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If a patient comes to your ED with a pre-existing infection that goes unnoticed, the insurer likely will to refuse to pay for treatment because it will presume wrongly that the condition was acquired in the hospital.
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(Editor's note: This is the second of a two-part series on prevention of hospital-acquired infections in the ED. This month, we give strategies to improve compliance with hand hygiene, tips for cleaning the equipment you use and tell you how to determine if your patient has arrived at the ED with an infection. Last month, we covered avoiding infections when invasive procedures are performed, reducing the risk of infection with peripheral IV insertion, using alternatives to invasive procedures, giving central-line education to ED nurses, and decreasing the use of central lines and urinary catheters.)
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If your patient tells you he's had asthma since he was a teenager, don't assume that he must already know how to self-manage his condition.
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Several months ago, the two EDs of Sacred Heart Medical Center in Eugene, OR, began posting their waiting times on their home page (www.peacehealth.org/shmc).
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When Henrico Doctor's Hospital in Richmond, VA, launched a hospitalwide initiative to improve patient throughput, the team was able to shave 2.5 hours off the average discharge time and decrease the average length of stay on the medical unit from almost 10 days to five days in the first six months of the project.
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North Shore-Long Island Jewish Health System based in Great Neck, NY, was awarded with the National Quality Forum's 2010 National Quality Healthcare Award.
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When staff at the Cincinnati Children's Hospital Medical Center (CCHMC) began working on reducing ventilator-associated pneumonia rates, they armed themselves with more than a bundle.
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You know just how complex your job is. How can you get your board on board with quality and not overwhelm them?