Accelerating Care: Enhancing Patient Satisfaction through a Quality Initiative in the Obstetrics and Gynaecology Emergency Department at Al Wakra Hospital, Qatar

<h3>Background</h3><p dir="ltr">Al Wakra Hospital's Obstetrics and Gynaecology Emergency Department (OB ED) faced challenges of overcrowding, and prolonged wait times. To address these issues and enhance the overall departmental efficiency, a novel approach was implemented to tackle throughput challenges as part of a Quality Improvement project to reduce overall patients’ waiting times in the OB ED from 35 minutes in 2020 to 28 minutes by 2023. </p><h3>Methods</h3><p dir="ltr"> The project utilized the Plan-Do-Study-Act (PDSA) model, involving a diverse team collecting baseline data and introducing throughput improvements. Post-implementation data and feedback were analysed, leading to the integration of effective interventions into standard procedures. These interventions included optimized space utilization, real-time communication, bedside registration, technology integration, pre-triage screening, enhanced communication and patient education, consultant presence, and a culture of continuous improvement. </p><h3>Results</h3><p dir="ltr">The strategies implemented significantly reduced waiting times, enhancing both patient care and operational efficiency. A substantial reduction in overall average waiting time was achieved, dropping from 35 minutes in 2020 to approximately 14 minutes in 2023 (Figure 1). Wait times for priority 1 cases reduced from 22 to 0 minutes, and for priority 2 cases, from 32 minutes to approximately 13.6 minutes over the same period. The proportion of patients spending less than 8 hours in the OB ED observation beds rose from 74% in January 2022 to over 98% in 2023. Notably, there was a remarkable decrease in patients who Left Without Being Seen (LWBS) and in absconded patient rates from 2020 to 2023 (Figure 2).</p><h3>Conclusion</h3><p dir="ltr">The project resulted in a profound change in the Department's operational environment, embedding efficiency in the unit's culture and positively influencing operations in other departments. This presents a promising model for adoption in other settings. Further work is considered to continually refine and enhance the interventions, possibly expanding their application to other units.</p>