Methodist Children’s Hospital Pediatric ER
San Antonio, Texas
Methodist Children’s Hospital Pediatric ER
Methodist Children’s Pediatric Emergency Department—a 28-bed Level III trauma ED—took a holistic approach to departmental improvement combining operational efficiency with a strong, supportive team culture.
To better serve its approximately 44,000 pediatric patients, the ED management team redesigned patient flow, which led to a 17 percent overall reduction in length
of stay across all ESI levels, as well as a 40 percent reduction for ESI 4 and 5 patients. These results were achieved through the creation of a dedicated low-acuity care area staffed with a designated nurse and provider. This allowed for more critically ill patients or those needing more resources to be seen in the main ED.
In addition to process changes, the department initiated a meaningful culture shift centered on communication and staff involvement. Leadership implemented an open-door policy and began bimonthly staff rounding to address concerns in real time and place an emphasis on interdisciplinary communication. The department revitalized its unit-based council, which empowered the staff to make changes in bedside practice. As a result, staff-reported sense of accomplishment increased by 31 percent, feelings of support from leadership rose by 71 percent and recognition for contributions improved by 60 percent.
To better serve its approximately 44,000 pediatric patients, the ED management team redesigned patient flow, which led to a 17 percent overall reduction in length
of stay across all ESI levels, as well as a 40 percent reduction for ESI 4 and 5 patients. These results were achieved through the creation of a dedicated low-acuity care area staffed with a designated nurse and provider. This allowed for more critically ill patients or those needing more resources to be seen in the main ED.
In addition to process changes, the department initiated a meaningful culture shift centered on communication and staff involvement. Leadership implemented an open-door policy and began bimonthly staff rounding to address concerns in real time and place an emphasis on interdisciplinary communication. The department revitalized its unit-based council, which empowered the staff to make changes in bedside practice. As a result, staff-reported sense of accomplishment increased by 31 percent, feelings of support from leadership rose by 71 percent and recognition for contributions improved by 60 percent.