St. Luke’s Health Emergency Room Throughput

Topic: Administration
Words: 1411 Pages: 5

Executive Summary

St. Luke’s Health – The Vintage Hospital has an emergency room (ER) offering comprehensive services to cover critical injuries. Indeed, the emergency room is designed to cater to terminal illnesses that can create medical tragedies. The ER is always open and operational 24 hours daily for maximum care capacity. Moreover, the emergency room is staffed by licensed and trained emergency physicians, registered nurses, laboratory technicians, and radiologists. With the help of these staff members, the facility effectively offers quality care to adults and children presenting with emergency conditions.

St. Luke’s Health – The Vintage Hospital has on-call specialists who obtain data and schedule patient intake to ease referral from other healthcare facilities. The emergency room has adequate staff to conduct on-site testing and gather other electronic health records for patient care. In-bed hospitalization in the emergency room only happens when necessary, as the team is dedicated to offering high-quality outpatient care. Due to the wide publicity of the hospital’s emergency services, patients can request to be taken to St Luke’s the moment they reach a 911 operant.

St. Luke’s Health – The Vintage Hospital emergency room accepts walk-ins from patients around its facilities. The ER can treat all conditions urgently because it has more medical professionals with a more excellent range of capabilities. As a result, most patients get the chance to escape death or severe harm from accidents or untreatable terminal illnesses with threatening symptoms. All features in the facilities prove that timing and expertise are critical solutions to medical emergencies. The emergency room has an online check-in feature that maximizes patient time with an expert care team, even during holidays.


A part of St. Luke’s Health – The Vintage Hospital’s success is integral to the board of governance. The healthcare facility emergency room has governing, community philanthropic, advisory, and auxiliary boards, ensuring that clinical operations are run smoothly. The leadership team’s prominent roles are assessing patient needs and acquiring adequate resources to cater to them. Staff onboarding, reporting, and budgetary preparation are top priorities in the emergency room (St. Luke’s Health System, 2021). Besides, leaders research to ensure that all patients visiting St. Luke’s Health – The Vintage Hospital acquire comprehensive healthcare.

Board members have vested their interests in the community’s health and are dedicated to ensuring that characteristic interventions are taken within the shortest possible time. The management has eased one-take teams and referral procedures where staff members are given introductory and advanced training by their seniors. As a result, the competence of the senior physicians is easily replicated by assistant staff. The hospital’s leadership has invested in case notes and communication to ensure all team members have procedural and clinical procedures for the most common cases reported in the emergency room (St. Luke’s Health System, 2021). The leadership procedures give generously to the staff and focus on nurturing any emerging talents that develop unique perspectives for each reported case.

For efficiency, the hospital has protected education time and several internal audits. Staff members are often supervised or subjected to clinical incident monitoring to help them think differently while addressing different cases in the emergency room. The reviews and clinical supervision have been the main drive to the high confidence shown by the staff when challenged by unknown symptoms (St. Luke’s Health System, 2021). Moreover, the leadership team enrolls patients in fail-safe surveys to help advance the skills of inpatient or outpatient healthcare staff.

Marketing and Strategic Plans

As an emergency facility, St. Luke’s Health – The Vintage Hospital introduces vision and new strategies to deal with pandemics with the help of the current workforce. The ER targets and reaches a new clientele by developing solutions to the most complex emergencies within its localities. For instance, the emergency department has discovered and used domino-donor operations to cater to patients with hypertensive lung diseases and maximize the performance of organs like the heart (Maynes et al., 2019). Vintage Hospital’s management accelerates its process using the latest technology and most unique facilities it can access to advance research and pride in successes upon scheduled responses to an emergency. The achievements gained from intensive research, talents, and dedication is published as ads and campaigns to win more publicity.

The Vintage hospital’s emergency room expands its emergency response by identifying needy people in different medical specialty areas, including anesthesia, internal medicine, emergency medicine, and pediatrics. For instance, the increased population of patients with dementia has created a new window for expansion for the hospitals’ healthcare emergency response (St Luke’s Hospice Plymouth, 2019). The emergency room works towards balancing continuous development of services and increasing demand that creates research funding pressures and could cause fatal risks if not addressed. However, new conditions create chances to generate income and resolve the constant uncertainties. The emergency room management works with all stakeholders in the medical specialties to achieve local emergency solutions for North Huston residents. Besides, the management influences the operation culture and care provision environment by equipping specialists with palliative resources, competency, and confidence.

Supply Chain Description

The supply chain has been an essential part of St. Luke’s Health – The Vintage Hospital financial health system as it eases the observation of pitfalls and opportunities for improvement. To this facility, the value of the supply chain cannot be overridden because it is the gatekeeper of over $500 million in supplies and services (Phares et al., 2021). The supply chain team is involved with almost everything that keeps the system running smoothly, including education, medical contract, and equipment-based supplies. It is through a supply chain that the hospital identifies gaps in emergency room staff or resources and outsources them accordingly.

Ideally, the supply chain has changed St. Luke’s Health facility to become more efficient. To start with, the facility has embraced category management, an approach through which products and supplies in a similar category are placed together. In the emergency room, specific roles are assigned to leaders allowing them to master ideal manning procedures refined for these practices (Phares et al., 2021). As a result, the hospital management can easily identify and choose new purchasing partners, reduce irrational variation, and account for all expenses incurred. The hospital has filtered the procurement procedures to ensure no payments to multiple suppliers of the same products.

Singling to one brand or supplier is a process that demands significant consultation. The consultations strengthen physician and clinicians’ engagements as they speed up decision-making. Supply chain processes are valuable as they fish all subject matter experts and compel them to deliver reports for successful operation (Phares et al., 2021). Thus, the hospital has stayed ahead of the curve and adapted when necessary. Supply chain management has made St. Luke’s Health facility more creative as it facilitates recruiting talented staff members.

Primary Issues and Opportunity Areas Description

St. Luke’s Health – The Vintage Hospital has struggled to repair broken health records, making it hard to deliver consistent, effective, compassionate care. It is worth noting that the hospital allows vulnerable patients to walk in regardless of whether they are documented, which adds to the waiting time (Samra et al., 2019). Moreover, the emergency room’s reception of people from other locations creates a shortage of resources. Given that the hospital has nine full-time workers in the emergency room, there is a slow patient flow and extensive chances of nurse burnout (WebMD LLC, 2022). Faced with these challenges, the emergency room has an opportunity to increase staff, use the conducted research to train more emergency care providers, and expand spaces to accommodate them.

Mainly, the emergency room should improve inpatient care facilities because this is one of the windows in its care specialties. Physicians and clinical practitioners have extensive access to information, creating space to deal with emergencies arising from chronic diseases. Therefore, they should devise more straightforward procedures and share them with their juniors to maintain high standards of care even as the emergency services expand. The emergency room management should also vet and acquire funding or grants to deal with more significant community-based problems (Samra et al., 2019). As proof of improvement, the hospital should focus on giving the following services:

  • Continuously train patients and caregivers on first aid options for chronic diseases and create room to book specialized care from the emergency room.
  • Enhance communication to ensure coordination between specialists in different healthcare specialties to benefit the patient’s emergency condition.
  • Enhance the purchase and functionality of short-term insurance plans where affordable premiums allow patients to afford the best care.


Maynes, E. J., Austin, M. A., Deb, A. K., Choi, J. H., Weber, M. P., Massey, H. T., Daly, R. C., & Tchantchaleishvili, V. (2019). The domino procedure is a viable strategy with acceptable outcomes. Journal of Cardiac Failure, 25(8), S179-S180.

Phares, J., Dobrzykowski, D. D., & Prohofsky, J. (2021). How policy is shaping the macro healthcare delivery supply chain: The emergence of a new tier of retail medical clinics. Business Horizons, 64(3), 333-345. Web.

Samra, S., Taira, B. R., Pinheiro, E., Trotzky-Sirr, R., & Schneberk, T. (2019). Undocumented patients in the emergency department: challenges and opportunities. Western Journal of Emergency Medicine, 20(5), 791. Web.

St Luke’s Hospice Plymouth. (2019). St Luke’s Hospice Plymouth strategic plan 2016-19. Incorporating the Business Plan 2016-17. Web.

St. Luke’s Health System. (2021). Board leadership. Web.

WebMD LLC. (2022). Saint Luke’s Hospital at the Vintage Emergency Room. Web.

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