Milwaukee, Wisconsin   To address rising patient volumes and improve care delivery, the Aurora St. Luke’s Medical Center Emergency Department team launched two strategicinitiatives. First, the Patient Flow Committee, led by the ED manager, redesigned intake operations following a nearby hospital closure.

Burlington, Wisconsin Recognizing the critical importance and impact of timely patient care, AuroraMedical Center-Burlington’s emergency department team focused on optimizing throughput and the significance of intentional patient rounds.The team implemented and successfully adopted a tele-triage model that accelerates door-to-provider times by

Elkhorn, Wisconsin The Auroral Lakeland Medical Center Emergency Department implementedtwo key initiatives that significantly improved patient flow and outcomes. The team redesigned the triage process and introduced a dedicated triage nurse role. This change reduced the time from patient arrival to

Charlotte, North Carolina The 21-bed pediatric emergency department improved patient experience and operational efficiency through several initiatives, including a new intake model that allows for early identification of acuity and streamlines patient flow. Dedicated fast-track zones for low-acuity cases reduce wait

Macon, Georgia The 20-bed emergency department at Atrium Health Levine Children Beverly Knight Olson Children’s Hospital experienced significant growth in patient volume, treating approximately 24,000 patients in 2024—more than doubling its volume since opening in 2019.The ED team remains committed to

Byron, Georgia To enhance patient satisfaction, the Atrium Health Navicent Peach Hospital Emergency Department implemented the "Commit to Sit" initiative, which encourages providers and nurses to sit at the bedside during patient interactions.This approach fosters a more personal and attentive environment,

Matthews, North Carolina Despite operating within a compact 10-bed facility, the Atrium Health Union WestHospital Emergency Department team consistently delivers high-quality, efficientand holistic care to a growing and diverse patient population.Through an unwavering commitment to collaboration, continuous improvement and a deeply

Pompton Plains, New Jersey Chilton Medical Center’s emergency department identified a care gap forwalk-in stroke patients. While EMS-transported stroke patients benefited froman optimized workflow, featuring rapid door-to-CT times and timely interventions that exceed national benchmarks, walk-in patients lacked the same expedited

Al Mubarraz, Al Ahsa, Saudi Arabia The first hospital in Saudi Arabia to earn an ENA Lantern Award, AlmoosaSpecialist Hospital ED implemented two successful initiatives that reducedextended patient stay hours and door-to-provider times.Extended stays of more than three hours had contributed

Boardman, Ohio A group of ED staff nurses realized there was a knowledge gap with newer staffmembers hired into the emergency department at Akron Children’s HospitalMahoning Valley. They worked through the unit-based council, which then created a multidisciplinary team to focus