Research Paper Hca/530 Emergency Department

A huge effect of boarding patients/overcrowding emergency departments is ambulance diversion. It occurs when a hospital ED cannot accommodate any more emergency patients so

A visit to the emergency department (ED) is usually associated with negative thoughts by most people. It creates preconceived images of overcrowded waiting rooms and routine long waits for treatment (Jarousse, 2011). From 1996 to 2006, ED visits increased annually from 90.3 million to 119.2 million (32% increase). During this same time period, the number of EDs has declined by 186 facilities creating the age old lower supply and greater demand concept (Crane & Noon, 2011). There are many contributing factors that have led to an increase in ED visits. A few of these key drivers include lack of primary care access, rising of the uninsured population, dwindling mental health services, and the growing elderly

The emergency department (ED) I worked for was a Level I Trauma Center, so patients were transferred by ambulances, most of whom were in very severe conditions, such as cardio-pulmonary arrest, unconsciousness and multiple trauma. There was no room for patients to choose a hospital. Roughly a third of patients coming to the emergency room (ER) died unfortunately. The other third admitted to the intentional care unit (ICU), and the remains stayed at other wards in the hospital or went back their home in a few days. In the ICU, the patients were laid on the beds that were lined toward walls and separated on the side from their next patients with only roll curtains hanging from the ceiling. Hence, they can

S (situation): Hi, my name Kelsey and I am a nurse in the emergency department. I am calling about Shannon O’Reilly’s most recent laboratory results.

14 million Canadians visit Emergency Departments (ED) every year, and also reported to having the highest use of EDs (Ontario Hospital Association, 2006). ED overcrowding in Canada has become an epidemic. ED overcrowding has been defined as “a situation in which the demand for emergency services exceeds the ability of an (emergency) department to provide quality care within acceptable time frames” (Ontario Ministry of Health and Long Term Care, 2014). This has been an ongoing problem across Canada. Ontario has developed an initiative to reduce ED wait times by implementing a variety of strategies and collaborating with other institutions. This paper describes the Emergency Room National Ambulatory Intuitive (ERNI), an

Outpatient services are medical procedures that do not requires an overnight stay. Outpatient usually cost less because many procedures and tests are done in few hours. The following are the outpatient facilities that I would considered for employment; urgent care clinic, rehabilitation center, and doctor’s office.

St. Vincent’s Medical Center, a 501 bed facility located in Jacksonville, Florida, provides general medical and surgical care to the North Florida Region. St. Vincent’s admits over 26,000 patients annually. The average occupancy rate is approximately 84% with the Emergency Department (ED) peeking at 100% for approximately 4-12 hours daily. The hospital is struggling with availability of bed space. This shortage of available beds creates a bottleneck in the ED on high census days. Bottlenecks are created in the ED when there is a shortage of inpatient beds to place admitted ED patients. Thus, patient flow, or throughput, is becoming more and more important.

The Affordable Care Act will provide health insurance coverage to an expected 32 million people.1 Health care organizations must try to use their current resources competently and capitalize on inpatient bed capacity. Dealing with capacity and high census in hospitals and emergency departments (ED) is a universal problem.1 Hospitals need to enhance their capacity to meet the goal of keeping their doors open at all the times for their patients and community. However, high cost approaches like expanding capacity with more space, staffing, technology and care givers impend the expected bottom line benefits of giving more health services to patients.3

Are you feeling sick or otherwise wondering if your current state of health means that you should go to the hospital? Is your doctor's office closed for the weekend, so you're unable to schedule an appointment? When dealing with the world of medicine, it can sometimes be difficult to know where to turn. Fortunately, if you have an urgent care clinic nearby, they may be just what you're looking for. Here are some services you may not have realized that your local clinic offers:

Visit your local Emergency Room on any given day and you are likely to witness a sort of controlled chaos: nurses, doctors, transporters, patient care technicians, and other ancillary staff members all darting about, attempting to meet the needs of increasingly sick patients in oft-overwhelmed and overpopulated hospitals. All around, various alarms sound. IV pumps signal fluid bags about to run dry. Vital sign monitors ping at differing volumes and intensities, in an electronic demand for staff to mind the out-of-normal-range

Working in the Emergency Department for the past five years I have seen the need for improved health care access. As much as we like to believe that our health care is universal and equal to all, I have seen that this does not ensure that everyone gets the care or the access to care that they need. The geriatric population, people of low Socio economic status and marginalized populations often end up using the Emergency Department because that is how they see they can get the care they need.

The Centers for Disease Control and Prevention (CDC, 2017) notes the following statistics pertaining to Emergency Department (ED) visits in the United States during 2013: (a) number of visits-130.4, (b) number of injury-related visits-37.2 million, (c) number of visits per 100 persons-41.9, (d) number of ED visits resulting in hospital admission 12.2 million, (e) number of ED visits resulting in admission to critical care unit-1.5 million, (f) percent of visits with patient seen in fewer than 15 minutes-29.8%, (g) percent of visits resulting in hospital admission-9.3%, and (h) percent of visits resulting in transfer to a different (psychiatric or their) hospital-2.2%.

Thus, emergency physicians cannot rely on earned trust or on prior knowledge of the patient's condition, values, or wishes regarding medical treatment. The patient's willingness to seek emergency care and to trust the physician is based on institutional and professional assurances rather than on an established personal relationship. Fourth, emergency physicians practice in an institutional setting, the hospital emergency department, and in close working relationships with other physicians, nurses, emergency medical technicians, and other health care professionals. Thus, emergency physicians must understand and respect institutional regulations and inter-professional norms of conduct. Fifth, in the United States, emergency physicians have been given a unique social role and responsibility to act as health care providers of last resort for many patients who have no other feasible access to care. Sixth, emergency physicians have a societal duty to render emergency aid outside their normal health care setting when such intervention may save life or limb. Finally, by virtue of their broad expertise and training, emergency physicians are expected to be a resource for the community in pre-hospital care, disaster management, toxicology, cardiopulmonary resuscitation, public health, injury control, and related areas. All of these special circumstances shape the

The flow of the Emergency Department starts when they walk in the front door and sign in at guest services or get picked up by an ambulance. When the ED has an expected arrival the ED secretary who is in the nurses station fills out an Emergency Department E.M.S Unit Radio Communications Report so when the patient arrives they will have their demographic information, see example (9.1). When a patient walks in the ED they are required to fill out an Emergency Department Sign in sheet also to enter the demographics, see example (9.2). Once the patient is registered they populate into a new arrival tracker. The tracker tracks every move the patient makes in the ED. Once they are seen by a nurse they will enter a quick assessment and vet

Middletown Hospital is a 200-bed, not-for-profit-general hospital that has an emergency department with 20 emergency beds. The emergency department handles on an average 100 patients per day. The hospital’s CEO has authorized the Six Sigma Team (SST) to address complaints received from patients seeking treatment between 6:00 p.m. and 10:00 p.m. The complaints are centered on waiting times and poor service. During this time the data indicates that approximately 70% of the department’s admissions occur (University of Phoenix, 2009, Course Syllabus).