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Research Project

The document discusses reducing waiting times in emergency rooms in IMC hospitals in Egypt. It finds that 50% of emergency department visits are for non-urgent issues, leading to overcrowding and delays in treatment. To address this, the researchers assessed waiting times through patient surveys over 8 weeks. They found that implementing a formal triage system improved waiting times, reducing the average from over 45 minutes to under 30 minutes for 70% of patients. Key performance indicators for emergency department treatment times also increased from 70% to over 80% compliance after triage system improvements.

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Doaa Awad
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84 views14 pages

Research Project

The document discusses reducing waiting times in emergency rooms in IMC hospitals in Egypt. It finds that 50% of emergency department visits are for non-urgent issues, leading to overcrowding and delays in treatment. To address this, the researchers assessed waiting times through patient surveys over 8 weeks. They found that implementing a formal triage system improved waiting times, reducing the average from over 45 minutes to under 30 minutes for 70% of patients. Key performance indicators for emergency department treatment times also increased from 70% to over 80% compliance after triage system improvements.

Uploaded by

Doaa Awad
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Reducing

Reducing waiting
waitingtime
time in
emergency room in IMC
in IMC emergency room

Created By :
Asmaa Abdel-baset
Doaa Hussein
Hend Hassan
Marwa Sedki
Rabab Samir
Rehab Ahmed
Emergency medical services
are an important part of the medical care system and provide indispensable emergency treatments
that save lives, shorten the course of diseases, and maintain physical functions. In the context of
Egyptian culture, most people will choose emergency treatment for emergency cases or for those
where the nature of the illness is unknown. Such behavior leads to an increase in the number of
emergency visits, which results in emergency care providers being faced with high pressure,
excessive patient numbers, as well as insufficient beds, human resources, and salaries. A patient’s
wait time starts as soon as they walk through the doors of an emergency department and ends only
when the patient is either discharged home or admitted to hospital.
Emergency medical services
EDs worldwide are reportedly serving increasing numbers of patients who have a range of problems
of variable urgency, from life-threatening to mild. Studies have found that around 50% of ED visits
are for no urgent reasons, leading to unnecessary costs and multiple adverse consequences

• As emergency care overcrowding is a topic of great concern to medical


institutions, research on emergency care overcrowding has expanded
rapidly in recent years Although clinical staff, managers, and
researchers are working to ease emergency care overcrowding, the
problem continues to worsen Emergency care overcrowding can
weaken a hospital’s adaptability to changes,
• which increases the likelihood of medical errors and adverse events
and results in delayed treatments and longer waiting times. Relatedly,
patients may experience longer hospital stays and increased medical
costs due to overcrowding, as well as face higher rates of subsequent
visits and even death.
Solution

• patients arriving for emergency care need to be assessed and


classified to prioritize those who have the most urgent medical
problems and are in need of immediate care. This classification
process is termed triage

• Triage is a fundamental function in emergency departments(EDs),


the aim of triage system is to be sure that the patients will be
treated according to their clinical urgency, overcrowding of EDs
makes accurate triaging important to avoid delays in critical patient
care, which might result in long waiting time and bad outcomes.
Objectives
The aim of the study is :
• Assessing how long is the waiting time spent by patients in IMC emergency department before
receiving the medical care starting from JAN,2022 till now
• Reasons for delays in ED
• The relation between triaging process and waiting time in ED
• Enhancing the triage process
• KPIs to control ED performance (average waiting time not exceeding 20 minutes)
• Encourage national health planners and decision-makers to apply formal triage systems in the
EDs of general and specialist hospitals and other relevant health settings
• Research and training on triage is extremely limited in Egypt and this research hopes to
stimulate more research on triage systems
Why we wait
1. The causes of long waiting time are complex and often unique to each emergency department
2. Additionally, the problem of lengthy waiting time can also indicate a poorly resourced, poorly managed and/or poorly co-ordinated
department.
3. insufficient capacity (the ED doesn’t have enough physicians and nurses) or due to lack of funds.
4. Increased the number of critical patients and the lower availability of beds. The scale used in IMC is the Australian Triage Scale (ATS),
which has 5 categories with their corresponding level of treatment acuity
5. Poor communication between staff play important role in increasing waiting time in ED
6. Lack of ED staff awareness of triage policies and procedures
Research hypothesis

• Theoretical Framework:
Methodology and Data
In order to identify and be able to solve the long waiting time issue , several steps should have been taken .

First , we made a questionnaire consisting of several questions covering mainly :

1-Response time from the moment of entrance


2-Doctor and Nurse assessment and consultation time
3-Time for all the lab and radiology investigations
4-Time to receive and got explanations for the investigations results
5-Were there times when you needed help while in the emergency department but didn’t receive it in time ?

The scale was made as below :


 
1-Met Less than 30 mins
2-Partially met 30:45 mins
3-Not met More than 45 mins
• Second, since the hospital attendees are
15000 per month and to be able to
achieve the best results , the sampling
was done according to the Joint
Commission International Standards
(JCI) and we came with a total number
of 128 responses that were conducted .
• A google link form was also made to facilitate and accelerate the process
and communication .

• 89 responses out of the 128 were answered with Met short waiting time with a total percentage of 70% .
KPIs
• In addition to this , a KPI sheet was done since week 1 to be able to measure the performance coming with a total score of 359 out of a 512
ideal score of the 128 responses with a 70% of KPI percentage .
 
• Proceeding by week 2 ,3 and 4 the percentage increased to be 73%, and back to 72% and 75% simultaneously .
 
• After applying and implementing the triage protocol in week 5 , we conducted the surveys and a significant number and results increase
were recognized .

• In week 5,6 and 7 the percentages increased to be 79%, continued as it is 79% and 82 % simultaneously achieving a progress of 85 % by
week 8 .
• the KPI sheet increased with a total score of 437 with an increase of 85 %
Improvement
Conclusion

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