b'RIGHT: Terry Gould with hospital leadership and staff. The new chairs recline offering additional comfort to waiting patients.Terry met with a group of hospital leaders, including the former head of the ER, the chief operating officer and key administrative executives. With the same problem-solving mindset that had fueled his legal and business career, Terry laid out a plan. It was simple but effective: to create better communication with patients, improve waiting conditions, provide comfort and make the triage process faster and more effective. The group listened. And more importantly, took action on his ideas and developed a plan.SMALL CHANGES BUT BIG IMPACTThe first changes were small but important: positioning security personnel to guide patients upon arrival, adding personnel at the window who could actually help patients, improving the seating with custom-designed reclining chairs that were both comfortable and functional for those in pain (they can hold IV bags and be sanitized), and adding a staffed secondary waiting area where actual treatment could start even if a room wasnt available; such as administering IVs and pain meds, if appropriate. Looking back on his emergency, Terry realized that Water coolers were added in waiting areas and a morehis painful experience had ignited something far streamlined triage system was implemented. bigger than he imagined. He could have walked away, choosing to seek future care elsewhere.But instead, It wasnt just about comfort and compassion. It washe chose to stay, to problem-solve, to make things adding to the excellent medical care Osborns Levelbetter for those who would come after him. And in One Trauma Center is well known to provide. Terry knewdoing so, he didnt just help fix a systemhe helped patient care starts long before the doctor walks in. Itcreate a legacy of care that could change the way ERs begins with an atmosphere of respect, where patientsoperate across the entire network.feel seen, heard and cared for, even in their discomfort.I believe sometimes youre put in a situation where The changes didnt happen overnight, but they didyou will be the catalyst for change, Terry said, My happen. Over the course of a year, Terrys vision cameexperience wasnt everyones experience, but Im happy to life. Patients were receiving pain managementto know any patient can have a better wait experience sooner, there was clarity on wait times and mostthanks to this HonorHealth team listening, respecting importantly, the space was now designed to makesuggestions and implementing real changes. It may people feel comfortable and heard. have started with my ideas, but it is the hospital staff that A PROTOTYPE FOR THE FUTURE put it together and have made it work. I have been told When Terry learned his efforts might be turned into during the short time these changes have been in effect, a prototype for other hospitals, he couldnt help butthe feedback from patients has been very positive.feel proud. This was more than a personal victoryTerry has always lived by the principle: when you see an it was a victory for every patient who would benefitopportunity to do good, you seize it. Nothing happens from these changes, a victory for the medical staff thatuntil you make it happen. And in that moment, he did now have a better working environment and a victoryjust thatigniting a blueprint for more efficient ER care for his community. for everyone.HonorHealth Foundation Magazine 19'