Lancaster, Pennsylvania Penn Medicine Lancaster General Hospital Emergency Department focused on improving the patients’ experience while they were receiving care in the ED. The team created the triage coordinator, an operational role for nurses that focuses on positively impacting patient flow

Athens, Georgia The Piedmont Athens Regional Emergency Department focused on EMS triage during surge periods with a nurse‑led, standardized process to return EMS crews back into service quickly. Doing so allows the charge nurse to continue moving patients from the waiting

Greenville, South Carolina The emergency department at Prisma Health Greenville Memorial Hospital implemented a number of measures to further prevent workplace violence. Equipment and systems include Humane Shield, bite gloves placed for quick access, and alerts to hospital law enforcement when

Reston, Virginia In 2025–2026, the Reston Hospital Center Emergency Department prioritized optimization of the discharge patient pathway through a series of staff-led performance improvement initiatives. Enhancements in triage processes, direct-to-bed placement, reduced provider greet times and more efficient disposition and physical

Waterbury, Connecticut Patient feedback identified ED wait times as a major opportunity for improvement and a key driver of satisfaction at the Saint Mary’s Hospital Emergency Department. To address this, the ED team implemented a Rapid Medical Evaluation model, partnering a

Santa Barbara, California What began as Santa Barbara Cottage Hospital’s ED nurses pursuing ultrasound-guided IV training evolved into an innovative, hospital-wide Vascular Access Team that transformed patient care and nursing practice. Led by ED nursing leadership, the program expanded from difficult

La Mesa, California Despite an increase in patient visits, Sharp Grossmont Hospital’s ED successfully worked to improve the patient experience and lower the number of people leaving without being seen. From 2024 to 2025, the number of patient visits increased more

San Diego, California Shared governance and collaborative decision-making are key factors driving employee engagement and satisfaction within the Sharp Memorial Hospital Emergency Department. This model is foundational to how meaningful improvements in both clinical practice and workplace culture advance within the

Fort Thomas, Kentucky The Emergency Department Throughput Initiative at St. Elizabeth Healthcare’s Ft. Thomas Emergency Department transformed collaboration between the ED, inpatient units and senior leadership. While previous system-wide efforts produced limited improvements in throughput for admitted patients, a new multidisciplinary

Paterson, New Jersey The St. Joseph’s University Medical Center ED team developed a Code OB process that encompasses all parties within the ED as well as labor and delivery, NICU, respiratory and the blood bank. It is activated for patients meeting