Neptune, New Jersey To manage extended emergency department stays for admitted patients, the Jersey Shore University Medical Center Pediatric ED uses proactive bed management and strategies such as the Pediatric Care Bridge Program. This program transitions care of admitted children in the

West Columbia, South Carolina To improve patient flow and enhance the experience of boarded patients, the Lexington Medical Center Emergency Department created an 18-bed admission unit staffed by the inpatient float pool. Admitted patients transition to the unit where nurses complete approximately

Palo Alto, California Stretcherside nurses at the Marc and Laura Andreessen Pediatric Emergency Department at Stanford Health Care partnered with leadership to redesign pediatric staffing to create a pediatric- specific assignment model that recognizes the unique developmental and clinical needs of children

Washington, D.C. Emergency nurses in the MedStar Washington Hospital Center Trauma and Burn Emergency Resuscitation Department advocate for victims of violence by identifying care gaps and building external partnerships. Key collaborations include the Community Violence Intervention Program, which involves bedside advocacy and

Fairfield, Ohio In response to increasing patient complexity and limited treatment space in the 35-bed ED, Mercy Health – Fairfield Hospital’s emergency department nurses identified an opportunity to redesign patient flow. Through shared decision-making, the team implemented an internal waiting room supported

Naples, Florida The Naples Comprehensive Health Baker Emergency Department earned Silver Level II Geriatric Emergency Department Accreditation by implementing evidence-based, age-friendly practices that improve care for older adults. Through nurse-led interdisciplinary collaboration, staff education, standardized protocols and targeted quality improvement initiatives, the

Williamstown, Kentucky The St. Elizabeth Healthcare Grant County 11-bed critical access hospital emergency department demonstrates how exceptional patient care is not determined by a hospital’s size but by innovation, teamwork and an unwavering commitment to patients. The ED team implemented a “Boarding Pass”

Sacramento, California Emergency department leaders at Sutter Medical Center examined the issue of ED boarding when they determined many patients occupying in-patient beds were waiting for diagnostics and then discharged. The most consistent delay was for patients waiting for a cardiac stress

Providence, Rhode Island The Miriam Hospital Emergency Department, part of Brown University Health, successfully implemented two important initiatives aimed at improving access to care and enhancing workforce safety. The ED accelerated improvements through a culture of governance, decision-making and empowered nurse autonomy.

Paramus, New Jersey Through shared governance and collaborative leadership, the Valley Hospital Bolger Emergency Department transformed patient flow and the waiting experience by launching an interdisciplinary Wait Time Task Force. A strong partnership of the operational teams led to solutions including a real-time