NewYork-Presbyterian Weill Cornell Medical Center Emergency Department
New York, New York
NewYork-Presbyterian Weill Cornell Medical Center Emergency Department
NewYork-Presbyterian Weill Cornell emergency department serves a diverse patient population, providing care to more than 90,000 patients annually. Recognizing the impact of workplace stress on staff well-being and performance, the ED team introduced a comprehensive stress reduction initiative. This included confidential mental health support, flexible scheduling, resilience training and safe spaces for open dialogue.
Staff-led committees allowed for wide-ranging input on policies, workflows and patient care strategies. That led to increased staff ownership, innovation and a more inclusive environment. Interdisciplinary collaboration strengthened with the recognition that unique perspectives improve patient outcomes and workplace culture. Regular interdisciplinary huddles, inclusive care planning sessions and shared decision-making models ensure all voices —nurses, physicians, social workers, therapists and support staff—are heard and valued.
The team also targeted sepsis adherence to the three-hour bundle with an initiative that included development of a clear, evidence-based sepsis pathway; implementation of an electronic medical record alert to prompt early identification of sepsis and guide compliance with the three-hour bundle; regular education sessions; and continuous performance monitoring and feedback to identify barriers and celebrate progress. These efforts led to an increase in timely interventions and a reduction in sepsis-related mortality.
Staff-led committees allowed for wide-ranging input on policies, workflows and patient care strategies. That led to increased staff ownership, innovation and a more inclusive environment. Interdisciplinary collaboration strengthened with the recognition that unique perspectives improve patient outcomes and workplace culture. Regular interdisciplinary huddles, inclusive care planning sessions and shared decision-making models ensure all voices —nurses, physicians, social workers, therapists and support staff—are heard and valued.
The team also targeted sepsis adherence to the three-hour bundle with an initiative that included development of a clear, evidence-based sepsis pathway; implementation of an electronic medical record alert to prompt early identification of sepsis and guide compliance with the three-hour bundle; regular education sessions; and continuous performance monitoring and feedback to identify barriers and celebrate progress. These efforts led to an increase in timely interventions and a reduction in sepsis-related mortality.