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At Southern Regional Medical Center in Riverdale, GA, the credit cards of one of the emergency nurses was stolen while she was at work, and the thieves used them all day.
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In an unsavory distinction, the lead author of the Rockville, MD-based Agency for Healthcare Research and Quality (AHRQ) has singled out the nations EDs as the worst performers in its 2005 National Healthcare Quality Report.
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David C. Seaberg, MD, a board member of the American College of Emergency Physicians (ACEP), has proposed a 10-point plan to increase capacity, alleviate overcrowding, and improve surge capacity in the nations emergency departments (ED).
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In the third quarter of 2001, the ED at Methodist Medical Center of Illinois, Peoria, ranked in the 17th percentile in patient satisfaction surveys by Press Ganey Associates in South Bend, IN. By the end of 2003, that number had risen incredibly to the 95th percentile.
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Is it an extremely creative solution to one of emergency medicines most nagging problems, or a violation of the Emergency Medical Treatment and Labor Act (EMTALA)?
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The ED at MetroHealth Hospital in Grand Rapids, MI, has achieved a door-to-doc time of 19 minutes with the help of an information system.
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While addressing the new accreditation standard for overcrowding (LD.3.11), one hospital has managed to decrease its treatment times, drop its walkout rate, improve its patient satisfaction scores, and improve its revenue capture, despite increasing patient volumes.
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A new report from the Centers for Disease Control and Prevention's (CDC) reinforces the assertions of a report on the state of emergency medicine by the Institute of Medicine (IOM) that crowding in the nation's EDs has reached nearly epidemic proportions.
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The following is a hypothetical example to illustrate how to calculate the cost of poor quality (COPQ) and the financial impact of improved quality in the ED. The example was provided by Diana S. Contino, RN, MBA, CEN, FAEN, manager of public services-health care for Costa Mesa, CA-based BearingPoint, which provides consulting, application services, technology solutions, and managed services for health care clients and others.
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Every ED manager is concerned about maintaining high-quality standards in their department and recognizes the impact poor quality can have on outcomes and patient satisfaction. However, say the experts, only a small minority recognizes and calculates the impact poor quality can have on their bottom line.