Union, New Jersey The emergency department at Atlantic Health Overlook Medical Center is committed to delivering exceptional care and experience through continuous performance improvement. During the satellite ED renovation, the unit-based council led initiatives to minimize disruptions to patient care. Implementing small

Charlotte, North Carolina The 43-bed emergency department at Atrium Health Carolinas Medical Center transformed from traditional shared governance to a professional governance model that empowers front-line nurses to lead change. Nurse-led committees focused on key clinical priorities such as chest pain, stroke,

Camden, New Jersey Recognizing delays in the identification and treatment of critically ill patients who did not meet traditional trauma or stroke activation criteria, Cooper University Health Care's Emergency Department developed the nurse-driven Priority Alert program. Emergency nurses partnered with physicians,

Lebanon, New Hampshire The emergency department team at Dartmouth Hitchcock Medical Center focused on nurse satisfaction shifting. By focusing on developing interprofessional relationships, the culture shifted to highlighting what was working well in an effort to replicate the positives and not

Milwaukee, Wisconsin Froedtert Hospital Emergency Department’s ED Nurse Expeditor initiative was developed to improve patient throughput and strengthen system-wide capacity management. Action plans centered on deploying dedicated nurse expeditors to accelerate timely discharges, timely transport of admitted patients to inpatient units

Palo Alto, California Through its shared-governance triage task force, nurses at the Marc and Laura Andreessen Adult Emergency Department at Stanford Health Care identified delays in obtaining STAT EKGs for patients with cardiac complaints. The team redesigned the front-end triage process

Los Angeles, California Martin Luther King Jr. Community Hospital is located in the heart of South Los Angeles. Originally designed to care for approximately 35,000 patients annually, the 29-bed emergency department served 120,563 patients in 2025. Despite the high demand, the ED

Eau Claire, Wisconsin Using shared governance and staff nurse leadership, the ED at Mayo Clinic – Eau Claire addressed delays in triage start times through a nurse-led quality improvement initiative. Front-line nurses identified workflow inefficiencies through direct observation and collaborated with

Oxford, Ohio MHED recognizes that exceptional patient care begins with caring for those who provide it. To support staff well-being and combat burnout, the department introduced a dedicated lunch relief shift from 10 a.m. to 2 p.m., creating additional capacity for

Glen Cove, New York The Glen Cove Hospital Emergency Department leveraged shared governance and nurse-led innovation to improve severe sepsis care. Facing 9.2 percent mortality and a 66.7 percent bundle compliance, the interdisciplinary team known as the Sepsis First Responders implemented