresses patient triage more quickly.  A Fast Track Area provides additional access for patients and to improve patient flow. Daily
nursing communication & education; P.A. in Triage to initiate orders. Patients treated 'vertically' in
waiting room as appropriate. ED Expansion will be finalized within 2 weeks.  Daily reporting of throughput measures within department. New ED will have a new results pending area for lower acuity patients.  Positions have been opened to staff a 4
bed admission unit, which will free up additional ER beds for patient evaluation and treatment.  Additional
medical staff hours have been added. The charge nurse role has been modified to allow more time to address ER volume. Created admission units to move patients out of
the ED to increase patient flow. Increased the utilization of standardized nursing protocol orders for initiation of patient evaluation and care prior to evaluation by a physician. Implementation of direct bedding and vertical bed area. Education
of team members to remove patients from tracking board in a timely manner. ED coordinator monitors discharge orders. Implemented new Smart Track model with
physician present in triage.  Times are tracked and presented daily to the team as well as Administration. Emergency Department is in final stage of facility
update/expansion for improved flow. Patients bypass the triage area and placed directly into the patient care area whenever
open beds are available. Lower acuity patients triaged and seen quicker using a designated Reporting daily metrics on key quality measures.  Physician staffing has been increased. Positions
have been opened to staff a 4 bed admission unit, which will free up additional ER beds for patient evaluation and
treatment.   Additional medical staff hours have been added.  The charge nurse role has been modified to allow more time to address ER volume. Created admission units to move patients out of the ED to increase
patient flow Implemented a direct bedding process where staff move patients to treatment rooms as soon as possible, which may include doing registration at the patient's bed. Implementation of direct bedding and vertical bed area. New protocol implemented for Triage Nurse in
coordination with the Triage Physician,  to administer pain medication as soon as seen in Triage. Triage to work on process to identify patients with broken bones and
notify PA so pain medication can be ordered.  Daily metrics are being reported and initiative to decrease door to doc time is
in effect. Patients are asked if they want pain medication: if yes, patient receives the ordered medication within 30 minutes of arrival. If no, documentation of refusal is entered in the chart. Implemented triage protocols to address pain management and improve patient throughput. Implemented a direct bedding process to get the patient to doctor in a timely manner. A new pre-hospital stroke alert process has recently been implemented.  Emergency Medical Service (EMS) providers provide notification when a stroke is recognized in the field.  Upon hospital arrival, a rapid assessment by the ED physician is preformed, and if appropriate, the patient  is transported directly to the CT scanner, bypassing the ED bed,  for initial neurologic examination and brain imaging.