By Timothy Layman Interim Chief Executive Officer/ Chief Nursing Officer, Highlands-Cashiers Hospital
This month I thought it would be arousing to back away the drapery, so to speak, on “whats going on” formerly you enter Highlands-Cashiers Hospital’s Emergency Department. There are all the things that you, as individual patients or family member of a patient, view and discover, but there are many things that our caregivers and other staff do that are much less obvious, but all-important nonetheless. The information requirements too serves to explain the average amount of experience that an emergency visit requires, something we are continually assessing.
The ED is a complicated residence with multifaceted therapies for each patient, and motley responsibilities, depending on whether you are a nurse, technician, general practitioner, or specialty specialist. You probably is a well-known fact that we first prioritize cases by adjudicating whose needs are most urgent; this is called triage care. Here’s an example- if a person comes into the ED with a dislocated ankle and the other arrives from a car accident, we would need to access and plow the person or persons in the car accident first. The conclude for this is based on unknown injuries that could be life-threatening vs. the known dislocated ankle.
I’ll create a hypothetical lesson of a male teen, brought to our ED by his parents, who has knowledge a sudden-onset, severe headache. Our firstly concern would be a stroke, and although a teenager is an atypical blow martyr, we must first address the gravest possibility- even if it is unlikely.
We’ll call our imaginary case “Wylie.” When his family recruits our ED, we have to register him as a patient and communicate with him and his mothers about his history of sting and any other evidences he are likely to be suffering. Then we need to start ruling things out and entering into a deductive process. For speciman, we’d need to perform bloodwork, an MRI, an NIHSS( National Institutes of Health Stroke Scale) rating, and other quizs to rule out stroke.
Another critical part of our care, simple though it may sound, is communication. We need to listen to our patients from the moment they penetrate our ED; then, as they begin their journey with us, we continue to listen- even for the things they might not be saying. Then we need to observe them continuously and respond accordingly to whether their milieu is stable or rapidly changing. Next, communication needs to be crystal clear among the members of Wylie’s care team so that each knows they are dealing with the most current record of what interventions Wylie has received. Last-place but certainly not least, we are bound to provide understandable, frequent updates to the mothers. All of these interactions force a patient’s and family’s knowledge profoundly.
Treatment that may not be evident to patients and families, but that happens without exception, includes a variety of screenings on every patient. We screen for physical misuse, mental health needs, well-child criteria, and maintenance needs, etc. What gone on in our ED just when Wylie and his parents arrived too parts into his care.
If, after his testing is completed, he requires an ED bunked, we must make sure the nursing staff has completely scavenged the opening he will occupy since it was used to care for the patient that immediately preceded Wylie.
These are just some of the intricacies that go into originating our ED operate effectively and successfully, but many are “under the radar” as patients wait for treatment and message. At meters, one patient may require the services of two nannies. Not merely that, but the initial acuity presentation further increase or decline accordingly.
It’s tempting to think that there’s a “magic” solution when it comes to speeding up ED care, but as “youre seeing”, each patient’s time-to-treatment period is influenced by so many co-occurring realities. I’m proud to say that Wylie’s- and everyone else’s treatment- is completely personalized when they visit our ED. One patient’s more extensive experience is made up of countless smaller ones that often in flow. We’re called upon to be resourceful as patients’ needs change, and I hope this opening into our world is both revealing and helpful to you as healthcare consumers.
We continue our search for physician nominees for Cashiers and hope to have news in the coming months as to who will be joining us to provide exemplary care for the Cashiers community.
Timothy Layman, DNP, is the Interim Chief Executive Officer and Chief Nursing Officer( CNO) of Highlands-Cashiers Hospital. Layman supports a PhD in Nursing Practice from Yale University, a MS in Nursing Administration from LaRoche College and a BS in Nursing from Pennsylvania State University. Before coming to Angel Medical Center and Mission Health, he acted as Vice President for Innovation and Entrepreneurship at Thomas Jefferson University. Layman currently dishes on the faculty of Thomas Jefferson University and Yale University.
Read more: blog.mission-health.org